Persistence In Business Quotes

Persistence. Perfection. Patience. Power. Prioritize your passion. It keeps you sane.

Change is hardest at the beginning, messiest in the middle and best at the end.

If you're waiting until you feel talented enough to make it, you'll never make it.

Persistence guarantees that results are inevitable.

Your comfort zone is a place where you keep yourself in a self-illusion and nothing can grow there but your potentiality can grow only when you can think and grow out of that zone.

While you are so busy trying to make yourself humble, many are persistently and quietly promoting themselves.

Your VISION and your self-willingness is the MOST powerful elements to conquer your goal

Ones best success comes after their greatest disappointments.

We live in a time of consistent and persistent change. As new technologies emerge and new sociology-political realities take form, the economy and the context of business changes also.

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

What do you know about this business?' the King said to Alice. 'Nothing,' said Alice. 'Nothing WHATEVER?' persisted the King. 'Nothing whatever,' said Alice.

television’s way of knowing is uncompromisingly hostile to typography’s way of knowing; that television’s conversations promote incoherence and triviality; that the phrase “serious television” is a contradiction in terms; and that television speaks in only one persistent voice—the voice of entertainment

In life, the question is not if you will have problems, but how you are going to deal with your problems. If the possibility of failure were erased, what would you attempt to achieve? The essence of man is imperfection. Know that you're going to make mistakes. The fellow who never makes a mistake takes his orders from one who does. Wake up and realize this: Failure is simply a price we pay to achieve success. Achievers are given multiple reasons to believe they are failures. But in spite of that, they persevere. The average for entrepreneurs is 3.8 failures before they finally make it in business. When achievers fail, they see it as a momentary event, not a lifelong epidemic. Procrastination is too high a price to pay for fear of failure. To conquer fear, you have to feel the fear and take action anyway. Forget motivation. Just do it. Act your way into feeling, not wait for positive emotions to carry you forward. Recognize that you will spend much of your life making mistakes. If you can take action and keep making mistakes, you gain experience. Life is playing a poor hand well. The greatest battle you wage against failure occurs on the inside, not the outside. Why worry about things you can't control when you can keep yourself busy controlling the things that depend on you? Handicaps can only disable us if we let them. If you are continually experiencing trouble or facing obstacles, then you should check to make sure that you are not the problem. Be more concerned with what you can give rather than what you can get because giving truly is the highest level of living. Embrace adversity and make failure a regular part of your life. If you're not failing, you're probably not really moving forward. Everything in life brings risk. It's true that you risk failure if you try something bold because you might miss it. But you also risk failure if you stand still and don't try anything new. The less you venture out, the greater your risk of failure. Ironically the more you risk failure — and actually fail — the greater your chances of success. If you are succeeding in everything you do, then you're probably not pushing yourself hard enough. And that means you're not taking enough risks. You risk because you have something of value you want to achieve. The more you do, the more you fail. The more you fail, the more you learn. The more you learn, the better you get. Determining what went wrong in a situation has value. But taking that analysis another step and figuring out how to use it to your benefit is the real difference maker when it comes to failing forward. Don't let your learning lead to knowledge; let your learning lead to action. The last time you failed, did you stop trying because you failed, or did you fail because you stopped trying? Commitment makes you capable of failing forward until you reach your goals. Cutting corners is really a sign of impatience and poor self-discipline. Successful people have learned to do what does not come naturally. Nothing worth achieving comes easily. The only way to fail forward and achieve your dreams is to cultivate tenacity and persistence. Never say die. Never be satisfied. Be stubborn. Be persistent. Integrity is a must. Anything worth having is worth striving for with all your might. If we look long enough for what we want in life we are almost sure to find it. Success is in the journey, the continual process. And no matter how hard you work, you will not create the perfect plan or execute it without error. You will never get to the point that you no longer make mistakes, that you no longer fail. The next time you find yourself envying what successful people have achieved, recognize that they have probably gone through many negative experiences that you cannot see on the surface. Fail early, fail often, but always fail forward.

Your traditional EDUCATION is not going to CHANGE your life but the life you are experiencing that can change you. Choose a POSITIVE life STYLE with positive ATTITUDE which could bring you a life with HAPPINESS and WISDOM

How you think and create your inner world that you gonna become in your outer world. Your inner believe manifest you in the outside

What do you know about this business?' the King said to Alice. 'Nothing,' said Alice. 'Nothing whatever?' persisted the King. 'Nothing whatever,' said Alice. 'That's very important,' the King said, turning to the jury. They were just beginning

If you’re an introvert, find your flow by using your gifts. You have the power of persistence, the tenacity to solve complex problems, and the clear-sightedness to avoid pitfalls that trip others up. You enjoy relative freedom from the temptations of superficial prizes like money and status. Indeed, your biggest challenge may be to fully harness your strengths. You may be so busy trying to appear like a zestful, reward-sensitive extrovert that you undervalue your own talents, or feel underestimated by those around you. But when you’re focused on a project that you care about, you probably find that your energy is boundless. So stay true to your own nature. If you like to do things in a slow and steady way, don’t let others make you feel as if you have to race. If you enjoy depth, don’t force yourself to seek breadth. If you prefer single-tasking to multitasking, stick to your guns. Being relatively unmoved by rewards gives you the incalculable power to go your own way. It’s up to you to use that independence to good effect.

If you are not EXCITED enough at your present life its mean your future is not EXITING. Excitement will give you ENTHUSIASM and enthusiasm will give you a positive energetic LIFE STYLE which could give you a successful exiting life…

(1) When a situation has become too frustrating, a quandary too persistently insolvable; when dealing with the issue is generating chronic discontent, infringing on freedom, and inhibiting growth, it may be time to quit beating one’s head against the wall, reach for a big fat stick of metaphoric dynamite, light the fuse, and blast the whole unhappy business nine miles past oblivion. (2) After making an extreme effort, after pulling out all the stops, one is still unable to score Tibetan peach pie, take it as a signal to relax, grin, pick up a fork, and go for a slice of the apple.

I don't know why dogs always go for postmen, I'm sure," continued our guide. "It's a matter of reasoning," said Poirot. "The dog, he argues from reason. He is intelligent; he makes his deductions according to his point of view. There are people who may enter a house and there are people who may not - that a dog soon learns. Eh bien, who is the person who most persistently tries to gain admission, rattling on the door twice or three times a day - and who is never by any chance admitted? The postman. Clearly, then, an undesirable guest from the point of view of the master of the house. He is always sent about his business, but he persistently returns and tries again. Then a dog's duty is clear, to aid in driving this undesirable man away, and to bite him if possible. A most reasonable proceeding.

CONFIDENCE is not showing off your VANITY, it’s about to be HUMBLED and KIND to others what are you truly SKILLED and PROFESSIONAL about…

He had begun too late to subject himself to the persistent mortification of spirit and flesh which is a condition of the average business life...

Entrepreneurship is when an individual retrieves a red hot idea from the creativity furnace without the constraint of the heat of lean resources, and with each persistent blow of the innovation hammer shapes the still malleable idea against the anvil of passion, vision, insight, strategy, and principles to forge a fitting vessel of a creative concern.

After the sureties of youth there sets in a period of intense and intolerable complexity. With the soda-jerker this period is so short as to be almost negligible. Men higher in the scale hold out longer in the attempt to preserve the ultimate niceties of relationship, to retain "impractical" ideas of integrity. But by the late twenties the business has grown too intricate, and what has hitherto been imminent and confusing has become gradually remote and dim. Routine comes down like twilight on a harsh landscape, softening it until it is tolerable. The complexity is too subtle, too varied; the values are changing utterly with each lesion of vitality; it has begun to appear that we can learn nothing from the past with which to face the future - so we cease to be impulsive, convincible men, interested in what is ethically true by fine margins, we substitute rules of conduct for rules of integrity, we value safety above romance, we become, quite unconsciously, pragmatic. It is left to the few to be persistently concerned with the nuances of relationships - and even this few only in certain hours especially set aside for the task.

In business, sport, entertainment and beyond an idea is worth next to nothing. The energy, effort, passion, talent, tenacity, strategy, resilience and resourcefulness to see it through and make something of it is worth everything.

So, you have a relationship with this transport.” I was horrified. Humans are disgusting. “No!” Ratthi made a little exasperated noise. “I didn’t mean a sexual relationship.” Amena’s brow furrowed in confusion and curiosity. “Is that possible?” “No!” I told her. Ratthi persisted, “You have a friendship.” I settled back in the corner and hugged my jacket. “No. Not—No.” “Not anymore?” Ratthi asked pointedly. “No,” I said very firmly. ART had stopped pinging me but I knew it was listening. It’s like having a malign impersonal intelligence that is incapable of minding its own business reading over your shoulder.

The fact was that the woman lived the life she chose, she was happy in that life and it was no one's business after all but her own, my uncle's face darkening with blood as he spoke, my mother's fair fine skin pink as if smarting yet still I persisted, for I thought it such a horror, such a grief, yes and an embarrassment too, I said, "She's made a prison of this house, it's like she's a nun, it must be to punish herself," and my mother said quietly, angrily, "You don't know - what do you know! People do what they want to do.

REJECTION is kind of your negative ILLUSION which has no value but it’s give you a CLUE to go for next level of your ACTION.

Race persists because it continues to be politically useful.

While there may be various tips, pointers, ingredients, and strategies to success, there is no one formula that always guarantees it other than to keep learning from failure itself.

when you become addict in to MATERIAL things in life then the TRUE natural life start to run away from you, YES! it's can give you certain pleasure in the society but in the same time it will sabotage your true HAPPINESS of life which we could have simply with GRATITUDE and FORGIVENESS

If you're an introvert, find your flow by using your gifts. You have the power of persistence, the tenacity to solve complex problems, and the clear-sightedness to avoid pitfalls that trip others up. You enjoy relative freedom from the temptations of superficial prizes like money and status. Indeed, your biggest challenge may be to fully harness your strengths. You may be so busy trying to appear like a zestful, reward-sensitive extrovert that you undervalue your own talents, or feel underestimated by those around you. But when you're focused on a project you care about, you probably find that your energy is boundless. So stay true to your own nature. If you like to do things in a slow, steady way, don't let others make you feel as if you have to race. If you enjoy depth, don't force yourself to seek breadth. If you prefer single-tasking to multi-tasking, stick to your guns. Being relatively unmoved by rewards gives you the incalculable power to go your own way. It's up to you to use that independence to good effect.

Persistence is very important. You should not give up unless you are forced to give up.” No doubt, entering space is an unforgiving business to deal with but Musk mastered it. His biggest advice is to, “really pay attention to negative feedback and actively solicit it, particularly from friends... hardly anyone does that. It's incredibly helpful.

Spend the most time with your best people. ... Talent is the multiplier. THe more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time. ... Persistence directed primarily toward your non-talents is self-destructive. ... You will reprimand yourself, berate yourself, and put yourself through all manner of contortions in an attempt to achieve the impossible.

Having shaved, washed, and dexterously arranged several artificial teeth, standing in front of the mirror, he moistened his silver-mounted brushes and plastered the remains of his thick pearly hair on his swarthy yellow skull. He drew on to his strong old body, with its abdomen protuberant from excessive good living, his cream-colored silk underwear, put black silk socks and patent-leather slippers on his flat-footed feet. He put sleeve-links in the shining cuffs of his snow-white shirt, and bending forward so that his shirt front bulged out, he arranged his trousers that were pulled up high by his silk braces, and began to torture himself, putting his collar-stud through the stiff collar. The floor was still rocking beneath him, the tips of his fingers hurt, the stud at moments pinched the flabby skin in the recess under his Adam's apple, but he persisted, and at last, with eyes all strained and face dove-blue from the over-tight collar that enclosed his throat, he finished the business and sat down exhausted in front of the pier glass, which reflected the whole of him, and repeated him in all the other mirrors. " It is awful ! " he muttered, dropping his strong, bald head, but without trying to understand or to know what was awful. Then, with habitual careful attention examining his gouty-jointed short fingers and large, convex, almond-shaped finger-nails, he repeated : " It is awful. . . .

But what I would like to know," says Albert, "is whether there would not have been a war if the Kaiser had said No." "I'm sure there would," I interject, "he was against it from the first." "Well, if not him alone, then perhaps if twenty or thirty people in the world had said No." "That's probable," I agree, "but they damned well said Yes." "It's queer, when one thinks about it," goes on Kropp, "we are here to protect our fatherland. And the French are over there to protect their fatherland. Now who's in the right?" "Perhaps both," say I without believing it. "Yes, well now," pursues Albert, and I see that he means to drive me into a corner, "but our professors and parsons and newspapers say that we are the only ones that are right, and let's hope so;--but the French professors and parsons and newspapers say that the right is on their side, now what about that?" "That I don't know," I say, "but whichever way it is there's war all the same and every month more countries coming in." Tjaden reappears. He is still quite excited and again joins the conversation, wondering just how a war gets started. "Mostly by one country badly offending another," answers Albert with a slight air of superiority. Then Tjaden pretends to be obtuse. "A country? I don't follow. A mountain in Germany cannot offend a mountain in France. Or a river, or a wood, or a field of wheat." "Are you really as stupid as that, or are you just pulling my leg?" growls Kropp, "I don't mean that at all. One people offends the other--" "Then I haven't any business here at all," replies Tjaden, "I don't feel myself offended." "Well, let me tell you," says Albert sourly, "it doesn't apply to tramps like you." "Then I can be going home right away," retorts Tjaden, and we all laugh, "Ach, man! he means the people as a whole, the State--" exclaims Mller. "State, State"--Tjaden snaps his fingers contemptuously, "Gendarmes, police, taxes, that's your State;--if that's what you are talking about, no, thank you." "That's right," says Kat, "you've said something for once, Tjaden. State and home-country, there's a big difference." "But they go together," insists Kropp, "without the State there wouldn't be any home-country." "True, but just you consider, almost all of us are simple folk. And in France, too, the majority of men are labourers, workmen, or poor clerks. Now just why would a French blacksmith or a French shoemaker want to attack us? No, it is merely the rulers. I had never seen a Frenchman before I came here, and it will be just the same with the majority of Frenchmen as regards us. They weren't asked about it any more than we were." "Then what exactly is the war for?" asks Tjaden. Kat shrugs his shoulders. "There must be some people to whom the war is useful." "Well, I'm not one of them," grins Tjaden. "Not you, nor anybody else here." "Who are they then?" persists Tjaden. "It isn't any use to the Kaiser either. He has everything he can want already." "I'm not so sure about that," contradicts Kat, "he has not had a war up till now. And every full-grown emperor requires at least one war, otherwise he would not become famous. You look in your school books." "And generals too," adds Detering, "they become famous through war." "Even more famous than emperors," adds Kat. "There are other people back behind there who profit by the war, that's certain," growls Detering. "I think it is more of a kind of fever," says Albert. "No one in particular wants it, and then all at once there it is. We didn't want the war, the others say the same thing--and yet half the world is in it all the same.

Once life had revolved around tiny communities. where everyone had known each other's business. Now, no one had any idea who their neighbours were - unless they decided to delve. The internet was the modern village well. With a few persistent dips, and a lot of cross-referencing to make sure, you could find out anything about anybody

Excessive and persistent levels of fear create changes in brain function that then interfere with decision-making processes.

Be armed with purpose, persistence and intention and the enemy called defeat will choose another to battle.

We do not disappear after death. Small pieces of our being can remain, persisting in those places that were once so meaningful to us.

Without some optimal level of grit and persistence, few new businesses would ever have seen the light of day, and few New Year's resolutions would ever be kept.

Be persistent, be persistent, they say. But please, do not mistake being a pest for being persistent.

In the long run most short cuts are flawed - especially on journeys to 'so-called' success

The words that need to come out will come out with gentle persistence. Love, including self-love, is patient, which is really another word for being generous with time.

To be a success you need to have persistence of drive, persistence of vision, and persistence of action. You will be doing yourself a disservice by not staying resilient.

Here, then, is our situation at the start of the twenty-first century: We have accumulated stupendous know-how. We have put it in the hands of some of the most highly trained, highly skilled, and hardworking people in our society. And, with it, they have indeed accomplished extraordinary things. Nonetheless, that know-how is often unmanageable. Avoidable failures are common and persistent, not to mention demoralizing and frustrating, across many fields—from medicine to finance, business to government. And the reason is increasingly evident: the volume and complexity of what we know has exceeded our individual ability to deliver its benefits correctly, safely, or reliably. Knowledge has both saved us and burdened us. That

Success is a function of persistence and doggedness and the willingness to work hard for twenty-two minutes to make sense of something that most people would give up on after thirty seconds.

But the long hours of mechanical drudgery were telling on his active body and undisciplined nerves. He had begun too late to subject himself to the persistent mortification of spirit and flesh which is a condition of the average business life; and after the long dull days in the office the evenings at his grandfather's whist-table did not give him the counter-stimulus he needed.

The bigger story was competition causing more productive business enterprises to replace less productive ones...However, it provides even more reason to worry about all the people living in economies where protection and distortion of competition allow unproductive enterprises to persist and cause these people to fall further behind, but even more importantly, to remain in poverty.

Nonetheless, that know-how is often unmanageable. Avoidable failures are common and persistent, not to mention demoralizing and frustrating, across many fields—from medicine to finance, business to government. And the reason is increasingly evident: the volume and complexity of what we know has exceeded our individual ability to deliver its benefits correctly, safely, or reliably.9

The Historian and the Man of Science alike may be said to traffic with the dead. Cuvier has imparted flesh and motion and appetites to the defunct Megatherium, whilst the living ears of M.M. Michelet and Renan, of Mr. Carlyle and the Brothers Grimm, have heard the bloodless cries of the vanished and given them voices. I myself, with the aid of the imagination, have worked a little in that line, have ventriloquised, have lent my voice to, and mixt my life with, those past voices and lives whose resuscitation in our own lives as warnings, as examples, as the life of the past persisting in us, is the business of every thinking man and woman.

If you try to get rich by doing the next big thing, but it isn’t your passion, the competitor who really is passionate about it will eat you up and spit you out. Passion begets persistence. And persistence begets success.

The only way for a business to survive the constant and persistent changes that take place through time, is to be anchored to something that is changeless and timeless — and that something is the mindset of creating value for others.

Success is a function of persistence and doggedness and the willingness to work hard for twenty-two minutes to make sense of something that most people would give up on after thirty seconds. —Malcolm Gladwell, Outliers: The Story of Success

It's a matter of reasoning," said Poirot. "The dog, he argues from reason. He is intelligent, he makes his deductions according to his point of view. There are people who may enter a house and there people who may not - that a dog soon learns. Eh bien, who is the person who most persistently tries to gain admission, rattling on the door twice or three times a day - and who is never by any chance admitted? The postman. Clearly, then, an undesirable guest from the point of view of the master of the house. He is always sent about his business, but he persistently returns and tries again. Then the dog's duty is clear, to aid in driving this undesirable man away, and to bite him if possible. A most reasonable proceeding.

If commitment is required to start, it is deeply important to persist to reach the end. All the path is done walking, where there are obstacles, go around them, where there are falls, get up, where you feel tired, rest, but never stop until you reach the destination. Tania Tome (C)

The New Deal’s unfinished business—its inattention to racial discrimination and racial violence—became the business of the postwar civil rights movement, as new forms of discrimination and the persistence of Jim Crow laws and even of lynching—in 1946 and 1947, black veterans were lynched in Georgia and Louisiana—contributed to a new depth of discontent. As a black corporal from Alabama put it, “I spent four years in the Army to free a bunch of Dutchmen and Frenchmen, and I’m hanged if I’m going to let the Alabama version of the Germans kick me around when I get home.

According to St. Augustine, the left hand represented the temporal, the mortal, and the bodily, as opposed to the right, which stood for “God, eternity, the years of God which fail not.”25 For centuries the preference for the right hand over the left governed how people fished, ploughed fields, twisted rope, and ate their meals. The Greeks and Romans, for example, always reclined on the left side, propped on the left elbow, leaving the right hand free for the business of eating and drinking. Plutarch noted that parents taught children to eat right-handed from a young age, and “if they do put forth the left hand, at once we correct them.”26 The prejudice against the left hand persisted during the Renaissance, with parents freeing a child’s right hand from its swaddling clothes to ensure right-handedness at the dinner table as well as at the writing desk.

The cold war was over, but all the little games persisted. It was a good thing those puppets in the Middle East had been too busy grubbing around in their deserts to play any serious role in international espionage ... She took a calming moment to visualize the entire Arab world as a giant parking lot. Lovely.

If you’re an introvert, find your flow by using your gifts. You have the power of persistence, the tenacity to solve complex problems, and the clear-sightedness to avoid pitfalls that trip others up. You enjoy relative freedom from the temptations of superficial prizes like money and status. Indeed, your biggest challenge may be to fully harness your strengths. You may be so busy trying to appear like a zestful, reward-sensitive extrovert that you undervalue your own talents, or feel underestimated by those around you. But when you’re focused on a project that you care about, you probably find that your energy is boundless.

Even the highest compensation is a tiny fraction of the value created by many business and technical innovations. The problem with executive compensation in the United States is not with this idea. The problem is that in many cases the high compensation levels persist even when innovations do not occur and reactions to the innovations of others are slow.

The question now is, do we have the morality and courage required to live together as brothers and not be afraid? One of the most persistent ambiguities we face is that everybody talks about peace as a goal, but among the wielders of power peace is practically nobody’s business. Many men cry “Peace! Peace!” but they refuse to do the things that make for peace. The large power blocs talk passionately of pursuing peace while expanding defense budgets that already bulge, enlarging already awesome armies and devising ever more devastating weapons. Call the roll of those who sing the glad tidings of peace and one’s ears will be surprised by the responding sounds. The heads of all the nations issue clarion calls for peace, yet they come to the peace table accompanied by bands of brigands each bearing unsheathed swords.

I, like many of you artists out there, constantly shift between two states. The first (and far more preferable of the two) is white-hot, ‘in the zone’ seat-of-the-pants, firing on all cylinders creative mode. This is when you lay your pen down and the ideas pour out like wine from a royal chalice! This happens about 3% of the time. The other 97% of the time I am in the frustrated, struggling, office-corner-full-of-crumpled-up-paper mode. The important thing is to slog diligently through this quagmire of discouragement and despair. Put on some audio commentary and listen to the stories of professionals who have been making films for decades going through the same slings and arrows of outrageous production problems. In a word: PERSIST. PERSIST on telling your story. PERSIST on reaching your audience. PERSIST on staying true to your vision ….

Sol Bloom, chief of the Midway, emerged from the fair a rich young man. He invested heavily in a company that bought perishable foods and shipped them in the latest refrigerated cars to far-off cities. It was a fine, forward-looking business. But the Pullman strike halted all train traffic through Chicago, and the perishable foods rotted in their traincars. He was ruined. He was still young, however, and still Bloom. He used his remaining funds to buy two expensive suits, on the theory that whatever he did next, he had to look convincing. “But one thing was quite clear. . . .” he wrote. “[B]eing broke didn’t disturb me in the least. I had started with nothing, and if I now found myself with nothing, I was at least even. Actually, I was much better than even: I had had a wonderful time.” Bloom went on to become a congressman and one of the crafters of the charter that founded the United Nations.

Yet the extravagant enthusiasm for profit persisted among businessmen. In the spring of 1969 Senator Long [spoke out against] a partisan of the oil industry...[and] that further taxation of oil profits would be disastrous. Such taxes... would remove "all business inventive and lead to Thursday to Tuesday weekends, wife swapping and drinking." Without the lure of profit, work would thus become meaningless. Americans would become pagan again and evils would prevail much like those that had inflamed Captain Endicott three centuries earlier

While the South lost the Civil War technically, White Southerners did not in fact lose the war substantively. After all, Jim Crow, convict labor, and lynching happened with near total impunity, and African Americans experienced decades of pernicious neglect from the federal courts and government. Exploitation ran amok. Inequality persists. And the nation turning a refusing eye, allowing the Southerners to work out their own business over the lives of Black people on the land of the Indigenous all across the region, gave the South their victory lap.

Gabriel Duke. You are a complete hypocrite." "A hypocrite? Me?" "Yes, you. Mr. I-Know-a-Hidden-Tresaure-When-I-See-It. You said you know how to spot undervalued things. Undervalued people. And yet you persist in selling yourself short. If I'm the crown jewels in camouflage, you're a..." She churned the air with one hand. "... a diamond tiara." He grimaced. "Fine, you can be something manlier. A thick, knobby scepter. Will that suffice?" "I suppose it's an improvement." "For weeks, you've been insisting you haven't the slightest idea what it means to give a creature a loving home. 'I'm too ruthless, Penny. I'm only motivated by self-interest, Penny. I'm a bad, bad man, Penny.' And all this time, you've been running an orphanage? I could kick you." "I'm not running an orphanage. I give the orphanage money. That's all." "You gave them kittens." "No, you gave them kittens." "You sent them gifts at Christmas. Playthings and sweets and geese to be roasted for their dinner." "It was the only business I could attend to on Christmas, and I don't like to waste the day. All the banks and offices are closed." She skewered him with a look. "Really. You expect me to believe that?" He pushed a hand through his hair. "What is your aim with this interrogation?" "I want you to admit the truth. You are giving those children a home. A place of warmth and safety, and yes, even love. Meanwhile, you are stubbornly denying yourself all the same things." "I can't be denying myself if it's something I don't want." "Home isn't something a person wants. It's something every last one of us needs. And it's not too late for you, Gabriel." She gentled her voice. "You could have that for yourself.

You have the power of persistence, the tenacity to solve complex problems, and the clear-sightedness to avoid pitfalls that trip others up. You enjoy relative freedom from the temptations of superficial prizes like money and status. Indeed, your biggest challenge may be to fully harness your strengths. You may be so busy trying to appear like a zestful, reward-sensitive extrovert that you undervalue your own talents, or feel underestimated by those around you. But when you’re focused on a project that you care about, you probably find that your energy is boundless.

Most of us get decked somewhere along the way in life, slammed to the ground, the world looking down on us. And when—not if, when—that happens, we have a choice. Do we get back up? And when it happens again, do we get back up again? And again, and again, and again, and again? When I’m feeling clobbered by events, pounded by setbacks, or just flat-out exhausted from dealing with my own mistakes, I think of Steve Jobs, Winston Churchill, and Tommy Caldwell. Not persisting in a grim manner, full of endless suffering, but joyfully and gratefully persisting, fueled by passionately pursuing purposeful work.

If you’re an introvert, find your flow by using your gifts. You have the power of persistence, the tenacity to solve complex problems, and the clear-sightedness to avoid pitfalls that trip others up. You enjoy relative freedom from the temptations of superficial prizes like money and status. Indeed, your biggest challenge may be to fully harness your strengths. You may be so busy trying to appear like a zestful, reward-sensitive extrovert that you undervalue your own talents, or feel underestimated by those around you. But when you’re focused on a project that you care about, you probably find that your energy is boundless

If you're an introvert, find your flow by using your gifts. You have the power of persistence, the tenacity to solve complex problems, and the clear-sightedness to avoid pitfalls that trip others up. You enjoy relative freedom from the temptations of superficial prizes like money and status. Indeed, your biggest challenge may be to fully harness your strengths. You may be so busy trying to appear like a zestful, reward-sensitive extrovert that you undervalue your own talents, or feel underestimated by those around you. But when you're focused on a project that you care about, you probably find that your energy is boundless.

these children of praise have now entered the workforce, and sure enough, many can’t function without getting a sticker for their every move. Instead of yearly bonuses, some companies are giving quarterly or even monthly bonuses. Instead of employee of the month, it’s the employee of the day. Companies are calling in consultants to teach them how best to lavish rewards on this overpraised generation. We now have a workforce full of people who need constant reassurance and can’t take criticism. Not a recipe for success in business, where taking on challenges, showing persistence, and admitting and correcting mistakes are essential.

Marshall was more effective at his job because of his ability to focus on important issues—giving each full attention before moving on to the next. If he had instead accepted the status quo of the War Department operation, with sixty officers pulling him into their decision making and hundreds of commands looking for his approval on routine activity, he would have fallen into the frantic and predictably busy whirlwind familiar to most managers, and this almost certainly would have harmed his performance. Indeed, if something like a hyperactive hive mind workflow had persisted in the 1940s War Department, we might have even lost the war.

They think along unusual lines and feel a persistent drive to build, develop, or create something, anything, from a business to a boat to a book to a balustrade. It’s like an omnipresent itch to make something. If that itch goes unscratched, we tend to feel listless or depressed, unmotivated and at sea. If we pour our energies into something that is beneath our creative abilities, we tend to lose interest. Remember, boredom = kryptonite. If we find ourselves in a job that doesn’t draw on that creative strength but instead demands a skill set we just don’t have, we will falter—and we’ll feel the crush of that defeat harder than others do.

The first true newspapers, which conveyed information from around the world and were intended for a wide audience, started to be circulated in the early seventeenth century….By 1640, there were nine newspapers in Amsterdam alone…A few decades later there were hundreds of dailies across Europe. The news had finally become a business. Anything that might pique readers’ interest and boost sales was considered newsworthy by the publishers, regardless of whether it was actually important. This fundamental fraud - the new being sold as the relevant - has persisted to this day. It remains the dominant model in print, online, on social media, the radio and television.

I believe the real reason we pursue anything in life is not for the thing itself, but for who we become on the way to its accomplishment. We strive to accomplish things in the attempt to mold ourselves. The greatest benefits Jiu Jitsu will have in your life will have nothing to do with Jiu Jitsu. It is this simple understanding that allows me to persist in my study. Even on the rare days when I may not have a burning desire to practice Jiu Jitsu, I am reminded that my practicing Jiu Jitsu is more accurately my practicing to become a better human being. The lessons I learn on the mat will serve me in every area of life-- personal development, relationships, business, and the like.

Gut Feel Versus Structure Many leaders, especially those who run smaller organizations, believe that they have the natural skills they need to choose good people without any real process. They look back at their careers and remember the good employees they’ve hired and give themselves credit for having recognized those people’s potential. However, they seem to block out the memories of the unsuccessful hires they’ve made, or they justify those mistakes based on the hidden behavioral deficiencies in the people they later had to fire. Whatever the case, they persist in the belief that they know a good person when they see one and that they can go about the hiring process without much structure.

Olympic athletes need to understand that the rules for life are different from the rules for sports,” she wrote. “Yes, striving to accomplish a single overarching goal every day means you have grit, determination and resilience. But the ability to pull yourself together mentally and physically in competition is different from the new challenges that await you. So after you retire, travel, write a poem, try to start your own business, stay out a little too late, devote time to something that doesn’t have a clear end goal.” In the wider world of work, finding a goal with high match quality in the first place is the greater challenge, and persistence for the sake of persistence can get in the way.

It’s a matter of reasoning,’ said Poirot. ‘The dog, he argues from reason. He is intelligent, he makes his deductions according to his point of view. There are people who may enter a house and there are people who may not—that a dog soon learns. Eh bien, who is the person who most persistently tries to gain admission, rattling on the door twice or three times a day—and who is never by any chance admitted? The postman. Clearly, then, an undesirable guest from the point of view of the master of the house. He is always sent about his business, but he persistently returns and tries again. Then a dog’s duty is clear, to aid in driving this undesirable man away, and to bite him if possible. A most reasonable proceeding.

Stop Telling Yourself You’re Not Ready As we noted yesterday, we fear the unknown. For example, in our personal lives, we hesitate before saying hello to strangers. We immediately call a plumber before trying to fix plumbing problems on our own. We stick to the same grocery stores rather than visiting new stores. We gravitate toward the familiar. In our professional lives, we shy away from taking on unfamiliar projects. We cringe at the thought of creating new spreadsheets and reports for our bosses. We balk at branching out into new avenues of business. Instead, we remain in our comfort zones. There, after all, the risk of failure is minimal. One of the biggest reasons we do this is because we believe we’re unready to tackle new activities. We feel we lack the practical expertise to handle new projects with poise and effectiveness. We feel we lack the knowledge to know what we’re doing. In other words, we tell ourselves that we’re not 100% ready. This assumption stems from a basic and common fallacy: that we must be 100% prepared if we hope to perform a given task effectively. In reality, that’s untrue. The truth is, you’ll rarely be 100% ready for anything life throws at you. Individuals who have achieved success in their respective fields claim their success is a reflection of their persistence and grit, and an ability to adapt to their circumstances. It is not dictated by whether the individual has achieved mastery in any particular area.

Even if men and women in America spoke the same language, they would still live by much different standards. For example, if a man in a movie researches a woman’s schedule, finds out where she lives and works, even goes to her work uninvited, it shows his commitment, proves his love. When Robert Redford does this to Demi Moore in Indecent Proposal, it’s adorable. But when she shows up at his work unannounced, interrupting a business lunch, it’s alarming and disruptive. If a man in the movies wants a sexual encounter or applies persistence, he’s a regular everyday guy, but if a woman does the same thing, she’s a maniac or a killer. Just recall Fatal Attraction, King of Comedy, Single White Female, Play Misty for Me, Hand That Rocks the Cradle, and Basic Instinct.

That affair with the priest has not given me any more trouble. But of course there will always be God-fearing natives in the village who will persist in suspecting me, for one thing is sure, namely that the priest would only too gladly throw the whole blame of that affair on me. However, as I am quite innocent, the gossip from that quarter leaves me perfectly indifferent; as long as they don’t bother me in my painting. I don’t take any notice of it whatever. With the peasants to whom the accident happened, where I often used to paint, I have remained on good terms, and I am as welcome in their home as I used to be. I am now busy painting still lifes of my birds’ nests, four of which are finished; I think some people who are good observers of nature might like them because of the colours of the moss, the dry leaves and the grasses.

On the day of Calvin’s arrival, Mark was on a business trip with our high-school kids, so I went to the airport with the younger ones. I greeted Calvin as he got off the plane; mom and son—total strangers. He smiled nervously. I loaded everyone into our van and began driving. As I looked in the rearview mirror and saw Calvin talking with the younger children, a wave of peace washed over me. Everything was going to be okay. When Mark returned with the older kids, Tyler, the same age as Calvin, was thrilled that his long-awaited “brother from the other color mother” had finally arrived. Luke, our seventeen-year-old, had persistently warned us that taking in another child would be too chaotic. Before he went to bed on Calvin’s first night, he told me, “I’m glad he’s here.” I thought we were just trying to be good Christians and help someone in need, but when I learned the rest of the story, I realized that we were the ones who had been blessed.

The loud ring of my car phone disrupted my introspection. Startled, I picked up the phone, certain it would be J calling from the airport after, probably, persistently calling all night. Another phone confrontation. But at least this time I’d be ready. I’d just had a four-hour dose of Marlboro Man. I could handle anything. “Hello?” I said, readying myself. “Hey, you,” the voice said. The voice. That voice. The one that had infiltrated my dreams. It was Marlboro Man, calling to say he missed me, a mere five minutes after I’d pulled away from his house. And his words weren’t scripted or canned, like the obligatory roses sent after a date. They were impulsive, spur-of-the-moment--the words of a man who’d had a thought and acted on it within seconds. A man who, in his busy life on the ranch, had neither the time nor the inclination to wait to call a girl or play it cool. A man who liked a woman and called her just as she left his house, simply to tell her he wished she hadn’t.

Streamline Your Focus Instead of Jumping From Unfinished Project to Unfinished Project Although it seems contradictory, anxiety-related perfectionism can cause people to persist too long on some tasks and leave other projects unfinished. Perfectionists who are intolerant of uncertainty often jump from project to project. They might start multiple business plans, grant proposals, job applications, movie scripts, stand-up routines, craft projects, or novels, and not finish any of them. They may sour quickly on an idea when their self-doubt starts to creep in rather than stay with the idea long enough to realistically judge it’s potential. If you bounce from idea to idea, it could very well be because it’s hard for you to tolerate your uncertainty about whether the idea you’re working on is going to pan out. If you have a habit of not finishing things, you’re likely to be better off sticking with a project and finishing it, instead of jumping to another project when you start to feel unsure. To help you be less tempted to jump around, reduce your exposure to excessive information and alternatives.

There is a persistent theory, held by those who prate most steadily about "the American way of life" that the average American is a rugged individualist to whom the whole conception of "leadership" is something foreign and distasteful—and this theory would certainly seem to be in accord with our national tradition of lawlessness and disrespect for authority. But it is not entirely consistent with the facts. We Americans are inveterate hero worshipers, to a far greater extent than are the British and the French. We like to personalize our loyalties, our causes. In our political or business or labor organizations, we are comforted by the knowledge that at the top is a Big Boss whom we are free to revere or to hate and upon whom we can depend for quick decisions when the going gets tough. The same is true of our Boy Scout troops and our criminal gangs. It is most conspicuously true of our passion for competitive sport. We are trained from childhood to look to the coach for authority in emergencies. The masterminding coach who can send in substitutes with instructions whenever he feels like it—or even send in an entirely new team—is a purely American phenomenon. In British football the team must play through the game with the same eleven men with which it started and with no orders from the sidelines; if a man is injured and forced to leave the field the team goes on playing with only ten men. In British sport, there are no Knute Rocknes or Connie Macks, whereas in American sport the mastermind is considered as an essential in the relentless pursuit of superiority.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

Putting it all together, fluctuations in attitudes and behavior combine to make the stock market the ultimate pendulum. In my 47 full calendar years in the investment business, starting with 1970, the annual returns on the S&P 500 have swung from plus 37% to minus 37%. Averaging out good years and bad years, the long-run return is usually stated as 10% or so. Everyone’s been happy with that typical performance and would love more of the same. But remember, a swinging pendulum may be at its midpoint “on average,” but it actually spends very little time there. The same is true of financial market performance. Here’s a fun question (and a good illustration): for how many of the 47 years from 1970 through 2016 was the annual return on the S&P 500 within 2% of “normal”—that is, between 8% and 12%? I expected the answer to be “not that often,” but I was surprised to learn that it had happened only three times! It also surprised me to learn that the return had been more than 20 percentage points away from “normal”—either up more than 30% or down more than 10%—more than one-quarter of the time: 13 out of the last 47 years. So one thing that can be said with total conviction about stock market performance is that the average certainly isn’t the norm. Market fluctuations of this magnitude aren’t nearly fully explained by the changing fortunes of companies, industries or economies. They’re largely attributable to the mood swings of investors. Lastly, the times when return is at the extremes aren’t randomly distributed over the years. Rather they’re clustered, due to the fact that investors’ psychological swings tend to persist for a while—to paraphrase Herb Stein, they tend to continue until they stop. Most of those 13 extreme up or down years were within a year or two of another year of similarly extreme performance in the same direction.

Consider, for example, a cichlid fish known as Haplochromis burtoni that comes from the lakes of East Africa.9 In this species, only a small number of males secure a breeding territory, and they are not discreet about their privileged social status. In contrast to their drably beige nonterritorial counterparts, territorial males sport bold splashes of red and orange, and intimidating black eye stripes. The typical day for a territorial male involves a busy schedule of unreconstructed masculinity: fighting off intruders, risking predation in order to woo a female into his territory, then, having inseminated her by ejaculating into her mouth, immediately setting off in pursuit of a new female. Add to this the fact that territorial males boast significantly larger testes and have higher circulating levels of testosterone than submissive nonterritorial males, and a T-Rex view of the situation seems almost irresistible. These high-T fish are kings indeed, presumably thanks to the effects of all that testosterone on their bodies, brain, and behavior. With a large dose of artistic license, we might even imagine the reaction were a group of feminist cichlid fish to start agitating for greater territorial equality between the sexes. It’s not discrimination, the feminist fish would be told, in tones of regret almost thick enough to hide the condescension, but testosterone. But even in the cichlid fish, testosterone isn’t the omnipotent player it at first seems to be. If it were, then castrating a territorial fish would be a guaranteed method of bringing about his social downfall. Yet it isn’t. When a castrated territorial fish is put in a tank with an intact nonterritorial male of a similar size, the castrated male continues to dominate (although less aggressively). Despite his flatlined T levels, the status quo persists.10 If you want to bring down a territorial male, no radical surgical operations are required. Instead, simply put him in a tank with a larger territorial male fish. Within a few days, the smaller male will lose his bold colors, neurons in a region of the brain involved in gonadal activity will reduce in size, and his testes will also correspondingly shrink. Exactly the opposite happens when a previously submissive, nonterritorial male is experimentally maneuvered into envied territorial status (by moving him into a new community with only females and smaller males): the neurons that direct gonadal growth expand, and his testes—the primary source of testosterone production—enlarge.11 In other words, the T-Rex scenario places the chain of events precisely the wrong way around. As Francis and his colleagues, who carried out these studies, conclude: “Social events regulate gonadal events.”12

Even here, it is only the evening that I love. The dawn gladdens me for a moment; I fancy I could fell the charm of it if the day that is to follow were not bound to be so long! I certainly have a free domain to wander in, but it is not wild and impressive enough. its features are tame, its rocks small and uninteresting, the vegetation as a rule lacks the luxuriance and profusion I like to see; one never catches here the murmur of a torrent far down in the depths; it is a land of plains. Nothing burdens me here; nothing satisfies me. I fancy, if anything, my boredom increases; simply because I have not enough to suffer. I am happier then, you think? Not a bit of it; to suffer and to be unhappy are not at all the same thing, no more than enjoyment is identical with happiness. I am delightfully circumstanced, and yet I live a melancholy life. I could not be better off than I am here: free, undistracted, well in health, unyoked from business, unconcerned about a future from which I expect nothing, and leaving behind without regret a past I have not enjoyed. But here is within me a persistent unrest, a yearning I cannot define, imperative and absorbing, which takes me out of the sphere of perishable creatures... No, it is not the yearning to love; you are mistaken there, as I once was mistaken myself. The interval is wide enough between the emptiness of my heart and the love it has so eagerly desired, but the distance between what I am and what I want to be is infinite. I do not want to enjoy possession; I want hope, I should like to know. I need limitless illusions, receding before me to keep me always under their spell. What use to me is anything that can end? The hour which will arrive in sixty years' time is already close at hand. I have no liking for anything that takes its rise, draws near, arrives and is no more. I want a good, a dream, in fact a hope that is ever in advance, ever beyond me, greater than my expectation itself, greater than the things which pass away. I would like to be pure intelligence, I would like the eternal order of the world... And yet, thirty years ago, that order was, and I had no existence. worthless and accidental creature of a day, I used not to exist, and soon I shall exist no more. I discover with surprise that my thought is greater than my being, and when I consider that my life is absurd in my own eyes, I lose my way in hopeless darkness. Truly, happier is he who fells trees and burns charcoal, and flies to holy water when the thunder peals. He lives like the brute. Nay; for he sings at his work. I shall never know his peace, and yet I shall pass like him. His life will glide along with time, but mine is led astray and hurried on by excitement and unrest, and by the phantoms of an unknown greatness.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

Persistence is important in every endeavor. Whether it’s finishing your homework, completing school, working late to finish a project, or “finishing the drill” in sports, winners persist to the point of sacrifice in order to achieve their goals.

You have to be consistent and persistent and never give up.

The most vexing managerial aspect of this problem of asymmetry, where the easiest path to growth and profit is up, and the most deadly attacks come from below, is that “good” management—working harder and smarter and being more visionary—doesn’t solve the problem. The resource allocation process involves thousands of decisions, some subtle and some explicit, made every day by hundreds of people, about how their time and the company’s money ought to be spent. Even when a senior manager decides to pursue a disruptive technology, the people in the organization are likely to ignore it or, at best, cooperate reluctantly if it doesn’t fit their model of what it takes to succeed as an organization and as individuals within an organization. Well-run companies are not populated by yes-people who have been taught to carry out mindlessly the directives of management. Rather, their employees have been trained to understand what is good for the company and what it takes to build a successful career within the company. Employees of great companies exercise initiative to serve customers and meet budgeted sales and profits. It is very difficult for a manager to motivate competent people to energetically and persistently pursue a course of action that they think makes no sense.

What the milk depots established was the link between artificial milk distribution and the health centres which persists to this day, the world over.28

The logical architecture diagram describes the key components of the system. A typical diagram takes a separation-of-concerns approach where there is a section relating to the user interface, a section for the core system capabilities (this is where most of the business rules exist), a section for the persistence layer (your data storage mechanism), and a section for any crosscutting concerns such as security, logging, reporting, and so on.

Passion begets persistence. And persistence begets success.

The business would do good to understand that success or failure is not final in Data Science. For this reason, the business should develop a persistent spirit.

Exploitation: early entrants make use of the wealth of opportunity in their environment to multiply. Most fail, not least because they are poorly-connected individuals facing a dangerous world on their own, but some may eventually build a system with potential and connectedness. This is known as the r phase: r has for many years been used as a label for the rate of growth of the population of an ecology (example of phase: young trees).2 2. Conservation: the system persists in its mature form, with the benefit of a complex structure of connections, strong enough now to resist challenges for a long time, but with the weakness that the connections themselves introduce an element of rigidity, slowing down its reactions and reducing its inventiveness. This is the K phase, where the ecology reaches its carrying capacity (example: mature trees).3 In due course, however, the tight connections themselves become a decisive problem, which can only be resolved by . . . The back loop (moving from bottom-right to top-left in the diagram): 3. . . . release: at this point, the cost and complication of maintaining the large scale—providing the resources the system needs, and disposing of its waste—becomes too great. The space and flexibility for local responsiveness had become scarce, the system itself so tightly connected that it locked: a target for predators without and within, against which it found it harder and harder to defend itself. But now the stresses join up, and the system collapses (example: dying trees). This is the omega (Ω) phase, as suggested by Holling and Gunderson, and it is placed by them in its ecological context: The tightly bound accumulation of biomass and nutrients becomes increasingly fragile (overconnected, in systems terms) until it is suddenly released by agents such as forest fires, droughts, insect pests, or intense pulses of grazing.4 4. Reorganisation: the remains of a system after collapse are unpromising material on which to start afresh, and yet they are an opportunity for a different kind of system to enjoy a brief flowering—decomposing the wood of a former forest, recycling the carbon after a fire, restoring the land with forgiving grass, clearing away the assumptions and grandeur of the previous regime. Reorganisation becomes a busy system in its own right (example: rotting trees). This is the alpha (α) phase.5 In this phase, there is a persistent process of disconnecting, with the former subsidiary parts of the system being broken up. But our diagram is drawn on a graph of potential (increasing from bottom to top) and connectedness (increasing from left to right), which allows us to note a curious aspect of this back loop: the defining relationship of the fore loop—where more potential is correlated with more connectedness—is reversed. In the back loop (even) less connectedness goes with more potential. How can this be?

To function efficiently - to function at all - we must concentrate our effects. Picturing things is bad for business, it is undynamic. It can choke the mind with horror if persisted in. We have graphs and tables and balance sheets and statement of corporate philosophy to help us remain busily and safely in the realm of the abstract and comfort us with a sense of lawful endeavor and lawful profit. And we have maps.