Particular Set Of Skills Quotes

Self-belief, also called self-efficacy, is the kind of feeling you have when you have, like a Jedi, mastered a particular kind of skill and with its help have been able to achieve your set goals.

I have a very particular set of skills.

most schools also focus too much on providing students with a set of predetermined skills, such as solving differential equations, writing computer code in C++, identifying chemicals in a test tube, or conversing in Chinese. Yet since we have no idea what the world and the job market will look like in 2050, we don’t really know what particular skills people will need. We might invest a lot of effort teaching kids how to write in C++ or speak Chinese, only to discover that by 2050 AI can code software far better than humans, and a new Google Translate app will enable you to conduct a conversation in almost flawless Mandarin, Cantonese, or Hakka, even though you only know how to say “Ni hao.

Nur once heard it said that a woman's sphere is actually less constrained than a man's. Because whilst he may travel outside in the physical world, her internal world is limitless, set only by the boundaries of her imagination. This life within the mind is a skill that men do not always take the time to learn . . . unless, perhaps, they are of a particularly spiritual bent.

seems to me that it should not be that hard to be both good in bed and a good man, and yet the vast majority of men never cease to amaze me in their refusal to master this particular skill set. Something to make note of for yourself, perhaps.)

Becomingly dressed in a tan cotton suit, Nancy set off in her convertible for the shopping district. She drove down the boulevard, and upon reaching the more congested streets, made her way skillfully through heavy traffic, then pulled into a parking lot. “I think I’ll try Taylor’s Department Store first for a dress,” she decided. Taylor’s was one of River Heights’ finest stores. Nancy purchased several items for Hannah on the main floor, then went directly to the misses’ wearing apparel section on the second floor. Usually Nancy had no trouble finding a sales-clerk. But this particular morning seemed to be an especially busy one in the department, and an extra rush of customers had temporarily overwhelmed the sales force.

Being an effective person-centred counsellor is not so much a matter of possessing skills and knowledge, but of having a particular set of deeply-held values and beliefs and then being able to express these qualities in interactions with other people.

All the islands inside this triangle were originally settled by a clearly identifiable group of voyagers: a people with a single language and set of customs, a particular body of myths, a distinctive arsenal of tools and skills, and a “portmanteau biota” of plants and animals that they carried with them wherever they went. They had no knowledge of writing or metal tools—no maps or compasses—and yet they succeeded in colonizing the largest ocean on the planet, occupying every habitable rock between New Guinea and the Galápagos, and establishing what was, until the modern era, the largest single culture area in the world.

For the guard with the scar over her heart: I’ve been watching you. You’re not like the other guards — the bowing, scraping, mindlessly loyal lizards who live for your queen. You have your own thoughts, don’t you? You’re smarter than the average SandWing. And I think I know your secret. Let’s talk about it. Third cell down, the one with two NightWings in it. I’m the one who doesn’t snore. I HAVE NO INTEREST IN DISCUSSING ANYTHING WITH A NIGHTWING PRISONER. WHOSE IDEA WAS IT TO LET YOU HAVE PAPER AND INK? You should be interested. You’re going to need allies for what you’re planning … and when I get out of here, I’m going to be a very useful ally indeed. AMUSING ASSUMPTIONS. MY QUEEN BELIEVES YOU’RE GOING TO BE IN HERE FOR A LONG, LONG TIME. True … but she also believes she’s going to be queen for a long, long time … doesn’t she. An interesting silence after my last note. Perhaps it would reassure you to know I set your notes on fire as soon as I’ve read them. You can tell me anything, my new, venomous-tailed friend. Believe me, Night-Wings are exceptionally skilled at keeping secrets. WE ARE NOT FRIENDS. I DON’T KNOW ANYTHING ABOUT YOU, OTHER THAN WHAT IT SAYS IN YOUR PRISONER FILE. FIERCETEETH: TRAITOR. KIDNAPPER. RINGLEADER OF ASSASSINATION PLOT. TO BE HELD INDEFINITELY WITH FELLOW TRAITOR STRONGWINGS, ON BEHALF OF THE NIGHTWING QUEEN. OH, YES, CERTAINLY SOUNDS LIKE A DRAGON ANYONE CAN TRUST. She’s not my queen. You can’t be a traitor to someone who shouldn’t be ruling over you in the first place. Which might be a thought you’ve had lately yourself, isn’t it? I know some things about you, even without a file. Saguaro: Prison guard. Schemer. Connected to great secret plans. We’re not so different, you and I. Particularly when it comes to trustworthiness. Just think, if my alleged “assassination plot” had worked, the NightWings would have a different queen right now. Perhaps it would even be me. Well, if at first you don’t succeed … I could tell you my story, if you get me more paper to write on. Or you could stop by one midnight and listen to it instead. But I’ve noticed you don’t like spending too much time in the dungeon. Is it the tip-tap of little scorpion claws scrabbling everywhere? The stench rising from the holes in the floor? The gibbering mad SandWing a few cages down who never shuts up, all night long? (What is her story? Has she really been here since the rule of Queen Oasis?) Or is it that you can too easily picture yourself behind these bars … and you know how close you are to joining us? ALL RIGHT, NIGHTWING, HERE’S A BLANK SCROLL. GO AHEAD AND TRY TO CONVINCE ME THAT YOU’RE A DRAGON WHO EVEN DESERVES TO LIVE, LET ALONE ONE I SHOULD WASTE MY TIME ON. I DO ENJOY BEING AMUSED.

For a dog, the world is an ever-expanding carnival of mysteries. Every new experience enchants, and every morning is full of promise. As children, we share that attitude, but we evict it when we become adults, as if the knowledge that comes with experience needs to occupy that particular chamber of the mind, as if wonder must make way for wisdom. But wisdom without wonder is not true wisdom at all, but only a set of practical skills married to tactical shrewdness of one degree or another.

The concept of happiness is not one which man abstracts more or less from his instincts and so derives from his animal nature. It is, on the contrary, a mere idea of a state, and one to which he seeks to make his actual state of being adequate under purely empirical conditions--an impossible task. He projects this idea himself, and, thanks to his intellect, and its complicated relations with imagination and sense, projects it in such different ways, and even alters his concept so often, that were nature a complete slave to his elective will, it would nevertheless be utterly unable to adopt any definite, universal and fixed law by which to accommodate itself to this fluctuating concept and so bring itself into accord with the end that each individual arbitrarily sets before himself. But even if we sought to reduce this concept to the level of the true wants of nature in which our species is in complete and fundamental accord, or, trying the other alternative, sought to increase to the highest level man's skill in reaching his imagined ends, nevertheless what man means by happiness, and what in fact constitutes his peculiar ultimate physical end, as opposed to the end of freedom, would never be attained by him. For his own nature is not so constituted as to rest or be satisfied in any possession or enjoyment whatever. Also external nature is far from having made a particular favorite of man or from having preferred him to all other animals as the object of its beneficence. For we see that in its destructive operations--plague, famine, flood, cold, attacks from animals great and small, and all such things--it has as little spared him as any other animal. But, besides all this, the discord of inner natural tendencies betrays man into further misfortunes of his own invention, and reduces other members of his species, through the oppression of lordly power, the barbarism of wars, and the like, to such misery, while he himself does all he can to work ruin to his race, that, even with the utmost goodwill on the part of external nature, its end, supposing it were directed to the happiness of our species, would never be attained in a system of terrestrial nature, because our own nature is not capable of it. Man, therefore, is ever but a link in the chain of nature's ends.

Besides information, most schools also focus too much on providing pupils with a set of predetermined skills [...]. Yet since we have no idea how the world and the job market will look in 2050, we don't really know what particular skills people will need. We might invest a lot of effort teaching kids how to write in C++ or how to speak Chinese, only to discover that by 2050 AI can code software far better than humans, and a new Google Translate app enables you to conduct a conversation in almost flawless Mandarin, Cantonese or Hakka, even though you only know how to say 'Ni hao'.

Ask any number of people to describe a moment of “perfect” happiness. Some will talk about moments of deep peace experienced in a harmonious natural setting, of a forest dappled in sunshine, of a mountain summit looking out across a vast horizon, of the shores of a tranquil lake, of a night walk through snow under a starry sky, and so on. Others will refer to a long-awaited event: an exam they’ve aced, a sporting victory, meeting someone they’ve longed to meet, the birth of a child. Still others will speak of a moment of peaceful intimacy with their family or a loved one, or of having made someone else happy. The common factor to all of these experiences would seem to be the momentary disappearance of inner conflicts. The person feels in harmony with the world and with herself. Someone enjoying such an experience, such as walking through a serene wilderness, has no particular expectations beyond the simple act of walking. She simply is, here and now, free and open. For just a few moments, thoughts of the past are suppressed, the mind is not burdened with plans for the future, and the present moment is liberated from all mental constructs. This moment of respite, from which all sense of emotional urgency has vanished, is experienced as one of profound peace.

A few million years ago, the genes that inhabit a particular population of great ape started innovating in an unusual way, trying out an animal container upgrade that had never quite worked before: super-high intelligence. All previous genes had passed up extra high intelligence in their housing because it requires a ridiculous amount of energy to maintain. It’s like running a small business and considering whether to hire an employee with a rare skill set who will only work for $1,000,000 a year. Doesn’t matter how good the employee is—no one is worth a million a year to a cash-strapped small business. But these ape genes tried it anyway.

CHARACTERISTICS OF SYSTEM 1 generates impressions, feelings, and inclinations; when endorsed by System 2 these become beliefs, attitudes, and intentions operates automatically and quickly, with little or no effort, and no sense of voluntary control can be programmed by System 2 to mobilize attention when a particular pattern is detected (search) executes skilled responses and generates skilled intuitions, after adequate training creates a coherent pattern of activated ideas in associative memory links a sense of cognitive ease to illusions of truth, pleasant feelings, and reduced vigilance distinguishes the surprising from the normal infers and invents causes and intentions neglects ambiguity and suppresses doubt is biased to believe and confirm exaggerates emotional consistency (halo effect) focuses on existing evidence and ignores absent evidence (WYSIATI) generates a limited set of basic assessments represents sets by norms and prototypes, does not integrate matches intensities across scales (e.g., size to loudness) computes more than intended (mental shotgun) sometimes substitutes an easier question for a difficult one (heuristics) is more sensitive to changes than to states (prospect theory)* overweights low probabilities* shows diminishing sensitivity to quantity (psychophysics)* responds more strongly to losses than to gains (loss aversion)* frames decision problems narrowly, in isolation from one another*

Characteristics of System 1: • generates impressions, feelings, and inclinations; when endorsed by System 2 these become beliefs, attitudes, and intentions • operates automatically and quickly, with little or no effort, and no sense of voluntary control • can be programmed by System 2 to mobilize attention when a particular pattern is detected (search) • executes skilled responses and generates skilled intuitions, after adequate training • creates a coherent pattern of activated ideas in associative memory • links a sense of cognitive ease to illusions of truth, pleasant feelings, and reduced vigilance • distinguishes the surprising from the normal • infers and invents causes and intentions • neglects ambiguity and suppresses doubt • is biased to believe and confirm • exaggerates emotional consistency (halo effect) • focuses on existing evidence and ignores absent evidence (WYSIATI) • generates a limited set of basic assessments • represents sets by norms and prototypes, does not integrate • matches intensities across scales (e.g., size to loudness) • computes more than intended (mental shotgun) • sometimes substitutes an easier question for a difficult one (heuristics) • is more sensitive to changes than to states (prospect theory)* • overweights low probabilities* • shows diminishing sensitivity to quantity (psychophysics)* • responds more strongly to losses than to gains (loss aversion)* • frames decision problems narrowly, in isolation from one another*

Whatever be the actual state of the skill, dexterity, and judgment, with which labour is applied in any nation, the abundance or scantiness of its annual supply must depend, during the continuance of that state, upon the proportion between the number of those who are annually employed in useful labour, and that of those who are not so employed. The number of useful and productive labourers, it will hereafter appear, is everywhere in proportion to the quantity of capital stock which is employed in setting them to work, and to the particular way in which it is so employed. The second book, therefore, treats of the nature of capital stock, of the manner in which it is gradually accumulated, and of the different quantities of labour which it puts into motion, according to the different ways in which it is employed.

Given the country’s low birth rate, more Germans will have to follow Mr Gerloff’s example if companies are to avoid crippling shortages of skilled labour in the coming years. At 21 per cent, Germany already has a higher share of its population over the age of 65 than any other country, bar Japan. Despite a large increase in immigration last year, there are already skills shortages in some sectors, particularly in machine building and healthcare and at small and medium-sized companies in rural areas. But this is only a harbinger of the difficulties to come when German baby boomers begin retiring over the next 15 to 20 years. Between 2010 and 2030 the stock of economically active people is set to decline by almost 10 per cent to 39.1m, according to a 2012 report by the Federal Institute for Vocational Education and Training.

Focus on People, Perseverance, and Passion These “Three P’s” are the keys to successful entrepreneurship. People are the most important, particularly in the first year of a venture. To maximize their value, spend as much time as you can assembling the best possible team that really complements your skill set and can lead a little bit into where you’re heading, not just where you are. Creating the right kind of dynamic in terms of culture and commitment is really critical. Perseverance: never underestimate the value of really caring about your idea and being unwilling to drop it. If you have a big idea, and you know in your heart it’s going to happen (Passion), but know there will be roadblocks and challenges along the way. In this regard, a high degree of passion and commitment is extremely important. In my experience, really big ideas often take a decade to reach fruition. Sign

And there, until 1884, it was possible to gaze on the remains of a generally neglected monument, so-called Dagobert’s Tower, which included a ninth-century staircase set into the masonry, of which the thirty-foot handrail was fashioned out of the trunk of a gigantic oak tree. Here, according to tradition, lived a barber and a pastry-cook, who in the year 1335 plied their trade next door to each other. The reputation of the pastry-cook, whose products were among the most delicious that could be found, grew day by day. Members of the high-ranking clergy in particular were very fond of the extraordinary meat pies that, on the grounds of keeping to himself the secret of how the meats were seasoned, our man made all on his own, with the sole assistance of an apprentice who was responsible for the pastry. His neighbor the barber had won favor with the public through his honesty, his skilled hairdressing and shaving, and the steam baths he offered. Now, thanks to a dog that insistently scratched at the ground in a certain place, the ghastly origins of the meat used by the pastry-cook became known, for the animal unearthed some human bones! It was established that every Saturday before shutting up shop the barber would offer to shave a foreign student for free. He would put the unsuspecting young man in a tip-back seat and then cut his throat. The victim was immediately rushed down to the cellar, where the pastry-cook took delivery of him, cut him up, and added the requisite seasoning. For which the pies were famed, ‘especially as human flesh is more delicate because of the diet,’ old Dubreuil comments facetiously. The two wretched fellows were burned with their pies, the house was ordered to be demolished, and in its place was built a kind of expiatory pyramid, with the figure of the dog on one of its faces. The pyramid was there until 1861. But this is where the story takes another turn and joins the very best of black comedy. For the considerable number of ecclesiastics who had unwittingly consumed human flesh were not only guilty before God of the very venial sin of greed; they were automatically excommunicated! A grand council was held under the aegis of several bishops and it was decided to send to Avignon, where Pope Clement VI resided, a delegation of prelates with a view to securing the rescindment if not of the Christian interdiction against cannibalism then at least of the torments of hell that faced the inadvertent cannibals. The delegation set off, with a tidy sum of money, bare-footed, bearing candles and singing psalms. But the roads of that time were not very safe and doubtless strewn with temptation. Anyway, the fact is that Clement VI never saw any sign of the penitents, and with good reason.

VIOLATION SERIOUSNESS SENTENCE PRINCIPAL’S COMMENTS DESTRUCTION OF ACADEMY PROPERTY According to a report from Miss Foster, Mr. Sencen set off a device in my office, shattering the majority of the windows in the glass pyramid. 20 out of 10 None. Mr. Sencen remains absent, making punishment difficult to issue. And this does appear to confirm his involvement with the Neverseen. But I suspect there’s more to the story. —Magnate Leto Update: The glass pyramid has been rebuilt. Foxfire is also teaming up with Exillium for skill lessons. And Mr. Sencen has yet to return to campus. The Council is pressuring me to expel him, but I see no reason, (particularly since everyone should be focusing on the upcoming Peace Summit in Lumenaria). —Magnate Leto VIOLATION SERIOUSNESS SENTENCE PRINCIPAL’S COMMENTS Second Update: Foxfire’s midterm break was extended after the tragedy in Lumenaria, and… I’m grateful to have the time to adjust. There’s so much to do… and I’ll be so much more limited now.… But I’ll find a way to manage. In the meantime, it should be noted that when the academy resumes sessions, Mr. Sencen will be returning, and no disciplinary action will be taken against him. —Magnate Leto Third Update: Sessions still haven’t resumed. But Miss Foster brought Mr. Sencen to see Elwin for treatment after Mr. Sencen received several serious wounds during a sparring match with King Dimitar. Apparently, one result of the match is that Keefe will now have Princess Romhilda serving as his bodyguard, which will likely cause tension on campus. Preparations will need to be made. —Magnate Leto

personal equation. Thorndyke's brain was not an ordinary brain. Facts of which his mind instantly perceived the relation remained to other people unconnected and without meaning. His powers of observation and rapid inference were almost incredible, as I had noticed again and again, and always with undiminished wonder. He seemed to take in everything at a single glance and in an instant to appreciate the meaning of everything that he had seen. Here was a case in point. I had myself seen all that he had seen, and, indeed, much more; for I had looked on the very people and witnessed their actions, whereas he had never set eyes on any of them. I had examined the little handful of rubbish that he had gathered up so carefully, and would have flung it back under the grate without a qualm. Not a glimmer of light had I perceived in the cloud of mystery, nor even a hint of the direction in which to seek enlightenment. And yet Thorndyke had, in some incomprehensible manner, contrived to piece together facts that I had probably not even observed, and that so completely that he had already, in these few days, narrowed down the field of inquiry to quite a small area. From these reflections I returned to the objects on the table. The spectacles, as things of which I had some expert knowledge, were not so profound a mystery to me. A pair of spectacles might easily afford good evidence for identification; that I perceived clearly enough. Not a ready-made pair, picked up casually at a shop, but a pair constructed by a skilled optician to remedy a particular defect of vision and to fit a particular face. And such were the spectacles before me. The build of the frames was peculiar; the existence of a cylindrical lens—which I could easily make out from the remaining fragments—showed that one glass had been cut to a prescribed shape and almost certainly ground to a particular formula, and also that the distance between centres must have

OTHER RELAXATION TECHNIQUES There are many other stress management techniques that can help you to “bring yourself down” quickly when you are highly stressed. You can use them before a situation where anticipation raises tensions that do not automatically subside after a few minutes. You also can use them during an interaction or when a surprise threatens to escalate your stress out of control. Or use them after an encounter has raised your stress level, if it is not subsiding naturally. Mental Imagery You experimented with mental imagery in the previous chapter on goal-setting. The use of mental imagery also can be an effective tool for anxiety control. Think of it as a new application of skills you already have: memory and imagination. When I asked you earlier to recall how many windows there are in your bedroom, you used imagery to retrieve the information. Mentally, you went into the room, looked from wall to wall, and counted. That process is mental imagery. From a relaxation perspective, your nervous system cannot distinguish between reality and imagery. Material passed from the body to the senses, whether real or imagined, is processed the same way. Therefore, imagery can play an important role in inducing internal self-regulation and relaxation. If there is a particular image—such as the warm, sandy beach of the previous exercise, a cool forest clearing covered with a blanket of pine needles, or even a clear blue sky—that represents relaxation to you, it would be valuable for you to be able to tune in to it whenever stress threatens to interfere with your life. Be sure to conjure up the reactions of all five senses: Imagine the look, sound, smell, taste, and feel of your surroundings. Mental gateways are a valuable part of the relaxation exercise we just went through. And it is important to be aware that your nervous system—which is what overreacts in a stressful situation—cannot distinguish between reality and imagination. Here’s how to use mental imagery to create a mental getaway: (a) Choose a favorite place, a pleasant, relaxing setting that you have enjoyed in the past or one you would enjoy visiting in the future. (b) Close your eyes and think about the scene. Use your senses of hearing, smell, sight, taste, and touch to develop the scene. Put yourself there. If your mind wanders a bit, that’s okay. You’ll drift back to the scene after a short while.

Weaknesses in claims about self-esteem have been evident for a long time. In California in the late 1980s, the state governor set up a special taskforce to examine politician John Vasconcellos’s claim that boosting young people’s self-esteem would prevent a range of societal problems (see chapter 1). One of its briefs was to review the relevant literature and assess whether there was support for this new approach. An author of the resulting report wrote in the introduction that ‘one of the disappointing aspects of every chapter in this volume … is how low the associations between self-esteem and its [presumed] consequences are in research to date.’1 Unfortunately, this early expression of concern was largely ignored. Carol Craig reviews more recent warnings about the self-esteem movement in an online article ‘A short history of self-esteem’, citing the research of five professors of psychology. Craig’s article and related documents are worth reading if you are interested in exploring this issue in depth.2 The following is my summary of her key conclusions about self-esteem:        •   There is no evidence that self-image enhancing techniques, aimed at boosting self-esteem directly, foster improvements in objectively measured ‘performance’.        •   Many people who consider themselves to have high self-esteem tend to grossly overestimate their own abilities, as assessed by objective tests of their performance, and may be insulted and threatened whenever anyone asserts otherwise.        •   Low self-esteem is not a risk factor for educational problems, or problems such as violence, bullying, delinquency, racism, drug-taking or alcohol abuse.        •   Obsession with self-esteem has contributed to an ‘epidemic of depression’ and is undermining the life skills and resilience of young people.        •   Attempts to boost self-esteem are encouraging narcissism and a sense of entitlement.        •   The pursuit of self-esteem has considerable costs and may undermine the wellbeing of both individuals and societies. Some of these findings were brought to wider public attention in an article entitled ‘The trouble with self-esteem’, written by psychologist Lauren Slater, which appeared in The New York Times in 2002.3 Related articles, far too many to mention individually in this book, have emerged, alongside many books in which authors express their concerns about various aspects of the myth of self-esteem.4 There is particular concern about what we are doing to our children.

Some viewed Chinese investors as the latest “dumb money” to hit Hollywood. It is no doubt true that financing movies is not the smartest way for any investor, from anywhere in the world, to earn the best returns. Others had a different theory—that some wealthy Chinese individuals and businesses were seeking to get their money out of China, where an autocratic government could still steal anyone’s wealth at any time, for any reason. Certainly Hollywood had long been a destination for legal money laundering. But those who worked most closely with the Chinese knew that the biggest reason for these investments was a form of reverse-colonialism. After more than a decade as a place for Hollywood to make money, China wanted to turn the tables. The United States had already proved the power of pop culture to help establish a nation’s global dominance. Now China wanted to do the same. The Beijing government considered art and culture to be a form of “soft power,” whereby it could extend influence around the world without the use of weapons. Over the past few years, locally produced Chinese films had become more successful at the box office there. But most were culturally specific comedies and love stories that didn’t translate anywhere else. China had yet to produce a global blockbuster. And with box-office growth in that country slowing in 2016 and early 2017, hits that resonated internationally would be critical if the Communist nation was to grow its movie business and use it to become the kind of global power it wanted to be. So Chinese companies, with the backing of the government, started investing in Hollywood, with a mission to learn how experienced hands there made blockbusters that thrived worldwide. Within a few years, they figured, China would learn how to do that without anyone’s help. “Working with a company like Universal will help us elevate our skill set in moviemaking,” the head of the Chinese entertainment company Perfect World Pictures said, while investing $250 million in a slate of upcoming films from the American studio. Getting there wouldn’t be easy. One of the highest-profile efforts to produce a worldwide hit out of China was The Great Wall, starring Matt Damon and made by Wanda’s Legendary Pictures. The $150 million film, about a war against monsters set on the Chinese historic landmark, grossed an underwhelming $171 million and a disastrous $45 million in the United States. Then, to create another obstacle, Chinese government currency controls established in early 2017 slowed, at least temporarily, the flow of money from China into Hollywood. But by then it was too late to turn back. As seemed to always be true when it came to Hollywood’s relationship with China, the Americans had no choice but to keep playing along. Nobody else was willing to pour billions of dollars into the struggling movie business in the mid-2010s, particularly for original or lower-budget productions.

Once Akash set me up with invisibility and taught me some basic killing skills, I deleted StealthViper999—who, I had to admit, was neither stealthy nor viper-like—and created a new avatar, who I called InvisibleDeath. For obvious reasons. At this point, it was Friday afternoon, and most weekends, Reese spends every waking minute (when he’s not at a soccer game) on MetaWorld. So I was all amped up to get my revenge ASAP. But that particular Friday, Reese got a 57 on his math test. Even by my brother’s incredibly low standards, it was such a bad grade that Ms. Santiago made him take the test home to get it signed by a parent. REESE I don’t know what the big deal was. A 57’s still “Very Good.” CLAUDIA I should explain about the Culvert Prep grading system. A few years ago, a bunch of parents complained that letter grades were hurting their kids’ self-esteem. So now, instead of A, B, C, D, and F, our grading scale is “Amazing,” “Spectacular,” “Excellent,” “Very Good,” and “Okay.” Which is totally stupid. Because nothing changed except the names, so if you get a “Very Good” on your report card, your parents have to come in for a special conference with your teacher. And if you get more than one “Okay,” they basically tell you to start looking for another school. Also, I know which parents did the complaining—and I don’t want to be catty or name names, but I can tell you the one thing their kids ABSOLUTELY DO NOT NEED is more self-esteem. Anyway, when Reese brought home his 57 that Friday, Mom and Dad reacted in their usual way, which

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A CHANGING SOCIETY What does today’s high incidence of social anxiety tell us about modern society? As we’ve seen, social anxiety is connected to a person’s drive for self-preservation and a feeling of safety. It is natural to withdraw from situations that we expect will lead to pain. Avoidance—while not necessarily healthy—is logical. Because the negative social experience of a growing number of people has caused them emotional pain and suffering, the number of individuals who choose to avoid socializing is increasing at an alarming rate. The sometimes wide distance among family members these days only adds to isolation. And the anonymity of large cities creates a vacuum in which many lonely people co-exist, often leading solitary lives in which they pursue their interests and activities alone. We live in a society in which social fears are perhaps not unjustified. As cities become denser, isolation seems to be the best way to counter urban decay. Consider the dangers of the outside world: Crime rates are soaring. Caution—and its companion, fear—are in the air. As the twentieth century draws to a close, we find ourselves in a society where meeting people can be difficult. These larger forces can combine to create a further sense of distance among people. Particularly significant is the change that has taken place as the social organization of the smaller-scale community gives way to that of the larger, increasingly fragmented city. In a “hometown” setting, the character of daily life is largely composed of face-to-face relations with friends, neighbors, co-workers, and family members. But in the hustle and bustle of today’s cities, whose urban sprawls extend to what author Joel Garreau has called Edge Cities—creating light industrial suburbs even larger than the cities they surround—the individual can get lost. It is common in these areas for people to focus solely on themselves, seldom getting to know their neighbors, and rarely living close to family. We may call these places home, but they are a far cry from the destination of that word as we knew it when we were children. Today’s cities are hotbeds of competition on all levels, from the professional to the social. It often seems as if only the most sophisticated “win.” To be ready for this constant challenge, you have to be able to manage in a stressful environment, relying on a whole repertoire of social skills just to stay afloat. This competitive environment can be terrifying for the socially anxious person. The 1980s were a consumer decade in which picture-perfect images on television and in magazines caused many of us to cast our lots with either the haves or the have-nots. Pressure to succeed grew to an all-time high. For those who felt they could not measure up, the challenge seemed daunting. I think the escalating crime rate in today’s urban centers—drugs, burglary, rape, and murder—ties into this trend and society’s response to the pressure. In looking at the forces that influence the social context of modern life, it is clear that feelings of frustration at not “making it” socially and financially are a component in many people’s choosing a life of crime. Interactive ability determines success in establishing a rewarding career, in experiencing relationships. Without these prospects, crime can appear to be a quick fix for a lifelong problem.

Groups are, in a sense, a microcosm of the real world. In all groups, there are leaders and followers . . . and many people who fall somewhere in between. Some groups are professionally led, and some are self- or volunteer-directed. In every group, there will be people you like and people you don’t, people who seek you out, and people who do not. Understanding and joining in the group process and making it work for you is what is important. Experiment with several groups, if you like, to find the ones that you enjoy the most. Strive to find a group in which you think you would feel comfortable expressing yourself or interacting with others and which has an appropriate meaning for you (a self-help group should address your particular issues; a hobby club should focus on something you enjoy). Attend the group a few times to get a sense of how members interact with each other. If the thought of doing so still causes you anxiety, continue working on stress management, and remain fairly passive in the group until you feel more comfortable. In my own social therapy group program, our purpose is to help individuals learn how to control social anxiety and refine their interactive skills. Social anxiety is a people-oriented problem, which makes group experience important both theoretically and practically. Some traditional therapists have called my program unorthodox because it encourages patients to talk to and learn from each other—as opposed to the isolation and protection offered by many of the more conservative therapies. But I say that social interaction is something you learn by doing. My groups are places to practice, make mistakes, and experience success in a supportive yet challenging environment. Of course, even in such a supportive setting, resistance still arises. In a “friendly” forum, stressors can be explored and confronted more easily, however, and I have found that the degree to which a person uses the group is often a good indicator of how well he or she is progressing therapeutically. Good attendance shows effort and commitment; poor attendance indicates that a person is giving in to anxiety. I’ve heard all the excuses and manipulations—canceling plans is typical of people with avoidance problems related to social anxiety. (I’m sometimes tempted to open a garage to repair all those cars that break down on group night!) Yet often, after overcoming the initial stage of anxiety, many participants enjoy the process. As you consider the option of incorporating various kinds of groups in your community into your self-help program, remember that groups can be a very important component of your map for change. Groups can provide you with the opportunity to practice the skills that are crucial to your success. Make sure that your expectations are realistic and that you understand the purpose and the limitations of whatever group you join.

You’ve begun to master several techniques for controlling your anxiety. You’re learning the finer points of interaction and studying ways to apply your interactive skills. The next step is to add community resources—relevant agencies, groups, and organizations—to your self-help program. As you consider your particular needs, look to your own community for ways to enhance your social system: Parks and recreation departments, churches and synagogues, singles groups, self-help groups, clubs, volunteer organizations, business associations—there is an infinite array of resources to choose from. Contact your local chamber of commerce, consult newspapers for upcoming activities, and even inquire at area shops about any clubs or groups that share an interest (for example, ask at a garden center about a garden club, at a bookstore about a book club, and so on). Working through the exercises in this book is merely one component of a total self-help program. To progress from background knowledge to practical application, you must venture beyond your home and workplace (and beyond the confines of a therapist’s office, if you are in counseling). For people with social anxiety an outside system of resources is the best place to work on interactive difficulties. Here are three excellent reasons to use community resources: 1. To facilitate self-help. Conquering social anxiety necessitates interaction and involvement within the community, which is your laboratory. Using community resources creates a practical means of refining your skills and so moving forward on your individual map for change. 2. To diminish loneliness. Becoming part of the community provides the opportunity to develop personal and professional contacts that can enhance your life in many ways. 3. To network. Community involvement will not only give you the chance to improve your interactive skills, but will allow you to promote your academic or work life as well as your social life. Building connections on different levels can be the key. Any setting can provide a good opportunity for networking. In fact, I met the writer who helped me with this book in a fairly unlikely place—on the basketball court! A mutual friend introduced us, and when the subject of our professional interests came up, we saw the opportunity to work together on this project. You never know!

A courtisan is less than a mistress, and more than a prostitute. She is less than a mistress because she sells her love for material benefits; she is more than a prostitute because she chooses her lovers. The courtisan is, in fact, a woman whose profession is love, and whose clients may be more or less distinguished. She may have been a respectable woman, cast by some unhappy affair into the demi-monde; she may be a woman of humble birth, whose only hope of fortune seemed to be her physical attraction. She may be an actress who willingly abandoned her inadequate hopes in the theatre; she may simply be a careerist, set on a life of adventure. But whatever her origins and purpose, whatever her other accomplishments may be, a courtisan's profession is to sell her favours well, to practice her particular arts with skills. Her profession is hard; by a certain age she will either be rich and respectably, even triumphantly, married, or she will be prematurely old, alone, and with no means of earning her living. The courtisan's profession may give her life well beyond her dreams, or it may break her.

Experience can birth skill if you are aware of how your mind reacts to situations.

people in leadership roles particularly need to hone these skills because this art of inquiry becomes more challenging as power and status increase. Our culture emphasizes that leaders set direction and articulate values, all of which predisposes them to tell rather than ask. Yet it is such leaders who may need Humble Inquiry most because intricate interdependent tasks require building positive, open, and trusting relationships above, below, and around them, in order to facilitate safer and more effective task performance and innovation in the face of a perpetually changing context.

At its heart, neoliberalism is a theory of political economic practices that proposes that human well-being can best be advanced by liberating individual—not collective, please note—individual entrepreneurial freedoms defined in very particular ways, and skills within an institutional framework characterized by strong private property rights, so-called “free markets,” and so-called “free” trade. If I could just have my hands doing air quotes, I’d be doing it continuously, but you can see that in your imagination. The role of the state under neoliberal philosophy is to create and preserve an institutional framework that’s appropriate to these kinds of practices. It must guarantee the quality and integrity of money. Also set up those military defense, police, and legal structures and functions required to secure private property rights, and to guarantee, by force if need be (and we’ve seen some of this already in the conversation about militarism; we’ll see more of it), by force if need be, the proper functioning of markets. That’s the role of the state. If markets do not exist in areas such as land, water, education, health care, social security, or environmental pollution, then they must be created by state action if necessary. You can see these things immediately as either prior public goods or public resources, these are all to be brought under the rubrics of the market through privatization, an essential feature of neoliberalism. Any other actions by the state are deemed then to be illegitimate, but you can tell already that the state has a very significant role to play here, even though proponents of neoliberalism and their rhetoric constantly downplay both the role and the necessity of the state. It should also be quite clear, immediately and despite this rhetoric, that neoliberalism is not really an unencumbered, non-state-mediated enterprise.

became something other than Mozart. His fingering was perfect. But he played the piece with a brittleness that made the notes sound like shattering glass. He had divided the melody into awkward and peculiar phrases. He had all the requisite technical skill. And yet, he not only had no conception of what Mozart had in mind for his music, Hugh Bowes seemed to have only the remotest conception of what music was at all. It was as if the pianist’s principal preoccupation must be to produce a particular sequence of sonic disturbances according to a prescribed set of dynamics, now loud, now soft, but without the slightest sense that they fit together as a whole, that they were evocative, or expressive, or meaningful, or, for that matter, beautiful.

Accepted. With one word, I had agreed to hunt down a man, kill him, and send back proof of his death in order to obtain a $100,000 payoff. I was no longer in the military, but I’d been trained well and now made a good living for myself with my particular skill set. Most jobs came to me directly, but on occasion, I sought out work.

learn how to obtain a particular skill set, but studying their stories also equips you with great lessons you can’t find anywhere else. Autobiographies

No more whist, I beg you,” Aunt Saffronia said after dinner. “Let us have some music.” “Indeed,” said Captain East. “I believe, Miss Erstwhile, that you promised me a song.” Jane was quite certain that she had never promised any such thing, but it seemed a fitting remark to make, and so Jane rose and made her graceful way to the piano. “If you insist, Colonel Andrews, but I must beg you forgive me at the same time. And you too, Mr. Nobley, as I know you are particular to music played well and no doubt a harsh critic when a piece is ill executed.” “I believe,” said Mr. Nobley, “that I have never been witness to a young lady about to play without her excusing her skill beforehand, only to perform perfectly thereafter. The excuse is no doubt intended as a prelude that sets up the song for deeper enjoyment.” “Then I pray I do not disappoint.” She smiled expressly at Captain East, who sat forward, forearms resting on knees, eager. With professional suavity, Jane arranged her skirt, spread out the music, poised her fingers, and then with one hand played the black keys, singing along with the notes, “Peter, Peter, pumpkin-eater, had a wife and couldn’t keep her, put her in a pumpkin shell, and there he kept her very well.” She rose and curtsied to the room. Captain East smiled broadly. Mr. Nobley coughed. (Laughed?) Jane sat back on the lounge and picked up her discarded volume of sixteenth-century poetry. “That was…” said Aunt Saffronia to the silence. “Well, I hope the weather’s clear tomorrow,” Miss Charming said in her brassiest accent. “How I’ve longed for a game of croquet, what-what.

Alternatives to time-out Isolating children for a period of time has become a popular discipline strategy advocated by many child psychologists and pediatricians. However, newly adopted toddlers seem to be more upset than helped by time-outs. Time-outs are intended to provide an opportunity for both parents and children to calm down and change their behaviors, but it isn’t effective for children who do not have self-calming strategies. Isolation can be traumatic for a toddler who is struggling with grief and/or attachment, and so perceives time-out as further rejection. If the child becomes angrier or more withdrawn as a result of being timed-out, try another strategy. One alternative is for parents to impose a brief time-out on themselves by temporarily withdrawing their attention from their child. For example, the parent whose child is throwing toys stops playing, looks away, and firmly tells the child, “I can’t continue playing until you stop throwing your toys.” Sitting passively next to the child may be effective, especially if the child previously was engaged in an enjoyable activity with the parent. Another alternative to parent enforced time-outs is self-determined time-outs, where the child is provided the opportunity to withdraw from a conflict voluntarily or at least have some input into the time-out arrangement. The parent could say, “I understand that you got very upset when you had to go to your room yesterday after you hit Sara. Can you think of a different place you would like to go to calm down if you feel like getting in a fight?” If the child suggests going out on the porch, the next time a battle seems to be brewing, Mom or Dad can say, “Do you need to go outside to the porch and calm down before we talk more?” Some children eventually reach the level of self-control where they remove themselves from a volatile situation without encouragement from Mom or Dad. These types of negotiations usually work better with older preschoolers or school-age children than they do with toddlers because of the reasoning skills involved. As an alternative to being timed-out, toddlers also can be timed-in while in the safety of a parent’s lap. Holding allows parents to talk to their child about why she’s being removed from an activity. For example, the toddler who has thrown her truck at the cat could be picked up and held for a few minutes while being told, “I can’t let you throw your toys at Misty. That hurts her, and in our family we don’t hurt animals. We’ll sit here together until you’re able to calm down.” Calming strategies could incorporate music, back rubs, or encouraging the child to breathe slowly. Objects that children are misusing should also be removed. For example, in the situation just discussed, the truck could be timed-out to a high shelf. If parents still decide to physically remove their child for a time-out, it should never be done in a way or place that frightens a toddler. Toddlers who have been frightened in the past by closed doors, dark rooms, or a particular room such as a bathroom should never be subjected to those settings. I know toddlers who, in their terror, have literally trashed the furniture and broken windows when they were locked in their rooms for a time-out. If parents feel a time-out is essential, it should be very brief, and in a location where the child can be supervised.

With practice, you will learn to understand yourself better and increasingly learn what conviction feels like. As you search for it, you will get better at gearing your efforts to work in a way that will help you get to that feeling. Leaders don’t look for excuses for why they can’t act like an owner. Instead, they embrace the challenge of ownership and encourage their teams to do the same. It helps if, as subordinates, they were regularly encouraged and empowered by their bosses to put themselves in the shoes of decision makers. “Superb professionals define their jobs broadly,” one of my former bosses regularly said to me. “They are always thinking several levels up.” This may explain why many business schools, including Harvard, teach using the case method. This approach certainly can be used to teach analytical techniques, but, for me, it is primarily an exercise in learning to get to conviction. After you’ve studied all the facts of the case on your own, and after you’ve debated those facts in study groups before class and again in class, what do you believe? What would you do if you were in the shoes of the protagonist? The case method attempts to simulate what leaders go through every day. Decision makers are confronted with a blizzard of facts: usually incomplete, often contradictory, and certainly confusing. With help from colleagues, they have to sort things out. Through the case method, students learn to put themselves in the shoes of the decision maker, imagine what that might feel like, and then work to figure out what they believe. This mind-set is invaluable in the workplace. It forces you to use your broad range of skills. It guides you as to what additional analysis and work needs to be done to figure out a particular business challenge. Leaders don’t need to always have conviction, but they do need to learn to search for it. This process never ends. It is a way of thinking. Every day, as you are confronted with new and unexpected challenges, you need to search for conviction. You need to ask yourself: What do I believe? What would I do if I were a decision maker? Aspiring leaders need to resist the temptation to make excuses, such as I don’t have enough power, or it’s not my job, or nobody in the company cares what I think, or there just isn’t time. They must let those excuses go and put themselves mentally in the shoes of the decision maker. From that vantage point, they will start to get a better idea how it feels to bear the weight of ownership.

I regard knowing as an active comprehension of the things known, an action that requires skill. Skilful knowing and doing is performed by subordinating a set of particulars, as clues or tools, to the shaping of a skilful achievement, whether practical or theoretical. We may then be said to become ‘subsidiarily aware’ of these particulars within our ‘focal awareness’ of the coherent entity that we achieve.

consider a young Tunisian man pushing a wooden handcart loaded with fruits and vegetables down a dusty road to a market in the Tunisian town of Sidi Bouzid. When the man was three, his father died. He supports his family by borrowing money to fill his cart, hoping to earn enough selling the produce to pay off the debt and have a little left over. It’s the same grind every day. But this morning, the police approach the man and say they’re going to take his scales because he has violated some regulation. He knows it’s a lie. They’re shaking him down. But he has no money. A policewoman slaps him and insults his dead father. They take his scales and his cart. The man goes to a town office to complain. He is told the official is busy in a meeting. Humiliated, furious, powerless, the man leaves. He returns with fuel. Outside the town office he douses himself, lights a match, and burns. Only the conclusion of this story is unusual. There are countless poor street vendors in Tunisia and across the Arab world. Police corruption is rife, and humiliations like those inflicted on this man are a daily occurrence. They matter to no one aside from the police and their victims. But this particular humiliation, on December 17, 2010, caused Mohamed Bouazizi, aged twenty-six, to set himself on fire, and Bouazizi’s self-immolation sparked protests. The police responded with typical brutality. The protests spread. Hoping to assuage the public, the dictator of Tunisia, President Zine el-Abidine Ben Ali, visited Bouazizi in the hospital. Bouazizi died on January 4, 2011. The unrest grew. On January 14, Ben Ali fled to a cushy exile in Saudi Arabia, ending his twenty-three-year kleptocracy. The Arab world watched, stunned. Then protests erupted in Egypt, Libya, Syria, Jordan, Kuwait, and Bahrain. After three decades in power, the Egyptian dictator Hosni Mubarak was driven from office. Elsewhere, protests swelled into rebellions, rebellions into civil wars. This was the Arab Spring—and it started with one poor man, no different from countless others, being harassed by police, as so many have been, before and since, with no apparent ripple effects. It is one thing to look backward and sketch a narrative arc, as I did here, connecting Mohamed Bouazizi to all the events that flowed out of his lonely protest. Tom Friedman, like many elite pundits, is skilled at that sort of reconstruction, particularly in the Middle East, which he knows so well, having made his name in journalism as a New York Times correspondent in Lebanon. But could even Tom Friedman, if he had been present that fatal morning, have peered into the future and foreseen the self-immolation, the unrest, the toppling of the Tunisian dictator, and all that followed? Of course not. No one could. Maybe, given how much Friedman knew about the region, he would have mused that poverty and unemployment were high, the number of desperate young people was growing, corruption was rampant, repression was relentless, and therefore Tunisia and other Arab countries were powder kegs waiting to blow. But an observer could have drawn exactly the same conclusion the year before. And the year before that. Indeed, you could have said that about Tunisia, Egypt, and several other countries for decades. They may have been powder kegs but they never blew—until December 17, 2010, when the police pushed that one poor man too far.

Your leadership skill-set might be what we have been waiting for, to bring order and finality to major challenges that affect the global village. The vast hydroelectric generation capacity in Africa, particularly the Great Lakes region and along the Nile River, still remains unutilized potential not benefiting the people of Africa most of whom continue to live in darkness and depleting the forests looking for wood fuel and more fertile farming land.

Every Christian needs to understand the message of the Bible well enough to explain and apply it to other Christians and to his neighbors in informal and personal settings (level 1). But there are many ways to do the ministry of the Word at level 2 that take more preparation and presentation skills yet do not consist of delivering sermons (level 3). Level 2 today may include writing, blogging, teaching classes and small groups, mentoring, moderating open discussion forums on issues of faith, and so on. This book aims to be a resource for all those who communicate their Christian faith in any way, particularly at levels 2 and 3.

The infinitude of Jiu Jitsu allows for the infinitude of the types of practitioners. There exists a game for each and every one of us which is specifically possible within the confines of our particular skill set.

Bill Gates, like other legendary figures in the information technology industry (such as Paul Allen, Steve Ballmer, Steve Jobs, Larry Page, Sergey Brin, and Jeff Bezos), had immense talent and ambition. But he ultimately responded to incentives. The schooling system in the United States enabled Gates and others like him to acquire a unique set of skills to complement their talents. The economic institutions in the United States enabled these men to start companies with ease, without facing insurmountable barriers. Those institutions also made the financing of their projects feasible. The U.S. labor markets enabled them to hire qualified personnel, and the relatively competitive market environment enabled them to expand their companies and market their products. These entrepreneurs were confident from the beginning that their dream projects could be implemented: they trusted the institutions and the rule of law that these generated and they did not worry about the security of their property rights. Finally, the political institutions ensured stability and continuity. For one thing, they made sure that there was no risk of a dictator taking power and changing the rules of the game, expropriating their wealth, imprisoning them, or threatening their lives and livelihoods. They also made sure that no particular interest in society could warp the government in an economically disastrous direction, because political power was both limited and distributed sufficiently broadly that a set of economic institutions that created the incentives for prosperity could emerge. This

They sent me to see a community psychiatric nurse for counselling about coming to terms with what I'd done, but I have a feeling the bones will be mended long before my conscience. Like I said, the worst part is knowing that, if I was ever in the same situation, I'd do exactly the same thing again. No doubt about it. It doesn't sit well with me, that – the realisation that I have not only the knowledge, but the instinct to kill. It sets you apart from the other people you pass in the street, makes you feel alone, less human than they are. I proved Dave wrong, though. Given a straight fight between a man and a woman, neither with any particular advantage in skill over the other, it isn't a foregone conclusion that the man will always win. I suppose then, right at the end, I could have said to him, “I told you so.” Just as long as I'd said it fast enough.

You look beautiful, Alex. All grown up.” Blackmoor’s grey eyes darkened, narrowing on the garment in question, then rising to meet her gaze. The look in his eyes was one she’d never seen before, and it sent a tremor of excitement through her as she felt heat rising in her cheeks again. He looked away, then back again, and the emotion she had seen there was gone, so quickly that she couldn’t be certain it was ever there to begin with. She forced a smile, attempting to bring the conversation back to the realm of the comfortable. “Thank you, my lord.” “If I may speak frankly?” “Certainly.” “I know you want to try out all your lessons, but take care with whom you test your skills. I noticed how Stanhope was looking at you earlier.” “Lord Stanhope was a charming partner.” Alex met Blackmoor’s eyes, daring him to disagree. “I’m certain I don’t know to what you are referring.” “I think you know all too well to what I’m referring. Any man would have to be blind not to notice you. This dress is designed to lure a lion. I assure you that particular lion will bite.” “What are you saying?” “Simply that I would prefer not to have to play protector tonight. I merely caution you to think twice before getting wrapped up with Stanhope, or any like him.” Alex’s spine stiffened in response. Her tone turned frosty. “As usual, my lord, your caution—or shall I say interference?—is unnecessary. Need I remind you that I’ve been managing Freddie Stanhope since he was in short pants?” His chuckle held no humor. “Take my advice, Alex. Your ‘Freddie’ is no longer in the schoolroom. And you’re out of your league if you think you can, as you say, ‘manage’ him. Just because you wear a gown that marks you as all grown up doesn’t mean you are prepared to take him on.” Alex’s temper flared. “I require neither your advice, nor your opinion, my lord. I would thank you to remember that, besides the fact that you’re not that much older than I am, I already have a father—and three brothers. I hardly need another overbearing male telling me what to do and with whom to do it.” “More like what not to do. And with whom not to do it.” She inhaled in a sharp intake of air, eyes narrowing, and made a move to leave him mid-waltz. To an outside observer, nothing changed about their movements—but Alex felt Blackmoor’s arms turn to stone around her. He held her fast, and tight, and his voice lowered. “You will finish this waltz with me, Alexandra. I will not allow you the pleasure of giving me a set-down at your first ball.” Recognizing

A Role Model for Managers of Managers Gordon runs a technical group with seven managers reporting to him at a major telecommunications company. Now in his late thirties, Gordon was intensely interested in “getting ahead” early in his career but now is more interested in stability and doing meaningful work. It’s worth noting that Gordon has received some of the most positive 360 degree feedback reports from supervisors, direct reports, and peers that we’ve ever seen. This is not because Gordon is a “soft touch” or because he’s easy to work for. In fact, Gordon is extraordinarily demanding and sets high standards both for his team and for individual performance. His people, however, believe Gordon’s demands are fair and that he communicates what he wants clearly and quickly. Gordon is also very clear about the major responsibility of his job: to grow and develop managers. To do so, he provides honest feedback when people do well or poorly. In the latter instance, however, he provides feedback that is specific and constructive. Though his comments may sting at first, he doesn’t turn negative feedback into a personal attack. Gordon knows his people well and tailors his interactions with them to their particular needs and sensitivities. When Gordon talks about his people, you hear the pride in his words and tone of voice. He believes that one of his most significant accomplishments is that a number of his direct reports have been promoted and done well in their new jobs. In fact, people in other parts of the organization want to work for Gordon because he excels in producing future high-level managers and leaders. Gordon also delegates well, providing people with objectives and allowing them the freedom to achieve the objectives in their own ways. He’s also skilled at selection and spends a great deal of time on this issue. For personal reasons (he doesn’t want to relocate his family), Gordon may not advance much further in the organization. At the same time, he’s fulfilling his manager-of-managers role to the hilt, serving as a launching pad for the careers of first-time managers.

An Inquiry into the Nature and Causes of the Wealth of Nations (Smith, Adam) - Your Highlight on page 1 | location 54-60 | Added on Thursday, 13 November 2014 06:53:21 Whatever be the actual state of the skill, dexterity, and judgment, with which labour is applied in any nation, the abundance or scantiness of its annual supply must depend, during the continuance of that state, upon the proportion between the number of those who are annually employed in useful labour, and that of those who are not so employed. The number of useful and productive labourers, it will hereafter appear, is everywhere in proportion to the quantity of capital stock which is employed in setting them to work, and to the particular way in which it is so employed. The second book, therefore, treats of the nature of capital stock, of the manner in which it is gradually accumulated, and of the different quantities of labour which it puts into motion, according to the different ways in which it is employed.

Perhaps illiterate people have particularly good memories to compensate for being unable to write things down, just as the blind are popularly believed to have especially keen ears or sensitive fingers. Such arguments must be rejected…. And while it would be logically possible to argue that literacy and schooling make memory worse, the fact of the matter is that they don’t. On the contrary: cross-cultural studies have generally found a positive relation between schooling and memory…. Skilled performances by oral poets are found only in nonliterate societies because the concept of poetry itself changes when literacy appears…. Literal, verbatim memory does exist, nevertheless. It makes its appearance whenever a performance is defined by fidelity to a particular text. Ulric Neisser, Memory Observed, pp. 241–242

When the fight starts you do not have time to stop and think about the fundamentals.” ~Chet Richards, Certain to Win 1   Chet Richards wrote an interesting piece “Developing the Touch”, in which he asks the question, if Fingerspitzengefühl (fingertip feel) can be taught, why do so few people have it? He goes on to make two key points: First, Fingerspitzengefühl is a skill, so although most people can get better at it, some are going to get a lot better. Second, it’s a strange kind of skill, not for performing complicated or even dangerous tasks mystically well, but for sensing what is going on among groups of people in conflict and then influencing what happens.2 Chet’s points got me to thinking about, why is it we in law enforcement often times have difficulty applying what we know to a given situation? How do we get better at it? The answer lies in creating and nurturing our abilities in “Operational Art” taking what you know and being able to apply it to a given set of circumstances to affect your strategy and to bring an end to a potentially violent occurrence using appropriate tactics. To do this takes awareness, discipline, adaptability, skill development and strength of character to focus our efforts on the task at hand to meet our overall intent. You cannot learn this by sitting in some training class listening to an instructor give you a checklist formula on how to solve a particular set of problems. As Chet states: The first problem in learning Fingerspitzengefühl is that you can’t learn it by yourself. You have to have at least two groups of people to practice with — your team and some opponents.2 Our training must involve interaction with an adversary, red teaming comes to mind. Red Teaming is an approach to understanding our adversary and the methods they use. To develop a fingertip feel and maneuver we must possess numerous skills and be able to apply those skills individually and collectively if we are to be as effective as we need to be, to win

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.

These examples, and those that surround us every day, are why creational thinking, not critical thinking, should be our ultimate goal in education. Critical thinking is a skill that allows us to steer a valuable course through a known problem. It engages a problem-solving skill set but stops short of what is possible. If problem solving and critical thinking are the goals of education, the bar is too low. Creational thinking, the use of content while branching into the unknown, leads to the possibility of truly elegant solutions. That is where the bar needs to be, particularly in light of the challenges that lie ahead for us.

Here are some advice for teachers handling introvert children: Think of introverts as different and not someone who needs to be cured. They simply have a different learning style. In helping with social skills, opt to teach them outside class. Accept them for who they are. Studies reveal that almost half of the population are introverts. This means a class has an almost even number of extroverts and introverts. So balance teaching methods to benefit both types. Introverts often have deep interests that are uncommon among their peers. Encourage them to pursue this and help them find like-minded friends. Introverts also benefit from collaborative work as long as it is in small groups. And it helps if they know their particular role. Teach all children to work independently to encourage Deliberate Practice. Do not seat introverts in “high interaction” areas because they have a tendency to feel more threatened. Do not force them to participate in class because it can be harmful to their self-esteem. Introvert children perform differently in a playgroup setting from a more relaxed and comfortable one. Consider this when rating a child’s performance.

I don’t know who you are. I don’t know what you want. If you are looking for ransom, I can tell you I don’t have money. But what I do have are a very particular set of skills; skills I have acquired over a very long career. Skills that make me a nightmare for people like you. If you let my daughter go now, that’ll be the end of it. I will not look for you, I will not pursue you. But if you don’t, I will look for you, I will find you, and I will--

You have an approximate symmetry, so you calculate a set of consequences supposing it to be perfect. When compared with experiment, it does not agree. Of course – the symmetry you are supposed to expect is approximate, so if the agreement is pretty good you say, ‘Nice!’, while if the agreement is very poor you say, ‘Well, this particular thing must be especially sensitive to the failure of the symmetry’. Now you may laugh, but we have to make progress in that way. When a subject is first new, and these particles are new to us, this jockeying around, this ‘feeling’ way of guessing at the results, is the beginning of any science. The same thing is true of the symmetry proposition in physics as is true of psychology, so do not laugh too hard. It is necessary in the beginning to be very careful. It is easy to fall into the deep end by this kind of vague theory. It is hard to prove it wrong, and it takes a certain skill and experience not to walk off the plank in the game.

Nowhere in the history of man has there existed someone with your particular set of experiences and skills, which means there exists a mode of play that you are unequivocally predestined to succeed in more than any other.

The great men of all areas of humanity’s activities never tried to be a better version of someone else. They simply brought to the table a full life's cultivation of their particular skill sets, experiences, and passions, and we must do the same.

Why don’t kids like to be “it”? Why, at the start of a game of tag, do they each call out, “Not it!” and then point to the loser, the last one to reject the role? A provocative answer can be found by looking at the play of other mammals, most of which have some version of chasing games. In species that are predators, such as wolves, their pups seem to prefer to be the chasers. In species that are prey, such as rats, the pups prefer to be chased.1 Our primate ancestors were both prey and predator, but they were prey for much longer. That may be why human children particularly enjoy practicing their fleeing and hiding skills.

top research company in Myanmar scene is powerful and different, with a few driving organizations offering thorough types of assistance to organizations looking to comprehend and enter the neighborhood market. Here are a portion of the top exploration firms in Myanmar: Myanmar Study Exploration (MSR): Laid out as the main free exploration organization in Myanmar, MSR brags north of 25 years experience. The organization offers an expansive scope of administrations including quantitative and subjective exploration, web-based entertainment research, and CATI (PC Helped Phone Talking) research. MSR is known for its profound comprehension of the nearby market and its capacity to convey experiences across different areas like farming, medical care, and customer products (Statistical surveying Organizations) . STP Exploration Myanmar: STP Exploration Myanmar (Single Touch Point Co., Ltd.) works in both market and social examination. With a rich history of leading north of 150 examination projects, STP has shown skill in areas like wellbeing, farming, schooling, and monetary effect evaluations. Their accomplished group offers subjective and quantitative examination administrations, custom fitted to meet the particular necessities and spending plans of their clients (STP Myanmar) . Aventura Exploration Myanmar (ARM): ARM gives a far reaching set-up of statistical surveying administrations including brand following, client experience, secret shopping, and B2B research. ARM is especially noted for its imaginative methodology and the utilization of a delegate portable exploration board of more than 85,000 shoppers spread across Myanmar. This permits them to catch continuous bits of knowledge and convey significant outcomes to their clients (ARM) . Statistical surveying Myanmar by YCP Solidiance: Under the umbrella of YCP Solidiance, Statistical surveying Myanmar assists organizations with growing in the Burmese market by giving proof based statistical surveying and methodology suggestions. Their administrations incorporate market section and development technique, cutthroat benchmarking, channel model distinguishing proof, and M&A warning. They have major areas of strength for a record of helping global organizations in exploring the neighborhood monetary scene and recognizing manageable learning experiences (Exploration in Myanmar) . Xavey Exploration Arrangements: 1. Xavey Exploration Arrangements is known for its tech-driven statistical surveying arrangements. They have practical experience in catching "in-the-occasion" bits of knowledge through portable and advanced stages, which is essential for grasping powerful purchaser ways of behaving in Myanmar. Their inventive methodology considers proficient information assortment and examination, settling on them a favored decision for educated clients seeking influence computerized instruments for top research company in Myanmar 2. These organizations feature the top research company in Myanmar , offering a scope of administrations that take care of different business needs from top to bottom area examinations to constant shopper bits of knowledge. Each firm brings its exceptional assets and procedures, guaranteeing that organizations can track down the right accomplice to assist them with prevailing in the Burmese market. Whether it's through customary subjective techniques or high level advanced procedures, these organizations are exceptional to give the experiences important to informed direction and key preparation.

survey companies in Myanmar, with various respectable organizations arising as central members on the lookout. Among these organizations, Myanmar Study Exploration (MSR), Kantar TNS Myanmar, and Knowledge Myanmar Exploration stand apart as driving suppliers of statistical surveying and review administrations in the country. Myanmar Overview Exploration (MSR) has set up a good foundation for itself as an unmistakable review organization, offering a large number of examination and counseling administrations to homegrown and worldwide clients. With a solid spotlight on information exactness and unwavering quality, MSR has gained notoriety for conveying smart market knowledge and significant proposals to its clients. Kantar TNS Myanmar, one more key part in the overview business, brings an abundance of involvement and skill to the Myanmar market. As a component of the worldwide Kantar organization, the organization offers state of the art research strategies and a profound comprehension of buyer conduct, empowering clients to pursue informed choices and gain an upper hand in the commercial center. Knowledge Myanmar Exploration is likewise transforming the review business, giving top notch research arrangements custom fitted to the particular necessities of organizations working in Myanmar. The organization's obligation to conveying significant experiences and vital direction has added to its progress in serving a different cluster of clients across different areas. These study organizations assume a vital part in assisting organizations and associations with exploring Myanmar's dynamic market scene. By utilizing their skill in information assortment, examination, and translation, these organizations enable clients to acquire a more profound comprehension of customer inclinations, market patterns, and industry elements. Also, the presence of legitimate study organizations like MSR, Kantar TNS Myanmar, and Knowledge Myanmar Exploration mirrors the developing interest for solid and far reaching statistical surveying administrations in Myanmar. As the nation keeps on starting up to worldwide business open doors, the requirement for exact and noteworthy bits of knowledge has never been more prominent. As well as serving the necessities of organizations, these overview organizations likewise add to the improvement of survey companies in Myanmar overall. Through their obligation to maintaining elevated requirements of impressive skill and moral lead, they set a positive model for different players in the business and assist with raising the general nature of examination and counseling administrations accessible in the country. Besides, these organizations effectively draw in with neighborhood networks, giving work open doors and cultivating the improvement of nearby ability in the field of statistical surveying and information examination. By supporting a talented labor force and advancing information trade, they add to the structure of a vigorous and maintainable exploration biological system in Myanmar. All in all, the development of review organizations, for example, Myanmar Overview Exploration (MSR), Kantar TNS Myanmar, and Understanding Myanmar Exploration mirrors the rising significance of dependable statistical surveying and study administrations in Myanmar. With their obligation to greatness and their commitments to industry improvement, these organizations are ready to assume a critical part in forming the fate of survey companies in Myanmar.

It couldn’t be said that she only became friends with people because of particular skills that they had, but the degree of closeness did depend a bit on the skill set the person brought to the friendship.

I am on the verge all the time of being set at a long-winded piece of bibliographic research work that I don’t want to do—my particular skill being with people first & books second.

One study offers particularly provocative evidence of the benefits of vestibular stimulation. These researchers exposed babies, who ranged in age from three to thirteen months, to sixteen sessions of chair spinning: Four times a week for four weeks, the infants were seated on a researcher’s lap and spun around ten times in a swivel chair, each spin followed by an abrupt stop. To maximize stimulation of each of the three semicircular canals, the spinning included one or two rotations in each direction with the babies held in each of three positions: sitting, with the head tilted forward about 30 degrees, and side-lying on both left and right sides. Not surprisingly, the babies loved this treatment. They usually babbled or laughed during the rotation and became fussy during the thirty-second rest period between spins. In addition to this “trained” group, there were two groups of control infants, one that received no treatment, and one that came in for the same sixteen sessions but only sat on the researcher’s lap in the swivel chair; they did not get to spin. The results were striking. Compared with both control groups, the babies who were spun showed more advanced development of both their reflexes and their motor skills. The difference was particularly marked for motor skills like sitting, crawling, standing, and walking. In fact, the study included a set of three-month-old fraternal twins, of whom one received the training and the other did not. By the end of the study, when they were four months old, the twin who had experienced the vestibular stimulation had mastered head control and could even sit independently, while the unstimulated twin had only just begun to hold his head up.

Self-control, managing these disruptive feelings and impulses as best you can i.e. not letting them overtake your entire thinking. Trustworthiness, I touched on this within the self-awareness section but having a guide to maintain standards of integrity and honesty can be particularly important. Acting ethically and authentically will help a person to better self-regulate their emotions from the outset. Holding yourself to these high principled standards automatically eradicates most emotions of fear, guilt and general self loathing before they even arise making them much easier to manage if they do appear. Conscientiousness, i.e. the ability to take responsibility for your own actions and performance. Being held accountable for meeting the objective a person sets out for themselves and being organized and careful about their work. Adaptability, the ability to adapt and be flexible when emotions arise is also fairly critical. It will allow a person to more smoothly handle a situation, especially one of high pressure or shifting priorities. They will be able to adapt their responses and situational tactics to better fit a fluid environment. Innovation, this is more about being open and even seeking new and novel ideas. It’s about entertaining an original problem but exploring a variety of sources of information and even coming up with new ideas and fresh perspectives in thinking for solving current problems.

Taking a beating well is not for amateurs. You have to get started early, maybe by getting beaten up a lot as a child in school. Then you refine your raw talent by taking more beatings as you get older. Generally, you can seek out almost any crew of athletic types, and you’ll find several willing to oblige you, under one guise or another. True craftsmen then seek out gifted individuals with a particular skill set to deliver the most skilled and professional beatings. That’s how you learn to fight, really. You take beatings, and you get tougher, and if you don’t start avoiding all the fights, you continue taking beatings until you learn how it’s done. Or they kill you.

Your particular set of skills? That sounds like a Liam Neeson movie.

Value Learning above Everything Else As you progress in life, you will become addicted to the fat paycheck and it will determine where you go, how you think, and what you do. Eventually, the time that was not spent on learning skills will catch up with you, and the fall will be painful. Instead, you must value learning above everything else. This will lead you to all of the right choices. You will opt for the situation that will give you the most opportunities to learn, particularly with hands-on work. You will choose a place that has people and mentors who can inspire and teach you. A job with mediocre pay has the added benefit of training you to get by with less—a valuable life skill. You must never disdain an apprenticeship with no pay. In fact, it is often the height of wisdom to find the perfect mentor and offer your services as an assistant for free. Happy to exploit your cheap and eager spirit, such mentors will often divulge more than the usual trade secrets. In the end, by valuing learning above all else, you will set the stage for your creative expansion, and the money will soon come to you.

So how do you evaluate a founding team? Different VCs of course do things differently, but there are a few common areas of investigation. First, what is the unique skill set, background, or experience that led this founding team to pursue this idea? My partners use the concept of a “product-first company” versus a “company-first company.” In the product-first company, the founder identified or experienced some particular problem that led her to develop a product to solve that problem, which ultimately compelled her to build a company as the vehicle by which to bring that product to the market. A company-first company is one in which the founder first decides that she wants to start a company and then brainstorms products that might be interesting around which to build one.

The science writer Winifred Gallagher stumbled onto a connection between attention and happiness after an unexpected and terrifying event, a cancer diagnosis—“not just cancer,” she clarifies, “but a particularly nasty, fairly advanced kind.” As Gallagher recalls in her 2009 book Rapt, as she walked away from the hospital after the diagnosis she formed a sudden and strong intuition: “This disease wanted to monopolize my attention, but as much as possible, I would focus on my life instead.” The cancer treatment that followed was exhausting and terrible, but Gallagher couldn’t help noticing, in that corner of her brain honed by a career in nonfiction writing, that her commitment to focus on what was good in her life—“movies, walks, and a 6:30 martini”—worked surprisingly well. Her life during this period should have been mired in fear and pity, but it was instead, she noted, often quite pleasant. Her curiosity piqued, Gallagher set out to better understand the role that attention—that is, what we choose to focus on and what we choose to ignore—plays in defining the quality of our life. After five years of science reporting, she came away convinced that she was witness to a “grand unified theory” of the mind: Like fingers pointing to the moon, other diverse disciplines from anthropology to education, behavioral economics to family counseling, similarly suggest that the skillful management of attention is the sine qua non of the good life and the key to improving virtually every aspect of your experience.

How to Freelance Could it be said that you are fed up with being a representative encountering the monotonous routine? Assuming that your response is indeed, this present time would be the opportunity to consider outsourcing your experience and abilities. Outsourcing is rapidly turning Into the calling which is carrying specialists into what's in store. Organizations are starting to downsize on costs, including their labor force, and they are going to the outsourcing business sector for help. Assuming you have involvement with any of the above regions, or something else, there is an incredible opportunity that you can embed your skill into the outsourcing industry without any problem. There are an astounding measure of clients out there searching for your abilities and ready to pay great cash to use them please visit here how to freelancing for more details. Freelance composing is an extremely complicated interaction that relies upon, and just on the essayist. While this vocation decision is difficult to get into, it is strikingly simple to transform the composing field and earn substantial sums of money simultaneously. There are three essential things about freelance composing that each essayist, new or not, should be aware or have a grasping of. We check out at them exhaustively here: The when of freelance composition There is no when to freelance composition. A capable essayist can compose whenever of the day or night; one glimmer of motivation and he's up and composing on the pc. However, this is valid just for a couple of essayists. A large number of us compose at explicit times, with the end goal that our innovativeness becomes restricted to those hours as it were. A work at home mother will rise and shine right on time to get in a couple of hours before the children wake up. An undergrad will work in the nights after talks. However, with freelance composition, it's best not to get into a groove to such an extent that your innovativeness endures. The where of freelance composition Here, most essayists have a decision. A few of us need clear walls around us with zero commotion levels to have The option to work capably. Others need a boisterous climate. Others can work anyplace; from the middle of a well of lava emission to a path seat on a cable car in london. You get to choose where you are generally agreeable, and work from that point. The how of freelance composition Once more, there is no how to freelance composition. You should simply sit at your pc or type-essayist, and get moving. Those dealing with a particular task as of now have some thought of what they will compose, while others sit before their clear screens and get their dream together. In the cutting edge world, however, this approach is becoming old, since each essayist worth his time and energy is charging constantly. A typical slip-UP freelancers make is having powerless correspondence with their clients. You should know about this in light of the fact that continually rehashing this error can set you back huge load of cash as long as possible. You should be certain that you impart successfully while getting the task and furthermore during the venture. you want to construct and keep up with trust with your clients. The following mix-up you should know can occur with an extremely normal benefit you can have as a freelancer, how much tasks you can have. You can have many undertakings for yourself as you can deal with. However, you'll have to genuinely check what you can deal with. At long last, let's talk about recurrent business. That is when clients utilize your administrations again and again. At the point when you get you first clients, you might begin imagining that since you got work from them that you'll continue to get work from them. This is an unfortunate mix-up on your part. You believe that should conquer this by keeping up with great terms with your client and staying in contact with them.

So we look at a state of the brain in response to a trigger, and in my personal work, this area, cingulate 25, becomes the nexus of the problem. How the rest of the brain responds to a trigger, as a function of your early life experience, your genes, and your temperament, indicates that what the brain is showing us is not the illness, but what the brain is trying to do to restore balance. We can enhance that through different teachings or different kinds of treatment. Consider the metaphor of heart disease. We all know that you shouldn’t smoke and that high cholesterol is a bad risk factor. You should exercise; you shouldn’t eat too many cheeseburgers. But at the point when you have the heart attack, it’s really easy to make the diagnosis that your heart muscle has died. At that point, you are no longer dealing with probabilities. Instead, a specialized test is done to determine the nature of your problem and to match it to the appropriate treatment. For example, if you have one heart vessel clogged, you need to have that single heart vessel opened. Somebody else, who has five heart vessels blocked, will need a different kind of treatment. The heart itself is telling us how it should be treated. Of course, you would like to promise to exercise more and eat fewer cheeseburgers—but only after you survive and have had whatever surgery you need. In cardiology, there is no problem with doing a test to identify how to optimize the short-term and longer-term return to health. We have to take the same approach to the brain, since we are reaching a point where knowing the signal in the brain is potentially very helpful. The state of the brain is really the response, not the cause. It is giving us a signal as to how we might optimize its return to normality. That’s a set of experiments that we are now trying to do. Jack Kornfield: A similar diagnostic process is needed both in meditation teaching and in insight therapy. When people come in to see a teacher, they present specific and unique difficulties, traumas, problems with circumstances in their life, or struggles with their mind and personality. Skillful teaching requires a subtle evaluative process to sense what particular intervention out of the many practices will be most helpful to a given individual. For example, for people with powerful self-critical and judgmental thoughts, a necessary part of meditation instruction will be teaching them how to work with these thoughts. If we don’t attend to this problem, they can do all kinds of other practices, but those self-critical patterns will keep repeating, “You’re not doing it right,” and as a consequence, the other practices they are engaging in may be quite ineffective. Jan Chozen Bays: I want to suggest that we study an intervention that I call media fasting. As I said, we’re not designed as an organism to take in the suffering of the whole world.

The people of cold countries generally, and particularly those of Europe, are full of spirit, but deficient in skill and intelligence,” Aristotle declared. They were therefore unfit to govern themselves or others. Asians had skill and intelligence, but lacked spirit, which was why they lived under the rule of despots. “The Greeks, intermediate in geographical position, unite the qualities of both sets of peoples,” Aristotle wrote.

There’s an assumption out there that good leaders are decisive and clear. They know the priorities and don’t let themselves get tangled up in agonizing thoughts about details. If you’re an executive, you want others to see you this way. Decisiveness gives the impression of confidence. And confidence helps others have confidence in you. As an entrepreneur, professional or executive, you know that making decisions is a large part of your daily life. You signed up for this – making decisions, big and small. So what make it difficult for smart, driven executives to be fully decisive? Indecisiveness is not just about decision fatigue or over-responsibility, although they may play a role. It’s about your executive functioning (EF) and how you’re managing it. To make difficult decisions, you need great EF – the brain-based skills for goal-directed behaviour and everything that goes with it. By virtue of where you are in your career, your EF is already well developed. And yet, you’d like to be more decisive. So what’s going on when you feel stuck in indecisiveness? Your particular brand of EF – your brain profile – may be highly comfortable with abstract thinking. Perhaps too comfortable. And that’s what can take you into endless ambivalence. Have you noticed that when you can’t land on a decision, there’s a sense of not quite settling? If you’re accustomed to thinking in the abstract, you may find it uncomfortable to land on a choice. If you want to be muscularly decisive, look at your emotions. Are they heightened? Triggered? If so, your EF will definitely go offline. You’ll experience mental fog, poor focus, and rumination. How do you respond when you’re triggered? Do you put your emotions aside? Do you tell yourself there’s no time during the work day to deal with them? Emotions don’t go away just because you decided not to pay attention to them. They’re still there, bubbling under the surface. If you try to think past the emotions, you won’t be effective. EF functions best when the brain is calm and clear. But emotions are very useful too – when you choose to pay attention to them. They’re a gold mine of information about risks, values, priorities and self-management. You need a balance of emotional information and facts to make a good decision. The most powerful leaders make decisions with a combination of intuition, past experience, emotional intelligence and cognitive flexibility. If you cut off these valuable data sets, the result will be indecisiveness. So how do you become confidently decisive? 1. Check in. Ask yourself: Who do I want to be as I make this decision? In what way may I be too comfortable with the abstract? What might I be resisting? Recognize that No decision IS a decision. Ask yourself: How do I benefit from making no decision? What if no decision is the best decision? Commit to making a decision anyway. Ask yourself: In what way can I make this decision more clear? Who will I be once I’ve made this decision? Accept that some ‘good’ decisions will feel uncomfortable. Ask yourself: What do I believe about what makes a good decision? What will deepen my comfort with what I don’t have control over? You can be a good leader and still be indecisive from time to time. The next time you have a difficult decision to make, draw from both emotional and factual information. And don’t forget to enjoy the afterglow of clarity! With love and gratitude, Lynda

craftsman approach to tool selection stands in opposition to the any-benefit approach. Whereas the any-benefit mind-set identifies any potential positive impact as justification for using a tool, the craftsman variant requires that these positive impacts affect factors at the core of what’s important to you and that they outweigh the negatives. Even though the craftsman approach rejects the simplicity of the any-benefit approach, it doesn’t ignore the benefits that currently drive people to network tools, or make any advance proclamations about what’s “good” or “bad” technology: It simply asks that you give any particular network tool the same type of measured, nuanced accounting that tools in other trades have been subjected to throughout the history of skilled labor.

He might have mastered unicycling and chopping and emotive sniffing and swordplay, but she had her own particular set of skills when it came to swords. They deserved appreciation too.

a study that some colleagues and I (RG)18 conducted a few years ago suggests that way pitchers are given advance information about hitters can influence how they handle pressure. It has become common in baseball to give pitchers a “heat map” representing a particular hitter’s batting average for pitch locations throughout the strike zone. While it has been shown that athletes can use this type of information to improve performance,19,20 it also has the potential to change how athletes respond to pressure. The theory of ironic processes21 proposes that pressure will cause a skilled performer to maintain a movement profile typical of an expert but act as though he or she has a different goal: achieving a result that was intentionally avoided (e.g., throwing a pitch into one of a batter’s high average, hot zones). In other words, showing a pitcher where NOT to throw the ball might produce a “don’t think about pink elephants” kind of effect. To test this, we compared pitching performance for two groups: one group that was shown only their target (i.e., a cold zone) and a group was shown the target and an ironic (avoid, hot) zone. Performance was measured in low pressure (just pitching) and high pressure (crowd, monetary incentive for control) conditions. Consistent with the ironic process theory, the two-zone group missed their target more often, but not because they were wild and erratic in their delivery. This occurred because they threw significantly more pitches into the hot zone as compared to when they were not under pressure. Thus, we have two suggestions here. First, advance information should show the goal targets (cold zones) and not include things we want the pitcher to avoid. Second, this type of advance information should be included and manipulated in some practice activities. For example, in the Sniper Challenge described above, pitchers could be given different zones they are trying to target indicated using different types of advance information displays/graphics. This will allow the athlete to get practice at setting their intentions based on this type of information.

I’m going from zero to sixty for fight-or-flight responses, and I’m ready to pulverize a crew of thugs or hop aboard a plane with a “very particular set of skills.

We know from Glenn Milne's inundation data that Gozo and Malta were indeed one big island during the Ice Age, down to approximately 13,500 years ago, and that they did not take on their present form as an archipelago of three islands (with little Comino in between) until around 11,000 years ago. Accordingly, if the medieval tradition of Malta and Gozo as one big island is not a complete invention -- and why should it be? -- then, 'fantastic' though it may seem, it somehow preserves a memory of Malta as it appeared more than 11,000 years ago. It is well known that most medieval mapmakers were only copyists reproducing older maps and [...] I believe we cannot exclude the possibility that the single large island called Gaulometin of Galonia leta that has somehow survived on certain medieval maps may indeed be a representation of Malta in a much earlier time. A mental leap is required in order even to consider such a possibility. It is necessary to set aside all preconceptions about the past, and all unexamined notions of how societies evolve. Above all, we have to rid ourselves of the ingrained conviction that (despite some setbacks) the basic story of human civilization has been steadily and reassuringly onwards and upwards from the very beginning. It may not have been so. There may be tremendous gaps, of which we are blissfully unaware, in the evidence presently available to us concerning the origins and progress of civilization. In particular, there has been no sustained or serious search for very ancient underwater ruins along the millions of square kilometres of continental shelves flooded at the end of the Ice Age. So it is possible, and within the bounds of reason, that a civilization of some sort might have flourished during the closing millennia of the Ice Age and might not yet have been detected by archaeologists. A civilization not necessarily at all like our own but still advanced enough to have mastered complex skills such as seafaring and navigation (that do not call for a large material or industrial base) and to have left behind memories of the world as it looked before the flood and at various stages during the rising of the seas. The sort of civilization, perhaps, that would have built with megaliths and aligned them with navigational precision to the path of the sun. Maybe even a civilization that measured the earth, mapped it and netted it with a latitude and longitude grid. Until such a lost civilization has been entirely ruled out -- and we are far from that -- it is rational to keep our minds open to the possibility, however extraordinary it may seem, that certain ancient maps have indeed carried down to us broken images of the antediluvian world.

He paused for a moment. “Mi amor?” Our game.My lips twitched into a smile and I stayed silent. I set the condiment rack down on the kitchen table and closed the fridge door. “Amore mio?” he said in Italian. Still, I waited. I wanted one more. Maybe two. “Meine Geliebte?” German maybe? “Mon amour?” Ugh. That did it. The French always got me. Tyler had been a military brat. His parents were diplomats and had been stationed all over the world. He knew four languages by the time he was old enough to talk. Now he knew nine. He was an interpreter. He was also one of the most intelligent men I’d ever met. He specialized in simultaneous interpretation, a skill set all its own. He knew Arabic and Farsi too, which made him a particular asset in the Middle East. They’d lobbied hard to keep him in service. It said a lot about his feelings for me that he was willing to leave all that. I put my back to the fridge door and slid down to the floor, a grin on my face. “Yes?” “I know you’re nervous about me coming home. I can hear you cleaning.” He knew me too well.

Bill Gates, like other legendary figures in the information technology industry (such as Paul Allen, Steve Ballmer, Steve Jobs, Larry Page, Sergey Brin, and Jeff Bezos), had immense talent and ambition. But he ultimately responded to incentives. The schooling system in the United States enabled Gates and others like him to acquire a unique set of skills to complement their talents. The economic institutions in the United States enabled these men to start companies with ease, without facing insurmountable barriers. Those institutions also made the financing of their projects feasible. The U.S. labor markets enabled them to hire qualified personnel, and the relatively competitive market environment enabled them to expand their companies and market their products. These entrepreneurs were confident from the beginning that their dream projects could be implemented: they trusted the institutions and the rule of law that these generated and they did not worry about the security of their property rights. Finally, the political institutions ensured stability and continuity. For one thing, they made sure that there was no risk of a dictator taking power and changing the rules of the game, expropriating their wealth, imprisoning them, or threatening their lives and livelihoods. They also made sure that no particular interest in society could warp the government in an economically disastrous direction, because political power was both limited and distributed sufficiently broadly that a set of economic institutions that created the incentives for prosperity could

Lastly the corporate office design Gauteng will also require to be planned with particular furniture and tools requirements in mind. It is also important to consideration on sufficient working spaces. Interior office design has turned a little more complex as compare than interior design for residential assignments. This article is all about corporate interiors and project management Gauteng. Interior Office design Floor plans The interior floor plan for an office is first task for space planning. It require skill as well as good creativity for problem solving ability but also special facts of building sets as well as information of the company's needs who will dwell there, normally known as the client as well as tenant. Here the floor plan layout requires to meet all the companies obligations such as how many offices, meeting rooms and storage areas among others and also forces with the applicable regulations as well as standards. The floor plan will also include office designs for different technical and engineering services which include: • Electrical plans for lighting and power • Services designs for Emergency such as exit signs, emergency lighting and mass departure warning methods • Designs related to communications services including phones and computers • Designs related to Fire sprinklers of fire recognition systems and also flames hose reels • Air conditioning Designs • Plumbing services Designs • Designs for safety and entry control systems The corporate interiors and project management needs to be planned with keeping in mind not only all the standards necessary but also the needs of the client's requirements. Office re fit is a general good design perform for work flow and helpful working environments. • Finding the amount of offices, conference rooms and release plan workstations obligatory by the client. • Finding sufficient normal facilities which include storage areas, filing areas, printing areas, and staff facilities including kitchens and toilet facilities. • Office layout for right sitting of offices and workstation work areas to take full advantage of entry to natural light. • Concern of main workflow spaces and flow corridors. • Site of public areas including the reception as well as meeting rooms to keep away from disturbance to the common office work areas. • Area of heavy load luggage compartment systems to make sure structural uprightness of the floor. • Right area for break out as well as staff relaxation areas. • Correct furniture and tools planning

In particular, I want to present the stages in the historical development of user interfaces in terms of the different sets of human skills they are designed to exploit.

Concentration: the Key to Success   “Wealthy men and women are noted for their power of concentration”, Don King.   Concentration is the great secret of power and success. Studies have revealed this surprising fact: on a sample of people who succeed in their life (success in the broad sense, that is they reached a goal they set for themselves, whether it is to become rich, to ace a difficult exam or to be successful at a certain skill, etc.), ALL had incredible focus ability. Their particularity was that in any condition, even the most difficult (ambient noise, stressful situations, limited furniture or financial resources etc.), these people remained fully concentrated.   But let’s have a closer look on what concentration really means.

Switch from a Performance Focus to a Mastery Focus There’s a way to keep your standards high but avoid the problems that come from perfectionism. If you can shift your thinking from a performance focus to a mastery focus, you’ll become less fearful, more resilient, and more open to good, new ideas. Performance focus is when your highest priority is to show you can do something well now. Mastery focus is when you’re mostly concerned with advancing your skills. Someone with a mastery focus will think, “My goal is to master this skill set” rather than “I need to perform well to prove myself.” A mastery focus can help you persist after setbacks. To illustrate this, imagine the following scenario: Adam is trying to master the art of public speaking. Due to his mastery goal, he’s likely to take as many opportunities as he can to practice giving speeches. When he has setbacks, he’ll be motivated to try to understand these and get back on track. His mastery focus will make him more likely to work steadily toward his goal. Compare this with performance-focused Rob, who is concerned just with proving his competence each time he gives a talk. Rob will probably take fewer risks in his style of presentation and be less willing to step outside his comfort zone. If he has an incident in which a talk doesn’t go as well as he’d hoped, he’s likely to start avoiding public speaking opportunities. Mastery goals will help you become less upset about individual instances of failure. They’ll increase your willingness to identify where you’ve made errors, and they’ll help you avoid becoming so excessively critical of yourself that you lose confidence in your ability to rectify your mistakes. A mastery focus can also help you prioritize—you can say yes to things that move you toward your mastery goal and no to things that don’t. This is great if you’re intolerant of uncertainty, because it gives you a clear direction and rule of thumb for making decisions about which opportunities to pursue. Experiment: What’s your most important mastery goal right now? Complete this sentence: “My goal is to master the skills involved in ___.” Examples include parenting, turning more website visitors into buyers, property investment, or self-compassion. Based on the mastery goal you picked, answer the following questions. Make your answers as specific as possible. How would people with your mastery goal: 1. React to mistakes, setbacks, disappointments, and negative moods? 2. Prioritize which tasks they work on? What types of tasks would they deprioritize? 3. React when they’d sunk a lot of time into something and then realized a particular strategy or idea didn’t have the potential they’d hoped it would? 4. Ensure they were optimizing their learning and skill acquisition? 5. React when they felt anxious?

There is a parable that allows us to understand better the relationship between the government and non-government sector. Imagine a small community comprising 100 dogs. Each morning they set off into the field to dig for bones. If there are enough bones for all the dogs buried in the field then they would each succeed in their search no matter how fast or dexterous they were. Now imagine that one day the 100 dogs set off for the field as usual, but this time they find there are only 90 bones buried. As a matter of accounting, at least ten dogs will return home bone-less. Now imagine that the government decides that this is unsustainable and decides that it is the skills and motivation of the bone-less dogs that is the problem. They are not skilled enough. They are idlers, skivers and just need to ‘bone-seek’ harder. So, a range of dog psychologists and dog trainers are called in to work on the attitudes and skills of the bone-less dogs. The dogs undergo assessment and are assigned case managers. They are told that unless they undergo training they will miss out on their nightly bowl of food that the government provides to them while bone-less. They feel despondent. Anyway, after running and digging skills are imparted to the bone-less dogs, things start to change. Each day, as the 100 dogs go in search of 90 bones, we start to observe different dogs coming back bone-less. The composition of the bone-less queue changes. However, on any particular day, there are still 100 dogs running into the field and only 90 bones buried there. At least ten dogs will always return bone-less. The only way for all dogs to get a bone is for the government to increase the number of bones.

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