Overall Performance Quotes

They discovered that naps as short as twenty-six minutes in length still offered a 34 percent improvement in task performance and more than a 50 percent increase in overall alertness.

If the company is going to thrive financially, then the board must understand the relationship between different financial metrics and how they impact overall financial performance.

There is simply no other exercise, and certainly no machine, that produces the level of central nervous system activity, improved balance and coordination, skeletal loading and bone density enhancement, muscular stimulation and growth, connective tissue stress and strength, psychological demand and toughness, and overall systemic conditioning than the correctly performed full squat.

The best computer programmers are much better than novices at remembering the overall structure of programs because they understand better what they’re intended to do and how.

If you seek to correct a subordinate’s overall behavior or performance, start by telling them what they do well, then tell them where they need to improve.

Statistically, athletes with solid family units have better stamina, more purpose, better mental health, and overall improved performance than athletes who are either divorced or unmarried.

If you have a team of five stunning employees and two adequate ones, the adequate ones will sap managers’ energy, so they have less time for the top performers, reduce the quality of group discussions, lowering the team’s overall IQ, force others to develop ways to work around them, reducing efficiency, drive staff who seek excellence to quit, and show the team you accept mediocrity, thus multiplying the problem.

O, great wise man,' she said, 'I have been wondering so many things. Is life more than sitting at home doing the same thing over and over? Wise man, is life more than watching one's relatives do unpleasant things, or more than grim tasks one must perform at school and at work? Is life more than being entertained by literature, wise man, or more than traveling from one place to another, suffering from poor emotional health and pondering the people one loves? And what about those who lead a life of mystery? And the mysteries of life? And, wise man, what about the overall feeling of doom that one cannot ever escape no matter what one does, and miscellaneous things that I have neglected to mention in specific?

As the drummer, I know that drums fully support the band. Their rhythm keeps things within the pulse and contributes to the overall energy of each performance. I am a very balanced person and I realize that through my personal level of balance, I also outwardly balance Stjepan and Luka.

Collective superintelligence: A system composed of a large number of smaller intellects such that the system’s overall performance across many very general domains vastly outstrips that of any current cognitive system. Collective

Nobody likes to fail, but there is a difference between a normal aversion to failure and an intense fear of failure. Aversion to failure motivates us to take necessary precautions and to work harder to achieve success. By contrast, intense fear of failure often handicaps us, making us reject failure so vigorously that we cannot take the risks that are necessary for growth. This fear not only compromises our performance but jeopardizes our overall psychological well-being. Failure is an inescapable part of life and a critically important part of any successful life. We learn to walk by falling, to talk by babbling, to shoot a basket by missing, and to color the inside of a square by scribbling outside the box. Those who intensely fear failing end up falling short of their potential. We either learn to fail or we fail to learn.

According to a study published in the Journal of Family Psychology, “In families with predictable routines, children had fewer respiratory illnesses and better overall health, and they performed better in elementary school.” The article added that rituals have a greater effect on emotional health, and that in families with strong rituals adolescents “reported a stronger sense of self, couples reported happier marriages and children had greater interaction with their grandparents.”6 A

leadership is the single greatest factor in any team’s performance. Whether a team succeeds or fails is all up to the leader. The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And this applies not just to the most senior leader of an overall team, but to the junior leaders of teams within the team.

Too many managers over-emphasize the short-term needs of the job minimizing the organizational need to continually raise the overall talent level of the company.

The purpose of digitalization is to make a significant difference in the overall levels of business performance and organizational maturity.

The overall experiment results went like this: the more hints that were available during training, the better the monkeys performed during early practice, and the worse they performed on test day.

The first time I heard Robert Anda present the results of the ACE study, he could not hold back his tears. In his career at the CDC he had previously worked in several major risk areas, including tobacco research and cardiovascular health. But when the ACE study data started to appear on his computer screen, he realized that they had stumbled upon the gravest and most costly public health issue in the United States: child abuse. He had calculated that its overall costs exceeded those of cancer or heart disease and that eradicating child abuse in America would reduce the overall rate of depression by more than half, alcoholism by two-thirds, and suicide, IV drug use, and domestic violence by three-quarters. 20 It would also have a dramatic effect on workplace performance and vastly decrease the need for incarceration.

The benefits are due in part to the fact that a bilingual person’s brain must actively suppress one language when speaking another. Being able to handle that extra workload results in stronger overall control of attention.

And speaking of this wonderful machine: [840] I’m puzzled by the difference between Two methods of composing: A, the kind Which goes on solely in the poet’s mind, A testing of performing words, while he Is soaping a third time one leg, and B, The other kind, much more decorous, when He’s in his study writing with a pen. In method B the hand supports the thought, The abstract battle is concretely fought. The pen stops in mid-air, then swoops to bar [850] A canceled sunset or restore a star, And thus it physically guides the phrase Toward faint daylight through the inky maze. But method A is agony! The brain Is soon enclosed in a steel cap of pain. A muse in overalls directs the drill Which grinds and which no effort of the will Can interrupt, while the automaton Is taking off what he has just put on Or walking briskly to the corner store [860] To buy the paper he has read before.

By reframing the way you think about anxiety, you can take what was once a major drag and turn it into something useful and even beneficial in your life. And as you achieve this flip, you will naturally open the door to the extraordinary benefits that anxiety is designed to bring into your life. When functioning properly, anxiety can essentially grant you six superpowers: the ability to strengthen your overall physical and emotional resilience; perform tasks and activities at a higher level; optimize your mindset; increase your focus and productivity; enhance your social intelligence; and improve your creative skills. Getting a handle on your anxiety and shifting it to good opens the door to discovering how anxiety can become a superpower.

In addition, surround yourself with people who won’t put up with your usual baloney. Don’t join an easy crowd. Go where the expectations are high, where the pressure to perform is high. That, too, is part of your overall strategy for wealth and happiness.

Overall, on average, happier people earn more money, get higher performance ratings, make better decisions, negotiate sweeter deals, and contribute more to their organizations. Happiness alone accounts for about 10 percent of the variation between employees and job performance.

Recent national surveys of U.S. students have found that more than 6 percent of all high school seniors used a prescription stimulant at least once during the year to help them study, compared to 10 percent of college students overall, and 20 percent of Ivy League students. Not smart.

Those neurons that do survive grow larger over the course of childhood, resulting in the brain’s four-fold increase in overall size from birth until adulthood. The dendrites that stick around, meanwhile, slowly gain a fatty sheath covering them to improve their ability to conduct electrochemical signals.

Bloom found exactly the opposite to be the case. The teams with the greatest levels of pay inequality performed worse than those with less inequality. Similar effects were found in an NFL study: Football teams with greater inequality won fewer games. This research also revealed an interesting wrinkle: Higher pay inequality was associated with higher team revenues. The most likely explanation for this finding is that spending huge amounts of money to attract superstars increases fans’ willingness to pay for tickets and media to watch these celebrity players, even if their expensive contracts undermined the team’s overall performance.

The single most important factor in maximizing the excellence of a group’s product was the degree to which the members were able to create a state of internal harmony, which lets them take advantage of the full talent of their members. The overall performance of harmonious groups was helped by having a member who was particularly talented; groups with more friction were far less able to capitalize on having members of great ability. In groups where there are high levels of emotional and social static—whether it be from fear or anger, from rivalries or resentments—people cannot offer their best. But harmony allows a group to take maximum advantage of its most creative and talented members’ abilities.

Deliberate practice involves well-defined, specific goals and often involves improving some aspect of the target performance; it is not aimed at some vague overall improvement. Once an overall goal has been set, a teacher or coach will develop a plan for making a series of small changes that will add up to the desired larger change. Improving some aspect of the target performance allows a performer to see that his or her performances have been improved by the training. Deliberate practice is deliberate, that is, it requires a person’s full attention and conscious actions. It isn’t enough to simply follow a teacher’s or coach’s directions. The student must concentrate on the specific goal for his or her practice activity so that adjustments can be made to control practice.

Pham Nuwen spent years learning to program/explore. Programming went back to the beginning of time. It was a little like the midden out back of his father’s castle. Where the creek had worn that away, ten meters down, there were the crumpled hulks of machines—flying machines, the peasants said—from the great days of Canberra’s original colonial era. But the castle midden was clean and fresh compared to what lay within the Reprise’s local net. There were programs here that had been written five thousand years ago, before Humankind ever left Earth. The wonder of it—the horror of it, Sura said—was that unlike the useless wrecks of Canberra’s past, these programs still worked! And via a million million circuitous threads of inheritance, many of the oldest programs still ran in the bowels of the Qeng Ho system. Take the Traders’ method of timekeeping. The frame corrections were incredibly complex—and down at the very bottom of it was a little program that ran a counter. Second by second, the Qeng Ho counted from the instant that a human had first set foot on Old Earth’s moon. But if you looked at it still more closely. . .the starting instant was actually some hundred million seconds later, the 0-second of one of Humankind’s first computer operating systems. So behind all the top-level interfaces was layer under layer of support. Some of that software had been designed for wildly different situations. Every so often, the inconsistencies caused fatal accidents. Despite the romance of spaceflight, the most common accidents were simply caused by ancient, misused programs finally getting their revenge. “We should rewrite it all,” said Pham. “It’s been done,” said Sura, not looking up. She was preparing to go off-Watch, and had spent the last four days trying to root a problem out of the coldsleep automation. “It’s been tried,” corrected Bret, just back from the freezers. “But even the top levels of fleet system code are enormous. You and a thousand of your friends would have to work for a century or so to reproduce it.” Trinli grinned evilly. “And guess what—even if you did, by the time you finished, you’d have your own set of inconsistencies. And you still wouldn’t be consistent with all the applications that might be needed now and then.” Sura gave up on her debugging for the moment. “The word for all this is ‘mature programming environment.’ Basically, when hardware performance has been pushed to its final limit, and programmers have had several centuries to code, you reach a point where there is far more signicant code than can be rationalized. The best you can do is understand the overall layering, and know how to search for the oddball tool that may come in handy—take the situation I have here.” She waved at the dependency chart she had been working on. “We are low on working fluid for the coffins. Like a million other things, there was none for sale on dear old Canberra. Well, the obvious thing is to move the coffins near the aft hull, and cool by direct radiation. We don’t have the proper equipment to support this—so lately, I’ve been doing my share of archeology. It seems that five hundred years ago, a similar thing happened after an in-system war at Torma. They hacked together a temperature maintenance package that is precisely what we need.” “Almost precisely.

All of us believe you belong here,” I’d said to the Elizabeth Garrett Anderson girls as they sat, many of them looking a little awestruck, in the Gothic old-world dining hall at Oxford, surrounded by university professors and students who’d come out for the day to mentor them. I said something similar anytime we had kids visit the White House—teens we invited from the Standing Rock Sioux Reservation; children from local schools who showed up to work in the garden; high schoolers who came for our career days and workshops in fashion, music, and poetry; even kids I only got to give a quick but emphatic hug to in a rope line. The message was always the same. You belong. You matter. I think highly of you. An economist from a British university would later put out a study that looked at the test performances of Elizabeth Garrett Anderson students, finding that their overall scores jumped significantly after I’d started connecting with them—the equivalent of moving from a C average to an A. Any credit for improvement really belonged to the girls, their teachers, and the daily work they did together, but it also affirmed the idea that kids will invest more when they feel they’re being invested in. I understood that there was power in showing children my regard.

This isn’t just your mind paying more attention—suddenly your entire body is paying attention. When this happens, it’s outside our conscious capabilities. There are no words. Our language becomes that of the river. All the features of the river speak to you and you to them through motion. There is tension, threat, there is joy and release, and overall, a deep, deep sense of flow. You are literally part of the flow of the world.

Finally, the memo said that Yahoo was full of employees who were “lacking the passion and commitment to be a part of the solution. We sit idly by while—at all levels—employees are enabled to ‘hang around.’ Where is the accountability? Moreover, our compensation systems don’t align to our overall success. Weak performers that have been around for years are rewarded. And many of our top performers aren’t adequately recognized for their efforts.

In some organizations, they can succeed if they are simply good at making presentations to the board of directors or writing strategies or plans. The tragedy is that these talents mask real deficiencies in overall management capabilities. These talented performers run for cover when grubby operating decisions must be made and often fail miserably when they are charged with earning a profit, getting things done and moving an organization forward.

Thanks largely to the attempts to integrate women into the armed forces of many modern countries, the physical differences between the sexes have been precisely measured.[296] One study found the average U.S. Army female recruit to be 12 centimeters shorter and 14.3 kilograms lighter than her male brethren. Compared to the average male recruit, females had 16.9 fewer kilograms of muscle and 2.6 more kilograms of fat, as well as 55 percent of the upper body strength and 72 percent of the lower body strength. Fat mass is inversely related to aerobic capacity and heat tolerance, hence women are also at a disadvantage when performing activities such as carrying heavy loads, working in the heat and running. Even when the samples were controlled for height, women possessed only 80 percent of the overall strength of men. Only the upper 20 percent of women could do as well physically as the lower 20 percent of men. Had the 100 strongest individuals out of a random group consisting of 100 men and 100 women been selected, 93 would be male and only seven female.[297] Yet another study showed gthat only the upper 5 percent of women are as strong as the median male.[298]

Why It Matters: Clarity Reduces Friction AWeber conducted a study to determine what kinds of email subject lines performed best. They tested 20 subject lines, sent to a list of over 45,000 subscribers and found that clear subject lines out performed catchy ones by 366 percent. Overall, maintaining clarity is a good policy for any experience, and the principle holds true for confirmation emails from the subject line, to the CTAs and everything in between. Be clear with your new subscribers (potential customers) about how you’ll communicate with them, what they’ve subscribed to and what value you hope to add with your email communications.

Project managers operate in a global environment and work on projects characterized by cultural diversity. Team members often have diverse industry experience, know multiple languages, and sometimes operate in the “team language” that may be a different language or norm than their native one. The project management team should capitalize on cultural differences, focus on developing and sustaining the project team throughout the project life cycle, and promote working together interdependently in a climate of mutual trust. Developing the project team improves the people skills, technical competencies, and overall team environment and project performance.

The beauty of theatre was that it was a moving, changing art form—only those who watch the same performance night in after night out see the real naturalistic drama at work—the small changes, adjustments, changes in articulation or intonation, the addition of a cough or hiccup, a longer pause rife with more (or less) meaning, the character’s movement across the stage a step slower, a step closer to the audience, the change of a word here and there, an overall change in mood and tone, the actors becoming (or not) the characters more fully, blending in with them, losing themselves in the lines, in the characterizations, in a drama that is simultaneously unfolding and becoming more and more verisimilitudinous as time marches on. This is the real narrative—while the character changes on stage in an instant, the play changes slowly, unnoticeably (unnoticeable to those closest to it perhaps), like the face of a man in his thirties, like his beliefs about life, his motives, all slowly as if duplicating itself day by day, filling itself and becoming more and more itself, the rehearsal of Self, the dress rehearsal of Self, the performance of Self, the extended performance of Self, the encore…—it appears to be the same show, played over and over again with the same details to different crowds, and yet something happens. Something changes. It is not the same show.

Pre- and post-World War II immigrants in the United States, especially Jewish immigrants, were actually encouraged to keep quiet about their traumas and war-related distress. If they weren't positive, they would be deemed unfit and lacking emotional regulation, ultimately threatening their place in society. Immigration assessment also emphasized positive adjustment and productivity, while ignoring the circumstances and influences, like trauma, that often led immigrants to struggle with their emotional regulation or rapid assimilation into a new culture. Immigrants were held to an extremely high standard and risked expulsion from the larger group if they did not perform or did anything to threaten the overall happiness.

In a longitudinal study of college students, freshmen were evaluated for fixed mindsets or growth mindsets and then followed across their four years of enrollment. When the students with fixed mindsets encountered academic challenges such as daunting projects or low grades, they gave up, while the students with growth mindsets responded by working harder or trying new strategies. Rather than strengthening their skills and toughening their resolve, four years of college left the students with fixed mindsets feeling less confident. The feelings they most associated with school were distress, shame, and upset. Those with growth mindsets performed better in school overall and, at graduation time, they reported feeling confident, determined, enthusiastic, inspired, and strong.

Reproductive hormones aren’t the only hormones that affect how you look and feel and think. Among the most influential are the hormones produced by your thyroid gland. Too little thyroid, and you feel like a slug. Hypothyroidism makes you feel like you just want to lie on the couch all day with a bag of chips. Everything works slower, including your heart, your bowels, and your brain. When we perform SPECT scans of people with hypothyroidism, we see decreased brain activity. Many other studies confirm that overall low brain function in hypothyroidism leads to depression, cognitive impairment, anxiety, and feelings of being in a mental fog. The thyroid gland drives the production of many neurotransmitters that run the brain, such as serotonin, dopamine, adrenaline, and noradrenaline. A

Henceforth, civilized society was divided roughly into two main classes: a majority condemned for life to hard labor, who worked not just for a sufficient living but to provide a surplus beyond their family or their immediate communal needs, and a 'noble' minority who despised manual work in any form, and whose life was devoted to the elaborate "performance of leisure," to use Thorstein Veblen's sardonic characterization. Part of the surplus went, to be just, to the support of public works that benefited all sections of the community; but far too large a share took the form of private display, luxurious material goods, and the ostentatious command of a large army of servants and retainers, concubines and mistresses. But in most societies perhaps the greatest portion of the surplus was drawn into the feeding, weaponing, and over-all operation of the military megamachine.

Conceive a world-society developed materially far beyond the wildest dreams of America. Unlimited power, derived partly from the artificial disintegration of atoms, partly from the actual annihilation of matter through the union of electrons and protons to form radiation, completely abolished the whole grotesque burden of drudgery which hitherto had seemed the inescapable price of civilization, nay of life itself. The vast economic routine of the world-community was carried on by the mere touching of appropriate buttons. Transport, mining, manufacture, and even agriculture were performed in this manner. And indeed in most cases the systematic co-ordination of these activities was itself the work of self-regulating machinery. Thus, not only was there no longer need for any human beings to spend their lives in unskilled monotonous labour, but further, much that earlier races would have regarded as highly skilled though stereotyped work, was now carried on by machinery. Only the pioneering of industry, the endless exhilarating research, invention, design and reorganization, which is incurred by an ever-changing society, still engaged the minds of men and women. And though this work was of course immense, it could not occupy the whole attention of a great world-community. Thus very much of the energy of the race was free to occupy itself with other no less difficult and exacting matters, or to seek recreation in its many admirable sports and arts. Materially every individual was a multi-millionaire, in that he had at his beck and call a great diversity of powerful mechanisms; but also he was a penniless friar, for he had no vestige of economic control over any other human being. He could fly through the upper air to the ends of the earth in an hour, or hang idle among the clouds all day long. His flying machine was no cumbersome aeroplane, but either a wingless aerial boat, or a mere suit of overalls in which he could disport himself with the freedom of a bird. Not only in the air, but in the sea also, he was free. He could stroll about the ocean bed, or gambol with the deep-sea fishes. And for habitation he could make his home, as he willed, either in a shack in the wilderness or in one of the great pylons which dwarfed the architecture even of the American age. He could possess this huge palace in loneliness and fill it with his possessions, to be automatically cared for without human service; or he could join with others and create a hive of social life. All these amenities he took for granted as the savage takes for granted the air which he breathes. And because they were as universally available as air, no one craved them in excess, and no one grudged another the use of them.

Leaders, some of whom are politicians in this book while others are soldiers, must be able to master four major tasks.2 Firstly, they need comprehensively to grasp the overall strategic situation in a conflict and craft the appropriate strategic approach – in essence, to get the big ideas right. Secondly, they must communicate those big ideas, the strategy, effectively throughout the breadth and depth of their organization and to all other stakeholders. Thirdly, they need to oversee the implementation of the big ideas, driving the execution of the campaign plan relentlessly and determinedly. Lastly, they have to determine how the big ideas need to be refined, adapted and augmented, so that they can perform the first three tasks again and again and again. The statesmen and soldiers who perform these four tasks properly are the exemplars who stand out from these pages. The witness of history demonstrates that exceptional strategic leadership is the one absolute prerequisite for success, but also that it is as rare as the black swan.

[There is] no direct relationship between IQ and economic opportunity. In the supposed interests of fairness and “social justice”, the natural relationship has been all but obliterated. Consider the first necessity of employment, filling out a job application. A generic job application does not ask for information on IQ. If such information is volunteered, this is likely to be interpreted as boastful exaggeration, narcissism, excessive entitlement, exceptionalism [...] and/or a lack of team spirit. None of these interpretations is likely to get you hired. Instead, the application contains questions about job experience and educational background, neither of which necessarily has anything to do with IQ. Universities are in business for profit; they are run like companies, seek as many paying clients as they can get, and therefore routinely accept people with lukewarm IQ’s, especially if they fill a slot in some quota system (in which case they will often be allowed to stay despite substandard performance). Regarding the quotas themselves, these may in fact turn the tables, advantaging members of groups with lower mean IQ’s than other groups [...] sometimes, people with lower IQ’s are expressly advantaged in more ways than one. These days, most decent jobs require a college education. Academia has worked relentlessly to bring this about, as it gains money and power by monopolizing the employment market across the spectrum. Because there is a glut of college-educated applicants for high-paying jobs, there is usually no need for an employer to deviate from general policy and hire an applicant with no degree. What about the civil service? While the civil service was once mostly open to people without college educations, this is no longer the case, and quotas make a very big difference in who gets hired. Back when I was in the New York job market, “minorities” (actually, worldwide majorities) were being spotted 30 (thirty) points on the civil service exam; for example, a Black person with a score as low as 70 was hired ahead of a White person with a score of 100. Obviously, any prior positive correlation between IQ and civil service employment has been reversed. Add to this the fact that many people, including employers, resent or feel threatened by intelligent people [...] and the IQ-parameterized employment function is no longer what it was once cracked up to be. If you doubt it, just look at the people running things these days. They may run a little above average, but you’d better not be expecting to find any Aristotles or Newtons among them. Intelligence has been replaced in the job market with an increasingly poor substitute, possession of a college degree, and given that education has steadily given way to indoctrination and socialization as academic priorities, it would be naive to suppose that this is not dragging down the overall efficiency of society. In short, there are presently many highly intelligent people working very “dumb” jobs, and conversely, many less intelligent people working jobs that would once have been filled by their intellectual superiors. Those sad stories about physics PhD’s flipping burgers at McDonald's are no longer so exceptional. Sorry, folks, but this is not your grandfather’s meritocracy any more.

The reason [James Clerk] Maxwell's Demon cannot exist is that it does take resources to perform an act of discrimination. We imagine computation is free, but it never is. The very act of choosing which particle is cold or hot itself becomes an energy drain and a source of waste heat. The principle is also known as "no free lunch." We do our best to implement Maxwell's Demon whenever we manipulate reality with our technologies, but we can never do so perfectly; we certainly can't get ahead of the game, which is known as entropy. All the air conditioners in a city emit heat that makes the city hotter overall. While you can implement what seems to be a Maxwell's Demon if you don't look too far or too closely, in the big picture you always lose more than you gain. Every bit in a computer is a wannabe Maxwell's Demon, separating the state of "one" from the state of "zero" for a while, at a cost. A computer on a network can also act like a wannabe demon if it tries to sort data from networked people into one or the other side of some imaginary door, while pretending there is no cost or risk involved.

My general philosophy regarding endurance contains four key points: 1. Build a great aerobic base. This essential physical and metabolic foundation helps accomplish several important tasks: it prevents injury and maintains a balanced physical body; it increases fat burning for improved stamina, weight loss, and sustained energy; and it improves overall health in the immune and hormonal systems, the intestines and liver, and throughout the body. 2. Eat well. Specific foods influence the developing aerobic system, especially the foods consumed in the course of a typical day. Overall, diet can significantly influence your body’s physical, chemical, and mental state of fitness and health. 3. Reduce stress. Training and competition, combined with other lifestyle factors, can be stressful and adversely affect performance, cause injuries, and even lead to poor nutrition because they can disrupt the normal digestion and absorption of nutrients. 4. Improve brain function. The brain and entire nervous system control virtually all athletic activity, and a healthier brain produces a better athlete. Improved brain function occurs from eating well, controlling stress, and through sensory stimulation, which includes proper training and optimal breathing.

performance during PMS: Take 250 milligrams of magnesium, 45 milligrams of zinc, 80 milligrams of aspirin (baby aspirin), and 1 gram of omega-3 fatty acids (flaxseed and fish oil) each night for the 7 days before your period starts. Pretraining: Take 5 to 7 grams of branched-chain amino acid supplement (BCAAs) to fight the lack of mojo. These amino acids cross the blood-brain barrier and decrease the estrogen-progesterone effect on central nervous system fatigue. In training: Consume a few more carbohydrates per hour. In this high-hormone phase, aim for about 0.45 gram of carbohydrate per pound of body weight (about 61 grams for a 135-pound woman) per hour. In the low-hormone phase (first 2 weeks of the cycle), you can go a bit lower—about 0.35 gram of carbohydrate per pound of body weight (about 47 grams for a 135-pound woman) per hour. (For reference: 2.2 kilograms = 1 pound.) Post-training: Recovery is critical. Progesterone is extremely catabolic (breaks muscle down) and inhibits recovery. Aim to consume 20 to 25 grams of protein within 30 minutes of finishing your session. Overall you should aim to get 0.9 to 1 gram of protein per pound per day (a 135-pound woman needs about 122 to 135 grams of protein per day; see the Roar Daily Diet Cheat Sheet for Athletes for more information). THE MARTIAL ARTIST WHO BEAT HER BLOAT It may not be nice to fool Mother Nature, but there are definitely times when you need to trick her a little.

The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.

In 1910 Leroux had his greatest literary success with Le Fantôme de l’Opéra (The Phantom of the Opera). This is both a detective story and a dark romantic melodrama and was inspired by Leroux’s passion for and obsession with the Paris Opera House. And there is no mystery as to why he found the building so fascinating because it is one of the architectural wonders of the nineteenth century. The opulent design and the fantastically luxurious furnishings added to its glory, making it the most famous and prestigious opera house in all Europe. The structure comprises seventeen floors, including five deep and vast cellars and sub cellars beneath the building. The size of the Paris Opera House is difficult to conceive. According to an article in Scribner’s Magazine in 1879, just after it first opened to the public, the Opera House contained 2,531 doors with 7,593 keys. There were nine vast reservoirs, with two tanks holding a total of 22,222 gallons of water. At the time there were fourteen furnaces used to provide the heating, and dressing-rooms for five hundred performers. There was a stable for a dozen or so horses which were used in the more ambitious productions. In essence then the Paris Opera House was like a very small magnificent city. During a visit there, Leroux heard the legend of a bizarre figure, thought by many to be a ghost, who had lived secretly in the cavernous labyrinth of the Opera cellars and who, apparently, engineered some terrible accidents within the theatre as though he bore it a tremendous grudge. These stories whetted Leroux’s journalistic appetite. Convinced that there was some truth behind these weird tales, he investigated further and acquired a series of accounts relating to the mysterious ‘ghost’. It was then that he decided to turn these titillating titbits of theatre gossip into a novel. The building is ideal for a dark, fantastic Grand Guignol scenario. It is believed that during the construction of the Opera House it became necessary to pump underground water away from the foundation pit of the building, thus creating a huge subterranean lake which inspired Leroux to use it as one of his settings, the lair, in fact, of the Phantom. With its extraordinary maze-like structure, the various stage devices primed for magical stage effects and that remarkable subterranean lake, the Opera House is not only the ideal backdrop for this romantic fantasy but it also emerges as one of the main characters of this compelling tale. In using the real Opera House as its setting, Leroux was able to enhance the overall sense of realism in his novel.

No Some Yes G. Overall Performance Objective Is the performance objective: ___ ___ ___ 1. Clear (you/others can construct an assessment to test learners)? ___ ___ ___ 2. Feasible in the learning and performance contexts (time, resources, etc)? ___ ___ ___ 3. Meaningful in relation to goal and purpose for instruction (not insignificant)? H. (Other) ___ ___ ___ 1. Your complete list of performance objectives becomes the foundation for the next phase of the design process, developing criterion-referenced test items for each objective. The required information and procedures are described in Chapter 7. Judge the completeness of given performance objectives. Read each of the following objectives and judge whether it includes conditions, behaviors, and a criterion. If any element is missing, choose the part(s) omitted. 1. Given a list of activities carried on by the early settlers of North America, understand what goods they produced, what product resources they used, and what trading they did. a. important conditions and criterion b. observable behavior and important conditions c. observable behavior and criterion d. nothing 2. Given a mimeographed list of states and capitals, match at least 35 of the 50 states with their capitals without the use of maps, charts, or lists. a. observable response b. important conditions c. criterion performance d. nothing 3. During daily business transactions with customers, know company policies for delivering friendly, courteous service. a. observable behavior b. important conditions c. criterion performance d. a and b e. a and c 4. Students will be able to play the piano. a. important conditions b. important conditions and criterion performance c. observable behavior and criterion performance d. nothing 5. Given daily access to music in the office, choose to listen to classical music at least half the time. a. important conditions b. observable behavior c. criterion performance d. nothing Convert instructional goals and subordinate skills into terminal and subordinate objectives. It is important to remember that objectives are derived from the instructional goal and subordinate skills analyses. The following instructional goal and subordinate skills were taken from the writing composition goal in Appendix E. Demonstrate conversion of the goal and subordinate skills in the goal analysis by doing the following: 6. Create a terminal objective from the instructional goal: In written composition, (1) use a variety of sentence types and accompanying punctuation based on the purpose and mood of the sentence, and (2) use a variety of sentence types and accompanying punctuation based on the complexity or structure of the sentence. 7. Write performance objectives for the following subordinate skills: 5.6 State the purpose of a declarative sentence: to convey information 5.7 Classify a complete sentence as a declarative sentence 5.11 Write declarative sentences with correct closing punctuation. Evaluate performance objectives. Use the rubric as an aid to developing and evaluating your own objectives. 8. Indicate your perceptions of the quality of your objectives by inserting the number of the objective in either the Yes or No column of the checklist to reflect your judgment. Examine those objectives receiving No ratings and plan ways the objectives should be revised. Based on your analysis, revise your objectives to correct ambiguities and omissions. P

competition takes place on discrete interventions rather than the full cycle of care where value is determined. Value can only be measured over the care cycle, not for an individual procedure, service, office visit, or test. Yet care is structured around medical specialties and discrete services, not the integrated care of medical conditions. Physicians act as free agents, performing their specialty and billing separately. Navigating the care cycle is challenging. Nobody takes an overall care-cycle perspective, including steps to avoid the need for interventions (prevention) and ongoing management of medical conditions to forestall recurrence (disease management).

Google has also benefitted from being at the inflection point of software moving from massive client-side binaries with multi-year release cycles to cloud-based services that are released every few weeks, days, or hours.1 This confluence of happy circumstances has endowed us with some similarities to the utopian software development process. Google SWEs are feature developers, responsible for building components that ship to customers. They write feature code and unit test code for those features. Google SETs are test developers, responsible for assisting SWEs with the unit test portion of their work and also in writing larger test frameworks to assist SWEs in writing small and medium tests to assess broader quality concerns. Google TEs are user developers, responsible for taking the users’ perspectives in all things that have to do with quality. From a development perspective, they create automation for user scenarios and from a product perspective, they assess the overall coverage and effectiveness of the ensemble of testing activity performed by the other engineering roles. It is not utopia, but it is our best attempt at achieving it in a practical way where real-world concerns have a way of disrupting best intentions in the most unforeseen and unforgiving way.

Our research and extensive interviews with executives and senior practitioners in the digital transformation process revealed that digital leaders think differently about high performance. In successful digital organizations, pushing the performance envelope, rewarding high performance, and learning how to invest in “optimal” mindsets are all critical parts needed to drive and sustain digital changes. “Overall, starting with a feeling of optimism promotes hope and overrides any other sentiments in your work. What would happen if all your employees felt different about coming to work? There would be a different buzz about the building. There would be a different outlook that would help people look forward to what’s next and what’s coming up. This optimism and hope creates an environment that inspires people to seek out their best and find levels of performance that maybe before they never thought were attainable. Starting with this whole new and different chemistry, any workplace is far better suited to achieve its goals and be its best, even in times of difficulty or adversity.” —Pete Carroll, head coach, the Super Bowl Champion Seattle Seahawks

We have used the same model for analyzing the off spinners, the left-arm spinners and the fast bowlers too but it is only in this chapter that we will burden the readers with the details and logic of our model building. Our premise is that every aspect of bowling performance—wickets, strike rate (SR), bowling average, five wickets in an innings, 10 wickets in a match and the wickets taken in away matches—has a bearing on determining the overall value or effectiveness of the bowler. In order to arrive at a composite overall effectiveness index, we used the SR, bowling average, five wickets in an innings, 10 wickets in a match and the proportion of wickets taken away from home to create a relative index and converted each bowler’s performance in each of these factors into his individual index score. To calculate the index for a particular parameter, let us demonstrate with the example of Warne’s index for SR. His SR is 57.4. The cumulative SR of 38 players in our list is 2760.7 and so Warne’s SR Index is 57.4/2760.7 expressed as a percentage which is 2.7. A similar index for each parameter is calculated for each of the players. The aggregate of the index for the five parameters—SR, bowling average, five wickets/innings, 10 wickets/match and proportion of away wickets—of each player provides us a score for each bowler. And as you would have noted from the way we calculated the SR Index, the lower this score the better is the bowler’s rating; thus the one with the lowest score is best in class and the ranks would progressively go down as the individual index scores went up. Let us call this aggregated score as “Bowler Index Score.” But this “Bowler Index Score” does not recognize or give weightage to the number of wickets that a bowler had taken. The number of wickets reflects a bowler’s longevity at the highest level of the game. Since 38 bowlers in our list range from an extreme high of 708 wickets to an extreme low of 40 wickets, we decided to convert the wickets to their logarithmic value. (Log W for 100 wickets has a value of 2.0, for 200 wickets would have a value of 2.3 and for 400 would be 2.6 and so on.) In order to retain consistency in the convention of lowest figures indicating highest degree of effectiveness, we created an overall Effectiveness Index by dividing the Bowler Index Score by the Log value of the wickets taken. Thus, Effectiveness Index = Bowler Index Score/Log W.

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Hopfield proposed an equation for the overall "state" of the lattice of connected neurons, analogous to the overall energy in an array of interacting iron particles. The same mathematics that governs the Ising model also governs the Hopfield model: two neurons that both either fire, or do not fire, increase the state of connectedness, while neurons performing opposing actions decrease the state of connectedness.

ECHOCARDIOGRAM (Echo) This test uses an ultrasound device to create a picture of the entire heart. The test evaluates how well the chambers of the heart are pumping and contracting and measures the size of the four chambers of the heart. It shows if the heart is normal sized or enlarged. It also measures the thickness of the heart muscle, which aids in the detection of high blood pressure. An electrocardiogram allows the doctor to take a look at all four valves of the heart. The heart’s valves can be damaged because of rheumatic fever or may show degenerative changes due to aging. These changes can lead to heart murmurs which cause the heart to work harder to pump the same amount of blood. This is one of the best tests doctors have to evaluate the heart at rest. It reveals the “ejection factor”, which is the amount of blood the heart moves with each beat. This should be 55% or more and underlying heart disease often shows up in a lower ejection factor. People with an ejection factor of 35% to 55% can lead a normal life with the help of medication. Below 35%, there is a risk of sudden death and a defibrillator should be installed surgically. A doctor may perform an echocardiogram to Assess the overall function of your heart Discover the presence of many types of heart disease Follow the progress of heart valve disease over time Evaluate the effectiveness of medical or surgical treatments

After a single FMT an astounding 81 percent of these recurrent infections were cured, compared to the 31 percent cure rate in the group that tried another round of antibiotics alone. A second FMT was performed on the remaining 19 percent of nonresponders and the overall cure rate climbed to 94 percent. This cure rate was so high that the researchers felt it was unethical to continue the study and abruptly terminated it and offered FMTs to all the participants.

What’s the evidence that wearing these things will help me recover? The studies on compression clothing are mixed. Shona Halson, the Australian recovery expert, said that “overall, if you look at the majority of studies to date, there seem to be small positive effects from compression garments for both performance and recovery.” A 2013 meta-analysis found that compression clothing moderately reduced delayed-onset muscle soreness, as well as aiding the recovery of muscle function after exercise.9 A 2017 review found similar small benefits.10 Morgan said that there’s a psychological component at play here too. Some people really like the way compression garments feel. During exercise, they can reduce vibration in the muscle, and afterward they can make muscles feel that they’re getting a hug.

None of us is shackled to our past or environment. We have tremendous personal control over the factors that improve our lives and performance. I share this because too many people think they can’t win without the ideal peer group. So before I tell you to improve your peer group, don’t for one second think you can’t improve your life on your own. Social support just makes personal development and overall life success easier, faster, and more enjoyable. For all these reasons, high performers spend more time with positive people than with negative people. They are more strategic and consistent in seeking to work with others at or above their level of competence, experience, or overall success.

Imagine a world where product owners, Development, QA, IT Operations, and Infosec work together, not only to help each other, but also to ensure that the overall organization succeeds. By working toward a common goal, they enable the fast flow of planned work into production (e.g., performing tens, hundreds, or even thousands of code deploys per day), while achieving world-class stability, reliability, availability, and security.

The Atwater-Kent Hour set the standard for early concert music. Sponsored by a well-known radio manufacturer, Atwater-Kent featured stars of the Metropolitan Opera, backed by a large symphony orchestra. The obstacles to producing such a show in radio’s earliest days were political, economic, and personal. Stations were proliferating, and there was no real consensus as to how the airwaves should be used. The idea of commercial radio had many critics; others, pointing to the overall excellence of the Atwater-Kent, Eveready, and Palmolive hours, believed that only American capitalism could overcome the dreadful mediocrity that most stations offered. Major talent from the musical stage was needed, but many name performers found the prospect of entertaining for a cigar manufacturer or an oil company reprehensible. Politicians were deeply divided on the questions of regulations and constraints.

Don’t just play the number game, but connect the contextual dots and focus on the overall

However, there are major problems with constantly trying to get things done and focusing on the next thing: doing so ironically prevents you from being as successful as you want to be and wreaks havoc on body and mind. Many studies13 show that the workaholic or successaholic chase can be detrimental on a number of levels:         •  Health. It is linked to lower levels of physical and psychological health. In particular, it is associated with burnout, emotional exhaustion, cynicism, and depersonalization (a disturbing sense of dissociation from yourself that accompanies prolonged stress or trauma). It is also linked to lower overall life satisfaction.14         •  Work. It can—counterintuitively perhaps—damage productivity and performance. It has been linked to lower job satisfaction and increased job stress, which reduce productivity15 by, for example, reducing attention span.16 This should come as no surprise. If you are continuously focused on the next thing you need to accomplish, only part of your attention is directed toward your present activity.

In a section titled “Performance Factors,” Clint had been asked to indicate areas in which I’d exhibited significant strengths, as well as any areas needing development. There were only two areas in which he felt I needed development—organization (probably because he’d ridden in my car) and working more closely with third parties—but he had indicated six major strengths. The first three were creativity, achievement of objectives, and quality of work. No surprises there. The next three strengths—adaptability, communication, and autonomy—seemed a bit ironic. I scrolled down and saw my overall score: Very Good. By definition, this score meant that I had “exceeded objectives in several areas and required only occasional supervision.” I didn’t appreciate the real irony of Clint’s assessment until I looked at my stakeholder map and considered how I might have scored had Kristen conducted a similar evaluation at home. What score would I have received for adaptability? The review form defined this as “being open to change with new circumstances.” Going with the flow. We had just begun to work on my openness to change at home, and I was still learning how to adjust to this new mind-set. Meanwhile, at work, I presented myself as nothing if not adaptable. “Sure, I’ll take a new position on the marketing team.” “Of course I can stay until midnight tonight. Whatever it takes.” “Certainly, Clint, I’ll travel to customers every week. Anything else?” At home, Kristen asked me to help fold laundry and my head almost exploded. I guessed that I would receive Needs Development for that one. How about autonomy and initiative? Clint seemed to think that I was bursting with it, but Kristen would have offered a different opinion. “Initiative? Please. How is me having to remind you to turn off the television and play with the kids initiative? I’ll put you down for a Needs Development,” I imagined her saying. Achievement of objectives would have gotten me a high mark with Kristen, until I scrolled down farther and read the definition, which included the phrase “gets things done efficiently and in a timely manner.” I thought of the Christmas decorations drooping from our eaves. I thought of the countless times Kristen and I had been late for an engagement and she’d found me standing in my boxers in front of the mirror making faces.

The right set of unique digital capabilities directly decides the overall organization’s competency and growth potential, to build high-effective, high-responsive, high-intelligent and high mature digital organization.

You should always leverage performance and potential, look at the overall success of the company for the long run.

A loving master performs amorously for his treasures submissive, going beyond proper for sanity to sanctify them both, and that becomes their internal and external healing, which becomes overall spice (their flavor & romance) of Loveology.

Don’t just play the number game, but connect the contextual dots and focus on the overall business objectives.

The overall organizational health needs to be measured via employee engagement, culture readiness, business agility, and customer-centricity, etc.

In his 2004 book The Paradox of Choice: Why More Is Less, psychologist Barry Schwartz makes the case that when one is given more choice, it can easily overwhelm and lower overall performance: As the number of available choices increases, as it has in our consumer culture, the autonomy, control, and liberation this variety brings are powerful and positive. But as the number of choices keeps growing, negative aspects of having a multitude of options begin to appear. As the number of choices grows further, the negatives escalate until we become overloaded. At this point, choice no longer liberates, but debilitates.

No one finds God in mere pious thoughts or religion, either. That is, we will not find God in the mere performance of religious duties, whether the fourfold or sevenfold path to Nirvana, a life of meditation, the “religion” of drugs, or even the ceremonial aspects of Christianity. God has written no overall human efforts to be religious in order that He might write a yes over all who abandon religion and turn to Him in Christ. Religion is your seeking after a god in your own image. Christianity is God’s seeking you and moving to redeem you by the death of His Son.

the team must break down silos, depend on each other and understand who depends on them. If they forsake this principle and operate independently or work against each other, the results can be catastrophic to the overall team’s performance.

The separation of thought and action in our society." We are living in a time when systematically — though without our wanting it so — action and thought are being separated. In our society, he who thinks can no longer act for himself; he must act through the agency of others, and in many cases he cannot act at all. He who acts cannot first think out his action, either because of lack of time and the burden of his personal problems, or because society's plan demands that he translate others' thoughts into action. And we see the same division within the individual himself. For he can use his mind only outside the area of his job — in order to find himself, to use his leisure to better himself, to discover what best suits hint, and thus to individualize himself, whereas in the context of his work he yield* to the common necessity, the common method, the need to incorporate his own work into the overall plan. Escape into dreams is suggested to him white he performs wholly mechanized actions.

THE “AWARENESS” SHIELD FEAT. According to the Bible, Joseph obtained enormous prestige in Egypt, when he was able to divine the dreams of the pharaoh, As Joseph earned that feat with a great social prestige, in different traditions the "awareness" of the future, or an inaccessible present, always proved a merit that produces social honor. Weber (1922) considers the prophets, along with the priests and magicians, as examples of charismatic leaders, and this is because "predict " or " perceive" the future has been, in different traditions, a strong feat that has given pride and social prestige those who perform. It postulates a "shield feat of awareness" that is intended to offset the impact on the pride of some future anti-feat. When the firepower that a possible future anti-feat has about pride and social prestige is too high and becomes unbearable, the person can go into that future equipped with a shield feat that will compensate. From that strategy, thinking badly of the future is a way of ensuring the "consolation prize" of having the merit of "prediction”. According to Steele (1988 ), when a person experiences a negative assessment of himself in a particular field, they can initiate a process of self-affirmation activating positive beliefs in another area, thus achieving a positive overall assessment of itself. The pessimistic shield feat "awareness of future failure”, would be a merit that safeguards to offset the impact of that failure on self- concept , an achievement an overall assessment that is not so negative.

Essentially, the benefits of kettlebell training can be summed up in these statements: Improvement in functional strength and mobility Utilization of full-body movement and multidirectional forces Ability to achieve maximum heart rate and VO2max for improved metabolism and cardio health Protection of joints through low-impact and ballistic movements Maximization of core strength Creation of lean body mass – no bulking up Constant engagement of core and stabilizer muscles for better posture and relief of back pain Reduction in the risk of osteoarthritis in women Elevation of stress-relieving hormones and overall energy level Challenging workouts that can be changed easily to retain interest and keep you engaged Inexpensive and can be performed anywhere

is the strength of the songwriting. Dark Side contained strong, powerful songs. The overall idea that linked those songs together – the pressures of modern life – found a universal response, and continues to capture people’s imagination. The lyrics had depth, and had a resonance people could easily relate to, and were clear and simple enough for non-native-English speakers to understand, which must have been a factor in its international success. And the musical quality spearheaded by David’s guitar and voice and Rick’s keyboards established a fundamental Pink Floyd sound. We were comfortable with the music, which had had time to mature and gestate, and evolve through live performances – later on we had to stop previewing work live as the quality of the recording equipment being smuggled into gigs reached near-studio standards. The additional singers and Dick Parry’s sax gave the whole record an extra commercial sheen. In addition, the sonic quality of the album was state of the art – courtesy of the skills of Alan Parsons and Chris Thomas. This is particularly important, because at the time the album came out, hi-fi stereo equipment had only recently become a mainstream consumer item, an essential fashion accessory for the 1970s home. As a result, record buyers were particularly aware of the effects of stereo and able to appreciate any album that made the most of its possibilities. Dark Side had the good fortune to become one of the definitive test records that people could use to show off the quality of their hi-fi system. The packaging for the album by Storm and Po at Hipgnosis was clean, simple, and immediately striking, with a memorable icon in the shape of the prism.

Check into Whatever Task You’re about to Perform: Before you begin a hard day at work, a workout, or even have a family dinner with the in-laws, check in. Ask yourself why you’re doing what you’re doing. Are you working hard to take care of your family? Checking in will help you be more aware of your emotions and can make even the most challenging or mundane things more fulfilling. I am about to ________________________________. I am going to do this because ___________________________________. For example, I would write, “I am about to go to the gym. I going to the gym because I feel amazing afterwards. The hour or so of work in the gym makes the rest of my life feel amazing. I have more energy, vitality, and an overall sense of wellbeing.” If I were about to do something unpleasant, such as visit family who hold different beliefs, I may say, “I am going to visit my family. They are kind-hearted people who have always been there for me. Whatever annoyances I face are small in comparison to the largeness of their hearts.

We must consider the way that neo-subjects, far from being left to their own devices, are governed in the performance/pleasure apparatus. To perceive nothing but unhindered enjoyment in present social conditions, identified sometimes with the 'internalization of market values' and sometimes with the unlimited expansion of democracy', is to forget the dark side of neo-liberal normativity: the increasingly heavy surveillance of public and private space; the increasingly precise traceability of individuals' movements in networks; the increasingly punctilious and petty evaluation of individuals activity; the increasingly significant impact of fused information and advertising systems; and, perhaps above all, the increasingly insidious forms of self-control by subjects themselves. In short, it is to forget the overall character of the government of neo-subjects which, in and through the diversity of its vectors, combines the obscene display of pleasure, the entrepreneurial injunction of performance, and the cross-linkage of generalized surveillance.

One thing that stock investing has in common with real estate is that location is very important. In this case, however, we’re referring to where in the stock market your money is located. Being in the right sectors and industry groups can enhance your overall performance. Being in the wrong ones can hurt it.

It is comforting to be in a business where some mistakes can be made and yet a quite satisfactory overall performance can be achieved. In a sense, this is the opposite case from our textile business where even very good management probably can average only modest results. One of the lessons your management has learned—and, unfortunately, sometimes re-learned—is the importance of being in businesses where tailwinds prevail rather than headwinds.

Not only did this gain Sharpe his PhD, but it eventually evolved into a seminal paper on what he called the “capital asset pricing model” (CAPM), a formula that investors could use to calculate the value of financial securities. The broader, groundbreaking implication of CAPM was introducing the concept of risk-adjusted returns—one had to measure the performance of a stock or a fund manager versus the volatility of its returns—and indicated that the best overall investment for most investors is the entire market, as it reflects the optimal tradeoff between risks and returns.

I woke up every morning at six to study—because it was easier to focus in the mornings, before I was worn out from scrapping. Although I was still fearful of God’s wrath, I reasoned with myself that my passing the ACT was so unlikely, it would take an act of God. And if God acted, then surely my going to school was His will. The ACT was composed of four sections: math, English, science and reading. My math skills were improving but they were not strong. While I could answer most of the questions on the practice exam, I was slow, needing double or triple the allotted time. I lacked even a basic knowledge of grammar, though I was learning, beginning with nouns and moving on to prepositions and gerunds. Science was a mystery, perhaps because the only science book I’d ever read had had detachable pages for coloring. Of the four sections, reading was the only one about which I felt confident. BYU was a competitive school. I’d need a high score—a twenty-seven at least, which meant the top fifteen percent of my cohort. I was sixteen, had never taken an exam, and had only recently undertaken anything like a systematic education; still I registered for the test. It felt like throwing dice, like the roll was out of my hands. God would score the toss. I didn’t sleep the night before. My brain conjured so many scenes of disaster, it burned as if with a fever. At five I got out of bed, ate breakfast, and drove the forty miles to Utah State University. I was led into a white classroom with thirty other students, who took their seats and placed their pencils on their desks. A middle-aged woman handed out tests and strange pink sheets I’d never seen before. “Excuse me,” I said when she gave me mine. “What is this?” “It’s a bubble sheet. To mark your answers.” “How does it work?” I said. “It’s the same as any other bubble sheet.” She began to move away from me, visibly irritated, as if I were playing a prank. “I’ve never used one before.” She appraised me for a moment. “Fill in the bubble of the correct answer,” she said. “Blacken it completely. Understand?” The test began. I’d never sat at a desk for four hours in a room full of people. The noise was unbelievable, yet I seemed to be the only person who heard it, who couldn’t divert her attention from the rustle of turning pages and the scratch of pencils on paper. When it was over I suspected that I’d failed the math, and I was positive that I’d failed the science. My answers for the science portion couldn’t even be called guesses. They were random, just patterns of dots on that strange pink sheet. I drove home. I felt stupid, but more than stupid I felt ridiculous. Now that I’d seen the other students—watched them march into the classroom in neat rows, claim their seats and calmly fill in their answers, as if they were performing a practiced routine—it seemed absurd that I had thought I could score in the top fifteen percent. That was their world. I stepped into overalls and returned to mine.

Every employee has some talent. When we’d been 120 people, we had some employees who were extremely talented and others who were mildly talented. Overall we had a fair amount of talent dispersed across the workforce. After the layoffs, with only the most talented eighty people, we had a smaller amount of talent overall, but the amount of talent per employee was greater. Our talent “density” had increased. We learned that a company with really dense talent is a company everyone wants to work for. High performers especially thrive in environments where the overall talent density is high.

OP2 aligns each group with the goals of the company. Everybody knows their overall objectives, including targets for revenue, cost, and performance. The metrics are agreed upon and will be supplied as part of every team’s deliverables. OP2 makes it crystal clear what each group has committed to do, how they intend to achieve those goals, and what resources they need to get the work done. Some variances are inevitable, but any change to OP2 requires formal S-Team approval.

Pro-risk, aggressive investors, for example, should be expected to make more than the index in good times and lose more in bad times. This is where beta comes in. By the word beta, theory means relative volatility, or the relative responsiveness of the portfolio return to the market return. A portfolio with a beta above 1 is expected to be more volatile than the reference market, and a beta below 1 means it’ll be less volatile. Multiply the market return by the beta and you’ll get the return that a given portfolio should be expected to achieve, omitting nonsystematic sources of risk. If the market is up 15 percent, a portfolio with a beta of 1.2 should return 18 percent (plus or minus alpha). Theory looks at this information and says the increased return is explained by the increase in beta, or systematic risk. It also says returns don’t increase to compensate for risk other than systematic risk. Why don’t they? According to theory, the risk that markets compensate for is the risk that is intrinsic and inescapable in investing: systematic or “non-diversifiable” risk. The rest of risk comes from decisions to hold individual stocks: non-systematic risk. Since that risk can be eliminated by diversifying, why should investors be compensated with additional return for bearing it? According to theory, then, the formula for explaining portfolio performance (y) is as follows: y = α + βx Here α is the symbol for alpha, β stands for beta, and x is the return of the market. The market-related return of the portfolio is equal to its beta times the market return, and alpha (skill-related return) is added to arrive at the total return (of course, theory says there’s no such thing as alpha). Although I dismiss the identity between risk and volatility, I insist on considering a portfolio’s return in the light of its overall riskiness, as discussed earlier. A manager who earned 18 percent with a risky portfolio isn’t necessarily superior to one who earned 15 percent with a lower-risk portfolio. Risk-adjusted return holds the key, even though—since risk other than volatility can’t be quantified—I feel it is best assessed judgmentally, not calculated scientifically.

The first time I heard Robert Anda present the results of the ACE study, he could not hold back his tears. In his career at the CDC he had previously worked in several major risk areas, including tobacco research and cardiovascular health. But when the ACE study data started to appear on his computer screen, he realized that they had stumbled upon the gravest and most costly public health issue in the United States: child abuse. He had calculated that its overall costs exceeded those of cancer or heart disease and that eradicating child abuse in America would reduce the overall rate of depression by more than half, alcoholism by two-thirds, and suicide, IV drug use, and domestic violence by three-quarters. It would also have a dramatic effect on workplace performance and vastly decrease the need for incarceration.

Sheep and Goats One way of independently checking the results suggested by the hypnosis studies is to examine another form of suggestion, one that is in some ways stronger than conventional hypnotic induction. These are the subtle suggestions induced in us by our culture, our personal experiences, and the beliefs we learned from parents and schools. Together, culture, experience, and beliefs are potent shapers of our sense of reality. They are, in effect, hidden persuaders, powerful reinforcers of our sense of what is real. Our deep beliefs determine what we view as logically reasonable and what we consider to be morally and ethically self-evident. As we’ll explore in more detail in chapter 14, the hidden “hypnosis” of belief actually determines to a greater degree than is commonly known what we can consciously perceive. The hypnosis experiments showed that a slight tweaking of these beliefs resulted in a different performance. Thus, we would expect that people who accept the existence of ESP—for reasons of culture, experience, or belief—will score higher, on average, than people who do not. This turns out to be one of the most consistent experimental effects in psi research. It was whimsically dubbed the “sheep-goat” effect by psychologist Gertrude Schmeidler, who in 1943 proposed that one reason that confirmed skeptics do not report psi experiences is because they subconsciously avoid them.37 People who do report such experiences Schmeidler called the “sheep,” and the skeptics she called the “goats.” These studies typically had people fill in a questionnaire asking about their degree of belief in ESP and about any psi experiences they may have had. On the basis of their responses, participants were classified as either sheep or goats. All participants then took a standardized psi test, like an ESP card test, after which the results of the sheep and goats were compared. The idea was that the performance of the sheep would be significantly better than that of the goats. In 1993, psychologist Tony Lawrence from the University of Edinburgh, Scotland, reported a meta-analysis of all sheep-goat forced-choice experiments conducted between 1943 and 1993. Lawrence found seventy-three published reports by thirty-seven different investigators, involving more than 685,000 guesses produced by forty-five hundred participants. The overall results were strongly in favor of the sheep-goat effect, with believers performing better than disbelievers with odds greater than a trillion to one.

Princeton University mathematician York Dobyns found that the seven years of new PEAR RNG results closely replicated the preceding three decades of RNG studies reviewed in the meta-analysis.37 That is, our 1989 prediction had been validated. Because the massive PEAR database provides an exceptionally strong confirmation that mind-matter interactions really do exist, we can confidently use it to study some of the factors influencing these effects. Psychologist Roger Nelson and his colleagues found that the main RNG effect for the full PEAR database of 1,262 independent experiments, generated by 108 people, was associated with odds against chance of four thou sand to one.38 He also found that there were no “star” performers—this means that the overall effect reflected an accumulation of small effects from each person rather than a few outstanding results from “special people.” This finding confirms the expectation that mind-matter interaction effects observed in the hundreds of studies collected in the 1989 RNG meta-analysis were part of a widespread ability distributed throughout the population, and were not due to a few psychic “superstars” or a few odd experiments. Further analysis of the PEAR data showed that the results in individual trials were best interpreted as small changes in the probabilities of individual random events rather than as a few instances of wildly large effects. This means that the results cannot be explained by unexpected glitches in the RNG devices, or by strange circumstances in the lab (like a circuit breakdown). Rather, the effects were small but consistent across individual trials, and across different people.39 If we accept that one person can affect the behavior of an RNG, another question naturally arises: would two people together produce a larger effect? The PEAR database included some experiments where cooperating pairs used the same mental intention on the same RNG. Analysis of these data found that, on average, the effects were indeed larger for pairs than for individuals working alone. However, two people didn’t automatically get results that were twice as large as one person’s results. Instead, the composition of the pairs was important in determining the outcome. Same-sex pairs, whether men or women, tended to achieve null or slightly negative outcomes, whereas opposite-sex pairs produced an effect that was approximately twice that of individuals. Moreover, when the pair was a “bonded” couple, such as spouses or close family members, the effect size was more than four times that of individuals.

Princeton University mathematician York Dobyns found that the seven years of new PEAR RNG results closely replicated the preceding three decades of RNG studies reviewed in the meta-analysis.37 That is, our 1989 prediction had been validated. Because the massive PEAR database provides an exceptionally strong confirmation that mind-matter interactions really do exist, we can confidently use it to study some of the factors influencing these effects. Psychologist Roger Nelson and his colleagues found that the main RNG effect for the full PEAR database of 1,262 independent experiments, generated by 108 people, was associated with odds against chance of four thou sand to one.38 He also found that there were no “star” performers—this means that the overall effect reflected an accumulation of small effects from each person rather than a few outstanding results from “special people.” This finding confirms the expectation that mind-matter interaction effects observed in the hundreds of studies collected in the 1989 RNG meta-analysis were part of a widespread ability distributed throughout the population, and were not due to a few psychic “superstars” or a few odd experiments. Further analysis of the PEAR data showed that the results in individual trials were best interpreted as small changes in the probabilities of individual random events rather than as a few instances of wildly large effects. This means that the results cannot be explained by unexpected glitches in the RNG devices, or by strange circumstances in the lab (like a circuit breakdown). Rather, the effects were small but consistent across individual trials, and across different people.39 If we accept that one person can affect the behavior of an RNG, another question naturally arises: would two people together produce a larger effect? The PEAR database included some experiments where cooperating pairs used the same mental intention on the same RNG. Analysis of these data found that, on average, the effects were indeed larger for pairs than for individuals working alone. However, two people didn’t automatically get results that were twice as large as one person’s results. Instead, the composition of the pairs was important in determining the outcome. Same-sex pairs, whether men or women, tended to achieve null or slightly negative outcomes, whereas opposite-sex pairs produced an effect that was approximately twice that of individuals. Moreover, when the pair was a “bonded” couple, such as spouses or close family members, the effect size was more than four times that of individuals. There were also some gender differences. PEAR lab psychologist Brenda Dunne found that women tended to volunteer more time to the experiments, and thus they accumulated about two-thirds of the full database, compared with one-third for men. On the other hand, their effects were smaller on average than those of men, with odds of the difference being due to chance at eight hundred to one.

The star performer himself didn't achieve his excellence by trying to behave in a certain way only during the game. Instead, he chose an overall life of preparation of mind and body, pouring all his energies into that total preparation, to provide a foundation in the body's automatic responses and strength for his conscious efforts during the game. Those exquisite responses we see, the amazing timing and strength such an athlete displays, aren't produced and maintained by the short hours of the game itself. They are available to the athlete for those short and all-important hours because of a daily regimen no one sees.

Suppose company A earns a 15 percent return against a national benchmark of 13 percent and an industry benchmark of 10 percent. The analysis of industry structure will explain why the industry overall is 3 points below the national average. But A’s superior performance—it exceeds its industry by 5 points—indicates that it has a competitive advantage. So in this case, A does not have a strategy problem. On the other hand, it does have to deal with a challenging industry structure.

When I started at Netflix, Jack explained to me that I should consider I’d been handed a stack of chips. I could place them on whatever bets I believed in. I’d need to work hard and think carefully to ensure I made the best bets I could, and he’d show me how. Some bets would fail, and some would succeed. My performance would ultimately be judged, not on whether any individual bet failed, but on my overall ability to use those chips to move the business forward. Jack made it clear that at Netflix you don’t lose your job because you make a bet that doesn’t work out. Instead you lose your job for not using your chips to make big things happen or for showing consistently poor judgment over time.

When put through stressful situations, if we use self-distanced inner dialogue, it not only helps decrease anxiety, shame, and rumination, but also leads to better overall performance.

study of over two hundred men and women found that when athletes trained in an autonomy-supportive environment, there was a correlation with the satisfaction of their basic psychological needs for well-being. Controlling environments were associated with thwarting an individual’s basic needs and with lower overall satisfaction. Furthermore, they found that those in a supportive environment tended to have higher levels of mental toughness and better performances.

In offering to use his own pilots, Waldron was almost surely insinuating that the fighter pilots were afraid to mix it up with the Zeroes, and at least a touch of this fear is around the edges of the overall fighter performance that morning.

Visulon Inc.'s merchandising planning software offers a comprehensive suite of features, enabling retailers to effectively manage their inventory, allocate shelf space, and monitor sales performance. By leveraging powerful analytics and intuitive design tools, retailers can make data-driven decisions and customize their displays to drive sales and enhance the overall shopping experience.

While those eating plant-based diets appear to enjoy lower risk of cardiovascular disease and longer lives,3719 those eating low-carb diets suffer significantly higher rates of cardiovascular disease and shorter lives—a 22 percent increase in overall mortality risk.3720 So, the side effects of low-carb ketogenic diets may not only include, as a recent review recited, “chronic fatigue, nausea, headaches, hair loss, reduced tolerance to alcohol, reduced physical performance, heart palpitations, leg cramps, dry mouth, bad taste, bad breath, gout, or constipation,”3721 but premature death as well.3722

The first hour of the prayer session consists of the group of faithful men and women on their knees beating their chests and crying out to god for forgiveness. I look at them intently. Some of them seem for real but overall it's super performative. I do not pray to god for forgiveness, because I believe I have nothing to apologize for and he might have to explain a couple of things to me, so I just sit there, moping, angry, but still trying to radiate positive vibes because I'm not going to be the person who is ruining faithful migrants' experience of community. I respect the role of god in the lives of people who suffer but basically only in the lives of people who suffer.

However, inspired by the fund, WFIA in November 1973 launched a simpler fund open to all the bank’s institutional clients—seeded with $5 million from Wells Fargo’s own pension fund and an equal amount from Illinois Bell’s retirement system—that would simply seek to mimic the performance of the S&P 500.* At the time, this accounted for about two-thirds of the entire US stock market anyway,20 and the index was “capitalization-weighted”—in other words, the weighting of each company was according to its overall stock market value, and the fund would just have to buy an equal number of shares in each company. By 1976, Samsonite folded the money in its original vehicle into WFIA’s S&P 500 index fund.

Metro Pillar – 211, 22, NDV Towers, First Floor, Kanakapura Rd, above Dry Fruit Shop, Raghuvanahalli, Bengaluru, Karnataka 560062 Contact Us +91 8618292628 Is Elite Orthocare Robotic Knee Replacement Better Than Conventional Surgery? Elite Orthocare's Robotic Total Knee Replacement, led by Dr. Abhinandan Punit, offers superior accuracy in implant positioning, resulting in better patient outcomes, reduced pain, faster recovery, and overall improved results. Robotic knee replacement at Elite Orthocare is among the most innovative technologies in orthopedic surgery. With thousands of robotic knee replacements performed worldwide, this advanced technology continues to set new standards in joint replacement. But you might ask: Does robotic knee replacement surgery in Bangalore really offer significant advantages over conventional surgery? Over 250 peer-reviewed studies highlight the enhanced clinical outcomes and patient benefits of robotic knee replacements compared to traditional manual methods. Here are the major differences between manual knee replacement and Elite Orthocare’s robotic knee replacement: Stage Manual Total Knee Replacement Elite Orthocare’s Robotic Knee Replacement Pre-surgery - Simple X-ray planning - CT scan-based planning for improved precision Surgery - Positioning with traditional tools - Robotic-assisted precise alignment - Larger incision needed - Smaller incision, less tissue damage - Standard ligament release - Minimal ligament release, reducing pain Post-Surgery Benefits of Elite Orthocare’s Robotic Knee Replacement: • Less pain • Faster recovery • Quicker return to mobility • Enhanced overall outcomes Understanding the Benefits of Elite Orthocare’s Robotic Knee Replacement: Accuracy: The robotic system used at Elite Orthocare ensures precise implant positioning and knee alignment. Studies show that robotic-assisted knee replacements are far more accurate than manual methods, ensuring better long-term results. For instance, one study revealed that robotic procedures were 47% more accurate in tibial component alignment and 36% more accurate in femoral component rotation compared to manual surgery. Outcomes: Patients undergoing robotic knee replacement with Dr. Abhinandan Punit report better functional outcomes, less post-operative pain, and higher satisfaction rates. Clinical studies show patients experience faster improvements in mobility and higher overall satisfaction compared to manual knee replacements. Why Choose Dr. Abhinandan Punit at Elite Orthocare? Dr. Abhinandan Punit, founder of Elite Orthocare, is an expert in robotic knee replacement surgery. With a wealth of experience and a dedication to providing top-notch care, Dr. Punit ensures the best outcomes for all his patients. If you're considering robotic knee replacement surgery in Bangalore or want to explore its benefits, book a consultation with Dr. Abhinandan Punit at Elite Orthocare today!