Management Failure Quotes

Mediocrity results first and foremost from management failure, not technological failure.

Everyone starts a business with passion, but not everyone starts it with enough planning.

Organizational structure and management style are those two factors that we always forget to analyze when the performance of our businesses goes down.

In business 'professionalism' is not a tactic but a moral value.

A good management style will make the productivity of your employees go up which means your revenues and profits go up as well.

A perfect website with perfect marketing but bad financial management can fail, similarly a perfect product with a perfect website but a bad customer management strategy can fail.

A strong business idea with a profitable future will no doubt attract better financing rather than the other options.

Misuse of budget happens when business owners are not able to see far ahead in the future or don’t take the budget seriously.

Securing funds is the first step but managing those funds efficiently and effectively is the most crucial step for your business’ survival as well as growth.

Employee loyalty is cheaper than hiring new employees, training them, and motivating them.

School management can impress parents with their fancy infrastructure, but students have to spend more time there than their parents.

If you want to go big in the business world, you need to have the right product at the right time.

Not just the organizational structure but the management style can also affect your business goals of success and growth.

poor cash planning leads to a loss of investment.

Restricted thoughts will keep you under the illusion that whatever you’re thinking is right and anyone who doesn’t think the same as you has no clue about how to run your business.

A good work culture and work environment is very crucial in helping your employees to put their best foot forward.

If you are trying to open a restaurant in a place where the majority of people are the practitioners of Judaism faith, then you cannot make a non-Kosher restaurant and still hope to gain popularity.

As a board, you want to be able to identify exactly what the company is succeeding at and exactly what it's failing at so that you can amplify the successes and correct the failures with surgical precision.

Sometimes you just have to know when the battle you’re fighting is one best walked away from, than fought to the cold, bitter end.

He does have immaculate taste. He's sensitive to the most minuscule of aesthetic failures, in painting, in cinema, even in novels or television shows. Sometimes when Marianne mentions a film she has recently watched, he waves his hand and says: It fails for me. This quality of discernment, she has realised, does not make Lukas a good person. He has managed to nurture a fine artistic sensitivity without ever developing any real sense of right and wrong. The fact that this is even possible unsettles Marianne, and makes art seem pointless suddenly.

His management philosophy, tempered in his rain-dancing days, was always to give the project to whoever had the most to gain from success--or the most to lose from failure.

Visible mourning reminds us of death, which is construed as unnatural, a failure to manage the situation. “A single person is missing for you, and the whole world is empty,” Philippe Ariès wrote to the point of this aversion in Western Attitudes toward Death. “But one no longer has the right to say so aloud.

They copied my product, they copied my strategies yet they failed miserably in the business, because they couldn't copy my professionalism.

Mindful leaders know how to repeat success patterns and overcome failure patterns.

Working harder to achieve results usually results in frustration and failure. The focus of work is the activities that generate results, not the results themselves.

No matter what advantages you are born with-- money, intelligence, an appealing personality, a sunny outlook, or good social connections-- none of these provides a magic key to an easy existence. Somehow life manages to bring difficult problems, the causes of untold suffering and struggle. How you meet your challenges makes all the difference between the promise of success and the specter of failure.

Don’t blame others. it won’t make you a better person.

I am encouraged as I look at some of those who have listened to their "different drum": Einstein was hopeless at school math and commented wryly on his inadequacy in human relations. Winston Churchill was an abysmal failure in his early school years. Byron, that revolutionary student, had to compensate for a club foot; Demosthenes for a stutter; and Homer was blind. Socrates couldn't manage his wife, and infuriated his countrymen. And what about Jesus, if we need an ultimate example of failure with one's peers? Or an ultimate example of love?

Your need to feel significant will never be met, until you can conquer your fear and manage your focus.

You cannot learn very much about excellence from studying failure.

people who have failed in their lives, they are suffering their failure. People who have succeeded in their life, they are suffering their success.

Don’t set your own goals by what other people make important.

Many small businesses are doomed from day one, not from competition or the economy, but from the ignorance of their owners . . . their destiny is already decided because they have no idea how a business should be operated.

THE MISCONCEPTION: You procrastinate because you are lazy and can’t manage your time well. THE TRUTH: Procrastination is fueled by weakness in the face of impulse and a failure to think about thinking.

Take work as a game and enjoy it. Everything is a challenge. Just don’t go on doing it, dragging yourself because it has to be done. So there are only two possibilities: either find work you like or become capable of liking the work, whatsoever it is. The second is the best alternative because it is very difficult to find work that you like.like. Sooner or later you will dislike it. In the beginning, maybe you like it.

The only possible failure would be never managing to find the right role or the right partners to help you realize that strength.

Greatness means setting out to make some difference somewhere to someone in someplace.

Becoming a great leader doesn’t mean being perfect. it means living with your imperfections.

Many people spend more time looking at their failures than focusing on their successes.

Going to a country where you don't speak the language is like wading into the sea when you can't swim - it's intimidating at first, not impossible, and ultimately manageable.

If you look to artists who've managed to achieve lifelong careers, you detect the same pattern: They all have been able to persevere, regardless of success or failure.

As long as management is quick to take credit for a firm’s successes but equally swift to blame its workers for its failures, no surefire remedy for low productivity can be expected in American manufacturing and service industries.

I'm not sad or embarrassed to be an alcoholic anymore. I get irritated when I hear parents use that jokey shorthand: God, I hope my kid doesn't end up in rehab. Or: God, I hope my kid doesn't end up in therapy. I understand the underlying wish -- I hope my kid grows up happy and safe. When we say things like that, though, we underscore the false belief that people who seek help are failures and people who don't seek help are a success. It's not true. Some of the healthiest, most accomplished people I know went to both rehab and therapy, and I've known some sick motherfuckers who managed to avoid both.

Fear and failure are always present. Accept them as part of life and learn how to manage these realities. Be scared, but keep going. Being scared is usually transient. It will pass. If you fail, fix the causes and keep going.

Do not allow your inner doubts to keep you from achieving what you can do.

The real problem is that most people fear failure, and thus take no action. They really they should be fearful of their thoughts that cause their failure to take action!

I don't put my ideas in a meeting for acceptance or rejection, I put them in the market for success or failure.

We are all beautiful instruments of God. He created many notes in music so that we would not be stuck playing the same song. Be music always. Keep changing the keys, tones, pitch, and volume of each of the songs you create along your journey and play on. Nobody will ever reach ultimate perfection in this lifetime, but trying to achieve it is a full-time job. Start now and don't stop. Make your book of life a musical. Never abandon obligations, but have fun leaving behind a colorful legacy. Never allow anybody to be the composer of your own destiny. Take control of your life, and never allow limitations implanted by society, tell you how your music is supposed to sound — or how your book is supposed to be written.

Liquidity is essential in business. So many businesses fail because of a failure to retain liquidity. But the principle is simple - to get things done, businesses need access to cash and capital. And without that access to cash and capital the business will fail because it won't be able to find it's operations.

That's what a book is: a failed attempt that, its failure notwithstanding, is sincere and hard-worked and expunged of as much falseness as he could manage, given his limited abilities, and has thus been imbued with a sort of purity.

Explanations involving conspiracy, greed, and even stupidity are easier to generate and accept than more complex explanations that may be closer to the truth. A bit of wisdom called Hanlon's Razor advises us 'Never attribute to malice that which can be adequately explained by stupidity.' I would add a clumsier but more accurate corollary to this: 'Never attribute to malice or stupidity that which can be explained by moderately rational individuals following incentives in a complex system of interactions.' People behaving with no central coordination and acting in their own best interest can still create results that appear to some to be clear proof of conspiracy or a plague of ignorance.

Success doesn't teach as many lessons as failure

Too few leaders have the emotional fortitude to take responsibility for failure.

If a writer manages to be fascinating about his own novels, then there are only two possibilities: either he is merely voicing out loud what he wrote in his book, and he is a parrot; or he is explaining interesting things that he didn't discuss in his book, in which case the book in question is a failure since it does not live up to its claims.

Failure of management to plan for the future and to foresee problems has brought about waste of manpower, of materials, and of machine-time, all of which raise the manufacturer’s cost and price that the purchaser must pay. The consumer is not always willing to subsidize this waste. The inevitable result is loss of market. Loss of market begets unemployment.

Don’t just exist; do something meaningful with your life. Discover a problem and fix it. Don’t just fit in; make it a point to brighten your corner. Decide to resolve your challenges. Don’t just manage; go extra mile and win your race. Never give up the fight. You will win. Don’t just be able; always make sure you are available. Be present to make a change. Don’t just be alive; once you have arrived, find the reason why and make that reason accomplished. Don’t just wish; be passionate about what you wish to see happen. Rise up and make it happen. Don’t just create; create to change; change to improve; improve to increase. Aspire to inspire. Don’t just be making a living; make a life and leave an indelible footstep wherever you step. I want to meet you and many others on the top. Don’t be left out!

Perhaps you have been wondering about how you will win the tournaments of life. This is an important moment of your life. Just know where your goals are. Dress in the jersey of action and enter the game of vision! Work with your talents, skills, and tactics and with determination! Don’t commit any foul; don’t put yourself on an offside position. Be at the right place at the right time. Attack your failures and defend your goals; look up and watch the time because the whistle may blow at any time. Don’t waste the chances you get! Target the goals and with winning in focus, you will be there!

What is a professional, anyway? A professional is someone who can keep working at a high level of effort and ethics, no matter what is going on—for good or ill—around him or inside him. A professional shows up every day. A professional plays hurt. A professional takes neither success nor failure personally.

Fred didn’t groom Donald to succeed him; when he was in his right mind, he wouldn’t trust Trump Management to anybody. Instead, he used Donald, despite his failures and poor judgment, as the public face of his own thwarted ambition. Fred kept propping up Donald’s false sense of accomplishment until the only asset Donald had was the ease with which he could be duped by more powerful men.

Investors are people with more money than time. Employees are people with more time than money. Entrepreneurs are simply the seductive go-betweens. Startups are business experiments performed with other people’s money. Marketing is like sex: only losers pay for it.” “Company culture is what goes without saying. There are no real rules, only laws. Success forgives all sins. People who leak to you, leak about you. Meritocracy is the propaganda we use to bless the charade. Greed and vanity are the twin engines of bourgeois society. Most managers are incompetent and maintain their jobs via inertia and politics. Lawsuits are merely expensive feints in a well-scripted conflict narrative between corporate entities. Capitalism is an amoral farce in which every player—investor, employee, entrepreneur, consumer—is complicit.

Smith felt distressed at the failure to respond in kind and interpreted it as failure on his own part. He realized miserably that, time after time, he had managed to bring agitation to these other creatures when his purpose had been to create oneness.

The history professor Nelson Lichtenstein told me, “What you can’t measure, you can’t reward,” and that may be why executives are so focused on work hours. For decades, the corporate world has been consumed with metrics. Managers love tangible measures by which they can determine success or failure. Work hours is one of the easiest ways to measure employee performance, but total hours worked is a meaningless statistic.

Information is a significant component of most organizations’ competitive strategy either by the direct collection, management, and interpretation of business information or the retention of information for day-to-day business processing. Some of the more obvious results of IS failures include reputational damage, placing the organization at a competitive disadvantage, and contractual noncompliance. These impacts should not be underestimated.

The ability of Wall Street traders to see themselves in their success and their management in their failure would later be echoed, when their firms, which disdained the need for government regulation in good times, insisted on being rescued by government in bad times. Success was individual achievement; failure was a social problem.

The thing about being barren is that you’re not allowed to get away from it. Not when you’re in your thirties. My friends were having children, friends of friends were having children, pregnancy and birth and first birthday parties were everywhere. I was asked about it all the time. My mother, our friends, colleagues at work. When was it going to be my turn? At some point our childlessness became an acceptable topic of Sunday-lunch conversation, not just between Tom and me, but more generally. What we were trying, what we should be doing, do you really think you should be having a second glass of wine? I was still young, there was still plenty of time, but failure cloaked me like a mantle, it overwhelmed me, dragged me under, and I gave up hope. At the time, I resented the fact that it was always seen as my fault, that I was the one letting the side down. But as the speed with which he managed to impregnate Anna demonstrates, there was never any problem with Tom’s virility. I was wrong to suggest that we should share the blame; it was all down to me. Lara, my best friend since university, had two children in two years: a boy first and then a girl. I didn’t like them. I didn’t want to hear anything about them. I didn’t want to be near them. Lara stopped speaking to me after a while. There was a girl at work who told me—casually, as though she were talking about an appendectomy or a wisdom-tooth extraction—that she’d recently had an abortion, a medical one, and it was so much less traumatic than the surgical one she’d had when she was at university. I couldn’t speak to her after that, I could barely look at her. Things became awkward in the office; people noticed. Tom didn’t feel the way I did. It wasn’t his failure, for starters, and in any case, he didn’t need a child like I did. He wanted to be a dad, he really did—I’m sure he daydreamed about kicking a football around in the garden with his son, or carrying his daughter on his shoulders in the park. But he thought our lives could be great without children, too. “We’re happy,” he used to say to me. “Why can’t we just go on being happy?” He became frustrated with me. He never understood that it’s possible to miss what you’ve never had, to mourn for it.

Where workers do lose their jobs due to automation, it’s not because they themselves are replaced by some piece of software. It’s often because the firms they work for fail. And the firms they work for fail because their management or shareholders are unwilling or unable to keep up with the new possibilities of technology. That failure often extends to failing to invest in the training that their employees need to implement the latest technologies.

When you study success, you become a dreamer. When you study failure, you become a victor. When you study organisations, you become a mentor. When you study management, you become a leader. When you study nature, you become a scholar. When you study people, you become a counselor. When you study life, you become a thinker. When you study God, you become a philosopher. When you study magic, you become a sorcerer. When you study stars, you become an astronomer. When you study oracles, you become a seer. When you study visions, you become a diviner. When you study combat, you become a warrior. When you study war, you become a commander. When you study policy, you become a governor. When you study politics, you become a ruler. When you study nothing, you become a loser. When you study little, you become a loafer. When you study much, you become a winner. When you study all, you become a master.

That decision falls to scientists, engineers, and managers—with at least the tacit approval of company officers and boards of directors. All complex technology is inseparably coupled to an equally complex team of people and systems of people who should interact with one another as smoothly and with as clear a purpose as a set of well-meshed gears.

I have this theory," says Andy Stone, seated in his office at Prudential-Bache Securities. "Wall Street makes its best producers into managers. The reward for being a good producer is to be made a manager. The best producers are cutthroat, competitive, and often neurotic and paranoid. You turn those people into managers, and they go after each other. They no longer have the outlet for their instincts that producing gave them. They usually aren't well suited to be managers. Half of them get thrown out because they are bad. Another quarter get muscled out because of politics. The guys left behind are just the most ruthless of the bunch. That's why there are cycles on Wall Street—why Salomon Brothers is getting crunched now—because the ruthless people are bad for the business but can only be washed out by proven failure.

He fashioned an empire of sorts, bereft of cities yet plagued with the endless dramas of society, its pathetic victories and inevitable failures. The community of enslaved Imass thrived in this quagmire of pettiness. They even managed to convince themselves that they possessed freedom, a will of their own that could shape destiny. They elected champions. They tore down their champions once failure draped its shroud over them. They ran in endless circles and called it growth, emergence, knowledge. While over them all, a presence invisible to their eyes, Raest flexed his will. His greatest joy came when his slaves proclaimed him god – though they knew him not – and constructed temples to serve him and organized priesthoods whose activities mimicked Raest’s tyranny with such cosmic irony that the Jaghut could only shake his head.

On Editors: "... The chief qualification of ninety-nine per cent of all editors is failure. They have failed as writers. Don't think they prefer the drudgery of the desk and the slavery to their circulation and to the business manager to the joy of writing. They have tried to write, and they have failed. And right there is the cursed paradox of it. Every portal to success in literature is guarded by those watch-dogs, the failures of literature. The editors, the sub-editors, associate editors, most of them, and the manuscript readers for the magazines and book-publishers, most of them, nearly all of them, are men who wanted to write and failed. And yet they, of all creatures under the sun the most unfit, are the very creatures who decide what shall and what shall not find its way into print–they, who have proved themselves not original, who have demonstrated that they lack the divine fire, sit in judgment upon originality and genius. And after them comes the reviewers, just so many more failures. Don't tell me that they have not dreamed the dream and attempted to write poetry and fiction; for they have, and they have failed. Why, the average review is more nauseating than cod-liver oil....

Once a church incorporates, they inadvertently introduce craving (not to be confused with ambition), leaders who covet power. “Incorporating” triggers an instinctive race to the top, an irrational fear of bad publicity, and the international sign of failure: loss of assets. Welcome to the world of sick power-circles, and inadvertent church-hurt. Lamentations, pg Intro

You go out into your world, and try and find the things that will be useful to you. Your weapons. Your tools. Your charms. You find a record, or a poem, or a picture of a girl that you pin to the wall and go, "Her. I'll try and be her. I'll try and be her - but here." You observe the way others walk, and talk, and you steal little bits of them - you collage yourself out of whatever you can get your hands on. You are like the robot Johnny 5 in Short Circuit, crying, "More input! More input for Johnny 5! as you rifle through books and watch films and sit in front of the television, trying to guess which of these things that you are watching - Alexis Carrington Colby walking down a marble staircase; Anne of Green Gables holding her shoddy suitcase; Cathy wailing on the moors; Courtney Love wailing in her petticoat; Dorothy Parker gunning people down; Grace Jones singing "Slave to the Rhythm" - you will need when you get out there. What will be useful. What will be, eventually, you? And you will be quite on your own when you do all this. There is no academy where you can learn to be yourself; there is no line manager slowly urging you toward the correct answer. You are midwife to yourself, and will give birth to yourself, over and over, in dark rooms, alone. And some versions of you will end in dismal failure - many prototypes won't even get out the front door, as you suddenly realize that no, you can't style-out an all-in-one gold bodysuit and a massive attitude problem in Wolverhampton. Others will achieve temporary success - hitting new land-speed records, and amazing all around you, and then suddenly, unexpectedly exploding, like the Bluebird on Coniston Water. But one day you'll find a version of you that will get you kissed, or befriended, or inspired, and you will make your notes accordingly, staying up all night to hone and improvise upon a tiny snatch of melody that worked. Until - slowly, slowly - you make a viable version of you, one you can hum every day. You'll find the tiny, right piece of grit you can pearl around, until nature kicks in, and your shell will just quietly fill with magic, even while you're busy doing other things. What your nature began, nature will take over, and start completing, until you stop having to think about who you'll be entirely - as you're too busy doing, now. And ten years will pass without you even noticing. And later, over a glass of wine - because you drink wine now, because you are grown - you will marvel over what you did. Marvel that, at the time, you kept so many secrets. Tried to keep the secret of yourself. Tried to metamorphose in the dark. The loud, drunken, fucking, eyeliner-smeared, laughing, cutting, panicking, unbearably present secret of yourself. When really you were about as secret as the moon. And as luminous, under all those clothes.

In the face of an obstacle which it is impossible to overcome, stubbornness is stupid. If I persist in beating my fist against a stone wall, my freedom exhausts itself in this useless gesture without succeeding in giving itself a content. It debases itself in a vain contingency. Yet, there is hardly a sadder virtue than resignation. It transforms into phantoms and contingent reveries projects which had at the beginning been set up as will and freedom. A young man has hoped for a happy or useful or glorious life. If the man he has become looks upon these miscarried attempts of his adolescence with disillusioned indifference, there they are, forever frozen in the dead past. When an effort fails, one declares bitterly that he has lost time and wasted his powers. The failure condemns that whole part of ourselves which we had engaged in the effort. It was to escape this dilemma that the Stoics preached indifference. We could indeed assert our freedom against all constraint if we agreed to renounce the particularity of our projects. If a door refuses to open, let us accept not opening it and there we are free. But by doing that, one manages only to save an abstract notion of freedom. It is emptied of all content and all truth. The power of man ceases to be limited because it is annulled. It is the particularity of the project which determines the limitation of the power, but it is also what gives the project its content and permits it to be set up. There are people who are filled with such horror at the idea of a defeat that they keep themselves from ever doing anything. But no one would dream of considering this gloomy passivity as the triumph of freedom

I have called this mental defect the Lucretius problem, after the Latin poetic philosopher who wrote that the fool believes that the tallest mountain in the world will be equal to the tallest one he has observed. We consider the biggest object of any kind that we have seen in our lives or hear about as the largest item that can possibly exist. And we have been doing this for millenia. In Pharaonic Egypt, which happens to be the first complete top-down nation-state managed by bureaucrats, scribes tracked the high-water mark of the Nile and used it as an estimate for a future worst-case scenario. The same can be seen in the Fukushima nuclear reactor, which experienced a catastrophic failure in 2011 when a tsunami struck. It had been built to withstand the worst past historical earthquake, with the builders not imagining much worse--and not thinking that the worst past event had to be a surprise, as it had no precedent. Likewise, the former chairman of the Federal Reserve, Fragilista Doctor Alan Greenspan, in his apology to Congress offered the classic "It never happened before." Well, nature, unlike Fragilista Greenspan, prepares for what has not happened before, assuming worse harm is possible.

The Freedman’s Savings Bank serves as a cautionary tale for government support of banking for the poor when that support is just a façade. Draping a flag over a building and then installing private profit-motivated management inside is the most dangerous sort of government support. It induces trust in a vulnerable customer base that not only suffers from financial loss, but also loses all faith in public institutions. It poisons true government efforts to help. A similar phenomenon was at the heart of the failure of the government-sponsored enterprises Fannie Mae and Freddie Mac during the recent financial

I want to stress that by well-differentiated leader I do not mean an autocrat who tells others what to do or orders them around, although any leader who defines himself or herself clearly may be perceived that way by those who are not taking responsibility for their own emotional being and destiny. Rather, I mean someone who has clarity about his or her own life goals, and, therefore, someone who is less likely to become lost in the anxious emotional processes swirling about. I mean someone who can be separate while still remaining connected, and therefore can maintain a modifying, non-anxious, and sometimes challenging presence. I mean someone who can manage his or her own reactivity to the automatic reactivity of others, and therefore be able to take stands at the risk of displeasing.

But such is the nature of man that as soon as you begin to force him to do a thing, from that moment he begins to seek ways by which he can avoid doing the thing you are trying to force upon him. A man with malaria parasites in his blood is a danger to his companions. To kill all the parasites, he was then required to continue doses of quinine a week or ten days after his fever. When the convalescing men were given their daily dose of quinine they would manage to throw their tablets out of the dispensary window. The old turkey-gobbler pet of the hospital gobbled up all the tablets he could find. He became so dissipated he finally developed a species of blindness caused by too much quinine. I cannot vouch for this, but I was often twitted with this story as an illustration of how the men were treating prophylactic quinine.

When I consider the men (like my father) I have treated in psychotherapy, I recognize the challenge I face as a counselor. These men are in counseling due to an insistent wife, troubled child or their own addiction. They suffer a lack of connection with the people they say they love most. Chronically accused of being over controlling or emotionally absent, they feel at sea when their wives and children claim to be lonely in their presence. How can these people feel “un-loved” when (from his perspective) he has dedicated his life to their welfare? Some of these men will express their lack of vitality and emotional engagement though endless service. They are hyperaware of the moods, needs and prefer-ences of loved ones, yet their self-neglect can be profound. This text examines how a lack of secure early attachment with caregivers can result in the tendency to self-abandon while managing connections with significant others. Their anxiety and distrust of the connection of others will manifest in anxious monitoring, over-giving, passive aggressive approaches to anger and chronic worry. For them, failure to anticipate and meet the needs of others equals abandonment.

With families, I stopped creating encyclopedias of data about all their issues and began to search instead for the member with the greatest capacity to be a leader as I have defined it. That person generally turned out to be the one who could express himself or herself with the least amount of blaming and the one who had the greatest capacity to take responsibility for his or her own emotional being and destiny. I began to coach the “leader” alone, letting the rest of the family drop out and stay home. I stopped trying to get people to “communicate” or find better ways of managing their issues. Instead, I began to concentrate on helping the leader to become better defined and to learn how to deal adroitly with the sabotage that almost invariably followed any success in this endeavor. Soon I found that the rest of the family was “in therapy” whether or not they came into my office.

Who am I? I am your constant companion. I am your greatest helper or heaviest burden. I will push you onward or drag you down to failure. I am completely at your command. Half the things you do you might just as well turn over to me and I will be able to do them quickly and correctly. I am easily managed—you must merely be firm with me. Show me exactly how you want something done and after a few lessons I will do it automatically. I am the servant of all great individuals and, alas, of all failures, as well. Those who are great, I have made great. Those who are failures, I have made failures. I am not a machine, though I work with all the precision of a machine plus the intelligence of a human. You may run me for a profit or run me for ruin—it makes no difference to me. Take me, train me, be firm with me, and I will place the world at your feet. Be easy with me and I will destroy you. Who am I?

We shouldn't let our envy of distinguished masters of the arts distract us from the wonder of how each of us gets new ideas. Perhaps we hold on to our superstitions about creativity in order to make our own deficiencies seem more excusable. For when we tell ourselves that masterful abilities are simply unexplainable, we're also comforting ourselves by saying that those superheroes come endowed with all the qualities we don't possess. Our failures are therefore no fault of our own, nor are those heroes' virtues to their credit, either. If it isn't learned, it isn't earned. When we actually meet the heroes whom our culture views as great, we don't find any singular propensities––only combinations of ingredients quite common in themselves. Most of these heroes are intensely motivated, but so are many other people. They're usually very proficient in some field--but in itself we simply call this craftmanship or expertise. They often have enough self-confidence to stand up to the scorn of peers--but in itself, we might just call that stubbornness. They surely think of things in some novel ways, but so does everyone from time to time. And as for what we call "intelligence", my view is that each person who can speak coherently already has the better part of what our heroes have. Then what makes genius appear to stand apart, if we each have most of what it takes? I suspect that genius needs one thing more: in order to accumulate outstanding qualities, one needs unusually effective ways to learn. It's not enough to learn a lot; one also has to manage what one learns. Those masters have, beneath the surface of their mastery, some special knacks of "higher-order" expertise, which help them organize and apply the things they learn. It is those hidden tricks of mental management that produce the systems that create those works of genius. Why do certain people learn so many more and better skills? These all-important differences could begin with early accidents. One child works out clever ways to arrange some blocks in rows and stacks; a second child plays at rearranging how it thinks. Everyone can praise the first child's castles and towers, but no one can see what the second child has done, and one may even get the false impression of a lack of industry. But if the second child persists in seeking better ways to learn, this can lead to silent growth in which some better ways to learn may lead to better ways to learn to learn. Then, later, we'll observe an awesome, qualitative change, with no apparent cause--and give to it some empty name like talent, aptitude, or gift.

This is where we are now, endlessly cheerleading ourselves into positivity while erasing the dirty underside of real life. I always read brutality in those messages: they offer next to nothing. There are days when I can say with great certainty that I am not strong enough to manage. And what if I can’t hang on in there? What then? These people might as well be leaning into my face, shouting, Cope! Cope! Cope! while spraying perfume into the air to make it all seem nice. The subtext of these messages is clear: Misery is not an option. We must carry on looking jolly for the sake of the crowd. While we may no longer see depression as a failure, we expect you to spin it into something meaningful pretty quick. And if you can’t pull that off, then you’d better disappear from view for a while. You’re dragging down the vibe.

When I was a kid,” he said, “my mother had lovebirds. She used to clip their wings so when she let them out of their cage, they wouldn’t fly away. The lovebirds always tried, but they never got far with their short, fucked-up wings.” I inched the bedroom door open and stepped into the pool of warm light spilling from the street outside. He moved behind me, tucking my hair behind my right ear aside, pressing his face to it. “Until one day, one managed to escape. My mother forgot to clip her wings. A moment of distraction cost her her favorite lovebird.” I knew why he was telling me this, and the happiness in my gut swirled with a shot of sudden pain. “Failure is inevitable,” he continued in a flat tone that didn’t hold much emotion or hope, “and heartache is unstoppable. One day, I’ll forget to clip your wings. When that day arrives, when you run away, I guess I’d be happy to know you’ll still have some money and the means to make it in this wild, tough world.

You make plans and decisions assuming randomness and chaos are for chumps. The illusion of control is a peculiar thing because it often leads to high self-esteem and a belief your destiny is yours for the making more than it really is. This over-optimistic view can translate into actual action, rolling with the punches and moving ahead no matter what. Often, this attitude helps lead to success. Eventually, though, most people get punched in the stomach by life. Sometimes, the gut-punch doesn’t come until after a long chain of wins, until you’ve accumulated enough power to do some serious damage. This is when wars go awry, stock markets crash, and political scandals spill out into the media. Power breeds certainty, and certainty has no clout against the unpredictable, whether you are playing poker or running a country. Psychologists point out these findings do not suggest you should throw up your hands and give up. Those who are not grounded in reality, oddly enough, often achieve a lot in life simply because they believe they can and try harder than others. If you focus too long on your lack of power, you can slip into a state of learned helplessness that will whirl you into a negative feedback loop of depression. Some control is necessary or else you give up altogether. Langer proved this when studying nursing homes where some patients were allowed to arrange their furniture and water plants—they lived longer than those who had had those tasks performed by others. Knowing about the illusion of control shouldn’t discourage you from attempting to carve a space for yourself out of whatever field you want to tackle. After all, doing nothing guarantees no results. But as you do so, remember most of the future is unforeseeable. Learn to coexist with chaos. Factor it into your plans. Accept that failure is always a possibility, even if you are one of the good guys; those who believe failure is not an option never plan for it. Some things are predictable and manageable, but the farther away in time an event occurs, the less power you have over it. The farther away from your body and the more people involved, the less agency you wield. Like a billion rolls of a trillion dice, the factors at play are too complex, too random to truly manage. You can no more predict the course of your life than you could the shape of a cloud. So seek to control the small things, the things that matter, and let them pile up into a heap of happiness. In the bigger picture, control is an illusion anyway.

THE QUESTION seems a hopeless one after 2000 years of resolute adherence to the old cry of “Not this man, but Barabbas.” Yet it is beginning to look as if Barabbas was a failure, in spite of his strong right hand, his victories, his empires, his millions of money, and his moralities and churches and political constitutions. “This man” has not been a failure yet; for nobody has ever been sane enough to try his way. But he has had one quaint triumph. Barabbas has stolen his name and taken his cross as a standard. There is a sort of compliment in that. There is even a sort of loyalty in it, like that of the brigand who breaks every law and yet claims to be a patriotic subject of the king who makes them. We have always had a curious feeling that though we crucified Christ on a stick, he somehow managed to get hold of the right end of it, and that if we were better men we might try his plan. There have been one or two grotesque attempts at it by inadequate people, such as the Kingdom of God in Munster, which was ended by crucifixion so much more atrocious than the one on Calvary that the bishop who took the part of Annas went home and died of horror. But responsible people have never made such attempts. The moneyed, respectable, capable world has been steadily anti-Christian and Barabbasque since the crucifixion; and the specific doctrine of Jesus has not in all that time been put into political or general social practice.

The Poles rode out from Warsaw against the German Tanks on horses. Rode knowing, in sunlight, with sabers, A magnitude of beauty that allows me no peace. And yet this poem would lessen that day. Question The bravery. Say it's not courage. Call it a passion. Would say courage isn't that. Not at its best. It was impossib1e, and with form. They rode in sunlight, Were mangled. But I say courage is not the abnormal. Not the marvelous act. Not Macbeth with fine speeches. The worthless can manage in public, or for the moment. It is too near the whore's heart: the bounty of impulse, And the failure to sustain even small kindness. Not the marvelous act, but the evident conclusion of being. Not strangeness, but a leap forward of the same quality. Accomplishment. The even loyalty. But fresh. Not the Prodigal Son, nor Faustus. But Penelope. The thing steady and clear. Then the crescendo. The real form. The culmination. And the exceeding. Not the surprise. The amazed understanding. The marriage, Not the month's rapture. Not the exception. The beauty That is of many days. Steady and clear. It is the normal excellence, of long accomplishment.

In this chapter I will describe the effects of the data deluge on all members of society generally and how it erodes the confidence, judgment, and decisiveness of leaders in particular. Then I will show the paradoxical side of the data deluge. Despite its anxiety-provoking effects, the proliferation of data also has an addictive quality. Leaders, healers, and parents “imbibe” data as a way of dealing with their own chronic anxiety. The pursuit of data, in almost any field, has come to resemble a form of substance abuse, accompanied by all the usual problems of addiction: self-doubt, denial, temptation, relapse, and withdrawal. Leadership training programs thus wind up in the codependent position of enablers, with publishers often in the role of “suppliers.” What does it take to get parents, healers, and managers, when they hear of the latest quick-fix fad that has just been published, to “just say no”?

As all this suggests our relationship with evidence is seldom purely a cognitive one. Vilifying menstruating women bolstering anti-Muslim stereotypes murdering innocent citizens of Salem plainly evidence is almost always invariably a political social and moral issue as well. To take a particularly stark example consider the case of Albert Speer minister of armaments and war production during the Third Reich close friend to Adolf Hitler and highest-ranking Nazi official to ever express remorse for his actions. In his memoir Inside the Third Reich Speer candidly addressed his failure to look for evidence of what was happening around him. "I did not query a friend who told him not to visit Auschwitz I did not query Himmler I did not query Hitler " he wrote. "I did not speak with personal friends. I did not investigate for I did not want to know what was happening there... for fear of discovering something which might have made me turn away from my course. I had closed my eyes." Judge William Stoughton of Salem Massachusetts became complicit in injustice and murder by accepting evidence that he should have ignored. Albert Speer became complicit by ignoring evidence he should have accepted. Together they show us some of the gravest possible consequences of mismanaging the data around us and the vital importance of learning to manage it better. It is possible to do this: like in the U.S. legal system we as individuals can develop a fairer and more consistent relationship to evidence over time. By indirection Speer himself shows us how to begin. I did not query he wrote. I did not speak. I did not investigate. I closed my eyes. This are sins of omission sins of passivity and they suggest correctly that if we want to improve our relationship with evidence we must take a more active role in how we think must in a sense take the reins of our own minds. To do this we must query and speak and investigate and open our eyes. Specifically and crucially we must learn to actively combat our inductive biases: to deliberately seek out evidence that challenges our beliefs and to take seriously such evidence when we come across it.

Optimists Optimism is normal, but some fortunate people are more optimistic than the rest of us. If you are genetically endowed with an optimistic bias, you hardly need to be told that you are a lucky person—you already feel fortunate. An optimistic attitude is largely inherited, and it is part of a general disposition for well-being, which may also include a preference for seeing the bright side of everything. If you were allowed one wish for your child, seriously consider wishing him or her optimism. Optimists are normally cheerful and happy, and therefore popular; they are resilient in adapting to failures and hardships, their chances of clinical depression are reduced, their immune system is stronger, they take better care of their health, they feel healthier than others and are in fact likely to live longer. A study of people who exaggerate their expected life span beyond actuarial predictions showed that they work longer hours, are more optimistic about their future income, are more likely to remarry after divorce (the classic “triumph of hope over experience”), and are more prone to bet on individual stocks. Of course, the blessings of optimism are offered only to individuals who are only mildly biased and who are able to “accentuate the positive” without losing track of reality. Optimistic individuals play a disproportionate role in shaping our lives. Their decisions make a difference; they are the inventors, the entrepreneurs, the political and military leaders—not average people. They got to where they are by seeking challenges and taking risks. They are talented and they have been lucky, almost certainly luckier than they acknowledge. They are probably optimistic by temperament; a survey of founders of small businesses concluded that entrepreneurs are more sanguine than midlevel managers about life in general. Their experiences of success have confirmed their faith in their judgment and in their ability to control events. Their self-confidence is reinforced by the admiration of others. This reasoning leads to a hypothesis: the people who have the greatest influence on the lives of others are likely to be optimistic and overconfident, and to take more risks than they realize.

The nihilist attitude manifests a certain truth. In this attitude one experiences the ambiguity of the human condition. But the mistake is that it defines man not as the positive existence of a lack, but as a lack at the heart of existence, whereas the truth is that existence is not a lack as such. And if freedom is experienced in this case in the form of rejection, it is not genuinely fulfilled. The nihilist is right in thinking that the world possesses no justification and that he himself is nothing. But he forgets that it is up to him to justify the world and to make himself exist validly. Instead of integrating death into life, he sees in it the only truth of the life, which appears to him as a disguised death. However, there is life, and the nihilist knows that he is alive. That’s where his failure lies. He rejects existence without managing to eliminate it. He denies any meaning to his transcendence, and yet he transcends himself. A man who delights in freedom can find an ally in the nihilist because they contest the serious world together, but he also sees in him an enemy insofar as the nihilist is a systematic rejection of the world and man, and if this rejection ends up in a positive desire destruction, it then establishes a tyranny which freedom must stand up against.

Yes: the future bridegroom, Mr. Rochester himself, exercised over his intended a ceaseless surveillance: and it was from this sagacity—this guardedness of his—this perfect clear consciousness of his fair one's defects—this obvious absence of passion in his sentiments toward her, that my ever-torturing pain arose. I saw he was going to marry her, for family, perhaps political reasons; because her rank and connections suited him; I felt he had not given her his love, and that her qualifications were ill adapted to win from him that treasure. This was the point—this was where the nerve was touched and teased—this was where the fever was sustained and fed: she could not charm him. If she had managed the victory at once, and he had yielded and sincerely laid his heart at her feet, I should have covered my face, turned to the wall, and (figuratively) have died to them. If Miss Ingram had been a good and noble woman, endowed with force, fervor, kindness, sense, I should have had one vital struggle with two tigers—jealousy and despair: then, my heart torn out and devoured, I should have admired her—acknowledged her excellence, and been quiet for the rest of my days: and the more absolute her superiority, the deeper would have been my admiration—the more truly tranquil my quiescence. But as matters really stood, to watch Miss Ingram's efforts at fascinating Mr. Rochester; to witness their repeated failure—herself unconscious that they did fail; vainly fancying that each shaft launched, hit the mark, and infatuatedly pluming herself on success, when her pride and self-complacency repelled further and further what she wished to allure—to witness this, was to be at once under ceaseless excitation and ruthless restraint. Because when she failed I saw how she might have succeeded. Arrows that continually glanced off from Mr. Rochester's breast and fell harmless at his feet might, I knew, if shot by a surer hand, have quivered keen in his proud heart—have called love into his stern eye and softness into his sardonic face; or, better still, without weapons a silent conquest might have been won.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Notice in Acts 4 that there were “no needy persons among them.” Why? Because they shared with “anyone one who had need.” The expression of neediness in the community allowed the economy of love to flow. But in churches in America and other places where affluence poses special problems, the situation is very different. These cultures are enslaved to the fear of death and death avoidance holds serious sway. In these cultures the expression of need is taboo and pornographic. What results is neurotic image-management, the pressure to be “fine.” The perversity here is that on the surface American churches do look like the church in Acts 4 - there are “no needy persons” among us. We all appear to be doing just fine, thank you very much. But we know this to be a sham, a collective delusion driven by the fear of death. I’m really not fine and neither are you. But you are afraid of me and I’m afraid of you. We are neurotic about being vulnerable with each other. We fear exposing our need and failure to each other. And because of this fear - the fear of being needy within a community of neediness - the witness of the church is compromised. A collection of self-sustaining and self-reliant people - people who are all pretending to be fine - is not the Kingdom of God. It’s a church built upon the delusional anthropology we described earlier. Specifically, a church where everyone is “fine” is a group of humans refusing to be human beings and pretending to be gods. Such a “church” is comprised of fearful people working hard to keep up appearances and unable to trust each other to the point of loving self-sacrifice. In such a “church” each member is expected to be self-sufficient and self-sustaining, thus making no demands upon others. Unfortunately, where there is no need and no vulnerability, there can be no love.

SATURDAY AT THE STORE is a nightmare. We are besieged by do-it-yourselfers wanting to spruce up their homes. Mr. and Mrs. Clayton and John and Patrick—the two other part-timers—and I are besieged by customers. But there’s a lull around lunchtime, and Mrs. Clayton asks me to check on some orders while I’m sitting behind the counter at the register discreetly eating my bagel. I’m engrossed in the task, checking catalog numbers against the items we need and the items we’ve ordered, eyes flicking from the order book to the computer screen and back as I make sure the entries match. Then, for some reason, I glance up … and find myself locked in the bold gray gaze of Christian Grey, who’s standing at the counter, staring at me. Heart failure. “Miss Steele. What a pleasant surprise.” His gaze is unwavering and intense. Holy crap. What the hell is he doing here, looking all outdoorsy with his tousled hair and in his cream chunky-knit sweater, jeans, and walking boots? I think my mouth has popped open, and I can’t locate my brain or my voice. “Mr. Grey,” I whisper, because that’s all I can manage. There’s a ghost of a smile on his lips and his eyes are alight with humor, as if he’s enjoying some private joke. “I was in the area,” he says by way of explanation. “I need to stock up on a few things. It’s a pleasure to see you again, Miss Steele.” His voice is warm and husky like dark melted chocolate fudge caramel … or something.

The intelligent want self-control; children want candy. —RUMI INTRODUCTION Welcome to Willpower 101 Whenever I mention that I teach a course on willpower, the nearly universal response is, “Oh, that’s what I need.” Now more than ever, people realize that willpower—the ability to control their attention, emotions, and desires—influences their physical health, financial security, relationships, and professional success. We all know this. We know we’re supposed to be in control of every aspect of our lives, from what we eat to what we do, say, and buy. And yet, most people feel like willpower failures—in control one moment but overwhelmed and out of control the next. According to the American Psychological Association, Americans name lack of willpower as the number-one reason they struggle to meet their goals. Many feel guilty about letting themselves and others down. Others feel at the mercy of their thoughts, emotions, and cravings, their lives dictated by impulses rather than conscious choices. Even the best-controlled feel a kind of exhaustion at keeping it all together and wonder if life is supposed to be such a struggle. As a health psychologist and educator for the Stanford School of Medicine’s Health Improvement Program, my job is to help people manage stress and make healthy choices. After years of watching people struggle to change their thoughts, emotions, bodies, and habits, I realized that much of what people believed about willpower was sabotaging their success and creating unnecessary stress. Although scientific research had much to say that could help them, it was clear that these insights had not yet become part of public understanding. Instead, people continued to rely on worn-out strategies for self-control. I saw again and again that the strategies most people use weren’t just ineffective—they actually backfired, leading to self-sabotage and losing control. This led me to create “The Science of Willpower,” a class offered to the public through Stanford University’s Continuing Studies program. The course brings together the newest insights about self-control from psychology, economics, neuroscience, and medicine to explain how we can break old habits and create healthy habits, conquer procrastination, find our focus, and manage stress. It illuminates why we give in to temptation and how we can find the strength to resist. It demonstrates the importance of understanding the limits of self-control,

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

All of us deserve better than what thinness takes. We deserve a new paradigm of health: one that acknowledges its multifaceted nature and holds t-cell counts and blood pressure alongside mental health and chronic illness management. We deserve a paradigm of personhood that does not make size or health a prerequisite for dignity and respect. We deserve more places for thin people to heal from the endless social messages that tell them at once that their bodies will never be perfect enough to be beautiful and simultaneously that their bodies make them inherently superior to fatter people. We deserve spaces for thin people to build their self-confidence with one another so that the task no longer falls to fat people who are already contending with widespread judgment, harassment, and even discrimination. We deserve more spaces for fat people too—fat-specific spaces and fat-only spaces, where we can have conversations that can thrive in specificity, acknowledging that our experiences of external discrimination are distinct from internal self-confidence and body image issues (though we may have those too). We deserve those separate spaces so that we can work through the trauma of living in a world that tells all of us that our bodies are failures—punishing thin people with the task of losing the last ten pounds and fat people with the crushing reality of pervasive social, political, and institutional anti-fatness. We deserve more spaces to think and talk critically about our bodies as they are, not as we wish they were, or as an unforgiving and unrealistic culture pressures them to change. We deserve spaces and movements that allow us to think and talk critically about the messages each of us receive about our bodies—both on a large scale, from media and advertising, and on a small scale, interpersonally, with friends and family. But we can only do this if we acknowledge the differences in our bodies and the differences in our experiences that spring from bodies. We deserve to see each other as we are so that we can hear each other. And the perfect, unreachable standard of thinness is taking that from us.

But it is the nature of narcissistic entitlement to see the situation from only one very subjective point of view that says “My feelings and needs are all that matter, and whatever I want, I should get.” Mutuality and reciprocity are entirely alien concepts, because others exist only to agree, obey, flatter, and comfort – in short, to anticipate and meet my every need. If you cannot make yourself useful in meeting my need, you are of no value and will most likely be treated accordingly, and if you defy my will, prepare to feel my wrath. Hell hath no fury like the Narcissist denied. Narcissists hold these unreasonable expectations of particularly favorable treatment and automatic compliance because they consider themselves uniquely special. In social situations, you will talk about them or what they are interested in because they are more important, more knowledgeable, or more captivating than anyone else. Any other subject is boring and won’t hold interest, and, in their eyes, they most certainly have a right to be entertained. In personal relationships, their sense of entitlement means that you must attend to their needs but they are under no obligation to listen to or understand you. If you insist that they do, you are “being difficult” or challenging their rights. How dare you put yourself before me? they seem to (or may actually) ask. And if they have real power over you, they feel entitled to use you as they see fit and you must not question their authority. Any failure to comply will be considered an attack on their superiority. Defiance of their will is a narcissistic injury that can trigger rage and self-righteous aggression. The conviction of entitlement is a holdover from the egocentric stage of early childhood, around the age of one to two, when children experience a natural sense of grandiosity that is an essential part of their development. This is a transitional phase, and soon it becomes necessary for them to integrate their feelings of self-importance and invincibility with an awareness of their real place in the overall scheme of things that includes a respect for others. In some cases, however, the bubble of specialness is never popped, and in others the rupture is too harsh or sudden, as when a parent or caretaker shames excessively or fails to offer soothing in the wake of a shaming experience. Whether overwhelmed with shame or artificially protected from it, children whose infantile fantasies are not gradually transformed into a more balanced view of themselves in relation to others never get over the belief that they are the center of the universe. Such children may become self-absorbed “Entitlement monsters,” socially inept and incapable of the small sacrifices of Self that allow for reciprocity in personal relationships. The undeflated child turns into an arrogant adult who expects others to serve as constant mirrors of his or her wonderfulness. In positions of power, they can be egotistical tyrants who will have their way without regard for anyone else. Like shame, the rage that follows frustrated entitlement is a primitive emotion that we first learn to manage with the help of attuned parents. The child’s normal narcissistic rages, which intensify during the power struggles of age eighteen to thirty months – those “terrible twos” – require “optimal frustration” that is neither overly humiliating nor threatening to the child’s emerging sense of Self. When children encounter instead a rageful, contemptuous or teasing parent during these moments of intense arousal, the image of the parent’s face is stored in the developing brain and called up at times of future stress to whip them into an aggressive frenzy. Furthermore, the failure of parental attunement during this crucial phase can interfere with the development of brain functions that inhibit aggressive behavior, leaving children with lifelong difficulties controlling aggressive impulses.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.