Momentum In Business Quotes

It's important to keep up momentum, when I'm home alone I get stagnant, I go crazy and have to see my therapist. Being on the road keeps me busy. I'm okay when I'm busy.

I once saw a spindly man carrying a stone larger than his head upon his back. He stumbled beneath the weight, shirtless under the sun, wearing only a loincloth. He tottered down a busy thoroughfare. People made way for him. Not because they sympathized with him, but because they feared the momentum of his steps. You dare not impede one such as this. The monarch is like this man, stumbling along, the weight of a kingdom on his shoulders. Many give way before him, but so few are willing to step in and help carry the stone. They do not wish to attach themselves to the work, lest they condemn themselves to a life full of extra burdens. I left my carriage that day and took up the stone, lifting it for the man. I believe my guards were embarrassed. One can ignore a poor shirtless wretch doing such labor, but none ignore a king sharing the load. Perhaps we should switch places more often. If a king is seen to assume the burden of the poorest of men, perhaps there will be those who will help him with his own load, so invisible, yet so daunting.

Seven Ways To Get Ahead in Business: 1. Be forward thinking 2. Be inventive, and daring 3. Do the right thing 4. Be honest and straight forward 5. Be willing to change, to learn, to grow 6. Work hard and be yourself 7. Lead by example

My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn’t matter if you’re 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That’s why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

Autumn is a momentum of the natures golden beauty…, so the same it’s time to find your momentum of life

Small, repetitive, continuous actions, chained together, build momentous momentum

Next time you are overthinking and not taking action, tell yourself to prioritize taking action NOW and don’t worry about the HOW. After you do this ONCE, you quickly get momentum and it becomes easier and more natural.

If you are trying to get momentum in marketing, business, marriage, your physical condition, or your parenting, take your best focused intensity over time and multiply it by God for unstoppable momentum.

I am so tired of your crap. Do you honestly think you suffer more than everyone else? Do you think you suffer more than I do? Do you think you're the first person to ever have a baby? Or lose someone? Do you think you're some goddamned pioneer when it comes to grief?" Sadie shifted forward, and he could feel the momentum in their argument. He could feel the cruel thing she was about to say in response to the cruel thing he had said. But the cruel thing did not arrive. Disturbingly, she slumped forward, and started to weep. He watched her, but he did not go over to her. "Snap out of it, Sadie. Come to the office. We work through our pain. That's what we do. We put the pain into the work, and the work becomes better. But you have to participate. You have to talk to me. You can't ignore me and our company and everything that came before.

His body takes the impact of the young woman’s momentum and he groans as her weight lands against his stomach. They fall together, towards the table, she lands first and swivels to avoid Jean Luc’s hands as they reach out.

we all tend to fill up our days with things that just have to be done and then run around desperately trying to do them all, while in the process not really enjoying much of the doing because we are too pressed for time, too rushed, too busy, too anxious? We can feel overwhelmed by our schedules, our responsibilities, and our roles at times, even when everything we are doing is important, even when we have chosen to do them all. We live immersed in a world of constant doing. Rarely are we in touch with who is doing the doing—or, put otherwise, with the world of being. To get back in touch with being is not that difficult. We only need to remind ourselves to be mindful. Moments of mindfulness are moments of peace and stillness, even in the midst of activity. When your whole life is driven by doing, formal meditation practice can provide a refuge of sanity and stability that can be used to restore some balance and perspective. It can be a way of stopping the headlong momentum of all the doing, giving yourself some time to dwell in deep relaxation and well-being and to remember who you are.

Classic Ballet, Keep away, keep building your creaky fairy castles, keep cloning clones and meaningless manners, hang on to your beanstalk ballerinas and their midget male shadows, run yourself out of business with your tons of froufrou and costly clattery toe shoes that ruin all chances for illusions of lightness, keep on crowding the minds of blind balletomanes who prefer dainty poses to the eloquent strength of momentum, who have forgotten or never known the manings of gesture, who would nod their noses to barefoot embargos ("so grab me" spelt backwards). Continue to repolish your stiff technique and to ignore a public that hungers for something other than a bag of tricks and the empty-headedness of surface patterns. Just keep it up, keep imitating yourself, and, , go grow your own dance makers. Come on, don't keep trying to filter modern ones through your so-safe extablishment. We're to be seen undiluted, undistorted, not absorbed by your hollow world like blood into a sponge. Yours truly, A Different Leaf on Our Family Tree

Women leading and building businesses on their own terms are helping all people create momentum and rise.

Keep the momentum while you are moving to guarantee additional motion and momentum.

three basic tests. First, your idea has to be big enough to justify devoting your life to it. Make sure it has the potential to be huge. Second, it should be unique. When people see what you are offering, they should say to themselves, “My gosh, I need this. I’ve been waiting for this. This really appeals to me.” Without that “aha!” you are wasting your time. Third, your timing must be right. The world actually doesn’t like pioneers, so if you are too early, your risk of failure is high. The market you are targeting should be lifting off with enough momentum to help make you successful. If you pass these three tests, you will have a business with the potential to be big, that offers something unique, and is hitting the market at the right time. Then you have to be ready for the pain. No entrepreneur anticipates or wants pain, but pain is the reality of starting something new. It is unavoidable

Down the highway she has driven a thousand times before, without ever realizing that while everyone is moving at the same speed the trucks hauling the heaviest loads have the most momentum.

One concept lately gaining momentum is “impact investing” or “triple-bottom-line investing,” whereby investors back businesses that generate financial returns and meet measurable social or environmental goals.

peer pressure, on its own, isn’t enough to sustain a movement. But when the strong ties of friendship and the weak ties of peer pressure merge, they create incredible momentum. That’s when widespread social change can begin.

Use the motto NOW, Not How. PRO TIP: Next time you are overthinking and not taking action, tell yourself to prioritize taking action NOW and don’t worry about the HOW. After you do this ONCE, you quickly get momentum and it becomes easier and more natural.

The best revenge is massive success.” She advised me to move forward with such great momentum and so much of a presence that every time these people woke up, turned the TV on, or made a business move, they would see my face—and be reminded of how well I was doing.

I once saw a spindly man carrying a stone larger than his head upon his back, the passage went. He stumbled beneath the weight, shirtless under the sun, wearing only a loincloth. He tottered down a busy thoroughfare. People made way for him. Not because they sympathized with him, but because they feared the momentum of his steps. You dare not impede one such as this. The monarch is like this man, stumbling along, the weight of a kingdom on his shoulders. Many give way before him, but so few are willing to step in and help carry the stone. They do not wish to attach themselves to the work, lest they condemn themselves to a life full of extra burdens.

For instance, have you ever been going about your business, enjoying your life, when all of sudden you made a stupid choice or series of small choices that ultimately sabotaged your hard work and momentum, all for no apparent reason? You didn’t intend to sabotage yourself, but by not thinking about your decisions—weighing the risks and potential outcomes—you found yourself facing unintended consequences. Nobody intends to become obese, go through bankruptcy, or get a divorce, but often (if not always) those consequences are the result of a series of small, poor choices. Elephants Don’t Bite Have you ever been bitten by an elephant? How about a mosquito? It’s the little things in life that will bite you. Occasionally, we see big mistakes threaten to destroy a career or reputation in an instant—the famous comedian who rants racial slurs during a stand-up routine, the drunken anti-Semitic antics of a once-celebrated humanitarian, the anti-gay-rights senator caught soliciting gay sex in a restroom, the admired female tennis player who uncharacteristically threatens an official with a tirade of expletives. Clearly, these types of poor choices have major repercussions. But even if you’ve pulled such a whopper in your past, it’s not extraordinary massive steps backward or the tragic single moments that we’re concerned with here. For most of us, it’s the frequent, small, and seemingly inconsequential choices that are of grave concern. I’m talking about the decisions you think don’t make any difference at all. It’s the little things that inevitably and predictably derail your success. Whether they’re bone-headed maneuvers, no-biggie behaviors, or are disguised as positive choices (those are especially insidious), these seemingly insignificant decisions can completely throw you off course because you’re not mindful of them. You get overwhelmed, space out, and are unaware of the little actions that take you way off course. The Compound Effect works, all right. It always works, remember? But in this case it works against you because you’re doing… you’re sleepwalking.

What works to generate flows of new leads: Trial-and-error in lead generation (requires patience, experimentation, money). “Marketing through teaching” via regular webinars, white papers, email newsletters and live events, to establish yourself as the trusted expert in your space (takes lots of time to build predictable momentum). Patience in building great word-of-mouth (the highest value lead generation source, but hardest to influence). Cold Calling 2.0: By far the most predictable and controllable source of creating new pipeline, but it takes focus and expertise to do it well. Luckily, you are holding the guide to the process in your hands right now. Building an excited partner ecosystem (very high value, very long time-to-results). PR: It’s great when, once in awhile, it generates actual results!

Once the habit is ingrained and you become the starter, the center of the circle, you will find more and more things to notice, to instigate, and to initiate. Momentum builds and you get better at generating it. If you go to bed at night knowing that people are expecting you to initiate things all day the next day, you’ll wake up with a list. And as you create a culture of people who are always seeking to connect and improve and poke, the bar gets raised. What might be considered a board-level decision at one of your competitors’ companies gets done as a matter of course. What might be reserved for a manager’s intervention gets handled at the customer level, saving you time and money (and generating customer joy). This incredibly prosaic idea, the very simple act of initiating, is actually profoundly transformative. Forward motion is a defensible business asset.

After graduating from college, I was expected to find a good job. I didn't and instead dove into entrepreneurial ventures. My family thought I was crazy and proclaimed, “You're wasting a five-year education!” Peers thought I was delusional. Oh dear, delivering pizza and chauffeuring limousines while two business degrees hung from the wall?! Women wouldn't date me because I broke the professional, “college-educated” mold the fairy tale espoused. Going Fastlane and building momentum will require you to turn your back at the people who fart headwinds in your direction. You have to break free of society's gravitational force and their expectations. If you aren't mindful to this natural gravity, life can denigrate into a viscous self-perpetuating cycle, which is society's prescription for normal: Get up, go to work, come home, eat, watch a few episodes of Law and Order, go to bed … then repeat, day after day after day.

Still, when it comes to careers, instead of searching for the job where we’ll be happiest, we might be better off pursuing the job where we expect to learn and contribute the most. Psychologists find that passions are often developed, not discovered. In a study of entrepreneurs, the more effort they put into their startups, the more their enthusiasm about their businesses climbed each week. Their passion grew as they gained momentum and mastery. Interest doesn’t always lead to effort and skill; sometimes it follows them. By investing in learning and problem solving, we can develop our passions—and build the skills necessary to do the work and lead the lives we find worthwhile.

What works to generate flows of new leads: Trial-and-error in lead generation (requires patience, experimentation, money). “Marketing through teaching” via regular webinars, white papers, email newsletters and live events, to establish yourself as the trusted expert in your space (takes lots of time to build predictable momentum). Patience in building great word-of-mouth (the highest value lead generation source, but hardest to influence). Outbound Prospecting (aka "Cold Calling 2.0"):: By far the most predictable and controllable source of creating new pipeline, but it takes focus and expertise to do it well. Luckily, you are holding the guide to the process in your hands right now. Building an excited partner ecosystem (very high value, very long time-to-results). PR: It’s great when, once in a while, it generates actual results!

When researchers with the National Weight Control Registry examined the tactics used by successful dieters, they found that two characteristics, in particular, stood out. People who successfully maintain weight loss typically eat breakfast every morning. They also weigh themselves each day. Part of the reason why these habits matter is practical: Eating a healthy breakfast makes it less likely you will snack later in the day, according to studies. And frequently measuring your weight allows us—sometimes almost subconsciously—to see how changing our diets influences the pounds lost. But just as important is the mental boost that daily, incremental weight loss provides. The small win of dropping even half a pound can provide the dose of momentum we need to stick with a diet. We need to see small victories to believe a long battle will be won.

once saw a spindly man carrying a stone larger than his head upon his back, the passage went. He stumbled beneath the weight, shirtless under the sun, wearing only a loincloth. He tottered down a busy thoroughfare. People made way for him. Not because they sympathized with him, but because they feared the momentum of his steps. You dare not impede one such as this. The monarch is like this man, stumbling along, the weight of a kingdom on his shoulders. Many give way before him, but so few are willing to step in and help carry the stone. They do not wish to attach themselves to the work, lest they condemn themselves to a life full of extra burdens. I left my carriage that day and took up the stone, lifting it for the man. I believe my guards were embarrassed. One can ignore a poor shirtless wretch doing such labor, but none ignore a king sharing the load. Perhaps we should switch places more often. If a king is seen to assume the burden of the poorest of men, perhaps there will be those who will help him with his own load, so invisible, yet so daunting.

For the second day running you have burnt my toast!” Let me explain this ludicrous remark. You were this particular prefect’s fag. That meant you were his servant, and one of your many duties was to make toast for him every day at teatime. For this, you used a long three-pronged toasting fork, and you stuck the bread on the end of it and held it up before an open fire, first one side, then the other. But the only fire where toasting was allowed was in the library, and as teatime approached, there were never less than a dozen wretched fags all jostling for position in front of the tiny grate. I was no good at this. I usually held it too close and the toast got burnt. But as we were never allowed to ask for a second slice and start again, the only thing to do was to scrape the burnt bits off with a knife. You seldom got away with this. The prefects were expert at detecting scraped toast. You would see your own tormentor sitting up there at the top table, picking up his toast, turning it over, examining it closely as though it were a small and very valuable painting. Then he would frown, and you knew you were for it. So now it was night-time and you were down in the changing room in your dressing gown and pajamas, and the one whose toast you had burnt was telling you about your crime. “I don’t like burnt toast.” “I held it too close. I’m sorry.” “Which do you want? Four with the dressing gown on, or three with it off.” “Four with it on,” I said. It was traditional to ask this question. The victim was always given a choice. But my own dressing gown was made of thick brown camel’s hair, and there was never any question in my mind that this was the better choice. To be beaten in pajamas only was a very painful experience, and your skin nearly always got broken. But my lovely dressing gown stopped that from happening. The prefect knew, of course, all about this, and therefore whenever you chose to take an extra stroke and kept the dressing gown on, he beat you with every ounce of his strength. Sometimes he would take a little run, three or four neat steps on his toes, to gain momentum and thrust, but either way, it was a savage business.

The overwhelming favorites to dominate the race to become the so-called Information Superhighway were competing proprietary technologies from industry powerhouses such as Oracle and Microsoft. Their stories captured the imagination of the business press. This was not so illogical, since most companies didn’t even run TCP/IP (the software foundation for the Internet)—they ran proprietary networking protocols such as AppleTalk, NetBIOS, and SNA. As late as November 1995, Bill Gates wrote a book titled The Road Ahead, in which he predicted that the Information Superhighway—a network connecting all businesses and consumers in a world of frictionless commerce—would be the logical successor to the Internet and would rule the future. Gates later went back and changed references from the Information Superhighway to the Internet, but that was not his original vision. The implications of this proprietary vision were not good for business or for consumers. In the minds of visionaries like Bill Gates and Larry Ellison, the corporations that owned the Information Superhighway would tax every transaction by charging a “vigorish,” as Microsoft’s then–chief technology officer, Nathan Myhrvold, referred to it. It’s difficult to overstate the momentum that the proprietary Information Superhighway carried. After Mosaic, even Marc and his cofounder, Jim Clark, originally planned a business for video distribution to run on top of the proprietary Information Superhighway, not the Internet. It wasn’t until deep into the planning process that they decided that by improving the browser to make it secure, more functional, and easier to use, they could make the Internet the network of the future. And that became the mission of Netscape—a mission that they would gloriously accomplish.

Some of the world’s biggest banks and investor groups have swung behind a pledge to raise $200bn by the end of next year to combat climate change. In a move the UN said was unprecedented, leading insurers, pension funds and banks have joined forces to help channel the money to projects that will help poorer countries deal with the effect of global warming and cut reliance on fossil fuels. The announcement came at the start of a UN climate summit in New York aimed at bolstering momentum for a global agreement to lower planet-warming greenhouse gas emissions due to be signed in Paris at the end of 2015. “Change is in the air,” said UN secretary-general, Ban Ki-moon. “Today’s climate summit has shown an entirely new, co-operative global approach to climate change.” The summit opened with business and government pledges to make cities greener, create a renewable energy “corridor” in Africa and rein in the clearing of forests for palm oil plantations. The private sector’s contributions marked a “major departure” from past climate summits, the UN said, adding in a statement that financial groups “had never previously acted together on climate change at such a large scale”. One obstacle to the Paris agreement is developing countries’ insistence that richer nations must fulfil pledges made nearly five years ago to raise $100bn a year by 2020 for climate action.

you have moments when you won some trophy or award and became Number One for some time, but then your name and fame faded soon? That is because you did not play a long game. You were happy and content with your short-term success and took the eye off the 5-year or 10-year mark. Anyone can win once or twice, but are you making winning a habit? Are you focusing on 10-years’ worth of winning constantly? One of my friends wanted to get into business but did not have courage to leave his job. He was like, ‘Dev, it is difficult for me to quit my job and start my business. I am making 2 laks ($3200) per month, and if I start my business, it will not be able to even make 1 Lakh in next six months.” So, what is the problem here? He is not willing to play a long game, and he is worried about going down temporarily. Have you watched a tiger how he jumps? A tiger will to move back a little or bend its lower body in order to jump high. Even an athlete needs to build the momentum before he releases the javelin or takes a long jump. In life, we must remove the mindset that taking a step back is a terrible thing. At the same time, never be stupid and quit the job without even building a passive source of income or

by managing energy more skillfully, it’s possible to get more done,

There were certainly multiple factors contributing to these men’s post-moonwalk slump, but the question What do you do after walking on the moon? became a gigantic speed bump. The trouble with moonwalkers and billionaires is when they arrive at the top, their momentum often stops. If they don’t manage to find something to parlay, they turn into the kid on the jungle gym who just hangs from the ring. Not coincidentally, this is the same reason that only one-third of Americans are happy at their jobs. When there’s no forward momentum in our careers, we get depressed, too. As Newton pointed out, an object at rest tends to stay at rest. So how does one avoid billionaire’s depression? Or regular person’s stuck-in-a-dead-end-job, lack-of-momentum-fueled depression? Harvard Business School professor Teresa Amabile took on the question in the mid-2000s in a research study of white-collar employees. She tasked 238 pencil pushers in various industries to keep daily work diaries. The workers answered open-ended questions about how they felt, what events in their days stood out. Amabile and her fellow researchers then dissected the 12,000 resulting entries, searching for patterns in what affects people’s “inner” work lives the most dramatically. The answer, it turned out, is simply progress. A sense of forward motion. Regardless how small. And that’s the interesting part. Amabile found that minor victories at work were nearly as psychologically powerful as major breakthroughs. To motivate stuck employees, as Amabile and her colleague Steven J. Kramer suggest in their book, The Progress Principle, businesses need to help their workers experience lots of tiny wins. (And as we learned from the bored BYU students in chapter 1, breaking up big challenges into tiny ones also speeds up progress.) This is helpful to know when motivating employees. But it also hints at what billionaires and astronauts can do to stave off the depression that follows the high of getting to the top. To get out of the funk, say Joan DiFuria and Stephen Goldbart, cofounders of the Money, Meaning & Choices Institute, depressed successes simply have to start the Olympic rings over. Some use their money to create new businesses. Others parlay sideways and get into philanthropy. And others simply pick up hobbies that take time to master. Even if the subsequent endeavors are smaller than their previous ones, the depression dissipates as they make progress.

Wildly Popular House Buying Strategy In A Competitive Environment It is important for the success of any real estate consulting company to have customers who are happy with their services. Customers who are unhappy with your real estate services business will stop buying your goods and will supply your business with a bad name. To guarantee that your business receives positive reviews, be certain to give your customers the best quality service. We've great ideas about how to create potential customers and keeping current ones satisfied. Each new employee you bring into your real estate services business could have long-lasting repercussions, so choose them carefully. Prior to inviting someone to join you, be certain that he or she's going to be capable of performing the duties the job will require, and that he or she's certified in any way needed. Whenever a new employee joins your business, you should see that they receive thorough training and could complete the tasks assigned to them. Successful companies have happy staff members that need to help you succeed; they tend to be the product of ongoing training. A real estate services business that hopes to be competitive in today's business world should have a professionally designed website. As a responsible business owner, you have to hire a professional website designer to build your site if you don't have the necessary skills to do it yourself. The appearance of your website is vital to its success, so be sure to use visually appealing templates and images that support your content. Never discount the importance of virtual retailing to your real estate consulting company's success; today's business climate requires that all companies establish and maintain a strong and authoritative web presence. Don't give in to complacency, even though your real estate consulting company is doing well. House buying experts universally believe that the very best time to expand your company is when you are gaining momentum. When you have dedication to the project, you could build a successful company. If your company could learn to embrace changes in the marketplace and always strive for something better, you will get through a lot of tough times.

Many musicians suffer from absent periods where they drop off the radar of their fans. This inconsistency destroys your momentum.

If you’re living in constant fear of screwing up, don’t be. As long as you move fast but safely, you’re taking action, and action creates forward momentum and direction in your business—even if your progress isn’t perfect 100 percent of the time. One

It is the responsibility of sales management to make the job of the sales people as easy as possible. The easiest way to do this is to build momentum. The best way to build momentum is to make it so that each sale makes the next sale easier to land, with less effort and a higher success rate.

Still, I couldn’t shake the fear that Putin’s way of doing business had more force and momentum than I cared to admit, that in the world as it was, many of these hopeful activists might soon be marginalized or crushed by their own government—and there’d be very little I could do to protect them.

And while you must create robust new extensions to your flywheel (and given enough time, you might even create entirely new flywheels) be sure to keep building momentum with your winning strategies. Never forget, the Next Big Thing is very likely the Big Thing you already have. Make the most of your victories. Keep turning the flywheel.

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

I have too many great young leaders, and I’ve got to give them really big things to do. Never underestimate the power of sustaining momentum.” And that’s when I came to fully understand how Lemann, Telles, and Sicupira had created such a powerful momentum machine. From their very earliest days operating as a tiny start-up, they obsessed over finding great people, attracting great people, developing great people. They didn’t hire principally to get people with particular skills or to fill an open position or to achieve a specific goal or to pursue a market opportunity. They inverted the entire equation, making a leap of faith that if they filled the machine with fanatically driven people, they’d ignite a virtuous cycle of momentum.

Near the end of a momentum stock’s long uptrend, it will frequently be trading at a truly irrational P/E multiple. No amount of business success or growth will ever be able to justify such a multiple.

Alisa Vitti gave me a great analogy for this. Imagine you have a hockey puck and a bicycle tire on a flat surface like a really big area of concrete. You give the hockey puck a push, and it goes for a while but eventually stops. You give the bicycle tire a push, and it keeps rolling for as long as it can stay upright and not run into an obstacle. In many cases, it actually gains speed as it goes. The hockey puck is flat, but the tire is a circle. The flat one stops. The circular one keeps going. This is the power of cyclical momentum. When we honor the distinct and uniquely useful phases of our bodies, the moon, and our creativity, we get further, faster, without having to push as hard. It’s like having spent your whole life furiously paddling against a really strong current and suddenly realizing that all you needed to do to cover more ground was turn your canoe downstream and use your paddle to steer every now and again.

Secure Early Wins—Checklist Given your agreed-to business goals, what do you need to do during your transition to create momentum for achieving them? How do people need to behave differently to achieve these goals? Describe as vividly as you can the behaviors you need to encourage and those you need to discourage. How do you plan to connect yourself to your new organization? Who are your key audiences, and what messages would you like to convey to them? What are the best modes of engagement? What are the most promising focal points to get some early improvements in performance and start the process of behavior change? What projects do you need to launch, and who will lead them? What predictable surprises could take you off track?

We started with a small number of two-pizza teams so that we could learn what worked and refine the model before widespread adoption. One significant lesson became clear fairly early: each team started out with its own share of dependencies that would hold them back until eliminated, and eliminating the dependencies was hard work with little to no immediate payback. The most successful teams invested much of their early time in removing dependencies and building “instrumentation”—our term for infrastructure used to measure every important action—before they began to innovate, meaning, add new features. For example, the Picking team owned software that directed workers in the fulfillment centers where to find items on the shelves. They spent much of their first nine months systematically identifying and removing dependencies from upstream areas, like receiving inventory from vendors, and downstream areas, like packing and shipping. They also built systems to track every important event that happened in their area at a detailed, real-time level. Their business results didn’t improve much while they did so, but once they had removed dependencies, built their fitness function, and instrumented their systems, they became a strong example of how fast a two-pizza team could innovate and deliver results. They became advocates of this new way of working. Other teams, however, put off doing the unglamorous work of removing their dependencies and instrumenting their systems. Instead, they focused too soon on the flashier work of developing new features, which enabled them to make some satisfying early progress. Their dependencies remained, however, and the continuing drag soon became apparent as the teams lost momentum.

much.However, averaged out, betting on the quality of a business is better than betting on the quality of management. In other words, if you have to choose one, bet on the business momentum, not the brilliance of the manager.But, very rarely, you find a manager who's so good that you're wise to follow him into what looks like a mediocre business.

Of course, discontent with Tyson’s system has gained momentum across the country, culminating in lawsuits and a push for tougher regulations. A ragtag coalition of interest groups representing small farmers, with alphabet-soup names like R-CALF USA and RAFI-USA, have spent years lobbying Congress and they continue to lobby the White House to impose new regulations on Tyson

Busy in the business of day— my storming blood has just met a pair of eyes rainswept sand…. That face, again, that face like sunken sand— the sand, sunken, of a face that ancient…. More worn than my face unborn— contours I have known in the bones of her cheeks a recognition— a pair of orphans unmasked at morn…. Because only, only a girl borne of remembering could wear that countenance of mourning…. Across the wash pale soft of dawn float close weighty blossoms on thresholds unknown— for the fragile, delicate tenderness of her composure just-holding, achingly, on the edge of things…. A world of raindrops floating in her eyes— in her eyes sand grains softly settle…. Although to one another we are only a presence in the room and all's silence between us— still, hers is a presence I’ve known: of age more somehow than the day I was born a relation there remains nose kissed to nose…. Slaving in the sweat of the sun I’m back at it in the beds— as, over all the grounds, waxing with the sun personalities of sheds, tines, the animals, define themselves…. Heading now to the meal hall to eat and talk, after digging— when my momentum stalled: by hedges of the wall's the visage of her in the sunny landscape a teardrop of midnight…. Tearing's the flesh of my heart on my cheeks in tears— for her fragile chin and the wrinkles of her eyes when she smiles so glassy I could cry…. Commotion of knives and forks— today the commons are aloud with cups and conversation: a wisp here, a leap of voices there the day’s news bounces its way through the crowd…. Splashing up a laughter of glasses the guys devour their stories about girls at the party— and when we eat our fill glad in our stomachs there’s lots of chin in it we raise each other’s grins sitting in satisfaction and stimulating to the sun…. Tense in the laughter of friends and companions— lines of my age un-wrinkle: by portals of the door her expression there's more sober than smiling: for guile am I un-abled…. Not the friction of sticks, no, nor some feverish itch that must until exhaustion consume— but a long blue flame, slow and fluidly moving will our relation be: a translucent vein loose in the midnight river…. Now— into the doings of day: but to approach her my eyes can't meet my walkingʻs fallen dead at the knees and thoughts of my head now drown in blood— blackness and oblivion...

Suraj solar and allied industries, Wework galaxy, 43, Residency Road, Bangalore-560025. Mobile number : +91 808 850 7979 Solar Rooftop in Bangalore – Sunease Solar Bangalore, India's Silicon Valley, is known for more than just its booming tech sector. It is also becoming more and more aware of sustainable energy options. The move toward renewable energy, particularly solar power, has gained tremendous momentum as demand for energy rises and prices rise. Sunease Solar, which focuses on Solar Rooftop in Bangalore, has emerged as a leading name among the many businesses in the city. Why Bangalore's Solar Rooftop? Due to its location, Bangalore is an ideal location for harnessing solar energy. The city has a lot of sunshine all year, so it has a lot of potential for making solar power. Solar roofs give homeowners, businesses, and industries access to this renewable resource, lowering their reliance on conventional sources of electricity and contributing to a more environmentally friendly future. Under net metering policies, putting in a solar rooftop system not only helps cut down on electricity costs, but it also gives you a chance to make more money by selling excess power back to the grid. Furthermore, now is the ideal time to switch to solar energy in Bangalore due to the state government of Karnataka's push for its adoption through subsidies and incentives. Sunease Solar is a leading player in the solar energy industry, providing individualized solar rooftop installations for Bangalore's residential, commercial, and industrial properties. Sunease Solar has established a reputation for dependability, expertise, and outstanding customer service thanks to its dedication to providing solar solutions that are both effective and of high quality. Why should I pick Sunease Solar? Individualized Solar Solutions: Sunease Solar offers individualized solutions to meet each client's unique energy needs. Their team assesses your energy requirements and designs a solar rooftop system that maximizes efficiency and savings for a home, office, or industrial unit. High-Quality Materials: The quality of a solar rooftop system's components determines its efficiency and longevity. Sunease Solar only makes use of the best solar panels, inverters, and mounting structures available. This makes sure that the systems will last, work well, and be able to handle the weather in Bangalore. Complete Service: Sunease Solar offers a complete service, from consultation and site evaluation to system design, installation, and upkeep. Their group of specialists handles every one of the specialized and calculated parts of the establishment cycle, making it consistent and bother free for the client. Government incentives and subsidies: Sunease Solar ensures that customers can take full advantage of the financial support for Solar Rooftop in Bangalore by guiding them through the complicated application process for government subsidies and incentives. Cost-effective and friendly to the environment: You will not only save money on your electricity bills but also reduce your carbon footprint when you choose Sunease Solar. Solar energy is a renewable, clean resource that contributes to a more sustainable environment by lowering emissions of greenhouse gases. Benefits of rooftop solar: Lower utility bills: By generating power directly from the sun, a solar rooftop system can significantly reduce electricity costs. In a city like Bangalore, where energy costs are rising, this is especially beneficial. Independence on Energy: You become less reliant on conventional energy sources and their fluctuating costs with solar power. In the long run, a solar roof installation gives you energy independence and security. Gain in Property Value: Solar rooftop systems make buildings and homes more appealing to prospective buyers and renters. Solar installations are regarded as an important addition that frequently raise property values.

Boyd got the idea for “O-O-D-A” loops (he used dashes indicate that the steps are not distinct, but flow into each other) from observing the effects of jerky, unexpected, and abrupt maneuvers in air-to-air combat. After deciding that it was his quick OODA loops that allowed him to fight this way, Boyd defined “agility” in these terms: A side in a conflict or competition is more agile than its opponent if it can execute its OODA loops more quickly. This generalizes the term agility from air-to-air combat and from warfare in general. It also turns out to be equivalent to the definition floated in chapter II, the ability to rapidly change one’s orientation, since it is orientation locking up under the stress of competition and conflict that causes OODA loops to slow and makes one predictable, rather than abrupt and unpredictable. Speed, that is physical velocity, may provide an important tactical option, but it is not The Way.77 In fact, speed increases momentum, which can make one more predictable.

Tough times brought on by the Gulf War were testing such assumptions, forcing us to consider our response. We needed to come up with new ideas, do more with less, make short-term gains through greater efficiency, and prepare for long-term gains. That meant cutting every dollar possible in overhead and procedures while maintaining or boosting spending in three vital competitive areas. Number one was product quality. World leadership demanded that we maintain world-class quality, and recession is generally a period when material and labor prices are lowest and room occupancies are down. So we renovated and refurbished at such normally busy properties as the Inn on the Park in London and The Pierre in New York at a time when revenue would be little affected and customers least inconvenienced. That meant we were spending when others were retrenching. We had followed that strategy in 1981-82, and the rebound from that recession had given us nine years of steady growth. I thought the odds were in our favor to score the same way again. The second area was marketing. It’s tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn’t cut their ads had, in the recovery, captured the most market share. So we didn’t cut our ad budget. In fact, we raised it modestly to gain brand recognition, which continued advertising sustains. As studies show, it’s much easier to sustain momentum than restart it. Third, we eased the workload and reduced costs by simplifying reporting methods. We set up a new system that allowed each hotel to recalculate its forecast, with minimal input, to year’s end, then send it in electronically along with a brief monthly commentary.

we saw no examples of successful transformation happening bottom-up. Instead, executives in every Digital Master steered the transformation through strong top-down leadership: setting direction, building momentum, and ensuring that the company follows through.

Help me,” the girl pleaded softly. Sam knelt beside her. He recoiled in shock. “Bette?” The left side of Bouncing Bette’s face was covered in blood. There was a gash above her temple. She was panting, gasping, like she had collapsed after a marathon and was trying with her last ounce of energy to crawl across the finish line. “Bette, what happened?” “They’re trying to get me,” Bette cried, and clutched at Sam’s arm. The three dark figures advanced to the edge of the circle of light. One was clearly Orc. No one else was that big. Edilio and Quinn moved into the garage doorway. Sam disengaged from Bette and took up a position beside Edilio. “You want me to beat on you guys, I will!” Orc yelled. “What’s going on here?” Sam demanded. He narrowed his eyes and recognized the other two boys, a kid named Karl, a seventh grader from school, and Chaz, one of the Coates eighth graders. All three were armed with aluminum bats. “This isn’t your business,” Chaz said. “We’re dealing with something here.” “Dealing with what? Orc, did you hit Bette?” “She was breaking the rules,” Orc said. “You hit a girl, man?” Edilio said, outraged. “Shut up, wetback,” Orc said. “Where’s Howard?” Sam asked, just to stall while he tried to figure out what to do. He’d lost one fight to Orc already. Orc took the question as an insult. “I don’t need Howard to handle you, Sam.” Orc marched right up to Sam, stopped a foot away, and put his bat on his shoulder like he was ready to swing for a home run. Like a batter ready for the next fastball. Only this was closer to T-ball: Sam’s head was impossible to miss. “Move, Sam,” Orc ordered. “Okay, I’m not doing this again,” Quinn said. “Let him have her, Sam.” “Ain’t no ‘let me,’” Orc said. “I do what I want.” Sam noticed movement behind Orc. There were people coming down the street, twenty or more kids. Orc noticed it too, and glanced behind him. “They aren’t going to save you,” Orc said, and swung the bat hard. Sam ducked. The bat whooshed past his head, and Orc rotated halfway around, carried forward by the momentum. Sam was thrown off balance, but Edilio was ready. He let loose a roar and plowed headfirst into Orc. Edilio was maybe half Orc’s size, but Orc was knocked off his feet. He sprawled out on the concrete. Chaz went after Edilio, trying to pull him off Orc. The crowd of kids who had come running down the street surged forward. There were angry voices and threats, all aimed at Orc. They yelled, Sam noted, but no one exactly jumped into the unequal fight.

THE COURAGE TO SAY NO Early in our development as leaders we assume that when opportunity knocks, we must answer the door and embrace whoever or whatever is standing there. But Mike Nappa was right when he wrote, “Opportunity does not equal obligation.”15 The ability to identify and focus on the few necessary things is a hallmark of great leadership. In his book Good to Great, Jim Collins encourages business leaders to develop a “stop doing” list: Most of us lead busy but undisciplined lives. We have ever expanding “to do” lists, trying to build momentum by doing, doing, doing—and doing more. And it rarely works. Those who built the good-to-great companies, however, made as much use of “stop doing” lists as the “to do” lists. They displayed a remarkable discipline to unplug all sorts of extraneous junk.… They displayed remarkable courage to channel their resources into only one or a few arenas.16

It is no exaggeration to say that the vast business of calculus made possible most of the practical triumphs of post-medieval science; nor to say that it stands as one of the most ingenious creations of humans trying to model the changeable world around them. So by the time a scientist masters this way of thinking about nature, becoming comfortable with the theory and the hard, hard practice, he is likely to have lost sight of one fact. Most differential equations cannot be solved at all. “If you could write down the solution to a differential equation,” Yorke said, “then necessarily it’s not chaotic, because to write it down, you must find regular invariants, things that are conserved, like angular momentum. You find enough of these things, and that lets you write down a solution. But this is exactly the way to eliminate the possibility of chaos.

Fire Groove Gear is owned and operated by Lester Mooney who is one of the original founders of the business in 2005 and one of the 3 Fire Groove siblings (Hannah, Kamala, and Lester). He has been building fire props for over 13 years now and has over 15 years of Fire dance experience. Once you have mastered the skill of Meteor Rope Dart what could be more exciting than doubling your fire and adding a brand new genre of opposing momentum! Technora poi rope is quickly becoming the standard for professional and hobbyist spinners alike who fashion it for its high heat resistance (930° F), burn protection, and its astonishing strength. Our stage balls travel all the way from Italy just to unite with your hands. Made from a flexible hollow PVC giving them a nice grip and a great weight. Our Fire palm torches are hand-crafted with high quality leather and a unique connection that leaves these torches secure, comfortable, and beautiful!

The resulting financial overhead consists of claims on the economy’s actual means of production. Yet most people think of these bonds, bank loans and stocks and creditor claims as wealth, not its antithesis on the debit side of the balance sheet. This inside-out doublethink is a precondition for the bubble economy to be applauded by the mass media, keeping its corrosive momentum expanding. From the corporate sphere and real estate to personal budgets, the distinguishing feature over the past half-century has been the rise in debt/equity and debt/income ratios. Just as debt leveraging has hiked corporate break-even costs of doing business, so the cost of living has been increased as homes and office buildings have been bid up on mortgage credit. “Creating wealth” in a debt-financed way makes economies high-cost, exacerbated by the tax shift onto labor and consumers instead of capital gains and “free lunch” rent. These financial and fiscal policies have enabled financial managers to siphon off the industrial profits that were expected to fund capital formation to increase productivity and living standards. The

research validating Tom’s instincts. When researchers with the National Weight Control Registry examined the tactics used by successful dieters, they found that two characteristics, in particular, stood out. People who successfully maintain weight loss typically eat breakfast every morning. They also weigh themselves each day. Part of the reason why these habits matter is practical: Eating a healthy breakfast makes it less likely you will snack later in the day, according to studies. And frequently measuring your weight allows us—sometimes almost subconsciously—to see how changing our diets influences the pounds lost. But just as important is the mental boost that daily, incremental weight loss provides. The small win of dropping even half a pound can provide the dose of momentum we need to stick with a diet. We need to see small victories to believe a long battle will be won.

Some people not only burn their bridges, but they also torch the town! With all their deeds of drama and destruction, they leave behind an aftermath of distrust, disrespect, and disappointment. And for what? This behavior creates immeasurable suffering in all directions. It ruins reputations and business deals, shatters lives—and closes doors which can never be re-opened. These repercussions can be prevented or avoided by simply BEING NICE.

For more than forty years, Judith Martin has inspired the world with advice on etiquette excellence, proper behavior, and codes of conduct through her critically acclaimed newspaper column, “Miss Manners.” In an interview for her book, Miss Manners Minds Your Business, Mrs. Martin reminds us that “When you go to work, you want a degree of professionalism which does not involve hearing about all of the sordid details of a person’s love life. We are not necessarily all friends, but have a job that needs to be done. A work friend is not always a social friend. One requires distance while the other embraces intimacy.

As a lifetime optimist, my first tendency has always been to look for the best in others, the best in situations, and focus on what is working rather than what is not. Noticing the good has helped me immensely in life and business and it can do the same for you.

Finding the good in others is mutually rewarding for both you and the fortunate recipient of your kind words. Don’t you love being around people who make you feel great about yourself? Don’t you want to do business with people who make you feel valued and important? Wouldn’t you rather work with people who appreciate and respect you? Of course you would! Now go out and do that for others! When you become a generous good-finder you will infuse positive energy, optimism, and good will into their lives, as well as your own.

To Polish the Gold & Help Others Shine . . . Focus on the Positives: Focusing on the positives will get you further in business and further in life. Whatever you focus on will expand. If you focus on what you do not like about another person, they will become so intolerable to you that you cannot bear to be around them. However, if you focus on their positives and can find something redeeming, regardless of how small, the positivity needed to experience a more constructive interaction and relationship will manifest before your eyes.

The Service Mindset. When I began my real estate career at the age of twenty-two, I had a fresh Bachelor’s Degree in Marketing in one hand and ‘a tiger by the tail’ in the other. I was on a mission to be successful in life and in business and make a lot of money in the process. Every goal I set was about Me. Me. Me! I was driven by: How much money could I make? Which property listings paid the biggest commissions? How many calls did I need to make to schedule new appointments? How many listings did I need to have to hit my target? You can see where I am going with this! Working full-time, nights and weekends, seven days a week, I only made eleven thousand dollars in the first year! I was tired, disillusioned, and knew that I had to either change careers or massively shift my mindset. I chose the latter. I took ALL focus off me and re-directed my time, energy, and resources to serving my clients. Their hopes, needs, and desires became my primary focus. How could I help solve their problems?

The Service Mindset. When I began my real estate career at the age of twenty-two, I had a fresh Bachelor’s Degree in Marketing in one hand and ‘a tiger by the tail’ in the other. I was on a mission to be successful in life and in business and make a lot of money in the process. Every goal I set was about Me. Me. Me! I was driven by: How much money could I make? Which property listings paid the biggest commissions? How many calls did I need to make to schedule new appointments? How many listings did I need to have to hit my target? You can see where I am going with this! Working full-time, nights and weekends, seven days a week, I only made eleven thousand dollars in the first year! I was tired, disillusioned, and knew that I had to either change careers or massively shift my mindset. I chose the latter. I took ALL focus off me and re-directed my time, energy, and resources to serving my clients. Their hopes, needs, and desires became my primary focus. How could I help solve their problems? And then EVERYTHING began to turn around . . .

What is the motive behind your services? If it is self-centered, self-serving, and lacking consideration for others, then earning people’s trust, rapport, and business will inevitably be more of a struggle. A self-serving agenda throws up red flags which stop relationships dead in their tracks. It can destroy trust, make people wary of your intentions, and push customers to your competition.

13 Simple Ways to Deliver Service Beyond Self 1. Make it Easy for People to Do Business with You. 2. Be an Awesome, Sincere Listener. 3. Listen to Customers’ Words and tone of voice, body language, and how they feel. Ask questions, listen, and meet them on their level. Explain, guide, educate, assist and do what is necessary to help them get the information they need to fully understand regarding their question or issue. 4. Show Enthusiasm. Greet customers with genuine interest. Give them your best. Think, act, and talk with positive enthusiasm and you will attract positive results. Your attitude is contagious! 5. Identify and Anticipate Needs. Most customer needs are more emotional rather than logical. 6. Under Promise & Over Deliver. Apply the principle of “Service Beyond Self” . . . give more than expected. Meet and exceed their expectations. If you can’t serve their needs, connect them with whoever can. 7. Make them Feel Important. Our deepest desire is to feel important. People rarely care how much you know until they know how much you care. Use their names, find ways to compliment them—and be sincere. 8. Take Responsibility for their Satisfaction. Do whatever is necessary to help them solve their problems. Let them know that if they can’t find answers to their questions to come back to you for help. 9. Treat your TEAM well. Fellow colleagues are your internal customers and need a regular dose of appreciation. Thank them and find ways to let them know how important they are. Treat your colleagues with respect; chances are they will have a higher regard for customers. 10. Choose an Attitude of Gratitude. Gratitude changes your perspective and helps you appreciate the good rather than simply taking it for granted. 11. Perform, Provide and Follow-Up. Always perform or provide your service in a spirit of excellence and integrity. If you say you’re going to do something—DO IT! There is tremendous value in being a resource for your customer. If you can help them to succeed, they are more likely to help you succeed. 12. Use Gracious Words. "Thank you, thank you very much.

12 Simple Ways to Deliver Service Beyond Self 1. Make it Easy for People to Do Business with You. 2. Be an Awesome, Sincere Listener. 3. Listen to Customers’ Words and tone of voice, body language, and how they feel. Ask questions, listen, and meet them on their level. Explain, guide, educate, assist and do what is necessary to help them get the information they need to fully understand regarding their question or issue. 4. Show Enthusiasm. Greet customers with genuine interest. Give them your best. Think, act, and talk with positive enthusiasm and you will attract positive results. Your attitude is contagious! 5. Identify and Anticipate Needs. Most customer needs are more emotional rather than logical. 6. Under Promise & Over Deliver. Apply the principle of “Service Beyond Self” . . . give more than expected. Meet and exceed their expectations. If you can’t serve their needs, connect them with whoever can. 7. Make them Feel Important. Our deepest desire is to feel important. People rarely care how much you know until they know how much you care. Use their names, find ways to compliment them—and be sincere. 8. Take Responsibility for their Satisfaction. Do whatever is necessary to help them solve their problems. Let them know that if they can’t find answers to their questions to come back to you for help. 9. Treat your TEAM well. Fellow colleagues are your internal customers and need a regular dose of appreciation. Thank them and find ways to let them know how important they are. Treat your colleagues with respect; chances are they will have a higher regard for customers. 10. Choose an Attitude of Gratitude. Gratitude changes your perspective and helps you appreciate the good rather than simply taking it for granted. 11. Perform, Provide and Follow-Up. Always perform or provide your service in a spirit of excellence and integrity. If you say you’re going to do something—DO IT! There is tremendous value in being a resource for your customer. If you can help them to succeed, they are more likely to help you succeed. Use Gracious Words. "Thank you, thank you very much.

I spend a great deal of time on airplanes traveling from one speaking engagement to the next. There have been times when I have sat for hours next to strangers with whom I never made eye contact or uttered a word. But then I have also met people with whom I engaged in such delightful conversation that it resulted in new business and referrals. The main difference was whether or not I took initiative to begin a conversation.

Imagine how many new friends you would make, how much new business you could create, and how much fun you could have by simply taking the initiative to be the inviter.

Imagine how many new friends you would make, how much new business you could create, and how much fun you could have by simply taking the initiative to be the inviter. Try it today. Welcome new relationships into your life that would never have occurred otherwise.

A lack of engagement sends the message that you may not care, are not interested, are too busy, or that the other person does not matter to you. Even though this is rarely your intention, it can happen when you’re not being mindful and deliberate to connect in the moment.

Why It Works: Artificial Advancement Drives Effort Researchers at the USC Marshall School of Business describe the ‘endowed progress effect,’ whereby individuals put greater effort into completing a task they think they have already begun, even if that process is constructed artificially. Through a series of studies, Nunes and Dreze found that the illusion of progress was a powerful motivator – as users felt they’d already started a task, they gained momentum towards completing it.

…momentum—not experience—is the single biggest predictor of business and personal success.

there is dire shortage of those who can create new opportunities through their own proactive sales effort. Many veteran salespeople are victims of their own past success and easier times, when they could make their numbers while operating in a reactive mode. Others were carried along by their company’s momentum and favorable economic conditions that created strong demand for their products or services. They never had to go out and find business.

I see professional advisors cold-call perfect strangers rather than do a call rotation for existing clients. I see advisors do prospecting seminars rather than a client advisory council or client appreciation event, and I see advisors run advertising campaigns rather than network with existing strategic allies and other professional influencers. “Spray and pray” marketing strategies are flawed on so many levels. Why, then, do so many advisors still attempt them? The reason for this is simple; nurturing existing relationships and other tried and true strategies can be boring and rarely results in instant gratification. Too many advisors want to find the next “new idea”, something with some “sizzle”, and, as a result, are continually searching for and dabbling with concepts that ultimately have minimal impact. It’s not unlike investing. How many times have you seen someone try to hit a home-run with a high-risk investment opportunity rather than stick with a methodical long-term approach? It’s not just money that compounds. As I’ve said before, discipline compounds, too. You have to be patient and let your efforts gather momentum. Too many advisors get themselves into the proverbial “Red Zone” and, rather than stick to the plan and see it through, they self-sabotage by abandoning the fundamentals and trying something new. Neglect also compounds. If we neglect our existing relationships it’s only a matter of time before they’ll be lured away and we’ll have to throw our own Hail Mary. Don’t deviate from your process. Identify the most fundamentally sound and proven trust-building activities, stick with them and tune out all the other noise. It’s much more effective to strengthen and nurture existing relationships over the long haul, rather than perpetually trying to start new ones. The prospecting treadmill is draining and you are building a business that is chaotic and unfocused. Relationships are proprietary and are a big part of the equity that you are building in your business.

In practice, ship and iterate means that marketing programs and PR pushes should be minimal at launch. If you are in the restaurant business, you call this a soft opening. When you push the babies out of the nest, don’t give them a jetpack or even a parachute—let them fly on their own. (Note: This is a metaphor.) Invest only when they get some lift. Google’s Chrome is a great example of this—it launched in 2008 with minimal fanfare and practically no marketing budget and gained terrific momentum on its own, based solely on its excellence. Later, around the time the browser pushed past seventy million users, the team decided to pour fuel on the fire and approved a marketing push (and even a TV advertising campaign). But not until the product had proven itself a winner did it get fed.

Build momentum. Why are you creating? Good content always has an objective; it’s created with intent. It therefore carries triggers to action.

While every coach and every startup manager has to make decisions on the fly, there are tricks that can help you in managing through the chaos. The first is to make brutally efficient use of your time, and figure out a way to get as much of it as you can. In the last minutes of a tied championship game, with thousands of fans yelling and all your players desperately looking to you for the right play, managing the clock is critical. Every coach caught up in a tight game knows that the best weapon can be a “time out,” where she can change the flow of the game, disrupt the other team’s momentum, and re-establish her own strategy.

However, averaged out, betting on the quality of a business is better than betting on the quality of management. In other words, if you have to choose one, bet on the business momentum, not the brilliance of the manager. But very rarely, you find a manager who’s so good that you’re wise to follow him into what looks like a mediocre business.

We need three daily wins to build momentum and make progress: a physical win, a spiritual win, and a mental win. Get busy winning!

You leave the meeting feeling energised, only to be sucked into your inbox's zombie tractor beam, and 28 days later you all find yourselves looking for excuses to postpone the meeting. Which you do. But when the momentum is lost, it rarely recovers.

Leveraging the support from consulting and delivery partners (they can be the same) is critical for gaining the right momentum in the organization with minimum investment.

Momentum is the "it" factor in life. If you want success build momentum.

The quickest route to success is a straight line. A straight line in its purest form, is simple. We must activate the power of simplicity!

Carve out and then ritualize thirty minutes early each Sunday morning to create your “Blueprint for a Beautiful Week.” Start the process by writing a story in your journal about the highlights from the seven days you just lived. Then record your lessons learned and optimizations for making the coming week even better. Next, on a large piece of paper that has each day running from 5 AM to 11 PM on it, note down all your commitments. The key here is to list more than your business meetings and work projects. Set clear periods for your Victory Hour, your 90/90/1 sessions, your 60/10 cycles and your 2nd Wind Workouts, as well as time for your loved ones, blocks for your portfolio of passions and segments for your errands. Doing this weekly will build extraordinary focus into your days, yield marvelous momentum, enhance your productivity significantly and improve your life’s balance noticeably.

Raising from Series A/B firms for a seed Bringing a Series A/B firm in for a seed round is risky business. They’ll want to talk to you to get an early look and learn about what you’re up to. But don’t get too excited! In fact, I’d recommend avoiding those conversations entirely. Whatever capital they commit will be trivial relative to their total balance sheet. No Series A/B firm is serious unless they lead your A or B, and, if for some reason they decide not to do so, you’re screwed because that’s a red flag for other investors. This is called “signaling risk.” Basically, by investing in your seed, they intend to block out others from your next round. It’s a win-win for them because they either lead your next round from a privileged position or, they pass and you’re the one who’s screwed as a founder. So, your incentives are completely misaligned! You may have heard success stories, but that’s a sampling bias — you’ll rarely hear about the companies that do not get the follow-on term sheet. Note: A fund investing in your company at the seed stage is completely irrelevant to their willingness to write a check to lead your Series A or B. The only thing that determines their willingness to invest is your traction and momentum. Letting them in makes them no more willing to invest, and anyone who tries to convince you otherwise is deceiving you. There might be relationship benefits, but you can build on the relationship without letting them on your cap table!

Key Elements of Five Year Plan ’77 What follows did not happen overnight. Among the guidelines set in February 1977 (remember, Fair Trade on alcohol was not finally ended until 1978): Emphasize edibles vs. non-edibles. I figured that the supermarkets would raise their prices on foods to make up for the newly reduced margins on milk and alcohol. This would give us all the more room to underprice them. During the next five years we got rid of film, hosiery, light bulbs and hardware, greeting cards, batteries, magazines, all health and beauty aids except those with a “health food” twist. We began to cut back sharply on soaps and cleaners and paper goods. The only non-edibles we emphasized were “tabletop” items like wineglasses, cork pullers, and candles. It was quite clear that we should put more emphasis on food and less on alcohol and milk. Within edibles, drop all ordinary branded products like Best Foods, Folgers, or Weber’s bread. I felt that a dichotomy was developing between “groceries” and “food.” By “groceries,” I mean the highly advertised, highly packaged, “value added” products being emphasized by supermarkets, the kinds that brought slotting allowances and co-op advertising allowances. By embracing these “plastic” products, I felt the supermarkets were abandoning “food” and the product knowledge required to buy and sell it. But this position wasn’t entirely altruistic. The plan of February 20, 1977, declared, “Most independent supermarkets have been driven out of business, because they stupidly tried to compete with the big chains in plastic goods, in which the big chains excel.” Focus on discontinuity of supplies. Be willing to discontinue any product if we are unable to offer the right deal to the customer. Instead of national brands, focus on either Trader Joe’s label products or “no label” products like nuts and dried fruits. This was intended to enable the Trader Joe’s label to pick up momentum in the stores. And it worked.

When people read online, they don’t actually “read.” What they do is skim. Browse. Scroll. They let their eyes gloss over the words, and if something compelling catches their eye in the first two, five, maybe ten seconds (a word, a subhead, a phrase), then they’ll stop skimming and start reading. But you better believe as soon as momentum in the writing starts to slow, they’re gone. They’ll swipe back to their social media feed and be neck deep in Memeville in a millisecond.

The 1/1/1+ structure is a mechanism you should use for very specific sections within your writing: beginnings and endings. Single sentences are great for calling out individual ideas, statements, or descriptions, and doing so several times in a row can elicit a powerful response in a reader. Here’s how it works: This first sentence is a strong statement. This second sentence builds on, reinforces, or repeats that strong statement. This third sentence builds on, reinforces, or repeats that strong statement. For example, I use this structure to emphasize a length of time in my article, “The 1 Thing I Did That Changed My Entire Life For The Better.” Step 2: Like I said, I did this for 2 years. Two. Years. Not 3 days. Not a few weeks. Two entire years. I started to see how the people I was surrounding myself with weren’t very conducive to who and what I wanted to become. I started to realize I was terrific at coming up with ideas but horrible at seeing them through to completion. I started to understand why I struggled to make friends, and how closed off I was from the world. If you notice, immediately following the 1/1/1/1 structure, I went into a lengthier paragraph. This was deliberate. When you use the 1/1/1+ structure, you are building momentum. You are moving a reader quickly from Point A to Point B. But after a few big steps, the reader is not going to want to run anymore. They’re going to want to take a quick break and settle into the thing you’re talking about. So, crescendo with the 1/1/1+ rhythm, and then decrescendo with a three, four, or even five-sentence paragraph. Then repeat.

strategic planning without managing strategic momentum. Alan Weiss, in his irreverent book Our Emperors Have No Clothes, explains that in these situations the problem is that “[s]trategy is usually viewed as an annual exercise at best, an event that creates a ‘product,’ and not a process to be used to actually run the business.”30

you must begin “with the end in mind,” as the author Stephen Covey so aptly put it in The Seven Habits of Highly Effective People.1 In this case, the desired goal is to secure some early wins that will help you build the momentum for change in the business. You’ll need to identify three or four areas in which you have a good chance of realizing rapid improvements—think of them as your “centers of gravity.” The best candidates are business problems that you can get to relatively quickly, that won’t require too much money or other resources to fix, and whose solution will yield very visible operational or financial gains.

Elevate Your Lifestyle INSTANT ACTION STEP In your journal, list five things you will do immediately to refuel your inner leader and take your mind, body, emotions, and spirit to their next level of excellence. Then schedule time to execute these five goals flawlessly during the next seven days so you get the power of momentum working for you. LEADERSHIP QUOTE TO REMEMBER If one advances confidently in the direction of his dreams and endeavors to live the life which he has imagined, he will meet with a success unexpected in common hours.

While I was busy not learning about science, a movement to stop the perpetuation of the human species was blossoming. Zero population growth, or ZPG, is a movement that believes that a constantly increasing population is actually responsible for many of our problems: pollution, violence, loss of values and individual privacy. Founded in 1968 by sociologist Kingsley Davis, ZPG gained momentum in the eighties. Perhaps it was even taught in private schools, but I had certainly never heard of it.

Arrow doesn’t allow that kind of “home office knows best” bureaucracy that kills momentum. “The people that run a business really know that business. We execute better because we push activities and decisions down to them,” Long explains. “I believe our success is because the people we acquired in the deal all feel they are a part of it.

Many will jump to the importance of networking, but I have found that while doing more networking without putting in the effort to make sure you’re doing it right can make you very busy, with no guaranteed momentum.

In Tsai's go‐go years, high‐flying stocks with​ positive momentum were all the rage. Polaroid, Xerox, IBM all traded at price‐to‐earnings ratios of more than 50. These expensive stocks were supported by explosively high growth rates. From 1964 to 1968, IBM, Polaroid, and Xerox grew their earnings per share at 88%, 22%, and 171%, respectively. Others like University Computing, Mohawk Data, and Fairchild Camera traded at several‐hundred times their trailing 12‐month earnings. The latter three and many others like them would go on to lose more than 80% in the 1969–1970 bear market. The Manhattan Fund was up almost 40% in 1967, more than double the Dow. But in 1968, he was down 7% and was ranked 299th out of 305 funds tracked by Arthur Lipper.16 When the market crash came, the people responsible were entirely unprepared. By 1969, half of the salesmen on Wall Street had only come into the business since 196217 and had seen nothing but a rising market. And when stocks turned, the highfliers that went up the fastest also came down the fastest. For example, National Student Marketing, which Tsai bought 122,000 shares for $5 million, crashed from $143 in December 1969 to $3.50 in July 1970.18 Between September and November 1929, $30 billion worth of stock value vanished; in the1969‐1970 crash, the loss was $300 billion!19 The gunslingers of the 1960s were thinking only about return and paid little attention to risk. This carefree attitude was a result of the market they were playing in. From 1950 through the end of 1965, the Dow was within 5% of its highs 66% of the time, and within 10% of its highs 87% of the time. There was virtually no turbulence at all. From 1950 to 1965, the only bear market was “The Kennedy Slide,” which chopped 27% off the S&P 500, and recovered in just over a year.

much like brushing your teeth, when you do something that’s good for you with consistency, it also builds momentum and confidence that you are taking care of business.