Maximizing Opportunity Quotes

Pasteur said, like all great discoverers, he knew something about accidental discoveries. The best way to get maximal exposure is to keep researching. Collect opportunities--

Many if not most slaves would have each readily jumped, and many if not most slaves would each readily jump, at the opportunity to be a master, if such an opportunity presents or had presented itself.

If you wait for the mango fruits to fall, you'd be wasting your time while others are learning how to climb the tree

Cultivate the art of maximizing serendipitous opportunities.

Nothing will make a better impression on your leader than your ability to manage yourself. If your leader must continually expend energy managing you, then you will be perceived as someone who drains time and energy. If you manage yourself well, however, your boss will see you as someone who maximizes opportunities and leverages personal strengths. That will make you someone your leader turns to when the heat is on.

Relationships are assignments. They are part of a vast plan for our enlightenment, the Holy Spirit’s blueprint by which each individual soul is led to greater awareness and expanded love. Relationships are the Holy Spirit’s laboratories in which He brings together people who have the maximal opportunity for mutual growth. He appraises who can learn most from whom at any given time, and then assigns them to each other. Like

Many a parent, sad to say, has used their child as an opportunity for them, the parent, to do, through their child, something or some of the things that they, the parent, did not do or did not do successfully.

Social media is your opportunity to reach a massive number of people with transparency, honesty, and integrity.

Flexibility is a learned mental skill. In today’s dynamic world, your effectiveness as a professional depends on your readiness to adjust quickly to the moments of need or opportunity, adversity, and change.

Wiseman has identified four principles that characterize lucky people. Lucky people tend to maximize chance opportunities.

Brands that will survive and thrive from now on are those with C-level executives that understand the incredible opportunity new media offers them and commit to excellence in managing their social media presence.

As you go through your career, you will begin to find the areas of work you love and in which you will shine; you will, hopefully, find a field where you can maximize the motivators and satisfy the hygiene factors. But it’s rarely a case of sitting in an ivory tower and thinking through the problem until the answer pops into your head. Strategy almost always emerges from a combination of deliberate and unanticipated opportunities. What’s important is to get out there and try stuff until you learn where your talents, interests, and priorities begin to pay off. When you find out what really works for you, then it’s time to flip from an emergent strategy to a deliberate one.

Stern endorses Pascal’s maxim “To understand is to forgive.” In fact, one of the most exciting opportunities in being a writer, he feels, is to take a villain or criminal character and make him human by showing what caused him to be so.

the world’s interactions with Africa are not necessarily motivated by altruism, but by the self-interest of states seeking to maximize their opportunities and minimize their costs, often at the expense of those who are not in a position to do either.

When you make choices that will affect your career, aim for the intersection of your genuine interests, skills, and opportunities.

Specifically, what dangers do you have now that need to be eliminated, what opportunities need to be captured, and what strengths need to be maximized?

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Lucky people take advantage of chance occurrences that come their way. Instead of going through life on cruise control, they pay attention to what’s happening around them and, therefore, are able to extract greater value from each situation… Lucky people are also open to novel opportunities and willing to try things outside of their usual experiences.

Relationships are assignments. They are part of a vast plan for our enlightenment, the Holy Spirit’s blueprint by which each individual soul is led to greater awareness and expanded love. Relationships are the Holy Spirit’s laboratories in which He brings together people who have the maximal opportunity for mutual growth. He appraises who can learn most from whom at any given time, and then assigns them to each other. Like a giant universal computer, He knows exactly what combination of energies, in exactly what context, would do the most to further God’s plan for salvation. No meetings are accidental. “Those who are to meet will meet, because together they have the potential for a holy relationship.

If we were having this discussion three years from today, and you were looking back over those three years, what has to have happened in your life, both personally and professionally, for you to feel happy with your progress? Specifically, what dangers do you have now that need to be eliminated, what opportunities need to be captured, and what strengths need to be maximized?

If I were to name the one crying evil of American life, Mr. Derrick, it would be the indifference of the better people to public affairs. It is so in all our great centres. There are other great trusts, God knows, in the United States besides our own dear P. and S.W. Railroad. Every state has its own grievance. If it is not a railroad trust, it is a sugar trust, or an oil trust, or an industrial trust, that exploits the People, because the people allow it. The indifference of the People is the opportunity of the despot. It is as true as that the whole is greater than the part, and the maxim is so old that it is trite - it is laughable. It is neglected and disused for the sake of some new ingenious and complicated theory, some wonderful scheme of reorganization, the fact remains, nevertheless, simple, fundamental, everlasting. The People have but to say 'No' and not the strongest tyranny, political, religious, or financial, that was ever organized, could survive one week.

Companies should consider merger and acquisition (M&A) opportunities carefully because these strategic moves can have a significant impact on their operations and financial health. Thorough evaluation helps mitigate risks, ensure alignment with business objectives, and maximize the potential benefits, ultimately leading to successful integration and growth.

Skills open the doors to opportunities. They break every economic boundary and empowers societies to maximize their potential. Nothing else is that powerful.

Are you truly living life or just paying bills until you die?

Our world is fundamentally different from the one we were taught about in school.

Attitude is something each one of us can learn to enhance and control.

Unfortunately, growing up with a zero-sum perspective is like a horse wearing blinders – it limits the field of view for opportunity.

Too many people’s careers are ruined by praise instead of propelled by criticism.

The idea of life is maximizing your time and living and effective life

Of Wall Street maxims the most foolish may be “You can't go broke taking a profit.

Spending all your money before you have a business model, makes about as much sense as drinking all your water before you hike across a desert so that you won’t have to carry the canteen.

When it comes to relationships, Maximizers—like Steven— mistakenly believe that with the right amount of exploration, they can find the perfect person and have absolute confidence in their decision. But this perfect person (and complete certainty) doesn’t exist. That’s why maximizing leads to anguish, delays in decision-making, and missed opportunities. In other words, it’s better to be a Satisficer.

He offers the opportunity to experience a richness we’d never know if we remained locked in the prison of our false security and maximized agendas. Here, in our everyday, he invites us in to the abundant life.

the trick to maximizing your talents and opportunities is not becoming a less thoughtful and giving person, but rather being purposeful and intentional about your choices while also addressing the behaviors that keep you stuck.

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

For a second, she could almost see Caverna as the Kleptomancer did, a murky, monstrous beauty, smiling her fine-fanged smile as she prepared to stretch and grow, shaking out her tunnel-tresses as they became longer and longer. Perhaps Caverna had already known that such an opportunity was open to her. Neverfell imagined her discarding the Grand Steward like a worn-out toy, and reaching for a new favourite, a man who could extend her empire and bring her new strength . . . Maxim Childersin.

Wiseman has identified four principles that characterize lucky people. Lucky people tend to maximize chance opportunities. They are especially adept at creating, noticing, and acting upon these opportunities when they arise. Second, they tend to be very effective at listening to their intuition, and do work (such as meditation) that is designed to boost their intuitive abilities. The third principle is that lucky people tend to expect to be lucky, creating a series of self‐fulfilling prophecies because they go into the world anticipating a positive outcome. Last, lucky people have an attitude that allows them to turn bad luck to good. They don’t allow ill fortune to overwhelm them, and they move quickly to take control of the situation when it isn’t going well for them.

We take it for granted that the Big Pond expands opportunities, just as we take it for granted that a smaller class is always a better class. We have a definition in our heads of what an advantage is—and the definition isn’t right. And what happens as a result? It means that we make mistakes. It means that we misread battles between underdogs and giants. It means that we underestimate how much freedom there can be in what looks like a disadvantage. It’s the Little Pond that maximizes your chances to do whatever you want.

... employees who take advantage of opportunities in a fast-moving, 24/7 business environment, without waiting for a leader to tell them what to do, are increasingly vital to organizational success. To understand how to maximize these employees' contributions is an important tool for all leaders.

John reddened, caught, as Akira went on. “John, you keep getting in the way of your own potential, because you keep seeing everything as a test. The secret is to understand that nothing is a test, but only an opportunity to learn and grow. Many people never fulfill their potential, because they look at every situation in life as a test. If you look at something as a test, then you will focus only on passing the test instead of maximizing your growth through the experience. Over time, the person who is simply focused on maximizing what they can learn and how they can grow will become much greater than the person who sees life as one continual test to prove themselves.” John nodded, struggling with that wisdom. “Don’t fall for the trap, John. Even tests in school are not tests. Nothing is a test, it’s only an illusion. Everything is an opportunity to learn and grow, because remember, you are building your own house.

When you systematize, look beyond the pieces. Determine not only what you will do daily, weekly, monthly and yearly, but also understand how every piece of your marketing mix flows together. When you do, your systems will do the heavy lifting for you; and you will maximize your opportunities attracting many more clients.

It is rather pointless to go head to head with strong and entrenched competition. But numerous opportunities can be found in the marketplace for a company to maximize its unique qualities, differentiate its products and services, and go after a specific market segment where its competitors are weak and where you can develop superiority, where you can win battles.

Want to change the world? Push everyone you know to work within their ISO. Mentor people to help them realize their genuine interests and skills and capitalize on even the smallest opportunities around them. When it comes to your own career, make every decision with a constant eye toward your own intersection. A career of “work with intention” is the kind that moves industries forward. Do it for yourself and for the rest of us.

What was going on here was that like so many people in contemporary society, along the way to gaining their superb educations, and their shiny opportunities, they had absorbed the wrong lessons. They had mastered formulas in calculus and chemistry. They had read great books and learned world history and become fluent in foreign languages. But they had had never formally been taught how to maximize their brains' potential or how to find meaning and happiness. Armed with iPhones and personal digital assistants, they had multitasked their way through a storm of resume-building experiences, often at the expense of actual ones. In their pursuit of high achievement, they had isolated themselves from their peers and loved ones and thus compromised the very support systems they so ardently needed. Repeatedly, I noticed these patterns in my own students, who often broke down under the tyranny of expectations we place on ourselves and those around us.

When you maximize your intelligence you minimize your sweat. When you maximize your talents you minimize your competition. When you maximize your education you minimize your ignorance. When you maximize your strengths you minimize your weaknesses. When you maximize your opportunities you minimize your regrets. When you maximize your assets you minimize your debts. When you maximize your money you minimize your lack. When you maximize your wisdom you minimize your mistakes. When you maximize your integrity you minimize your disgrace. When you maximize your patience you minimize your anger. When you maximize your joys you minimize your bitterness. When you maximize your pleasures you minimize your sorrows. When you maximize your charity you minimize your greed. When you maximize your modesty you minimize your ego. When you maximize your love you minimize your fear. When you maximize your virtues you minimize your vices. When you maximize your needs you minimize your wants. When you maximize your diplomacy you minimize your opposition. When you maximize your compassion you minimize your conflicts. When you maximize your gratitude you minimize your unhappiness. When you maximize your kindness you minimize your enemies. When you maximize your friendships you minimize your troubles. When you maximize your relationships you minimize your hardships. When you maximize your marriage you minimize your struggles.

The rich look at money not as a limited resource that they need to maximize (the way most people do), but as a fungible tool that can be used for any purpose. They take advantage of every opportunity to make more money and build wealth in as many ways as possible—by cutting expenses, optimizing their fees/prices, minimizing their taxes, building multiple income streams, and using whatever other ways they can find. They focus on making as much money as possible per minute and hour of their time.

ONE OF THE main differences between standard and behavioral economics involves this concept of “free lunches.” According to the assumptions of standard economics, all human decisions are rational and informed, motivated by an accurate concept of the worth of all goods and services and the amount of happiness (utility) all decisions are likely to produce. Under this set of assumptions, everyone in the marketplace is trying to maximize profit and striving to optimize his experiences. As a consequence, economic theory asserts that there are no free lunches—if there were any, someone would have already found them and extracted all their value. Behavioral economists, on the other hand, believe that people are susceptible to irrelevant influences from their immediate environment (which we call context effects), irrelevant emotions, shortsightedness, and other forms of irrationality (see any chapter in this book or any research paper in behavioral economics for more examples). What good news can accompany this realization? The good news is that these mistakes also provide opportunities for improvement. If we all make systematic mistakes in our decisions, then why not develop new strategies, tools, and methods to help us make better decisions and improve our overall well-being? That’s exactly the meaning of free lunches from the perspective of behavioral economics—the idea that there are tools, methods, and policies that can help all of us make better decisions and as a consequence achieve what we desire.

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While the inherited assets and liabilities of a country are very important, history has shown that the way people are with themselves and others is the most important determinant. By that I mean whether they hold themselves to high standards of behavior, whether they are self-disciplined, and whether they are civil with others in order to be productive members of their societies is most important. These qualities plus flexibility and resilience (i.e., the capacity to adapt to both “bad” and “good” things) allows people to minimize setbacks and maximize opportunities.

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

But if the math of Moving Day worked out cruelly in constrained markets and for families in financial straits, it worked out very differently in most places and for most people throughout the nineteenth and early twentieth centuries as the housing stock rapidly expanded. You could spot the approach of Moving Day, a Milwaukee paper explained, by the sight of new buildings being rushed to completion and old houses being renovated, repaired, and restored. As wealthier renters snapped up the newest properties to come to market, less affluent renters grabbed the units they had vacated in a chain of moves that left almost all tenants better off. By concentrating their moves on a single day, tenants maximized the number of options that would be available to them.

Repeatedly over the next half hour he returned to the word “opportunity.” It kept knocking. “A lot of these viruses, a lot of these pathogens that come out of wildlife into domestic animals or people, have existed in wild animals for a very long time,” he said. They don’t necessarily cause any disease. They have coevolved with their natural hosts over millions of years. They have reached some sort of accommodation, replicating slowly but steadily, passing unobtrusively through the host population, enjoying long-term security—and eschewing short-term success in the form of maximal replication within each host individual. It’s a strategy that works. But when we humans disturb the accommodation—when we encroach upon the host populations, hunting them for meat, dragging or pushing them out of their ecosystems, disrupting or destroying those ecosystems—our action increases the level of risk.

The male's desire to look at female genitals, especially genitals he has not seen before, and to seek out opportunities to do so, is part of the motivational process that maximizes male reproductive opportunities. There is no corresponding benefit for females in wanting to look at male genitals, hence selection has not favored female impulses to become sexually aroused by the sight of male genitals or to seek out opportunities to look at them. If females tended to be sexually aroused by the sight of male genitals, men would be able to obtain sexual intercourse via genital display; but the deliberate male display of genitals to unfamiliar women is understood to be a kind of threat, whereas a similar female display is understood to be a sexual invitation. Although the practice of covering the genitals with clothing is almost universal, the underlying reasons for concealing male and female genitals probably are different.

An opportunity presented itself in 1894, when he was commissioned for a special task—to optimize lightbulbs, maximizing the light produced while minimizing the energy used. In order to do this, he had to tackle the problem of what is called black-body radiation. We can grasp what this is by going out to the campfire. If you stick a metal shish kebab skewer into the fire, its tip will eventually become red-hot. If it gets even hotter, the color will go from red to yellow to white, then blue. As the interior of the skewer heats up, the surface starts emitting electromagnetic radiation in the form of light, called thermal radiation. The hotter the interior (the higher the energy), the shorter the wavelength (and the higher the frequency) of the light that is emitted—thus the color change. Physicists soon posited an idealized object, a “perfect” emitter and absorber that would look black when it is cold, because all light that falls on it would be completely absorbed.

He had full opportunity to learn the falsity of the maxim that the Prince of Darkness is a gentleman. Again and again he felt that a suave and subtle Mephistopheles with red cloak and rapier and a feather in his cap, or even a sombre tragic Satan out of Paradise Lost, would have been a welcome release from the thing he was actually doomed to watch. It was not like dealing with a wicked politician at all: it was much more like being set to guard an imbecile or a monkey or a very nasty child. What had staggered and disgusted him when it first began saying, ‘Ransom … Ransom …’ continued to disgust him every day and every hour. It showed plenty of subtlety and intelligence when talking to the Lady; but Ransom soon perceived that it regarded intelligence simply and solely as a weapon, which it had no more wish to employ in its off-duty hours than a soldier has to do bayonet practice when he is on leave. Thought was for it a device necessary to certain ends, but thought in itself did not interest it.

A lot of these viruses, a lot of these pathogens that come out of wildlife into domestic animals or people, have existed in wild animals for a very long time,” he said. They don’t necessarily cause any disease. They have coevolved with their natural hosts over millions of years. They have reached some sort of accommodation, replicating slowly but steadily, passing unobtrusively through the host population, enjoying long-term security—and eschewing short-term success in the form of maximal replication within each host individual. It’s a strategy that works. But when we humans disturb the accommodation—when we encroach upon the host populations, hunting them for meat, dragging or pushing them out of their ecosystems, disrupting or destroying those ecosystems—our action increases the level of risk. “It increases the opportunity for these pathogens to jump from their natural host into a new host,” he said. The new host might be any animal (the horse in Australia, the palm civet in China) but often it’s humans, because we are present so intrusively and abundantly. We offer a wealth of opportunity.

Maybe the migratory tribes left for some other reason that had nothing to do with novelty-seeking. Maybe they left because of conflict, or perhaps they were hunting migratory animals. There could have been many reasons unrelated to dopamine, but the question remains: Under these circumstances, why would the migratory population end up with lots of 7R alleles among its members? The answer is that maybe the 7R allele didn’t set off the migration, but once it began, the allele gave its carriers a survival advantage. One advantage provided by the 7R allele is that it drove its carriers to explore the new environment in which they found themselves in order to seek out opportunities to maximize resources. In other words, it promoted novelty-seeking. For example, a tribe might have started out in a geographical area where there was a consistent climate, and the same type of food was available all year round. However, after moving to a new location, the members of the migratory tribe may have experienced rainy and dry seasons, and they needed to learn how to switch food sources as the seasons changed. Figuring out how to do that involved risk-taking and experimentation.

Bibb Steam Mill Company also introduced to the county the ruthless form of industrial slavery that would become so important as the Civil War loomed. The mill acquired twenty-seven male African Americans, nearly all strapping young men, and kept them packed into just six small barracks on its property. The Cottingham slave cabins would have seemed luxurious in contrast.51 The founders of Bibb Steam, entrepreneurs named William S. Philips, John W. Lopsky, Archibald P. McCurdy, and Virgil H. Gardner, invested a total of $24,000 to purchase 1,160 acres of timbered land and erect a steam-powered sawmill to cut lumber and grind corn and flour.52 In addition to the two dozen slaves, Bibb Steam most likely leased a larger number of slaves from nearby farms during its busiest periods of work. The significance of those evolutions wouldn’t have been lost on a slave such as Scipio. By the end of the 1850s, a vigorous practice of slave leasing was already a fixture of southern life. Farm production was by its nature an inefficient cycle of labor, with intense periods of work in the early spring planting season and then idleness during the months of “laid-by” time in the summer, and then another great burst of harvest activity in the fall and early winter, followed finally by more months of frigid inactivity. Slave owners were keen to maximize the return on their most valuable assets, and as new opportunities for renting out the labor of their slaves arose, the most clever of slave masters quickly responded.

The bad news is, everyone looks great on paper and in interviews, but everyone also looks exactly the same. People have figured out how to present themselves as competent, qualified managers who won’t make waves and who won’t make mistakes—but nobody is able to say, “I’ve got ideas that are really new and different!” People are afraid to present themselves as innovators, and consequently innovation itself has become a lost art. This is a problem for American business. But it’s also a golden opportunity for anyone who values originality and knows how to put it to work. You can instantly set yourself apart from the crowd by focusing on what you’ll do right instead of what you won’t do wrong. To do that, you’ll need insight about your strengths and weaknesses, and intelligence about how to maximize your contribution. But most of all you’ll need inspiration—the power to create energy and excitement by what you say, how you look, and above all, what you do. Those are some of the topics we’ll be talking about in this chapter. As a first step toward making yourself unforgettable to others, consider how you see yourself in your own eyes. Image is built upon self-perception. If your self-perception is out of sync with the way you want to be perceived, you will have a hard time making a positive impression—especially if you’re not even fully aware of the problem. This happens to many people. For some reason, we tend to think less of ourselves than we’d like. We also tend to have a lower opinion of ourselves than other people have of us. It

robbery by European nations of each other's territories has never been a sin, is not a sin to-day. To the several cabinets the several political establishments of the world are clotheslines; and a large part of the official duty of these cabinets is to keep an eye on each other's wash and grab what they can of it as opportunity offers. All the territorial possessions of all the political establishments in the earth—including America, of course—consist of pilferings from other people's wash. No tribe, howsoever insignificant, and no nation, howsoever mighty, occupies a foot of land that was not stolen. When the English, the French, and the Spaniards reached America, the Indian tribes had been raiding each other's territorial clothes-lines for ages, and every acre of ground in the continent had been stolen and re-stolen 500 times. The English, the French, and the Spaniards went to work and stole it all over again; and when that was satisfactorily accomplished they went diligently to work and stole it from each other. In Europe and Asia and Africa every acre of ground has been stolen several millions of times. A crime persevered in a thousand centuries ceases to be a crime, and becomes a virtue. This is the law of custom, and custom supersedes all other forms of law. Christian governments are as frank to-day, as open and above-board, in discussing projects for raiding each other's clothes-lines as ever they were before the Golden Rule came smiling into this inhospitable world and couldn't get a night's lodging anywhere. In 150 years England has beneficently retired garment after garment from the Indian lines, until there is hardly a rag of the original wash left dangling anywhere. In 800 years an obscure tribe of Muscovite savages has risen to the dazzling position of Land-Robber-in-Chief; she found a quarter of the world hanging out to dry on a hundred parallels of latitude, and she scooped in the whole wash. She keeps a sharp eye on a multitude of little lines that stretch along the northern boundaries of India, and every now and then she snatches a hip-rag or a pair of pyjamas. It is England's prospective property, and Russia knows it; but Russia cares nothing for that. In fact, in our day land-robbery, claim-jumping, is become a European governmental frenzy. Some have been hard at it in the borders of China, in Burma, in Siam, and the islands of the sea; and all have been at it in Africa. Africa has been as coolly divided up and portioned out among the gang as if they had bought it and paid for it. And now straightway they are beginning the old game again—to steal each other's grabbings. Germany found a vast slice of Central Africa with the English flag and the English missionary and the English trader scattered all over it, but with certain formalities neglected—no signs up, "Keep off the grass," "Trespassers-forbidden," etc.—and she stepped in with a cold calm smile and put up the signs herself, and swept those English pioneers promptly out of the country. There is a tremendous point there. It can be put into the form of a maxim: Get your formalities right—never mind about the moralities. It was an impudent thing; but England had to put up with it. Now, in the case of Madagascar, the formalities had originally been observed, but by neglect they had fallen into desuetude ages ago. England should have snatched Madagascar from the French clothes-line. Without an effort she could have saved those harmless natives from the calamity of French civilization, and she did not do it. Now it is too late. The signs of the times show plainly enough what is going to happen. All the savage lands in the world are going to be brought under subjection to the Christian governments of Europe. I am

The 12 Principles of Permaculture Investing are: 1. Accumulate & Compound Capital: Consistently save and invest to grow your capital base over time, leveraging the power of compound interest. 2. Utilize Capital: Actively deploy your capital into productive investments that generate returns, rather than letting it sit idle. 3. Retain Maximum & Gradiented Liquidity: Maintain a balance between liquid assets (easily accessible cash) and less liquid investments, ensuring you can meet immediate needs while still investing for the long term. 4. Actively Manage Passive: While focusing on passive income sources, actively monitor and adjust your investments to optimize returns and mitigate risks. 5. Prioritize Long-Term Growth: Focus on investments that offer potential for significant growth over the long term, even if they don't provide immediate high yields. 6. Prioritize Consistent Yields: Balance your portfolio with investments that provide reliable, consistent income to support your financial needs. 7. Add Net Value to all Stakeholders: Invest in ways that benefit not only yourself but also the broader community, environment, and all parties involved. 8. Provide Authentic Data: Be transparent and honest in your financial reporting, providing accurate information to all stakeholders. 9. Collect & Utilize Authentic Data: Base your investment decisions on reliable, verified data rather than speculation or rumors. 10. Diversify Holistically: Diversify your investments across different asset classes, industries, and geographical regions to reduce risk and maximize potential returns. 11. Harvest Yields Equitably: Distribute profits fairly among all stakeholders, ensuring everyone benefits from the investment's success. 12. Reinvest Yields in Most Profitable Assets: Continuously evaluate your portfolio and reinvest profits into the most promising opportunities to further compound your growth.

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This is a good moment to remember one of Mansfield’s Manly Maxims: “Manly men tend their fields.” It means that we take care of the lives and property entrusted to us. It means that we take responsibility for everything in the “field assigned to us.” We cannot do this without knowledge. We cannot do it if we are ignorant of our times, blind to the trends shaping our lives, and oblivious to the basic knowledge that allows us to do what we are called to do as men. We must know enough about law, health, science, economics, politics, and technology to fulfill our roles. We should also know enough about our faith to stand our ground in a secular age, resist heresies, and teach our families. We also shouldn’t be without the benefits of literature and poetry, of good novels and stirring stories, all of which make us more relevant and more effective. We need all of this, and no one is going to force it upon us. Nor will we acquire what we need from a degree program or a study group alone, as valuable as these can be. The truth is that men who aspire to be genuine men and serve well have no choice: they must devote themselves to an aggressive program of self-education. They have to read books, stay current with websites and periodicals, consult experts, and put themselves in a position to know. It isn’t as hard as it sounds, particularly in our Internet age. Much of what a man needs to know can land in his iPad while he is sleeping, but he has to know enough to value this power in the first place. To ignore this duty can mean disaster. How many men have lost jobs because they did not see massive trends on the horizon? How many men have failed to stay intellectually sharp and so gave up ground in their professions to others with more active minds? How many have lost money through uninformed investments or have not taken opportunities in expanding fields or have missed promotions because they had not bothered to learn about new technologies or what changes social media, for example, would bring to their jobs? I do not want to be negative. Learning is a joy. Reading is one of the great pleasures of life. A man ought to invest in knowledge because it is part of living in this world fully engaged and glorifying God. Yet our times also make it essential. The amount of knowledge in the world is increasing. Technology is transforming our lives. New trends can rise like floodwaters and sweep devastation into our homes. Men committed to tending their fields learn, study, research, dig out facts, and test theories. They know how to safeguard their families. They serve well because they serve as informed men.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

The trend line of your career progression will parallel the trend line of your emotional health. As you grow in emotional health, you will grow in influence. As you grow in influence, you will grow in opportunities.

As illustrated by Woman on the Edge of Time, and as manifested in the furor surrounding McCullough and Duchesneau's reproductive choices, disability is often seen as a difference that has no place in the future. Disability is a problem that must be eliminated, a hindrance to one's future opportunities, a drag on one's quality of life. Speaking directly about the Duchesneau and McCullough case, bioethicist Alta Charo argues, “The question is whether the parents have violated the sacred duty of parenthood, which is to maximize to some reasonable degree the advantages available to their children. I'm loath to say it, but I think it's a shame to set limits on a child's potential.” Similar claims are made in opposition to same-sex parenting; critics argue that children raised in queer households will have a lower quality of life than children raised in heterosexual ones. However, in both of these situations, it is assumed not only that disability and queerness inherently and irreversibly lower one's quality of life but also that there is only one possible understanding of “quality of life” and that everyone knows what “it” is without discussion or elaboration.

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What was going on here was that like so many people in contemporary society, along the way to gaining their superb educations, and their shiny opportunities, they had absorbed the wrong lessons. They had mastered formulas in calculus and chemistry. They had read great books and learned world history and become fluent in foreign languages. But they had never formally been taught how to maximize their brains' potential or how to find meaning and happiness.

What programs would a prison need to utilize in order to maximize the likelihood that the people sent to it would renounce violence as a behavioral strategy? To begin with, it would need to be an anti-prison. Beginning with its architecture, it would need to convey an entirely different message. Current prisons are modeled architecturally after zoos — or rather, after the kinds of zoos that used to exist, but that have been replaced with zoological parks because the animals' keepers began to realize that the old zoos, with concrete floors and walls and steel bars were too inhumane for animals to survive in. Yet we still keep our human animals in zoos that no humane society would permit for animals. And the architecture itself conveys that message to the prisoners: "You are an animal, for this is a zoo, and zoos are what animals are put in." And then we act surprised when the men and women we treat that way actually behave like animals, both when they are in this human zoo and after they return to the community. So we would need to build an anti-prison that would actually look as if it had been built for human beings rather than animals, i.e. that was as home-like and pleasant and civilized and human as possible. Once we had done that, we could offer those who had been sent there the opportunity to acquire as much education and/or vocational training as they had the ability and energy and interest to obtain. We would of course need to provide treatment for whatever medical, dental, psychiatric, or substance-abuse problems they had, and would want to incorporate many of the principles of a therapeutic community into the everyday routines of this residential school, with frequent group discussions with the other residents and staff members with training in psychotherapy. The goal would be to replace the "monster factories" that most prisons now are with therapeutic communities designed to enable people who are deeply damaged, and damaging, to recover their humanity or to gain a degree of humanity they had never been able to acquire; in short, to help them heal themselves and learn, in the process, how to heal others and even repair some of the damage they have done.

Wealth that can last generations can now be attained in the shortest time ever in history.

School was designed to get you to fall in line and get a job in someone else’s company.

Most of your life you have been told to get the safe and steady job by people who had given up on their dreams years before you came along.

No democracy can survive without a thriving middle class and entrepreneurs are our job creators.

There are two reasons most people don’t attain wealth: they didn’t think they were smart enough to get rich and they were never taught how to create wealth.

Self-perception is more important than any other factor in predicting success.

You will win every race as long as you are the only runner on the track.

The first truth you must accept for Future Proofing You is that nothing can be achieved without a growth mindset.

The antidote for self-pity and negative thinking is gratitude.

Obstacles, not products, are the source of creating wealth.

Be thankful you have problems because they are the key to your salvation.

Most people are more afraid of the unknown than death.

Fear kills more dreams than failure ever will.

The third of the twelve truths in this book is that you must accept that fear is good.

You cannot live forever, but what you create and build in your lifetime can.

Immortality is making a difference with the time we have.

If your job isn’t fulfilling, why are you so afraid of losing it?

Instead of fearing what could go wrong. Fear what happens if you never try.

The best time to launch your new company was a year ago; the second-best time is now.

You have the power to change the world and your only fear should be wasting the opportunity while you have the time to wield it.

Failure is a frequent stop on the road to success.

Too many people believe that they have to wait until they are wealthy to follow their passion, when in fact, it will be their passion that will make them wealthy.

You’ll learn more about this in chapter 4.1 on asset allocation, but for now, just know that if real estate’s mantra is “Location! Location! Location!” then the mantra for getting better returns while reducing risk is “Diversification! Diversification! Diversification!” Effective diversification not only reduces your risk but also offers you the opportunity to maximize your returns.

Each day is a tiny trial in which you have the opportunity to improve yourself,

We can choose to go through life either aware or unaware, enlightened or asleep.

your vibe attracts your tribe.

Kidd, C., & Hayden, B. Y. (2015). The psychology and neuroscience of curiosity. Neuron, 88(3), 449–460. An overview of contemporary theories of curiosity, focusing on the idea that curiosity evolved to ensure that animals, including humans, learn about their environment. We are maximally curious when we think the environment offers the greatest opportunity to learn.

the maxim he’d always lived by: “Take every possible opportunity you can to eat and take a shit, because this county is 3,500 square miles, a third of it roadless.

As our group approached the checkout line of the cafeteria, he passed his credit card to me and asked, ‘What do you think the probability is that the cashier will question the name on the card if you use it to pay for our group?’ Because the world is more uncertain than you think, I knew the answer should not be 0. And because I am a different gender than the cardholder I thought the answer might be higher for me than it would be for a man. I think I said less than 2%. We passed through the line without question. Examples like these remind me of all of the opportunities you have in the day to be curious and to think probabilistically.

The brain seeks to minimize social threats and maximize opportunities to connect with others in community.

When a maximizer goes shopping, looks for a handyman, buys gas, or plans a trip, he searches for the best (maximum) possible deal. Time and effort don’t matter much. Missing the very best deal leads to regret and stress. On the other hand, the satisficer, so-called because he is satisfied with a result that is close to the best, factors in the costs of searching and decision making, as well as the risk of losing a near-optimal opportunity and perhaps never finding anything as good again. This is reminiscent of the so-called secretary or marriage problem in mathematics. Assume that you will interview a series of people, from which you will choose one. Further, you must consider them one at a time, and having once rejected someone, you cannot reconsider. The optimal strategy is to wait until you have seen about 37 percent of the prospects, then choose the next one you see who is better than anybody among this first 37 percent that you passed over. If no one is better you are stuck with the last person on the list.