My Competitor Quotes

We teach girls to shrink themselves, to make themselves smaller. We say to girls, you can have ambition, but not too much. You should aim to be successful, but not too successful. Otherwise, you would threaten the man. Because I am female, I am expected to aspire to marriage. I am expected to make my life choices always keeping in mind that marriage is the most important. Now marriage can be a source of joy and love and mutual support but why do we teach girls to aspire to marriage and we don’t teach boys the same? We raise girls to see each other as competitors not for jobs or accomplishments, which I think can be a good thing, but for the attention of men. We teach girls that they cannot be sexual beings in the way that boys are.

I’ll insist my competitor is the greatest, so that when I beat him, I won’t be calling myself the greatest—I’ll be proving it through my actions.


So Haymitch, what do you think of the games have one hundred percent more competitors than usual?” asks Caesar. Haymitch shrugs. “I don’t see that it makes that much difference. They’ll still be one hundred percent as stupid as usual, so I figure my odds will be roughly the same.

He won again. I’m beginning to realize that competing for who can stay the quietest isn’t really a good idea when my competitor is naturally the quietest person I’ve ever met.

We raise girls to see each other as competitors—not for jobs or accomplishments, which in my opinion can be a good thing—but for the attention of men.

But yet let me lament With tears as sovereign as the blood of hearts That thou my brother, my competitor In top of all design, my mate in empire, Friend and companion in the front of war, The arm of mine own body, and the heart Where mine his thoughts did kindle—that our stars Unreconcilable should divide Our equalness to this.

My eyes fall to his chest that is far too close, reminding me that we are far too close for competitors, for enemies in these Trials. And yet, here I am, dancing with him in his bedroom. Alone. In the dark.

I’m a competitor. I once placed fifth in a bottle of whiskey.

If you're a company, my advice is to remember that you can't have it both ways. You can’t treat your customers like family one moment and then treat them impersonally—or, even worse, as a nuisance or a competitor—a moment later when this becomes more convenient or profitable.

We raise girls to see each other as competitors—not for jobs or accomplishments, which in my opinion can be a good thing—but for the attention of men. We teach girls that they cannot be sexual beings in the way boys are. If we have sons, we don’t mind knowing about their girlfriends. But our daughters’ boyfriends? God forbid. (But we of course expect them to bring home the perfect man for marriage when the time is right.)

But I didn't. I didn't say anything, if only because I had no idea how to respond to such an overture. If my experience with friends was sparse, what I knew about boys- other than a competitors for grades or class rank- was nonexistent

In every business, I’ve loved meeting my competitors. The reality is there’s no such thing as competition. The world is big enough for two people in the same space.

My target customer will be? The problem my customer wants to solve is? My customer’s need can be solved with? Why can’t my customer solve this today? The measurable outcome my customer wants to achieve is? My primary customer acquisition tactic will be? My earliest adopter will be? I will make money (revenue) by? My primary competition will be? I will beat my competitors primarily because of? My biggest risk to financial viability is? My biggest technical or engineering risk is? What assumptions do we have that, if proven wrong, would cause this business to fail?  (Tip: include market size in this list) You should be able to look at this list and spot

We raise girls to see each other as competitors – not for jobs or accomplishments, which in my opinion can be a good thing, but for the attention of men. We teach girls that they cannot be sexual beings in the way boys are. If we have sons, we don’t mind knowing about their girlfriends. But our daughters’ boyfriends? God forbid.

STAGE 1—shared by most street gangs and characterized by despair, hostility, and the collective belief that “life sucks.” STAGE 2—filled primarily with apathetic people who perceive themselves as victims and who are passively antagonistic, with the mind-set that “my life sucks.” Think The Office on TV or the Dilbert comic strip. STAGE 3—focused primarily on individual achievement and driven by the motto “I’m great (and you’re not).” According to the authors, people in organizations at this stage “have to win, and for them winning is personal. They’ll outwork and outthink their competitors on an individual basis. The mood that results is a collection of ‘lone warriors.’” STAGE 4—dedicated to tribal pride and the overriding conviction that “we’re great (and they’re not).” This kind of team requires a strong adversary, and the bigger the foe, the more powerful the tribe. STAGE 5—a rare stage characterized by a sense of innocent wonder and the strong belief that “life is great.” (See Bulls, Chicago, 1995–98.)

Gray gives my arm a nudge. “Hey. Last one to Fisherman’s Wharf buys breakfast.” Little fucker. We both are good for quick bursts of speed. But Gray is better at longer distances. So I do what any self-respecting competitor would. I shove him into the grass and take off.

The Book of Oogenesis In the beginning were the gametes. And though there was sex, lo, there was no gender, and life was in balance. And God said, “Let there be Sperm”: and some seeds did shrivel in size and grow cheap to make, and they did flood the market. And God said, “Let there be Eggs”: and other seeds were afflicted by a plague of Sperm. And yea, few of them bore fruit, for Sperm brought no food for the zygote, and only the largest Eggs could make up the shortfall. And these grew yet larger in the fullness of time. And God put the Eggs into a womb, and said, “Wait here: for thy bulk has made thee unwieldy, and Sperm must seek thee out in thy chambers. Henceforth shalt thou be fertilized internally.” And it was so. And God said to the gametes, “The fruit of thy fusion may abide in any place and take any shape. It may breathe air or water or the sulphurous muck of hydrothermal vents. But do not forget my one commandment unto you, which has not changed from the beginning of time: spread thy genes.” And thus did Sperm and Egg go into the world. And Sperm said, “I am cheap and plentiful, and if sowed abundantly I will surely fulfill God’s plan. I shall forever seek out new mates and then abandon them when they are with child, for there are many wombs and little time.” But Egg said, “Lo, the burden of procreation weighs heavily upon me. I must carry flesh that is but half mine, gestate and feed it even when it leaves my chamber,” for by now many of Egg’s bodies were warm of blood, and furry besides. “I can have but few children, and must devote myself to those, and protect them at every turn. And I will make Sperm help me, for he got me into this. And though he doth struggle at my side, I shall not let him stray, nor lie with my competitors.” And Sperm liked this not. And God smiled, for Its commandment had put Sperm and Egg at war with each other, even unto the day they made themselves obsolete.

In my lifelong study of the scores of species of ants to be found in the tropical forests of Dal Hon, I am led to the conviction that all forms of life are engaged in a struggle to survive, and that within each species there exists a range of natural but variable proclivities, of physical condition and of behaviour, which in turn weighs for or against in the battle to survive and procreate. Further, it is my suspicion that in the act of procreation, such traits are passed on. By extension, one can see that ill traits reduce the likelihood of both survival and procreation. On the basis of these notions, I wish to propose to my fellow scholars at this noble gathering a law of survival that pertains to all forms of life. But before I do so, I must add one more caveat, drawn from the undeniable behavioural characteristics of, in my instance of speciality, ants. To whit, success of one form of life more often than not initiates devastating population collapse among competitors, and indeed, sometimes outright extinction. And that such annihilation of rivals may in fact be a defining feature of success. Thus, my colleagues, I wish to propose a mode of operation among all forms of life, which I humbly call-in my four-volume treatise-‘The Betrayal of the Fittest’. Obsessional Scrolls Sixth Day Proceedings Address Of Skavat Gill Unta, Malazan Empire, 1097 Burn's Sleep

the brain becomes literal when we do the flip side of empathy.10 It’s painful watching a hated competitor succeed, and we activate the ACC at that time. Conversely, if he fails, we gloat, feel schadenfreude, get pleasure from his pain, and activate dopaminergic reward pathways. Forget “Your pain is my pain.” Your pain is my gain.

Almost, but not quite,” says Haymitch from behind us. I whip around, afraid he’s going to be angry over us watching his tape, but he just smirks and takes a swig from a bottle of wine. So much for sobriety. I guess I should be upset he’s drinking again, but I’m preoccupied with another feeling. I’ve spent all these weeks getting to know who my competitors are, without even thinking about who my teammates are. Now a new kind of confidence is lighting up inside of me, because I think I finally know who Haymitch is. And I’m beginning to know who I am. And surely, two people who have caused the Capitol so much trouble can think of a way to get Peeta home alive.

Early in our friendship, we began seeing one another as competitors rather than allies.

Since as far back as I could remember, I'd felt that Lisa's responses toward me usually bordered on the brink of hostility. Years later, a therapist would explain that growing up with few resources had turned us into competitors- over food, over our parents' love, over everything. At the moment, we were competing for who had the better handle on Ma's illness, and we both knew she was winning.

When he came to fear and detest you, it was worse. He ordered three hits on you that I know of.” Roarke continued to stroll. “There were five, actually.” “Why didn’t you ever retaliate?” “I don’t need the blood of my competitors. Or even my enemies. He was, for some years, nothing to me. But he should never have touched my wife. I’d have done him for that, if you’re interested. For putting a mark on her.” “You didn’t, and he lives.” “Because doing so would’ve put another mark on her, as that’s who she is.” “You let him live to protect your wife?” Roarke paused, looked Alex in the face. “If you think the lieutenant needs protection, mine or anyone’s, you’ve severely misjudged her. I let him live out of respect to her. And I became convinced living, as he is condemned to live now, was worse than death.

You might be thinking, “But what if someone steals my idea?” Trust me: most of us don’t have the spare time to start a company with your great idea, and even if we did, it’s going to be up to you to outexecute your competitors. You’re

Unfortunately, my experience serving under this president has left me convinced Trump is shifting America into reverse. He’s not positioning us to strengthen our empire of liberty. Instead he’s left the empire’s flank vulnerable to power-hungry competitors.

Your competitor must never look at you across the field, conference table, or anywhere else and conclude, “I not only beat you, I broke your spirit.” The dance of the doomed tells them they’ve broken your spirit. That message can hurt you the next time around. And

Ah . . . now there’s the Devin Caldwell I know and love—a competitor to the core.” “Love?” The brown eyes gleamed with mischief. “Don’t toy with my emotions like that, Miss McClare.” “Ha! She toys with mine all the time, so what makes you think you’re any different?

The Peacemaker Colt has now been in production, without change in design, for a century. Buy one to-day and it would be indistinguishable from the one Wyatt Earp wore when he was the Marshal of Dodge City. It is the oldest hand-gun in the world, without question the most famous and, if efficiency in its designated task of maiming and killing be taken as criterion of its worth, then it is also probably the best hand-gun ever made. It is no light thing, it is true, to be wounded by some of the Peacemaker’s more highly esteemed competitors, such as the Luger or Mauser: but the high-velocity, narrow-calibre, steel-cased shell from either of those just goes straight through you, leaving a small neat hole in its wake and spending the bulk of its energy on the distant landscape whereas the large and unjacketed soft-nosed lead bullet from the Colt mushrooms on impact, tearing and smashing bone and muscle and tissue as it goes and expending all its energy on you. In short when a Peacemaker’s bullet hits you in, say, the leg, you don’t curse, step into shelter, roll and light a cigarette one-handed then smartly shoot your assailant between the eyes. When a Peacemaker bullet hits your leg you fall to the ground unconscious, and if it hits the thigh-bone and you are lucky enough to survive the torn arteries and shock, then you will never walk again without crutches because a totally disintegrated femur leaves the surgeon with no option but to cut your leg off. And so I stood absolutely motionless, not breathing, for the Peacemaker Colt that had prompted this unpleasant train of thought was pointed directly at my right thigh. Another thing about the Peacemaker: because of the very heavy and varying trigger pressure required to operate the semi-automatic mechanism, it can be wildly inaccurate unless held in a strong and steady hand. There was no such hope here. The hand that held the Colt, the hand that lay so lightly yet purposefully on the radio-operator’s table, was the steadiest hand I’ve ever seen. It was literally motionless. I could see the hand very clearly. The light in the radio cabin was very dim, the rheostat of the angled table lamp had been turned down until only a faint pool of yellow fell on the scratched metal of the table, cutting the arm off at the cuff, but the hand was very clear. Rock-steady, the gun could have lain no quieter in the marbled hand of a statue. Beyond the pool of light I could half sense, half see the dark outline of a figure leaning back against the bulkhead, head slightly tilted to one side, the white gleam of unwinking eyes under the peak of a hat. My eyes went back to the hand. The angle of the Colt hadn’t varied by a fraction of a degree. Unconsciously, almost, I braced my right leg to meet the impending shock. Defensively, this was a very good move, about as useful as holding up a sheet of newspaper in front of me. I wished to God that Colonel Sam Colt had gone in for inventing something else, something useful, like safety-pins.

From my examination of many declining industries, the firms that seem to be the most objective about managing the decline process are those that also participate in the substitute industry. They have a clearer perception concerning the prospects of the substitute product and the threat of decline.

What did you get done this week? It's time to build. Our era is dripping with vigor and drive as it is. It's had its fill of ideas, all it wants is action. This mania for action comes from having nothing to do. I mean inwardly. It's so easy to summon the drive to action and so difficult to find a meaning in it! Hardly anyone understands this nowadays. That's why men of action look like competitors in a bowling alley who know how to knock over ten wooden things with the gestures of a Napoleon. Truly, instead of demanding deeds of one another, we ought to lay the foundations for them; that is my feeling!

The advertisement challenges potential candidates: “Think you can get HubSpot on the cover of Time magazine or featured on 60 Minutes?” Take it from someone who worked at Time’s primary competitor—the only way a company like HubSpot will ever merit that kind of coverage is if an employee brings in a bag of guns and shoots the place up.

Racehorses aren’t biologically capable of understanding what their competitors are doing. They’re completely focused on themselves. That’s where I want my athletes. If an athlete’s goal is to beat their competitor, then, by definition, they’re not reaching their full potential—they’re simply clearing the bar of the next guy’s potential.

During the ensuing fourteen years, the San Francisco 49ers won five Super Bowls. It happened only because at the moment of deepest despair I had the strength to stand and confront the future instead of wallowing in the past. Many can’t summon the strength; they can’t get up; their fight is over. Victory goes to another, a stronger competitor.

The sole reason I work out like I do isn’t to prepare for and win ultra races. I don’t have an athletic motive at all. It’s to prepare my mind for life itself. Life will always be the most grueling endurance sport, and when you train hard, get uncomfortable, and callous your mind, you will become a more versatile competitor, trained to find a way forward no matter what.

So, Haymitch, what do you think of the Games having one hundred percent more competitors than usual?” asks Caesar. Haymitch shrugs. “I don’t see that it makes much difference. They’ll still be one hundred percent as stupid as usual, so I figure my odds will be roughly the same.” The audience bursts out laughing and Haymitch gives them a half smile. Snarky. Arrogant. Indifferent.

I have always thought, for my part, that bad institutions made bad magistrates; just as the cowardice and hypocrisy of certain bodies results solely from the spirit which governs them. Why, for instance, in spite of the virtues and talents for which they are so noted, are the academies generally centres of intellectual repression, stupidity, and base intrigue? That question ought to be proposed by an academy: there would be no lack of competitors.

Look at the opportunities here for a man of knowledge, brains, pluck, and enterprise to sail in and grow up with the country. The grandest field that ever was; and all my own; not a competitor; not a man who wasn’t a baby to me in acquirements and capacities; whereas, what would I amount to in the twentieth century? I should be foreman of a factory, that is about all; and could drag a seine downstreet any day and catch a hundred better men than myself.

Every inch of space was used. As the road narrowed, signs receded upwards and changed to the vertical. Businesses simply soared from ground level and hung out vaster, more fascinatingly illuminated shingles than competitors. We were still in a traffic tangle, but now the road curved. Shops crowded the pavements and became homelier. Vegetables, spices, grocery produce in boxes or hanging from shop lintels, meats adangle - as always, my ultimate ghastliness - and here and there among the crowds the alarming spectacle of an armed Sikh, shotgun aslant, casually sitting at a bank entrance. And markets everywhere. To the right, cramped streets sloped down to the harbor. To the left, as we meandered along the tramlines through sudden dense markets of hawkers' barrows, the streets turned abruptly into flights of steps careering upwards into a bluish mist of domestic smoke, clouds of washing on poles, and climbing. Hong Kong had the knack of building where others wouldn't dare.

I've defined myself, privately and abstractly, by my brief, intense years as an athlete, a swimmer. I practiced five or six hours a day, six days a week, eating and sleeping as much as possible in between. Weekends were spent either training or competing. I wasn't the best; I was relatively fast. I trained, ate, traveled, and showered with the best in the country, but wasn't the best; I was pretty good. I liked how hard swimming at that level was- that I could do something difficult and unusual. Liked knowing my discipline would be recognized, respected, that I might not be able to say the right things or fit in, but I could do something well. I wanted to believe that I was talented; being fast was proof. Though I loved racing, the idea of fastest, of number one, of the Olympics, didn't motivate me. I still dream of practice, of races, coaches and blurry competitors. I'm drawn to swimming pools, all swimming pools, no matter how small or murky. When I swim now, I step into the water as though absentmindedly touching a scar. My recreational laps are phantoms of my competitive races

my pleasure in having Albertine living with me now was much less a positive pleasure than satisfaction at having removed from the world, where everyone could enjoy her in turn, the blossoming young girl who, even if she caused no great joy to me, at least could not offer it to anyone else. Ambition, glory could never have meant anything to me. Still less was I capable of experiencing hatred. All the same, carnal love for me was above all the joy of triumphing over so many competitors. I cannot repeat it too often, more than anything else it was relief from pain.

As I worked with hundreds of gamers, it became apparent to me that many of these kids were looking for some sort of deeper connection and a sense of purpose. Alienated and adrift in soulless and institutional high schools, the meaning-starved kid finds purpose in a digital fantasy realm of adventure where there are monsters to slay, competitors to vanquish and prizes to attain; there is a soul-satisfying sense of purpose—and, if the games are played with others, a shared sense of purpose. As I treated and talked to my various young clients, another dynamic also revealed itself: escape.

As long as I’m earning money and I stay inside my limits, everyone’s happy. What’s more, it makes me top earner in the firm. Do you see this office? The boss of Barclays Thailand used to sit here. You might be wondering why a lousy broker like me is here. It’s because there’s only one thing that counts in a brokerage company: how much money you earn. Everything else is decoration. Bosses, too. They’re only administrators who are dependent on those of us in the market to keep their jobs and salaries. My boss has now moved to a comfortable office on the floor below because I threatened to go to a competitor with all my clients if I didn’t get a better bonus agreement. And this office.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

We were stereotyped the way many athletes with disabilities or illnesses are, particularly in participatory sports such as biking, running, and triathlon. After a while I could pretty much fill in the thought balloons over these people's heads. "Oh, look at these heroic young people, courageously struggling to get themselves across the finish line, in order to raise money for thier cause. How inspiring!" Don't get me wrong; while we appreciate the good wishes and realized that they were usually genuine, something in that attitude rankled me, and still does. We're athletes, dammit, and we want to be accorded the same respect as other competitors. That's how you treat somebody with illness or disability, in my opinion. Not as a special-needs person, but as a person.

Falling into this elaborate daydream about me and Heather Craven forever after. Imagining us as married professionals with our six towheaded children running loose in our suburbanite home as surrounded by a lush yard and fenced. Walking toward the door yelling, “Honey, I’m home!” and having Heather answer my call. Imagining the family dog jumping me, slobbering over in greeting and my laughing heartily as I was knocked to the ground. At one point getting so steeped in the fantasy that I actually found myself troubleshooting marital problems in advance, arguing with the fantasy love of my life before the dog grew on me over whether we should even have a dog; wasn’t six dependents enough? Losing the argument and then reluctantly accepting this new intrusion and competitor for Heather’s affections.

Most people think you need tens of thousands of dollars to get started, but you can get there with just a thousand, or less,” Jared told me. “The money isn’t the obstacle. The truth is that ninety percent of the battle is getting your head right and just pushing through all the obstacles, no matter what. You have to make it your mission to find a way.” Jared’s obstacles didn’t end that sleepless Christmas. To this day, competitors copy his ads, and even his products. Some of them are total scam artists who take orders with no intention of fulfilling them. “When I first started, I’d get so angry at the scammers, but that wasn’t helping me,” he said. “Now, if I see someone copying my stuff, I immediately get my lawyers involved and send a cease and desist. It’s part of the game. I’ve learned to just deal with it.

The twentieth-century mystic Thomas Merton wrote, “There can be an intense egoism in following everybody else. People are in a hurry to magnify themselves by imitating what is popular—and too lazy to think of anything better. Hurry ruins saints as well as artists. They want quick success, and they are in such a haste to get it that they cannot take time to be true to themselves. And when the madness is upon them, they argue that their very haste is a species of integrity.”20 Merton elegantly articulates how the pressure of the create-on-demand world can cause us to look sideways at our peers and competitors instead of looking ahead. The process of discovering and refining your voice takes time. Unnecessary Creation grants you the space to discover your unique aptitudes and passions through a process of trial, error, and play that won’t often be afforded to you otherwise. Initiating a project with no parameters and no expectations from others also forces you to stay self-aware while learning to listen to and follow your intuition. Both of these are crucial skills for discovering your voice. It’s completely understandable if you’re thinking, “But wait—I hardly have time to breathe, and now you want me to cram something else into my schedule, just for my own enjoyment?” It’s true that every decision about where we spend our time has an opportunity cost, and dedicating time to Unnecessary Creation seems like a remarkably inefficient choice. In truth, it is inefficient. Consider, however, the opportunity cost of spending your life only on pragmatics. You dedicate your time to pleasing everyone else and delivering on their expectations, but you never get around to discovering your deeper aptitudes and creative capacities. Nothing is worth that.

She brought the bite to her mouth and chewed slowly, as if savoring the sweet. But he knew better. She was stalling. Using the tart as an excuse to occupy her mouth so she couldn’t answer his questions. Darius tugged her plate out of reach before she could stab a second bite. “Nicole.” His use of her given name had the desired effect. Her chin jerked up and her eyes widened as she scanned his face. “Your safety is not a trifling matter.” The urge to cover her hand with his speared through him, but he resisted, not knowing how she’d interpret such a gesture. Unsure, as well, how he’d want her to interpret it. “While you are at Oakhaven, you are under my protection. Whatever you are running away from—” “I’m not running away.” Her eyes sparked, and she visibly bristled as if he’d offended her. “I’m simply taking care of an . . . an errand for my father. It requires a bit of secrecy, is all, and there are competitors who wish to . . . interfere.

So, these competitors . . . What do they hope to gain by interfering with your journey?” The instant the question left his mouth, he knew it was too direct. Nicole dropped her gaze and removed her hand from his arm. “With all due respect, Mr. Thornton . . .” Drat. They were back to Mr. Thornton again. “ . . . the details of the business I’m conducting for my father are not your concern.” “They are if they put you in danger. And what of the rest of my staff?” Darius snatched the napkin from his lap and threw it onto the table before lurching to his feet and pacing behind his chair. “I have a right to know if having you here is putting them at risk.” “No greater risk than they face from your exploding boilers!” Nicole shot from her seat, color running high in her cheeks. The audacity of the chit. “I take every precaution—” “As do I.” She glared at him. “The Wellborns are in no peril, especially if they keep my presence here a secret. It’s doubtful that Jenkins’s sons will find me, anyway. Heaven knows they aren’t the sharpest knives in the drawer.” “As master of this house, it’s my duty to know the business of those under my roof.” He didn’t know what nonsense he was spouting now. He didn’t care. Nicole had let a vital piece of information slip in her anger, and he wasn’t about to let the argument cool long enough for her to notice her lapse. “Well, perhaps it’s time I collect the pay I’ve earned and leave you and your roof to your own devices.” Not on her life. The woman would be unprotected. Vulnerable. Easy prey for that Jenkins scum. But he couldn’t let her know his refusal was out of concern for her. She’d simply assure him she’d be fine and walk out the door. Darius crossed his arms over his chest and looked down his nose at her. “You agreed to accept payment after a term of two weeks. I’ll not pay a cent before then. You owe me ten more days, Miss Greyson. Or do you plan to renege on our agreement?” Her hands fisted at her sides. “I never go back on my word.

Know the Competition I had a wonderful experience purchasing a luxury car. I was looking at three different brands. I have owned all three at different times in my life so I knew each fairly well. I had studied the market and knew most of the features of the competing models. However, this particular sales guy knew every detail about every car I was considering and so served me wonderfully in my purchase. He never once used his knowledge to speak poorly of the competition. On the contrary, he told me where each model was better than the car I was considering. Wow. I found myself starting to trust this guy because he was being honest and transparent. He stood firm that his car was the car I should buy because of its particular features and quality, but he brought great information about his competitors to the discussion. It was a really classy way to handle a sales role. A really sad part of my wonderful car purchase was that I was on a competitor’s lot the next day and the sales guy there knew less about the car he was selling than my guy knew about the same car. In

The evidence for the cognitive interpretation of the above-average effect is that when people are asked about a task they find difficult (for many of us this could be “Are you better than average in starting conversations with strangers?”), they readily rate themselves as below average. The upshot is that people tend to be overly optimistic about their relative standing on any activity in which they do moderately well. I have had several occasions to ask founders and participants in innovative start-ups a question: To what extent will the outcome of your effort depend on what you do in your firm? This is evidently an easy question; the answer comes quickly and in my small sample it has never been less than 80%. Even when they are not sure they will succeed, these bold people think their fate is almost entirely in their own hands. They are surely wrong: the outcome of a start-up depends as much on the achievements of its competitors and on changes in the market as on its own efforts. However, WYSIATI plays its part, and entrepreneurs naturally focus on what they know best—their plans and actions and the most immediate threats and opportunities, such as the availability of funding. They know less about their competitors and therefore find it natural to imagine a future in which the competition plays little part.

Twenty years? No kidding: twenty years? It’s hard to believe. Twenty years ago, I was—well, I was much younger. My parents were still alive. Two of my grandchildren had not yet been born, and another one, now in college, was an infant. Twenty years ago I didn’t own a cell phone. I didn’t know what quinoa was and I doubt if I had ever tasted kale. There had recently been a war. Now we refer to that one as the First Gulf War, but back then, mercifully, we didn’t know there would be another. Maybe a lot of us weren’t even thinking about the future then. But I was. And I’m a writer. I wrote The Giver on a big machine that had recently taken the place of my much-loved typewriter, and after I printed the pages, very noisily, I had to tear them apart, one by one, at the perforated edges. (When I referred to it as my computer, someone more knowledgeable pointed out that my machine was not a computer. It was a dedicated word processor. “Oh, okay then,” I said, as if I understood the difference.) As I carefully separated those two hundred or so pages, I glanced again at the words on them. I could see that I had written a complete book. It had all the elements of the seventeen or so books I had written before, the same things students of writing list on school quizzes: characters, plot, setting, tension, climax. (Though I didn’t reply as he had hoped to a student who emailed me some years later with the request “Please list all the similes and metaphors in The Giver,” I’m sure it contained those as well.) I had typed THE END after the intentionally ambiguous final paragraphs. But I was aware that this book was different from the many I had already written. My editor, when I gave him the manuscript, realized the same thing. If I had drawn a cartoon of him reading those pages, it would have had a text balloon over his head. The text would have said, simply: Gulp. But that was twenty years ago. If I had written The Giver this year, there would have been no gulp. Maybe a yawn, at most. Ho-hum. In so many recent dystopian novels (and there are exactly that: so many), societies battle and characters die hideously and whole civilizations crumble. None of that in The Giver. It was introspective. Quiet. Short on action. “Introspective, quiet, and short on action” translates to “tough to film.” Katniss Everdeen gets to kill off countless adolescent competitors in various ways during The Hunger Games; that’s exciting movie fare. It sells popcorn. Jonas, riding a bike and musing about his future? Not so much. Although the film rights to The Giver were snapped up early on, it moved forward in spurts and stops for years, as screenplay after screenplay—none of them by me—was

March 4 Could This Be True of Me? But none of these things move me, neither count I my life dear unto myself. Acts 20:24 It is easier to serve God without a vision, easier to work for God without a call, because then you are not bothered by what God requires; common sense is your guide, veneered over with Christian sentiment. You will be more prosperous and successful, more leisure-hearted, if you never realise the call of God. But if once you receive a commission from Jesus Christ, the memory of what God wants will always come like a goad; you will no longer be able to work for Him on the commonsense basis. What do I really count dear? If I have not been gripped by Jesus Christ, I will count service dear, time given to God dear, my life dear unto myself. Paul says he counted his life dear only in order that he might fulfil the ministry he had received; he refused to use his energy for any other thing. Acts 20:24 states Paul’s almost sublime annoyance at being asked to consider himself; he was absolutely indifferent to any consideration other than that of fulfilling the ministry he had received. Practical work may be a competitor against abandonment to God, because practical work is based on this argument—“Remember how useful you are here,” or—“Think how much value you would be in that particular type of work.” That attitude does not put Jesus Christ as the Guide as to where we should go, but our judgement as to where we are of most use. Never consider whether you are of use; but ever consider that you are not your own but His.

American Girl dolls are nice. But they aren’t amazing. In recent years Toys“ R” Us, Walmart, and even Disney have all tried to challenge American Girl’s success with similar dolls (Journey Girls, My Life, and Princess & Me)—at a fraction of the price—but to date, no one has made a dent. American Girl is able to command a premium price because it’s not really selling dolls. It’s selling an experience. When you see a company that has a product or service that no one has successfully copied, like American Girl, rarely is it the product itself that is the source of the long-term competitive advantage, something American Girl founder Pleasant Rowland understood. “You’re not trying to just get the product out there, you hope you are creating an experience that will do the job perfectly,” says Rowland. You’re creating experiences that, in effect, make up the product’s résumé: “Here’s why you should hire me.” That’s why American Girl has been so successful for so long, in spite of numerous attempts by competitors to elbow in. My wife, Christine, and I were willing to splurge on the dolls because we understood what they stood for. American Girl dolls are about connection and empowering self-belief—and the chance to savor childhood just a bit longer. I have found that creating the right set of experiences around a clearly defined job—and then organizing the company around delivering those experiences (which we’ll discuss in the next chapter)—almost inoculates you against disruption. Disruptive competitors almost never come with a better sense of the job. They don’t see beyond the product.

Con il termine Personal Branding si definisce il processo di creazione e gestione del proprio Brand, inteso non solo dal punto di vista professionale ma anche come somma di tutti quegli elementi che rendono unica una persona. Il Personal Branding è il vero motivo per cui un cliente, un datore di lavoro o un partner sceglie te al posto di un altro, un tuo progetto in luogo di quello di un tuo competitor. In ogni riunione, telefonata, email, tutti gli scambi che intercorrono con altre persone servono a creare, rafforzare o modificare la tua immagine. Bastano pochi secondi per trasmettere una prima impressione. Ma non è questo che conta, è quello che riuscirai a fare di questa impressione che determinerà il tuo successo. Tutte queste dinamiche assumono nuove prospettive in Internet. Prova a googlare il tuo nome e guarda cosa succede. Ora immagina partner, colleghi, clienti attuali e potenziali, conoscenti e amici che fanno lo stesso. Riesci a comunicare la tua professionalità, coerenza e personalità? La Rete è il nuovo ufficio di collocamento! Facebook, MySpace, Twitter, LinkedIn, Xing: esistono servizi dove si incontrano i migliori professionisti di ogni settore e spazi nei quali le persone si incontrano, dialogano costantemente, fanno business. Essere consapevole e riuscire a gestire al meglio la tua immagine e il tuo Brand online, rafforzerà la tua reputazione e aiuterà la tua rete di contatti a crescere. Se sarai in grado di cogliere questa opportunità, migliorerai di molto il tuo percorso di carriera, la possibilità di fare business, di confrontare idee e progetti e raggiungere i tuoi obiettivi.

And the life of the natives consists of work; of starvation, cold, and cunning. This work, for those unable to push others out of the way and set themselves up in a soft spot, is that selfsame general work which raises socialism up out of the earth, and drives us down into the earth ... During the war years, on war rations, the camp inmates called the three weeks at logging 'dry execution.' You come to hate this forest, this beauty of the earth, whose praises have been sung in verse and prose ... As for our cursed Archipelago, it was eternally covered with snow and the blizzards eternally raged over it ... [To] distinguish between the nuances of the various paths to death ... sometimes called scurvy, sometimes pellagra, sometimes alimentary dystrophy ... How the last-leggers, jealously watching their competitors ... stand duty at the kitchen porch waiting for them to bring out the slops in the dishwater. How they throw themselves on it, and fight with one another, seeking a fish head, a bone, vegetable parings. And how one last-legger dies, killed in that scrimmage. In our glorious fatherland ...the most important and boldest books are never read by contemporaries ... And thus it is that I am writing this book solely from a sense of obligation - because too many stories and recollections have accumulated in my hands and I cannot allow them to perish. I do not expect to see it in print anywhere with my own eyes; and I have little hope that those who managed to drag their bones out of the Archipelago will ever read it; and I do not at all believe that it will explain the truth of our history in time for anything to be corrected ...

entire project would be kicked back, and he would need to start the submission process again. The proposal had to be perfect this time. If not, he was sure his competitors would swoop in on this opportunity to launch their own devices. He had spent the last two years on this project, and he was so close—only twenty-seven days left to make all the necessary corrections. He could not afford distractions now. Too much was riding on this; his name was riding on this. He remembered what his father always told him: “No one remembers the name of the person who came in second.” These words motivated him all through high school to earn a full scholarship to Boston University, where he earned his BA and master’s degrees in computer science, and then his PhD in robotics engineering at MIT. Those degrees had driven him to start his own business, Vinchi Medical Engineering, and at age thirty-four, he still lived by those words to keep the company on top. The intercom buzzed. “Your conference call is ready on line one, Mr. Vinchi.” “What the hell were you guys thinking?” Jon barked as soon as he got on the line. Not waiting for them to answer, Jon continued, “Whose bright idea was it to submit my name to participate at this event—or any event, for that matter? This type of thing has your name written all over it, Drew. Is this your doing?” As always, Trent said it the way it was. “If you had attended the last meeting, Jon, you would have been brought up to date for this and would have had the chance to voice any opposition to your participation.” It was a moot point, Jon knew he’d missed their last meeting—actually, their last few meetings—due to his own business needs. But this stunt wasn’t solely about the meeting, and he knew it. “Trent, I have always supported the decisions you guys have made in the past, but I am not supporting this one. What makes you think I will even show? I don’t have time for this nonsense.” “Time is valuable to all of us, Jon. We all have our own companies to run besides supporting what is needed for Takes One. Either you’re fully invested in this, or you’re not. There are times when it takes more than

In late fall, I had a phone sessions with my Oregon therapist. For some reason, we started talking about happiness. “Chris achieved happiness so easily,” I said to him. “And I don’t.” The counselor interrupted me. “Do you know how he did?” I started to answer that I didn’t. But then I realized that Chris had set out to do many things, and he’d achieved them. He’d wanted to be a rodeo competitor, work as a cowboy, join the SEALs. He’d done all of those. What’s more, he excelled at them. Those achievements made him happy, or at least confident enough that he could be happy. As we talked, the counselor noted that I, too, had my own achievements. But I told him--as he already knew--that I wanted to do so many more things. And I always do. Was that a reason not to be happy? The counselor pointed out that I tend to focus on what I haven’t done, rather than what I’ve achieved. My thinking runs; If I do A, then B, then C, then I’ll be happy. But when I achieve A, rather than saying “Yay!” I say, “I haven’t done B and C, so I can’t be happy.” Why focus on what I haven’t done? Why not celebrate those things I have done, even as I look forward to doing other things on my list? Those achievements are accomplishments--I should feel good about them, confident I can do more. And happy. Or at least happier. Another lesson. There are other components to happiness beyond achievement. “Smaller” things, like carving out time for workouts as well as the kids, are actually big things when they are added up. Yet I often feel those things are distractions from what I really want to achieve. Blockers, rather than stepping-stones. Obviously, the wrong way to think about them. On paper, it doesn’t seem like a very profound realization. But put into practice, it means that I--we, all of us--have to keep things in the larger perspective. If you want to achieve a lot, then the reality is that you are always going to have something else you want to do. Keep trying to achieve, but don’t beat yourself up for not getting everything done. The “smaller” things are just as essential to happiness. So: the key to my happiness is appreciating what I have and what I’ve done, and realizing that I’ll always have something else to do. Profound? No, but empowering. I might never have realized it had I not been grieving so deeply. I would have felt silly, really, talking about achieving happiness when Chris was alive. Why wouldn’t I be happy with a great husband and wonderful children? I was happy. But not at the deepest level. I’m not there yet, obviously. But it is possible now. And yet I still wonder: How can I possibly be happy with Chris gone?

But there were problems. After the movie came out I couldn’t go to a tournament without being surrounded by fans asking for autographs. Instead of focusing on chess positions, I was pulled into the image of myself as a celebrity. Since childhood I had treasured the sublime study of chess, the swim through ever-deepening layers of complexity. I could spend hours at a chessboard and stand up from the experience on fire with insight about chess, basketball, the ocean, psychology, love, art. The game was exhilarating and also spiritually calming. It centered me. Chess was my friend. Then, suddenly, the game became alien and disquieting. I recall one tournament in Las Vegas: I was a young International Master in a field of a thousand competitors including twenty-six strong Grandmasters from around the world. As an up-and-coming player, I had huge respect for the great sages around me. I had studied their masterpieces for hundreds of hours and was awed by the artistry of these men. Before first-round play began I was seated at my board, deep in thought about my opening preparation, when the public address system announced that the subject of Searching for Bobby Fischer was at the event. A tournament director placed a poster of the movie next to my table, and immediately a sea of fans surged around the ropes separating the top boards from the audience. As the games progressed, when I rose to clear my mind young girls gave me their phone numbers and asked me to autograph their stomachs or legs. This might sound like a dream for a seventeen-year-old boy, and I won’t deny enjoying the attention, but professionally it was a nightmare. My game began to unravel. I caught myself thinking about how I looked thinking instead of losing myself in thought. The Grandmasters, my elders, were ignored and scowled at me. Some of them treated me like a pariah. I had won eight national championships and had more fans, public support and recognition than I could dream of, but none of this was helping my search for excellence, let alone for happiness. At a young age I came to know that there is something profoundly hollow about the nature of fame. I had spent my life devoted to artistic growth and was used to the sweaty-palmed sense of contentment one gets after many hours of intense reflection. This peaceful feeling had nothing to do with external adulation, and I yearned for a return to that innocent, fertile time. I missed just being a student of the game, but there was no escaping the spotlight. I found myself dreading chess, miserable before leaving for tournaments. I played without inspiration and was invited to appear on television shows. I smiled.

I read annual reports of the company I’m looking at, and I read the annual reports of the competitors—that is the main source of material.

Tesla was, at first, unconcerned with his competitor’s progress and remarked, "Marconi is a good fellow. Let him continue. He is using 17 of my patents." Later, however, Tesla would sue Marconi for stealing his ideas. In 1943, the Supreme Court would overturn Marconi’s patent in recognition that Tesla was the original inventor of radio transmission.

Thinking about the competition is way too much work.” He smirks at me. “You want to save your mental strength. Priorities, you know?” That’s actually not a bad way to look at it. Okay, so maybe it is lazy when viewed through a certain lens, but he’s also right. I need to prioritize. And that means focusing on doing my personal best rather than freaking myself out wondering what my competitors are doing.

Also, I’ve been meaning to explain this to you. When I show my teeth, it’s not a display of power or dominance. I’m smiling. It means I’m amused or happy.” “Truly?” That astonished him. He never would have made that connection on his own. “Would it trouble you not to clarify this to others? It makes you less imposing.” “Uh, sure. They can keep thinking it’s a scary battle face, I don’t mind.” “Thank you, Terrible One.” “What did I say about working on your endearments?” she snapped. Zylar processed the reaction, but he didn’t understand her outrage. “It is a compliment. You will behold many fearsome competitors in the Choosing, but I do not believe anyone can best you.” “It’s a cultural thing, I get that. But if you want to put a smile on my face, call me sweetheart or baby or…” She stopped talking, likely reading his horror. “Why would I comment on the delectable nature of your organs?” Zylar shuddered delicately. “It’s even worse to infantilize you.” She tilted her head. “Shit, since you put it that way, now I don’t like those options either. Then…just use my name, okay?” “Yes, Beryl. That I will do gladly.” He set off again, pleased with how readily they’d reached a sensible compromise. “What does your name mean?” “It’s a mineral found on Earth. A gemstone, to be precise. The best known types are emerald and aquamarine, but I’m honestly glad my mom didn’t get more specific.” “These gemstones are valuable, yes?” “Some of them. Why?” Ignoring the question, Zylar churred in satisfaction. “You are well named, my unexpected treasure.” “I…thanks.” She ducked her head, and the color of her cheeks shifted, darkening with what looked like it might be an injury. “Are you well enough to compete?” he asked. “We’ll find out.

I met with Chad Logan a few days after our first get-together. I told him that I would explain my point of view and then let him decide whether he wanted to work with me on strategy. I said: I think you have a lot of ambition, but you don’t have a strategy. I don’t think it would be useful, right now, to work with your managers on strategies for meeting the 20/20 goal. What I would advise is that you first work to discover the very most promising opportunities for the business. Those opportunities may be internal, fixing bottlenecks and constraints in the way people work, or external. To do this, you should probably pull together a small team of people and take a month to do a review of who your buyers are, who you compete with, and what opportunities exist. It’s normally a good idea to look very closely at what is changing in your business, where you might get a jump on the competition. You should open things up so there are as many useful bits of information on the table as possible. If you want, I can help you structure some of this process and, maybe, help you ask some of the right questions. The end result will be a strategy that is aimed at channeling energy into what seem to be one or two of the most attractive opportunities, where it looks like you can make major inroads or breakthroughs. I can’t tell you in advance how large such opportunities are, or where they may be. I can’t tell you in advance how fast revenues will grow. Perhaps you will want to add new services, or cut back on doing certain things that don’t make a profit. Perhaps you will find it more promising to focus on grabbing the graphics work that currently goes in-house, rather than to competitors. But, in the end, you should have a very short list of the most important things for the company to do. Then you will have a basis for moving forward. That is what I would do were I in your shoes. If you continue down the road you are on you will be counting on motivation to move the company forward. I cannot honestly recommend that as a way forward because business competition is not just a battle of strength and wills; it is also a competition over insights and competencies. My judgment is that motivation, by itself, will not give this company enough of an edge to achieve your goals. Chad Logan thanked me and, a week later, retained someone else to help him. The new consultant took Logan and his department managers through an exercise he called “Visioning.” The gist of it was the question “How big do you think this company can be?” In the morning they stretched their aspirations from “bigger” to “very much bigger.” Then, in the afternoon, the facilitator challenged them to an even grander vision: “Think twice as big as that,” he pressed. Logan

But love?" Crucifer's tongue seemed to sour on the word. "What is this bit of jackasserie from the goliardic corpus of pothouse verse other than lust for possession? The lover desires sole and unremitting posssession of the person for whom he longs, seeking unconditional dominion over the soul and body of his paramour, demanding it exclusively. But if one considers that this in fact means nothing less than excluding the whole world, my dear, from the so-called precious good, if one considers that the lover aims at the impoverishment and deprivation of all competitors—a wild and uncompromising avarice that has been deified over the ages—then love is nothing more than the vilest expression of egoism and greed!

a fast post-modernization: an explosion of consumerist hedonism, superficial sexual permissiveness, competitive individualism, etc. Those in power realized that such atomized social space is much more effective than direct state oppression against radical Leftist projects which rely on social solidarity: classes continue to exist “in themselves” but not “for themselves,” I see others from my class more as competitors than as members of a same group with solidary interests. Direct state oppression tends to unite opposition and promote organized forms of resistance, while in “postmodern” societies even extreme dissatisfaction assumes the form of chaotic revolts (from Occupy Wall Street to the gilets jaunes) which soon run out of steam, unable to reach the “Leninist” stage of an organized force with a clear program.

of some of my competitors. An Indian boy named Sanjay misses the word “beguiling,” then another girl misses “guacamole.” There are seven of us left in the competition. It’s my turn again. “Symmetrical,” says the proctor. I am happy I get that word because I remember studying it.

This game requires you to carry the load on your shoulders and press on in the face of fear. Whether it’s your first business or your hundredth, you’re going to ask yourself the same questions at some point: Is this going to fall apart? Am I going to be found out as a fraud? Did one of my competitors already come up with a better version of this? That little voice breaks most people. True-born entrepreneurs move through it because they’ve been working through fear their whole lives.

One of my mastermind members, Travis Killian, once told me about how he gets products to stand out in a busy, loud marketplace. His answer was simple: “We listen to people. We execute so many split tests, it’s insane. We’ll mock up the product and ask people, Which do you like better? This one or this other one from our competitor? We do that for all the top competitors in the market, all the ones we think have the best products in the niche.” Split testing requires nothing more than asking people which one of two things they like better. That’s it. Show someone two items, and ask for his or her preference. It’s one of those rare things that happens to be simple, easy, and effective. “I remember one time, when we were just starting out,” Travis told me, “we paid one of our friends to go to the mall in Austin, show pictures of our products versus our competitor’s products, and collect survey answers on which one they preferred.” If it sounds like a ton of time and money to pay someone to do inperson surveys and split testing, Travis says that’s not even essential. “When we started out, that’s what we did. Now, we use services online to run constant split tests of our products against our competitors’ products. The most important thing is to get the feedback on why survey respondents have a preference. Why do they like the other guy’s product over mine? That’s the data we really want to collect. We spend our time analyzing that data and applying it to the products—deciding first if the feedback is something we can, and want, to address, and then making changes from there.

Ripped calluses are manly, but since they make you lose training time, try to avoid them when you do your quick lifts. It is elementary, Watson—you must gradually build up the volume of swings, cleans, and snatches to let your skin adapt. You may want to sandpaper your kettlebell’s handles, as kettlebell sport competitors do. Remove the paint and smooth out the iron. Unlike presses and other grind lifts, swings, cleans, and snatches call for a loose grip. “Hook” the handle with your fingers rather than gripping it. Try to lift in a way that minimally stretches the skin on your palm. Figure it out. Load the calluses at the bases of your fingers as little as possible; let the kettlebell handle glide from the “hook” of the fingers to the heel of the palm and back in a manner that does not pinch the skin at the bases of the fingers. Do not let the calluses get thick and rough. Russian gireviks soak their hands in hot water at night, then thin out and smooth out their calluses with a pumice stone, and finally apply an oily cream or a three-to-one mix of glycerin and ammonia. I hang my head in shame to be giving you metrosexual skin-care advice. Speaks Brett Jones, Senior RKC, who gives his hands the double abuse of kettlebell lifting and extreme gripping feats: “Go out and get Cornhuskers Lotion and use it several times a day. This lotion is unique in that it is not greasy and actually toughens and conditions your skin. At night you may want to use a product that penetrates and moisturizes in a different way. Bag Balm and other heavy (oily) lotions can be used at night and can best be absorbed if you put them on before bed and wear mittens, socks or specially designed gloves available at some health and beauty stores. [Brett, I will take your word for it.]

Often, and sadly, we go blind to this in sport. We see the competitors, but not who they lean on. We miss the parents putting child before job and ferrying kids to obscure destinations for tennis events across India; we miss the mothers sitting patiently beside pools as a daughter cuts quietly through the water for hours; we miss the fathers religiously dropping off sons for cricket nets before work and after on their Bajaj scooters. They wait for, and on, us.

I love you so much only God is my competitor.

Constantly reading books is giving me an advantage against my competitor. If you are not reading, it's hard to lead your people and industry.

Labels might provide an efficient means of describing someone (“she’s my competitor”), but they are necessarily incomplete and limiting.

Lincoln, unlike many executives, had no fear of surrounding himself with strong-willed subordinates who might overshadow him. When advised not to appoint Salmon P. Chase to a cabinet post because the Ohioan regarded himself as “a great deal bigger” than the president-elect, Lincoln asked: “Well, do you know of any other men who think they are bigger than I am? I want to put them all in my cabinet.”5 He included every major competitor at the Chicago Convention in his cabinet, a decision that required unusual self-confidence, a quality misunderstood by some, including his assistant personal secretary, John Hay. Deeming modesty “the most fatal and most unsympathetic of vices” and the “bane of genius, the chain-and-ball of enterprise,” Hay argued that it was “absurd to call him a modest man.”6 But Hay was projecting onto his boss his own immodesty. Lincoln was, in fact, both remarkably modest and self-confident, and he had no need to surround himself with sycophants dependent on him for political preferment. Instead he chose men with strong personalities, large egos, and politically significant followings whose support was necessary for the administration’s success.

There are a lot of nice people. As a matter of fact, there are a ton of nice people. Where were they hiding before? Well, they were reacting to me because my old view of things caused me to see them as competitors, as people who are in my way of getting what would make me happy.

Frankly, I'm a recent convert to the delights of pure plantation chocolate. I adore chocolate in all its many forms, but my current passion is couture chocolates made with the selected beans from single plantations all around the world-- Trinidad, Tobago, Ecuador, Venezuela, New Guinea. Exotic locations, all of them. They are--out and out--the best type of chocolate. In my humble opinion. The Jimmy Choos of the chocolate world. Though truffles are a fierce competitor. (Strictly speaking, truffles are confectionary as opposed to chocolates, but I feel that's making me sound like a chocolate anorak.) Another obsession of mine is Green & Black's chocolate bars. Absolute heaven. I've turned Autumn on to the rich, creamy bars, which she can eat without any guilt, because they're made from organic chocolate and the company practices fair trade with the bean growers. Can't say I'm not a caring, sharing human being, right? When my friend eats the Maya Gold bar, she doesn't have to toss and turn all night thinking about the fate of the poor cocoa bean farmers. I care about Mayan bean pickers, too, but frankly I care more about the blend of dark chocolate with the refreshing twist of orange, perfectly balanced by the warmth of cinnamon, nutmeg and vanilla. Those Mayan blokes certainly know what they're doing. Divine. I hope they have happy lives knowing that so many women depend on them. So as not to appear a chocolate snob, I also shove in Mars Bars, Snickers and Double Deckers as if they're going out of fashion. Like the best, I was brought up on a diet of Cadbury and Nestlé, with Milky Bars and Curly Wurlys being particular favorites---and both of which I'm sure have grown considerably smaller with the passing of the years. Walnut Whips are a bit of a disappointment these days too. They're not like they used to be. Doesn't stop me from eating them, of course---call it product research.

How to get my business on top of google search? Let’s begin with an explanation of why being on top of Google is important. To be precise, what does this mean? What are the advantages and disadvantages of being here? And who should care about it in any case? Being on top of google search means that when users make the search query - the site appears before its competitors. Not only in the row of results, but also among them in the first place. The more often you are there, the better. Being on top of Google search has a significant impact on traffic growth for your business. This is due to two reasons: 1) 80% of people do not click beyond page 1 in search engine results 2) When someone goes down to pages 2-3 they do not stay there, so it's a lost cause When it comes to SEO, there are no secrets or magic formulas that work 100% all the time. There is only a set of rules that helps you determine which actions yield a better result based on research made within a certain period of time. It may not be 100%, but you need to know at least some basics in order to have an idea about why your site doesn't have high rankings yet and what needs to be done to achieve them! Based on our experience with improving the search engine position of numerous fantasy app development websites, we compiled this list of the most important factors that influence Google rankings: 1. The code of your website and its structure (technical part) 2. The relevance of content on your site - how to make it unique and relevant at the same time (on-page factors) 3. Relevance and popularity of backlinks pointing to your site (off-page factors) 4. Quality of traffic coming from search engines to your website (on-page and off-page factors) 5. The overall authority, popularity, and trustworthiness of a domain name as well as quantity and quality of backlinks you have pointing to it (backlink profile). 6. Compatibility with the type and model of used CMS platform, user-friendliness, and a number of bugs or errors that may be present 7. Terms and conditions mentioned on your website as well as its structure, design, and user-friendliness (UX)

Whether the mild paranoia generated by a name that few people can pronounce was a factor in my shaping Trader Joe’s, I leave to your judgment. Whether the substantial paranoia generated by being a left-hander in a right-handed world was a factor in putting a left-handed spin on Trader Joe’s, however, is beyond dispute. For some competitors, Trader Joe’s has been sinister in at least two meanings of the word.

I thought about it, and I came up with the perfect way to raise her awareness. I wrote her a bedtime story, a disarming blend of humor and affection, and I called it: The Book of Oogenesis In the beginning were the gametes. And though there was sex, lo, there was no gender, and life was in balance. And God said, “Let there be Sperm”: and some seeds did shrivel in size and grow cheap to make, and they did flood the market. And God said, “Let there be Eggs”: and other seeds were afflicted by a plague of Sperm. And yea, few of them bore fruit, for Sperm brought no food for the zygote, and only the largest Eggs could make up the shortfall. And these grew yet larger in the fullness of time. And God put the Eggs into a womb, and said, “Wait here: for thy bulk has made thee unwieldy, and Sperm must seek thee out in thy chambers. Henceforth shalt thou be fertilized internally.” And it was so. And God said to the gametes, “The fruit of thy fusion may abide in any place and take any shape. It may breathe air or water or the sulphurous muck of hydrothermal vents. But do not forget my one commandment unto you, which has not changed from the beginning of time: spread thy genes.” And thus did Sperm and Egg go into the world. And Sperm said, “I am cheap and plentiful, and if sowed abundantly I will surely fulfill God’s plan. I shall forever seek out new mates and then abandon them when they are with child, for there are many wombs and little time.” But Egg said, “Lo, the burden of procreation weighs heavily upon me. I must carry flesh that is but half mine, gestate and feed it even when it leaves my chamber,” for by now many of Egg’s bodies were warm of blood, and furry besides. “I can have but few children, and must devote myself to those, and protect them at every turn. And I will make Sperm help me, for he got me into this. And though he doth struggle at my side, I shall not let him stray, nor lie with my competitors.” And Sperm liked this not. And God smiled, for Its commandment had put Sperm and Egg at war with each other, even unto the day they made themselves obsolete.

Define the Profitable Core In our experience, business definition is one of the most frustrating activities for senior executives. Although business leaders know that they should have a clear answer to the question, “What is our core business?” it is difficult to arrive at a fully satisfying statement. Part of the problem arises from blurring several distinct but related topics that need to be considered one at a time and then integrated in a consistent manner or within a single framework. In working toward a useful business definition, executives need to ask themselves the following questions: What are the boundaries of the business in which I participate, and are those boundaries “natural” economic boundaries defined by customer needs and basic economics? What products, customers, channels, and competitors do these boundaries encompass? What are the core skills and assets needed to compete effectively within that competitive arena? What is my own core business as defined by those customers, products, technologies, and channels through which I can earn a return today and can compete effectively with my current resources? What is the key differentiating factor that makes me unique to my core customers? What are the adjacent areas around my core, and are the definitions of my business and my industry likely to shift, changing the competitive and customer landscape?

Tesla Motors was created to accelerate the advent of sustainable transport. If we clear a path to the creation of compelling electric vehicles, but then lay intellectual property landmines behind us to inhibit others, we are acting in a manner contrary to that goal. Tesla will not initiate patent lawsuits against anyone who, in good faith, wants to use our technology. When I started out with my first company, Zip2, I thought patents were a good thing and worked hard to obtain them. And maybe they were good long ago, but too often these days they serve merely to stifle progress, entrench the positions of giant corporations and enrich those in the legal profession, rather than the actual inventors. After Zip2, when I realized that receiving a patent really just meant that you bought a lottery ticket to a lawsuit, I avoided them whenever possible. At Tesla, however, we felt compelled to create patents out of concern that the big car companies would copy our technology and then use their massive manufacturing, sales and marketing power to overwhelm Tesla. We couldn’t have been more wrong. The unfortunate reality is the opposite: electric car programs (or programs for any vehicle that doesn’t burn hydrocarbons) at the major manufacturers are small to non-existent, constituting an average of far less than 1% of their total vehicle sales. Given that annual new vehicle production is approaching 100 million per year and the global fleet is approximately 2 billion cars, it is impossible for Tesla to build electric cars fast enough to address the carbon crisis. By the same token, it means the market is enormous. Our true competition is not the small trickle of non-Tesla electric cars being produced, but rather the enormous flood of gasoline cars pouring out of the world’s factories every day. We believe that Tesla, other companies making electric cars, and the world would all benefit from a common, rapidly-evolving technology platform. Technology leadership is not defined by patents, which history has repeatedly shown to be small protection indeed against a determined competitor, but rather by the ability of a company to attract and motivate the world’s most talented engineers. We believe that applying the open source philosophy to our patents will strengthen rather than diminish Tesla’s position in this regard.[431]

When we find the empathy to say, “I’m sorry, this isn’t for you, here’s the phone number of my competitor,” then we also find the freedom to do work that matters.

The thing is, there are very few truly unique ideas anymore. Your best bet is to find somewhere to add value and then double down on the things your competitors miss or do poorly. Make something easier, cheaper, faster, or more accessible.

It’s easy to fall into the trap of thinking competition is your worst enemy. But as you’ve read, it can be one of your greatest assets. You can build businesses out of competitors’ weaknesses. They’re also a gold mine of valuable data and can be used to create trust with your prospects and respect in your industry. So the next time you’re wondering how to beat the competition, remember what Michael Corleone said: “Keep your friends close and your enemies closer.” It’s advice worth keeping in mind.

Your Competition Has Network Effects, Too To figure out a response, it’s important to acknowledge a common myth about defensibility and moats: that somehow, network effects will magically help you fend off competition. This is a myth repeated again and again in startup pitch presentations to investors and entrepreneurs. It’s a lie that entrepreneurs tell to themselves. It isn’t true—simply having network effects is not enough, because if your product has them, it’s likely that your competitors have them, too. Whether you are a marketplace, social network, workplace collaboration tool, or app store, you are in a “networked category.” It’s intrinsic in these categories that every player is a multi-sided network that connects people, and is governed under the dynamics of Cold Start Theory. Effective competitive strategy is about who scales and leverages their network effects in the best way possible. No wonder we often see smaller players upend larger ones, in an apparent violation of Metcalfe’s Law. If every product in a category can rely on their network, then it’s not about who’s initially the largest. Instead, the question is, who is doing the best job amplifying and scaling their Acquisition, Engagement, and Economic effects. It’s what we see repeatedly over time: MySpace was the biggest social network in the mid-2000s and lost to Facebook, then a smaller, newer entrant with a focus on college networks with stronger product execution. HipChat was ahead in workplace communication, but was upended by Slack. Grubhub created a successful, profitable multibillion-dollar food-ordering company, but has rapidly lost ground to Uber Eats and DoorDash.

Switching over Entire Networks Part of why cherry picking can be dangerous for the incumbent is that the upstart networks can reach over and directly acquire an entire set of users who have been conveniently aggregated on your network. It’s just software, after all, and users can spread competitors within an incumbent’s network by using all the convenient communication and social tools. Airbnb is again an example of this. The company not only unbundled Craigslist and turned the shared rooms idea into an entire product, but they actually used Craiglist users to advertise Airbnb to other users. How? Early on, Airbnb added functionality so that when a host was done setting up their listing, they could publish it to Craigslist, with photos, details, and an “Interested? Got a question? Contact me here” link that drove Craigslist users back to Airbnb. These features were accomplished not by using APIs provided by Craigslist, but by reverse-engineering the platform and creating a bot to do it automatically—clever! I first wrote about this in 2012 on my blog, in a post titled “Growth Hacker is the new VP Marketing” with this example in mind. By the time Craigslist decided it didn’t like this functionality and disabled it, months had passed and Airbnb had formed its atomic network. The same thing happened in the early days of social networks, when Facebook, LinkedIn, Skype, and others grew on the back of email contacts importing from Hotmail, Yahoo Mail, and other mail clients. They used libraries like Octazen—later acquired by Facebook—to scrape contacts, helping the social networks grow and connect their users. At the time, these new social networks didn’t look like direct threats to email. They were operating within niche parts of messaging overall, focused on college and professional networks. It took several years for the email providers to shut down access after recognizing their importance. When an incumbent has its network cherry-picked, it’s extra painful along two dimensions: First, any network that is lost is unlikely to be regained, as anti-network effects kick back in. And second, the decline in market share hits doubly hard, which has implications for being able to raise money.

Waze’s triumph and Navteq’s decline should be the model for every budding ExO. Ask yourself, “Which of my products or services can I digitize and dematerialize?” and “How can I use the Six Ds to leapfrog my biggest linear competitors? How can I use them to demonetize and democratize my products and/or services?

Certainly not Pre. “Sure there will be a lot of pressure,” he told Sports Illustrated. “And a lot of us will be facing more experienced competitors, and maybe we don’t have any right to win. But all I know is if I go out and bust my gut until I black out and somebody still beats me, and if I have made that guy reach down and use everything he has and then more, why then it just proves that on that day he’s a better man than I.

The first Ultimate Fighting Championship took place on November 12, 1993, in the lung-sucking mile-high elevation of Denver, Colorado. Eight competitors representing eight different martial arts—from Karate to Sumo to Western Boxing to, of course, Jiu-Jitsu—were set to fight in a single elimination-style tournament, with the winner receiving $50,000. Like in the challenge matches, rules were kept to a minimum: biting, eye gouging, and groin strikes were illegal (groin strikes wouldn't become legal until UFC 2) and punishable by a $1,500 fine... though these offenses would occur, and go unacknowledged by the ring referee. There were no globes, no weight classes, no rounds, no time limits, and—even for those of us who'd been witness to the challenge matches—no real blueprint for what to expect.

Unless you're currently training to become or stay a top-level competitor, you need to think about Jiu-Jitsu not as a sprint, not even as a marathon, but as a hike you stay on for the rest of your life.

The whole sport Jiu-Jitsu movement has really confused things. It's really confused what people teach, because a lot of it is based around a competitor's presumed attributes. A competitor—the kind of person who becomes a competitor—is almost certain to be an athlete. He or she is almost certain to be someone who's got some innate athletic ability. Apart from that, they expect that they're going to be in peak physical condition in the tournament, when they're going to be executing these moves. That's the criteria that decides what moves get taught: whether an athlete in peak condition can perform these moves effectively against someone his or her own size. Which is fine—but it isn't most people, and it isn't the context that most people are interested in or concerned about.

three modalities of the other: the imaginary other—my semblant, my fellow-man who is simultaneously like me and my competitor, the one with whom I am caught in the struggle for recognition; the symbolic Other—the trans-subjective symbolic order which regulates the space of interaction between me and my semblants; and the real other, the impenetrable abyss of the Other’s desire, which can be elevated into the absolute Otherness of god.

The competitor who won’t go away, who won’t stay down, has one of the most formidable competitive advantages of all. When the worst happens, as it did to me, I was helped by knowing what it took to be that kind of competitor—to not go away, to get up and fight back.

Consistent actions build respect, not words. I worked to develop my mass—that sense of who you are—into something that pulled others in. Since I was attracted to those who were tough and real, my roommates were Terry Brands, one of the more ferocious competitors in NCAA history, and Travis Fisher, a hard-nosed, small town Iowa boy. They asked me to room with them, and I jumped at the opportunity. I based every decision on principles that would lead me to greatness on the mat. Terry and Travis were blessings to live with as both had jumped the gap from believing to committing. I’ve learned Elite people have a bias toward action.

THE GENEALOGY OF MORALS: A POLEMIC The three essays which constitute this genealogy are, as regards expression, aspiration, and the art[Pg 117] of the unexpected, perhaps the most curious things that have ever been written. Dionysus, as you know, is also the god of darkness. In each case the beginning is calculated to mystify; it is cool, scientific, even ironical, intentionally thrust to the fore, intentionally reticent. Gradually less calmness prevails; here and there a flash of lightning defines the horizon; exceedingly unpleasant truths break upon your ears from out remote distances with a dull, rumbling sound,—until very soon a fierce tempo is attained in which everything presses forward at a terrible degree of tension. At the end, in each case, amid fearful thunderclaps, a new truth shines out between thick clouds. The truth of the first essays the psychology of Christianity: the birth of Christianity out of the spirit of resentment, not, as is supposed, out of the "Spirit,"—in all its essentials, a counter-movement, the great insurrection against the dominion of noble values. The second essay contains the psychology of conscience: this is not, as you may believe, "the voice of God in man"; it is the instinct of cruelty, which turns inwards once it is unable to discharge itself outwardly. Cruelty is here exposed, for the first time, as one of the oldest and most indispensable elements in the foundation of culture. The third essay replies to the question as to the origin of the formidable power of the ascetic ideal, of the priest ideal, despite the fact that this ideal is essentially detrimental, that it is a will to nonentity and to decadence. Reply: it flourished not because God was active behind the priests, as is generally believed, but because it was[Pg 118] a faute de mieux—from the fact that hitherto it has been the only ideal and has had no competitors. "For man prefers to aspire to nonentity than not to aspire at all." But above all, until the time of Zarathustra there was no such thing as a counter-ideal. You have understood my meaning. Three decisive overtures on the part of a psychologist to a Transvaluation of all Values.—This book contains the first psychology of the priest.

THE GENEALOGY OF MORALS: A POLEMIC The three essays which constitute this genealogy are, as regards expression, aspiration, and the art of the unexpected, perhaps the most curious things that have ever been written. Dionysus, as you know, is also the god of darkness. In each case the beginning is calculated to mystify; it is cool, scientific, even ironical, intentionally thrust to the fore, intentionally reticent. Gradually less calmness prevails; here and there a flash of lightning defines the horizon; exceedingly unpleasant truths break upon your ears from out remote distances with a dull, rumbling sound,—until very soon a fierce tempo is attained in which everything presses forward at a terrible degree of tension. At the end, in each case, amid fearful thunderclaps, a new truth shines out between thick clouds. The truth of the first essays the psychology of Christianity: the birth of Christianity out of the spirit of resentment, not, as is supposed, out of the "Spirit,"—in all its essentials, a counter-movement, the great insurrection against the dominion of noble values. The second essay contains the psychology of conscience: this is not, as you may believe, "the voice of God in man"; it is the instinct of cruelty, which turns inwards once it is unable to discharge itself outwardly. Cruelty is here exposed, for the first time, as one of the oldest and most indispensable elements in the foundation of culture. The third essay replies to the question as to the origin of the formidable power of the ascetic ideal, of the priest ideal, despite the fact that this ideal is essentially detrimental, that it is a will to nonentity and to decadence. Reply: it flourished not because God was active behind the priests, as is generally believed, but because it was[Pg 118] a faute de mieux—from the fact that hitherto it has been the only ideal and has had no competitors. "For man prefers to aspire to nonentity than not to aspire at all." But above all, until the time of Zarathustra there was no such thing as a counter-ideal. You have understood my meaning. Three decisive overtures on the part of a psychologist to a Transvaluation of all Values.—This book contains the first psychology of the priest.

Another aspect of concentration which intrigues me was a batsman’s ability to actually find a gap by remembering the field settings and then playing the ball through the fielders. A ball that was thrown at him at 150 kmph! The commentators always mention how the batsmen found beautiful gaps and that irritated the hell out of me because as a mediocre cricketer I never reached a stage in my batting where I could actually place the ball in a certain direction. So I once gathered the courage to ask Ricky Ponting if batsmen really found the gaps or was it merely a matter of luck. I knew it was a brave question but what I did not expect was a life philosophy that was one of the most impactful one I have heard in a long time. He said, “Ya mate, batting is an an instinct you hone over years of practice and that enables you to reach a level of expertise where you see the field placements in your mind. A good batsman imprints the fielders in the sub-conscious, but an excellent batsman imprints the gaps. There was a time I used to do the former and hit to the fielders but the moment I started to do the latter I found the gaps.” I was stunned by this analogy. When I mentioned this philosophy to my friend Rajiv Bajaj, the MD of Bajaj Auto he immediately added his business perspective to the same and said, “Exactly! In business, if you focus on the competitors you’ll start behaving like them. But if you focus on the gaps in the market you’ll become a champion company.

February 2 The Constraint of the Call Woe is unto me, if I preach not the gospel! 1 Corinthians 9:16 Beware of stopping your ears to the call of God. Everyone who is saved is called to testify to the fact; but that is not the call to preach, it is merely an illustration in preaching. Paul is referring to the pangs produced in him by the constraint to preach the Gospel. Never apply what Paul says in this connection to souls coming in contact with God for salvation. There is nothing easier than getting saved because it is God’s sovereign work—“Come unto Me and I will save you.” Our Lord never lays down the conditions of discipleship as the conditions of salvation. We are condemned to salvation through the Cross of Jesus Christ. Discipleship has an option with it—“IF any man . . .” Paul’s words have to do with being made a servant of Jesus Christ, and our permission is never asked as to what we will do or where we will go. God makes us broken bread and poured-out wine to please Himself. To be “separated unto the gospel” means to hear the call of God; and when a man begins to overhear that call, then begins agony that is worthy of the name. Every ambition is nipped in the bud, every desire of life quenched, every outlook completely extinguished and blotted out, saving one thing only—“separated unto the gospel.” Woe be to the soul who tries to put his foot in any other direction when once that call has come to him. This College exists to see whether God has any man or woman here who cares about proclaiming His Gospel; to see whether God grips you. And beware of competitors when God does grip you.

I was about to lose one of my biggest accounts, Walgreens, the people I had created a tremendous amount of business for and to whom I was selling five million cups a year. Fred Stoll told me in strictest confidence that a former Walgreen executive who had a lot of pull in the top offices of the company had gone into the paper cup business with a competitor of mine, and he was going to be given all of the Walgreen trade. The rationale would be that this competitor was selling for five percent under my price. I explained this to John Clark and tried to get him to go along with offering Walgreens a price break—after all, they paid their bills on time and there was promotion value in having a big company like that use your product. But all I got was a tongue lashing.