Outward Mindset Quotes

The most incredible architecture Is the architecture of Self, which is ever changing, evolving, revolving and has unlimited beauty and light inside which radiates outwards for everyone to see and feel. With every in breathe you are adding to your life and every out breathe you are releasing what is not contributing to your life. Every breathe is a re-birth.

If you believe that hard work pays off, then you work hard; if you think it’s hard to get ahead even when you try, then why try at all? Similarly, when people do fail, this mind-set allows them to look outward. I once ran into an old acquaintance at a Middletown bar who told me that he had recently quit his job because he was sick of waking up early. I later saw him complaining on Facebook about the “Obama economy” and how it had affected his life. I don’t doubt that the Obama economy has affected many, but this man is assuredly not among them. His status in life is directly attributable to the choices he’s made, and his life will improve only through better decisions. But for him to make better choices, he needs to live in an environment that forces him to ask tough questions about himself. There is a cultural movement in the white working class to blame problems on society or the government, and that movement gains adherents by the day.

Quotes and notes to self- Divine and Unique Power Find out what my Individual Divine and Unique Power IS and offer it outwards in harmony with all life!

The secret to teamwork is an outward mindset.

If we don’t measure the impact of our efforts on the objectives of those we are serving, we will remain blind to important ways we need to adjust and will end up not serving others well.

Developing an outward mindset is a matter of learning to see beyond ourselves. Our hope for you, the reader, is that this book will make such mindset change completely tangible to you and that you will achieve the results at work and at home that only an outward mindset can bring.

There are two powerful fuels, two forces; motivation and inspiration. To be motivated you need to know what your motives are. Over time - and to sustain you through it - your motivation must become an inner energy; a 'motor' driving you forward, passionately, purposefully, wisely and compassionately... come what may, every day. Inspiration is an outer - worldly - energy that you breathe and draw in. It may come from many places, faces, spaces and stages - right across the ages. It is where nature, spirit, science, mind and time meet, dance, play and speak. It keeps you outward facing and life embracing. But you must be open-minded and open-hearted to first let it in and then let it out again. Together - blended, combined and re-entwined - motivation and inspiration bring connectivity, productivity, creativity and boundless possibilities that is not just 'self' serving but enriching to all humanity and societies...just as it should be.

mindset drives and shapes all that we do—how we engage with others and how we behave in every moment and situation.

no problem could be solved if individuals were not willing to address how they themselves were part of the problem.

The traditions of . . . bygone times, even to the smallest social particular, enable one to understand more clearly the circumstances with contributed to the formation of character. The daily life into which people are born, and into which they are absorbed before they are well aware, forms chains which only one in a hundred has moral strength enough to despise, and to break when the right time comes - when an inward necessity for independent individual action arises, which is superior to all outward conventionalities. Therefore it is well to know what were the chains of daily domestic habit which were the natural leading-strings of our forefathers before they learnt to go alone.

the biggest lever for change is not a change in self-belief but a fundamental change in the way one sees and regards one’s connections with and obligations to others.

Seeing people as people rather than as objects enables better thinking because such thinking is done in response to the truth: others really are people and not objects.

The energy-draining, time-wasting, silo-creating effect of this justification seeking is one of the most debilitating of organizational problems.

When people focus on themselves rather than on their impact, lots of activity and effort get wasted on the wrong things.

the simple idea that behaviors drive results.

At the end of the day, my leadership effectiveness is measured not by what I am able to accomplish, but by what those whom I lead are able to accomplish.

when I try to impose my ideas on others and thereby refuse to allow them to think, I end up getting in the way more than I end up being helpful.

organizational improvement, even turnaround, is less a matter of getting the wrong people off the bus than a matter of helping people see. It is a matter of changing mindset.

while behaviors drive results, behaviors themselves are informed and shaped by one’s mindset.

This book is about the difference between a self-focused inward mindset and an others-inclusive outward mindset. It will help you become more outward in your work, your leadership, and your life. It will guide you in building more innovative and collaborative teams and organizations. And it will help you see why you like many of the people you do and what you can do to become more like them.

Similarly, when people do fail, this mind-set allows them to look outward. I once ran into an old acquaintance at a Middletown bar who told me that he had recently quit his job because he was sick of waking up early. I later saw him complaining on Facebook about the “Obama economy” and how it had affected his life. I don’t doubt that the Obama economy has affected many, but this man is assuredly not among them. His status in life is directly attributable to the choices he’s made, and his life will improve only through better decisions. But for him to make better choices, he needs to live in an environment that forces him to ask tough questions about himself. There is a cultural movement in the white working class to blame problems on society or the government, and that movement gains adherents by the day. Here

With an inward mindset, on the other hand, I become self-focused and see others not as people with their own needs, objectives, and challenges but as objects to help me with mine. Those that can help me, I see as vehicles. Those that make things more difficult for me, I see as obstacles. Those whose help wouldn’t matter become irrelevant to me.

This isn’t some libertarian mistrust of government policy, which is healthy in any democracy. This is deep skepticism of the very institutions of our society. And it’s becoming more and more mainstream. We can’t trust the evening news. We can’t trust our politicians. Our universities, the gateway to a better life, are rigged against us. We can’t get jobs. You can’t believe these things and participate meaningfully in society. Social psychologists have shown that group belief is a powerful motivator in performance. When groups perceive that it’s in their interest to work hard and achieve things, members of that group outperform other similarly situated individuals. It’s obvious why: If you believe that hard work pays off, then you work hard; if you think it’s hard to get ahead even when you try, then why try at all? Similarly, when people do fail, this mind-set allows them to look outward. I once ran into an old acquaintance at a Middletown bar who told me that he had recently quit his job because he was sick of waking up early. I later saw him complaining on Facebook about the “Obama economy” and how it had affected his life. I don’t doubt that the Obama economy has affected many, but this man is assuredly not among them. His status in life is directly attributable to the choices he’s made, and his life will improve only through better decisions. But for him to make better choices, he needs to live in an environment that forces him to ask tough questions about himself. There is a cultural movement in the white working class to blame problems on society or the government, and that movement gains adherents by the day. Here is where the rhetoric of modern conservatives (and I say this as one of them) fails to meet the real challenges of their biggest constituents. Instead of encouraging engagement, conservatives increasingly foment the kind of detachment that has sapped the ambition of so many of my peers. I have watched some friends blossom into successful adults and others fall victim to the worst of Middletown’s temptations—premature parenthood, drugs, incarceration. What separates the successful from the unsuccessful are the expectations that they had for their own lives. Yet the message of the right is increasingly: It’s not your fault that you’re a loser; it’s the government’s fault. My dad, for example, has never disparaged hard work, but he mistrusts some of the most obvious paths to upward mobility. When

So while it’s true that behavior drives results, it’s also true that mindset drives behavior.

When we average the results across industries, people rate their colleagues at 4.6 on the continuum and themselves at 6.8. Think about what this means: on average, all employees in an organization think they are nearly 50 percent better—more collaborative and less blameworthy—than their coworkers. So what happens when problems arise? Those who think they are 7s look around and wait for all the 4s to change. The trouble is, all those 4s think they, too, are 7s! So everyone waits—and blames. This is a manifestation of the problem of self-deception that we wrote about in Leadership and Self-Deception.

The biggest lever for change is not a change merely in self-belief but a fundamental change in the way people see and regard their connections and obligations to others.

As you will discover, the mutual impact people have on one another turns on whether they carry a self-focused inward mindset or an others-inclusive outward mindset. Understanding the dynamics of this mutual reciprocity and what to do to improve it is the focus of this book.

Leaders fail,” Paul explains, “by coming in saying, ‘Here’s the vision. Now you go execute what I see.’ That’s just wrong in our view of the world.” Continuing, he says, “Although leaders should provide a mission or context and point toward what is possible, what humble, good leaders also do is to help people see.

So while it’s true that behavior drives results, it’s also true that mindset drives behavior. Consequently, any solution to human problems that ignores this reality ignores too much of what’s true to produce reliable results.

As the mindset changes, so does the behavior, without having to prescribe the change. And where certain behaviors still need to be stipulated, the suggestions won’t be systematically resisted. For these reasons, mindset change facilitates sustainable behavior change.

Most approaches to leadership share two common problems. As we’ve discussed in this chapter, they fail to account adequately for mindset and therefore put too much faith in our ability to change behavior without addressing mindset. In addition, however, a problem that originated in Western thought some four hundred years ago has led to mindset and leadership approaches that are built on a mistake.

Friedrich Nietzsche famously said that “a ‘thing’ is the sum of its effects.

If there is one truism about life, surely it is that we are inextricably and inescapably together.

Given that no one is born into this world without others, that one’s ability to think requires language learned from others, and that one’s cognitive and emotional experiences are shaped by thoughts and feelings about others, thinkers began to argue that individualistic approaches miss the mark. What is fundamental is not an isolated self but rather a kind of brute fact that just is—the reality of being in the world with others. Who we are is who we are with others.

Martin Buber, who studied the reality of humankind’s connectedness, observed that there are basically two ways of being with others: we can be in the world seeing others as they are, as people, or we can be in the world seeing others as they are not, as objects.

We can be connected to others as with people or connected to others as with objects, but we are always connected. Separation is an abstraction. Together is our reality.

She lives in the presence of wonder at their thoughts and abilities and therefore provides space for them to create and grow and for her to create and grow in response to them.

With Buber’s observations in mind, we can see that both of these leaders are connected with others rather than split from them. It’s just that one of them—the Isolated leader—is together with others as with objects, while the Together Leader is together with others as with people.

person whose mindset is outward sees others as people. Seeing them as people, he realizes that others matter like he himself matters. And because they do, their needs, objectives, and challenges will matter to him as well. As a result, his objectives and behaviors will take others into account. In a work context, a person with an outward mindset will hold himself accountable to accomplish his own objectives and to do so in a way that makes it easier, not harder, for his colleagues to succeed in their responsibilities as well.

Rok Zorko, vice president of product development for the very successful app-development company, Outfit7, said, “It is an eye-opener to realize that you are not to treat people as objects but to treat them as people. Once you have this knowledge, you can never unthink it.

We’re so convinced that how we think and feel about other people is caused by them,” he says, “by what they have or haven’t done, by how inconsiderate they have been to us or how judgmental, and so on. But a seventeen-year-old young woman taught me that this wasn’t true. I see people the way I see them because of me.

When my mindset is outward, I am alive to and interested in other people and their objectives and needs. I see others as people whom I am open to helping. When my mindset is inward, on the other hand, I essentially turn my back on others; I don’t really care about their needs or objectives.

If I have an outward mindset, knowing that the organization’s success depends on my colleague’s success as well as my own, I will feel an obligation to help my colleague succeed.

Inward-mindset people and organizations do things. Outward-mindset people and organizations help others to be able to do things.

people who consistently work with an outward mindset excel in three ways that those who work with an inward mindset do not. They 1. see the needs, objectives, and challenges of others 2. adjust their efforts to be more helpful to others 3. measure and hold themselves accountable for the impact of their work on others

Mulally pointed to ten BPR rules he had posted on the wall of the room3: • People first • Everyone is included • Compelling vision • Clear performance goals • One plan • Facts and data • Propose a plan, “find-a-way” attitude • Respect, listen, help, and appreciate each other • Emotional resilience … trust the process • Have fun … enjoy the journey and each other

Maturity is difficult to define, though we instinctively recognize it when we encounter it embodied in another. It is best understood as a constellation of many traits, behaviors, actions, and mindsets which move an individual from the inward-focused egocentricity of childhood to the outward-directed stance of adulthood — from dependence to independence, incompetence to efficacy, bewilderment to wisdom.

Outwardness does to inwardness what light does to darkness: it chases it away.

A good rule of thumb is that an organization is ready to deploy mindset-change efforts to the next level in an organization when those in the next level are seeing real change in the level above. Leaders demonstrate noticeable change as they begin questioning the privileges they reserve for themselves. To prompt such helpful changes, leaders could begin asking themselves questions like these: Do we need the prime parking spots? The best office spaces? Do we segregate ourselves in different cafeterias or more preferred parts of the building? Can perks that the few enjoy be made available to others? Can any trappings of “bigshotness” be removed? If we treat and pay ourselves generously, are we appropriately generous as well with our employees? And so on.

When leaders begin to take seriously the project of not taking themselves too seriously and begin collapsing the distinctions between themselves and others, they are positioned to begin scaling mindset change.

Hiring and onboarding approaches, sales and marketing processes, budgeting practices, incentive structures, performance evaluation and management systems, and every other organizational system, structure, and process can be conceived and deployed in inward-mindset or outward-mindset ways. Organizations that are serious about operating with an outward mindset turn these systems and processes outward to invite and reinforce outward-mindset working.

The most important move consists of my putting down my resistance and beginning to act in the way I want the other person to act.

Would our organizations be better off if all of us were to turn outward in our work with each other? Yes. But this preferred state can be reached only if some are willing to change even when others do not—and to sustain the change whether or not others reciprocate.

being able to operate with an outward mindset when others do not is a critically important ability. It is the most important move.

In fact, what obscures vision and exposes people to more risk is not an outward mindset, which stays fully alive to and aware of others, but an inward one, which turns its attention away from others while simultaneously provoking resistance.

A related reason why people resist making the most important move is that they think an outward mindset will make them soft when hard behavior is required. But this is a misunderstanding. As we’ve said, an outward mindset doesn’t make people soft; it just makes them open, curious, and aware. Similarly, an inward mindset doesn’t make people hard. In fact, people whose mindsets are inward often engage in behaviors that are softer than would actually be helpful.

Remember, the principle to apply is, as far as I am concerned, the problem is me. I am the place to start. Others’ responses will depend mostly on what they see in me. The most important move is for me to make the most important move.

Ask yourself the following questions: Have I (or we) thought this through with an outward mindset? Do I understand the needs, objectives, and challenges of those involved? Have I adjusted my efforts in light of those issues? And have I been holding myself accountable for my impact on these people? Have you considered what mindset-level changes might be necessary in addition to behavioral changes?

Clarifying the collective result enables individuals and teams to improve their contributions within the organization without waiting for directives from those who have a broader view of the organization’s interconnected parts. With this understanding, people don’t require someone to align their roles relative to others; they can do this themselves. Imagine an organization of self-aligning individuals and teams who take responsibility for implementing the outward-mindset pattern, constantly adjusting what they do to ensure that their impact contributes to the accomplishment of the collective result. Every individual can decide to be this kind of contributor.

I learned that when people came up with an idea, it was important to allow that idea to grow and be implemented. As long as an idea didn’t take us backward or cause harm, the organization benefited more when the team members were allowed to implement their idea and discover how it could be improved than when I just tried to get them to implement my idea. I was constantly surprised by how many times I discovered that others’ ideas turned out to be much better than mine and by the increased energy people brought to their work when they were empowered to implement their own ideas.

my leadership effectiveness is measured not by what I am able to accomplish but by what those whom I lead are able to accomplish.

jot down approximately how much time you spent in each of the following three mindsets: Job mindset. When someone has a job mindset, they resort to a “paycheck mentality,” performing their duties in return for compensation and not much else. Career mindset. This mindset occurs when an individual is focused on increasing or advancing their salary, title, power, team size, or sphere of control. Purpose mindset. Feeling passionate, innovative, and committed are hallmarks of this mindset, as is having an outward-looking focus on serving the broader organization or key stakeholders. Here, your professional purpose feels aligned with your personal purpose. Keep a log for a couple of weeks, and see whether you fall into one of these mindsets more than the others.

It takes time to develop an outward focus. In far too many cases, people move into this mindset only when the end is in sight.

These six facets can work optimally for you in pairs. Together, the facets of openness and curiosity tap your innate ability to live each day with a more creative, less reactive, mindset. These two facets are foundational, and in my experience with clients and students, they are perhaps the easiest among the six to begin tracking. Fostering the two facets of bewilderment and hope together can strengthen your resilience and fortitude in trying times. Because they can shift, if not transform, your view of the world or your life in beneficial ways, tracking these two facets can be profoundly rewarding. If you or someone you know is having hard times, start with these two. Together, when you track connection and admiration, you learn to shift your direction outward and deepen your relationships with others. This other-orientation makes them essential facets for our times.

HILL Perhaps the most outwardly identifiable quality of high-performing men and women is action orientation. They are in a hurry to get their key tasks completed. Highly productive people take the time to think, plan, and set priorities. They then launch quickly and strongly toward their goals and objectives. They work steadily, smoothly, and continuously. When working with the massive pressure to achieve at the highest levels in school, developing this sense of urgency can be a powerful mindset shift that will propel you forward.

Astrology Course 101: The Ultimate Guide for Beginners to Professional Level Astrology Course - You should approach astrology with an open mind and a critical viewpoint if you're interested in knowing more about it. Here are some tips to get you started learning about astrology: Know Its Nature: A belief system that has not been proven by science is astrology. The scientific community discredits it as a pseudoscience because none of its tenets are supported by empirical data. Consider astrology as a sort of entertainment or personal belief rather than as a science. Basic Knowledge: Learn the basic principles of astrology, such as the meanings of the zodiac signs, natal charts, planets, aspects, and houses, before moving on. There are numerous publications, websites, and educational programmes that can offer a solid foundation. Analyze Your Natal Chart: Your birth date, time, and location can be used to make your own natal chart. You may create your chart for free with the aid of several online tools and programmes. A map of the celestial bodies' positions at the moment of your birth is called your natal chart. Analyze Your Natal Chart: Spend some time studying your natal chart once you have one. Find out what each house's planets mean and how they interact with one another. Your personality, weaknesses, and prospective life path will all be revealed by this. Observe Your Sun, Moon, and Rising Signs by Reading This: Your Sunrise (or Ascendant) sign affects your outward behavior, while your Moon sign and Sun sign both reflect your emotional nature. A more complete understanding of these signs might give you a better understanding of your astrological profile. Consult with Expert Astrologers: Consider speaking with a qualified astrologer if you want a more thorough examination of your chart or if you have specific queries. Based on your chart, they can provide unique insights and interpretations. Use astrology to reflect on yourself: Astrology is a useful tool for introspection and personal development. Examine how your own experiences and emotions align with the astrological insights. Use it to gain a deeper understanding of who you are and the course of your life. Keep in Mind That Symbolism: Numerous people have called astrology a symbolic language. Astrologers interpret the locations and aspects of celestial bodies as symbols in their own unique ways. It does not accurately describe how the cosmos affects your life. Learn to Think Critically: Keep a critical mindset while you research astrology. Recognise that connections drawn by astrology lack scientific support and that correlation does not imply causation. Consider several points of view and be willing to be skeptical. Respect for Various Beliefs: Regarding astrology, people hold a variety of beliefs and practices. Even if they differ from your own, respect other people's decisions and ideas. For some people, astrology holds significant personal value. Science and balance: Astrology is not a replacement for critical thinking or decision-making based on evidence. Use more trustworthy information and logic while making crucial life decisions. In Conclusion - Astrology has the potential to be a fascinating and contemplative activity that provides insights into personality and self-awareness. But it's crucial to approach it from a well-informed and impartial standpoint, mindful of its limitations and cognizant that it is largely a belief system rather than a science. For More Details : Click Here

When we teach our kids how to live a life of purpose, how to contribute meaningfully to others, their drive becomes self-sustaining. Purpose energizes, motivates, and keeps them on track, even when challenges or setbacks inevitably occur. It curbs perfectionistic tendencies and reminds them that they’re much more than any one failure. Setbacks don’t become all-encompassing reflections on a person’s inherent worth. When we have a sense of outward mission, we gain a long-term perspective: We see that we’re not just rising and falling on our achievements and that our failures aren’t as consequential as they may initially seem. This larger purpose shifts our mindset from one of scarcity and fear to one of abundance, where we see our place in the world as part of a bigger whole.

Nate Fick sees “a distinction between self-awareness and self-consciousness.” The latter Fick sees as something to be wary of: a mindset that is focused outward, which can lead to posturing and decisions based on how others will perceive them. But self-awareness, in Fick’s view, is something to develop: an understanding of the forces within oneself that cause one to do or feel certain things as a leader. The mindset is fundamentally introspective. The understanding that it brings usually comes only after sustained and searching thought. And thus, Fick says, “I think solitude is essential to self-awareness.” One

So how do you build a generosity mindset? It may start with being generous to yourself. Many of us feel choked by a sense that we’re not worthy. In that frame of mind, it’s hard to look outward.

We broaden our world when we have an outward mindset.

Focus on someone's inward, not outward; it matters, and it also determines your mindset.

Hear me beautiful woman, The Voice from within. Greater is he that is within you than he that is within the world. You cannot begin to understand when one looks at you with eyes of the world and only sees what is optically visible. It takes time for one to know you and what's inside. Only One knows you from within, from the beginning. The world may hurt you because of its outward mindset but know that your beauty is deep. Know that you are loved by the one who sees the real you. Know that you are understood by the one who knows your mind and your heart. Know that you are a virtuous because of your resilience through love, and not defeated. Oh beautiful woman stand strong and confident in the one who reaffirms Who You Are and not how Broken You Are. Your power is strengthened with every Act of forgiveness that you practice. Your beauty is increased with every act of kindness that you show to that ugly head a worldly perception with hopes that it will recognize "you". Stop quirreling with the enemy in your mind that turns your hampster wheel. It drains your by showing you pictures passed instead of vision unrevealed. You are who HE says you are despite anyone who doesn't marvel in adoration. Don't see youself as the world reflects you; the world's mirror is tainted. Optical illusions can be fatal. Wake up! The eyes tell the mind what to see but only the heart can discern what lies beneath the scars, beyond the perseverance, inside of forgiveness, over the hills and valleys, signs on the journey, and hope for the spirit. Emotions are vissitudal. You are being etched in inexorable truth. Stand as your are, not as you're seen. Sincerely, Vitrue

every person who is burning time and energy seeking justification is doing so at the expense of the contribution he or she could be making to the overall results of the company.

The difference between a positive attitude and a negative attitude can be measured by its level of energy, both inwardly and outwardly.

Two things must happen to partake in this mindset of non-judging so that we can start dealing with stress better and gain greater well-being. Don't get angry at the little weirdo doing its thing. Be like, "whatever I don’t mind." Continue to bring your attention back to the song that you play. Feel the sound vibration. When you meditate, all kinds of thoughts and experiences will come up. Patience: understanding that growth happens in its own time. The mantra therapy session will clear your head and make you happier and brighter and relaxed and free of anxieties–these results are pretty instant. Yet, the meditation's long-term objectives including self-realization, liberation from fate, jumping out of the reincarnation loop... those don't happen overnight. We have a lot of karmic baggage from who knows how many lifetimes of gazillions. Don't overemphasize development. Be rest assured it will happen. Beginner’s mind: a mind that is willing to see everything as it is for the first time. The cornerstone of mindfulness practice lets us catch the "extraordinariness of the ordinary" of our perceptions of the present-moment.  This mentality encourages us to "be able to see everything as if it were the first time" Critical for practicing and participating in organized meditation practices, such as body scan, yoga, meditation, this sort of open-mindedness to new experiences "helps us to be receptive to new ideas and keeps us from getting stuck in the rut of our own wisdom, which often thinks it knows more than it does." They have no assumptions resulting from past experiences with the mind of the beginner.  This reminds us that every single moment, by definition, has unique possibilities.  The subconscious of the novice is working as de-clutterer.  With it, we can see, witness, hear, and learn of our universe's beings, places, and stuff, as they really are and in the moment.  Our ideas, feelings and desires no longer filter or place a curtain on our everyday lives. Trust – No Imitations, Live Own Life, and Honor Own Feelings, Intuitions, Wisdom, and Goodness An integral part of the training and practice of mindfulness includes the development of a simple trust in yourself and emotions.  Guidance comes from within you— your own instincts, your own strength.  The foundation involves looking inward rather than outward.  Your mindset here indicates that you value your own fundamental intelligence and goodness.  Your thoughts are honored.  An analogy here may be linked to backing off a stretch during yoga practice.  The mindfulness ethic "accentuates being your own human and knowing what it means to be yourself" Being your own individual means you are not mimicking someone else.

Hear me beautiful woman, The Voice from within. Greater is He that is within you than he that is within the world. You cannot begin to understand when one looks at you with eyes of the world and only sees what is optically visible. It takes time for one to know you and what's inside. Only One knows you from within, from the beginning. The world may hurt you because of its outward mindset but know that your beauty is deep. Know that you are loved by the one who sees the real you. Know that you are understood by the one who knows your mind and your heart. Know that you are a virtuous because of your resilience through love, and not defeated. Oh beautiful woman stand strong and confident in the one who reaffirms Who You Are and not how Broken You Are. Your power is strengthened with every Act of forgiveness that you practice. Your beauty is increased with every act of kindness that you show to that ugly head a worldly perception with hopes that it will recognize "you". Stop quirreling with the enemy in your mind that turns your hampster wheel. It drains your hope by showing you pictures passed instead of vision unrevealed. You are who HE says you are despite anyone who doesn't marvel in adoration. Don't see youself as the world reflects you; the world's mirror is tainted. Optical illusions can be fatal. Wake up! The eyes tell the mind what to see but only the heart can discern what lies beneath the scars, beyond the perseverance, inside of forgiveness, over the hills and valleys, signs on the journey, and hope for the spirit. Emotions are vissitudal. You are being etched in inexorable truth. Stand as your are, not as you're seen. Sincerely, Vitrue

when people see situations that need to change, the temptation is to immediately apply a behavioral solution. That seems like the fast approach. But if mindset is not addressed, it is usually the slow approach to change.

We live in an age that often promotes and idealizes introspection, self-reflection and catharsis. The opening up of one’s emotions and declaring of one’s deepest feelings to the world. Taken to excess, as is all too often the case, these can amount to self-indulgence. My father did not subscribe to this mindset. If there was one thing that he was the complete opposite of, it was self-indulgent: intellectually, emotionally, spiritually, in every sense that I can think of. He did not disregard the self. Actually, I think it’s safe to say he had quite a high self-regard, as I’m sure many of you can recount—especially my mother. But to him, the self just wasn’t all that important. Not because of any inherent sin or moral failing of being self-interested. But quite simply because, ultimately, it is not very interesting. Why focus endlessly inward when there is so much more to explore and understand and experience on the outside: the universe, our world, all the fascinating people in it, the complex activities we busy ourselves with, and the transcendent bonds of love and family and friendship we are able to forge with one another. And so he chose to focus all his gifts, all his exquisite qualities outward to the world beyond himself. We who knew him are all the recipients and beneficiaries of the strength, the warmth, the generosity and the wisdom that he radiated.

Your life is an outward reflection of your thoughts. Master your mind; control your destiny.