Personal Outcome Measures Quotes

We have a special name, here, for a certain kind of failure to defer to the greater good—for putting a personal sense of doing right above any objective measure of the outcome. It’s called ‘moral vanity’.

Everyone encounters adversity in life. Sometimes it is small, sometimes life changing. How you handle it starts and ends with you. The measure of a person is not found in his or her past, but in how he or she overcomes adversity and builds the future. Outlook will always determine outcome

The average person wastes his life. He has a great deal of energy but he wastes it. The life of an average person seems at the end utterly meaningless…without significance. When he looks back…what has he done? MIND The mind creates routine for its own safety and convenience. Tradition becomes our security. But when the mind is secure it is in decay. We all want to be famous people…and the moment we want to be something…we are no longer free. Intelligence is the capacity to perceive the essential…the what is. It is only when the mind is free from the old that it meets everything new…and in that there’s joy. To awaken this capacity in oneself and in others is real education. SOCIETY It is no measure of health to be well adjusted to a profoundly sick society. Nature is busy creating absolutely unique individuals…whereas culture has invented a single mold to which we must conform. A consistent thinker is a thoughtless person because he conforms to a pattern. He repeats phrases and thinks in a groove. What happens to your heart and your mind when you are merely imitative, naturally they wither, do they not? The great enemy of mankind is superstition and belief which is the same thing. When you separate yourself by belief tradition by nationally it breeds violence. Despots are only the spokesmen for the attitude of domination and craving for power which is in the heart of almost everyone. Until the source is cleared there will be confusion and classes…hate and wars. A man who is seeking to understand violence does not belong to any country to any religion to any political party. He is concerned with the understanding of mankind. FEAR You have religion. Yet the constant assertion of belief is an indication of fear. You can only be afraid of what you think you know. One is never afraid of the unknown…one is afraid of the known coming to an end. A man who is not afraid is not aggressive. A man who has no sense of fear of any kind is really a free and peaceful mind. You want to be loved because you do not love…but the moment you really love, it is finished. You are no longer inquiring whether someone loves you or not. MEDITATION The ability to observe without evaluating is the highest form of intelligence. In meditation you will discover the whisperings of your own prejudices…your own noises…the monkey mind. You have to be your own teacher…truth is a pathless land. The beauty of meditation is that you never know where you are…where you are going…what the end is. Down deep we all understand that it is truth that liberates…not your effort to be free. The idea of ourselves…our real selves…is your escape from the fact of what you really are. Here we are talking of something entirely different….not of self improvement…but the cessation of self. ADVICE Take a break with the past and see what happens. Release attachment to outcomes…inside you will feel good no matter what. Eventually you will find that you don’t mind what happens. That is the essence of inner freedom…it is timeless spiritual truth. If you can really understand the problem the answer will come out of it. The answer is not separate from the problem. Suffer and understand…for all of that is part of life. Understanding and detachment…this is the secret. DEATH There is hope in people…not in societies not in systems but only in you and me. The man who lives without conflict…who lives with beauty and love…is not frightened by death…because to love is to die.

Since each person's talents are enduring, you should spend a great deal of time and money selecting people properly in the first place. This will help mitigate the 'I don't think I have the right talent for the role' problem. Since each person's talents are unique, you should focus performance by legislating outcomes rather than forcing each person into a stylistic mold. This means a strong emphasis on careful measurement of the right outcomes, and less on policies, procedures, and competencies. This will address the 'in my role I don't have any room to express my talents' problem.

To constantly have at your side a woman,an unmarried woman,a sister,a wonderful person who is there because you need her and because she can't do without you,to know that you are indispensable to the one you need, to be endlessly able to measure her affection by the amount of presence she grants you and to say to your self, "since she devotes all her time to me,that means i have her whole heart";to see her thoughts,if not her face,to weigh one being's faithfulness when the rest of the world has been eclipsed,to detect the rustling of her dress as though it were the sound of wings,to hear her coming and going,going out,coming back,talking,singing,and to know you are the centre of every step she takes,of every word,of every song,to manifest your own gravitational pull every minute of the day,to feel yourself your infirmity,to become in darkness,and through darkness,the star around which this angel revolves-few worms of bliss come anywhere near it!The ultimate happiness in life is the conviction that one is loved;loved for oneself-better still,loved in spite of oneself.And this conviction is what the blind have.In such distress,to be waited on is to be hugged and kissed.

The second thing that can be said with regard to life expectancy is that it is not a good idea to be an American. Compared with your peers in the rest of the industrialized world, even being well-off doesn’t help you here. A randomly selected American aged forty-five to fifty-four is more than twice as likely to die, from any cause, as someone from the same age-group in Sweden. Just consider that. If you are a middle-aged American, your risk of dying before your time is more than double that of a person picked at random off the streets of Uppsala or Stockholm or Linköping. It is much the same when other nationalities are brought in for comparison. For every 400 middle-aged Americans who die each year, just 220 die in Australia, 230 in Britain, 290 in Germany, and 300 in France. These health deficits begin at birth and go right on through life. Children in the United States are 70 percent more likely to die in childhood than children in the rest of the wealthy world. Among rich countries, America is at or near the bottom for virtually every measure of medical well-being—for chronic disease, depression, drug abuse, homicide, teenage pregnancies, HIV prevalence. Even sufferers of cystic fibrosis live ten years longer on average in Canada than in the United States. What is perhaps most surprising is that all these poorer outcomes apply not just to underprivileged citizens but to prosperous white college-educated Americans when compared with their socioeconomic equivalents abroad.

If aspirations are to be achieved, capabilities developed, and management systems created, progress needs to be measured. Measurement provides focus and feedback. Focus comes from an awareness that outcomes will be examined, and success or failure noted, creating a personal incentive to perform well. Feedback comes from the fact that measurement allows the comparison of expected outcomes with actual outcomes and enables you to adjust strategic choices accordingly.

A powerful person is one who brings the past to an outcome, settling all its unresolved issues. A strong person is one who carries the past into the future, showing that none of its issues is capable of resolution. Power is concerned with what has already happened; strength with what has yet to happen. Power is finite in amount. Strength cannot be measured, because it is an opening and not a closing act. Power refers to the freedom persons have within limits, strength to the freedom persons have with limits.

Usually, what we most fear doing is what we most need to do. That phone call, that conversation, whatever the action might be—it is fear of unknown outcomes that prevents us from doing what we need to do. Define the worst case, accept it, and do it. I’ll repeat something you might consider tattooing on your forehead: What we fear doing most is usually what we most need to do. As I have heard said, a person’s success in life can usually be measured by the number of uncomfortable conversations he or she is willing to have.

As the third evening approached, Gabriel looked up blearily as two people entered the room. His parents. The sight of them infused him with relief. At the same time, their presence unlatched all the wretched emotion he'd kept battened down until this moment. Disciplining his breathing, he stood awkwardly, his limbs stiff from spending hours on the hard chair. His father came to him first, pulling him close for a crushing hug and ruffling his hair before going to the bedside. His mother was next, embracing him with her familiar tenderness and strength. She was the one he'd always gone to first whenever he'd done something wrong, knowing she would never condemn or criticize, even when he deserved it. She was a source of endless kindness, the one to whom he could entrust his worst thoughts and fears. "I promised nothing would ever harm her," Gabriel said against her hair, his voice cracking. Evie's gentle hands patted his back. "I took my eyes off her when I shouldn't have," he went on. "Mrs. Black approached her after the play- I pulled the bitch aside, and I was too distracted to notice-" He stopped talking and cleared his throat harshly, trying not to choke on emotion. Evie waited until he calmed himself before saying quietly, "You remember when I told you about the time your f-father was badly injured because of me?" "That wasn't because of you," Sebastian said irritably from the bedside. "Evie, have you harbored that absurd idea for all these years?" "It's the most terrible feeling in the world," Evie murmured to Gabriel. "But it's not your fault, and trying not to make it so won't help either of you. Dearest boy, are you listening to me?" Keeping his face pressed against her hair, Gabriel shook his head. "Pandora won't blame you for what happened," Evie told him, "any more than your father blamed me." "Neither of you are to blame for anything," his father said, "except for annoying me with this nonsense. Obviously the only person to blame for this poor girl's injury is the woman who attempted to skewer her like a pinioned duck." He straightened the covers over Pandora, bent to kiss her forehead gently, and sat in the bedside chair. "My son... guilt, in proper measure, can be a useful emotion. However, when indulged to excess it becomes self-defeating, and even worse, tedious." Stretching out his long legs, he crossed them negligently. "There's no reason to tear yourself to pieces worrying about Pandora. She's going to make a full recovery." "You're a doctor now?" Gabriel asked sardonically, although some of the weight of grief and worry lifted at his father's confident pronouncement. "I daresay I've seen enough illness and injuries in my time, stabbings included, to predict the outcome accurately. Besides, I know the spirit of this girl. She'll recover." "I agree," Evie said firmly. Letting out a shuddering sigh, Gabriel tightened his arms around her. After a long moment, he heard his mother say ruefully, "Sometimes I miss the days when I could solve any of my children's problems with a nap and a biscuit." "A nap and a biscuit wouldn't hurt this one at the moment," Sebastian commented dryly. "Gabriel, go find a proper bed and rest for a few hours. We'll watch over your little fox cub.

Herein lay the rub. The Americans, like all Western armies, defined “winning” as killing the enemy and securing control over the battlefield. Their opponents in previous conflicts had generally accepted the same definition. Not so the Moros. What was important to them was the struggle and how one conducted oneself, personally and as a people, not necessarily a measurable outcome. They knew from the beginning they were no match for American firepower. It was a one-sided contest, what today is termed “asymmetric warfare,” but so what? Their measure was how well one did against the odds, the more overwhelmingly they were against one, the greater the glory. And being that life is transitory anyway, what mattered most was how much courage was shown and how well did one die. The Americans and the Moros were using different score cards for the same game. To the Moros, it was they who had “won.

So the way to think about the problem is this. You and I and computers and bacteria and viruses and everything else material are made of molecules and atoms, which are themselves composed of particles like electrons and quarks. Schrodinger's equation works for electrons and quarks, and all evidence points to its working for things made of these constituents, regardless of the number of particles involved. This means that Schrodinger's equation should continue to apply during a measurement. After all, a measurement is just one collection of particles (the person, the equipment, the computer...) coming into contact with another (the particle or particles being measured). But if that's the case, if Schrodinger's math refuses to bow down, then Bohr is in trouble. Schrodinger's equation doesn't allow waves to collapse. An essential element of the Copenhagen approach would therefore be undermined. So the third question is this: If the reasoning just recounted is right and probability waves don't collapse, how do we pass from the range of possible outcomes that exist before a measurement to the single outcome the measurement reveals? Or to put it in more general terms, what happens to a probability wave during a measurement that allows a familiar, definite, unique reality to take hold? Everett pursued this question in his Princeton doctoral dissertation and came to an unforeseen conclusion.

Grant’s personal tragedy was simultaneously an American tragedy. Tormented by his decision, steeped in a meditative mood, Grant reflected on the deep changes wrought in northern Republican circles. He predicted to John Roy Lynch that the northern retreat from Reconstruction would lead to Democrats recapturing power in the South as well as “future mischief of a very serious nature . . . It requires no prophet to foresee that the national government will soon be at a great disadvantage and that the results of the war of the rebellion will have been in a large measure lost . . . What you have just passed through in the state of Mississippi is only the beginning of what is sure to follow. I do not wish to create unnecessary alarm, nor to be looked upon as a prophet of evil, but it is impossible for me to close my eyes in the face of things that are as plain to me as the noonday sun.”105 This wasn’t a minor statement: the victorious Union general of the Civil War was saying that terror tactics perpetrated by southern whites had nullified the outcome of the rebellion. All those hundreds of thousands dead, the millions maimed and wounded, the mourning of widows and orphans—all that suffering, all that tumult, on some level, had been for naught. Slavery had been abolished, but it had been replaced by a caste-ridden form of second-class citizenship for southern blacks, and that counted as a national shame.

There are controlled ACT studies on work stress, pain, smoking, anxiety, depression, diabetes management, substance use, stigma toward substance users in recovery, adjustment to cancer, epilepsy, coping with psychosis, borderline personality disorder, trichotillomania, obsessive–compulsive disorder, marijuana dependence, skin picking, racial prejudice, prejudice toward people with mental health problems, whiplash-associated disorders, generalized anxiety disorder, chronic pediatric pain, weight maintenance and self-stigma, clinicians’ adoption of evidence-based pharmacotherapy, and training clinicians in psychotherapy methods other than ACT. The only sour notes so far are the use of ACT for more minor problems, where existing technology exceeded ACT outcomes on some measures (e.g., Zettle, 2003).

Luck and risk are both the reality that every outcome in life is guided by forces other than individual effort. They are so similar that you can’t believe in one without equally respecting the other. They both happen because the world is too complex to allow 100% of your actions to dictate 100% of your outcomes. They are driven by the same thing: You are one person in a game with seven billion other people and infinite moving parts. The accidental impact of actions outside of your control can be more consequential than the ones you consciously take. But both are so hard to measure, and hard to accept, that they too often go overlooked. For every Bill Gates there is a Kent Evans who was just as skilled and driven but ended up on the other side of life roulette. If you give luck and risk their proper respect, you realize that when judging people’s financial success—both your own and others’—it’s never as good or as bad as it seems.

But reality matters. One analysis estimates that, if control measures such as physical distancing had been implemented just one week earlier in the United States, the nation would have seen 61.6 percent fewer reported infections and 55.0 percent fewer reported deaths by May 3, 2020.65 Although responsibility for the pandemic cannot be placed solely on the shoulders of any single person, group, or institution—and the United States was not the only country to downplay early-warning signs of the virus—one of the great tragedies of the COVID-19 pandemic is that some of the worst outcomes could have been avoided had our predicament been acknowledged and acted upon at the appropriate time.

We intuitively know that the heart is the center of love and empathy, and studies are showing this to be true. In fact, empathy manifests in the electromagnetic field (EMF), which is generated by the heart in amounts greater than anywhere else in the body. The heart’s EMF emits fifty thousand femtoteslas (a measure of EMF), in contrast to the ten generated by the brain.37 Other research shows that when separated from the magnetic field, the heart’s electrical field is sixty times greater in amplitude than the brain’s field.38 Through this field, a person’s nervous system tunes in to and responds to the magnetic fields produced by the hearts of other people.39 The heart’s field is therefore one of the means by which a practitioner affects patients. This effect leads to the question, What do you want to share? To generate positive outcomes for a patient, a practitioner must hold positive feelings in his or her own heart. Not only does good will profit the client, but it also benefits the practitioner as a person. A set of studies by researcher Dr. Rollin McCraty of the HeartMath Institute in California, and described in his e-book, The Energetic Heart, helps explain the importance of positive energy.40 For decades, scientists have known that information is encoded in the nervous system in the time intervals between activities or in the pattern of electrical activity. Recent studies also reveal that information is captured in hormone pulses. Moreover, there is a hormone pulse that coincides with heart rhythms, which means that information is also shared in the interbeat intervals of the pressure and electromagnetic waves produced by the heart. Negative emotions such as anger, frustration, or anxiety disturb the heart rhythm. Positive emotions such as appreciation, love, or compassion produce coherent or functional patterns. Feelings, distributed throughout the body, produce chemical changes within the entire system. Do you want to be a healthy person? Be sincerely positive as often as you can. You thus “increase the probability of maintaining coherence and reducing stress, even during challenging situations.”41 What you as a practitioner believe will be shared—everywhere and with everyone you meet.

What are you putting off out of fear? Usually, what we most fear doing is what we most need to do. That phone call, that conversation, whatever the action might be—it is fear of unknown outcomes that prevents us from doing what we need to do. Define the worst case, accept it, and do it. I’ll repeat something you might consider tattooing on your forehead: What we fear doing most is usually what we most need to do. As I have heard said, a person’s success in life can usually be measured by the number of uncomfortable conversations he or she is willing to have. Resolve to do one thing every day that you fear. I got into this habit by attempting to contact celebrities and famous businesspeople for advice.

If we direct our intention toward doing (when possible) that which seems meaningful right now and noticing that any outcome is enough, we might discover a terribly obvious yet effective strategy for perpetual contentment. Of course to do this—to open ourselves up to changing and living according to the meaning of the present month or moment—is a frightening proposition. If we do, we will surely witness our tastes and whims recycle and transform. We will watch as our personalities modify in subtle ways. And although a small number of passions might stay with us throughout our lives, many more will certainly fall away or be replaced. In other words, to admit that in this second I am not a static being is to admit that I will be something different tomorrow, something unknown a year from now, and possibly something unrecognizable to myself in a decade. This notion is uncomfortable because it forces us to countenance the passing of time, the fading of past selves, our eventual physical death. To change is to vacate the past and move ever-closer to the end of our story. It’s no wonder that we bury our proverbial talons in the interests, attributes, memories, and tendencies of our past selves and insist that “who we are” has long been established. But what might we become if we accept that, in the grammar of the universe, our nature is verb-like, transitory, ever-moving? We might become anything. The possibilities are endless and exciting. It seems natural to hold tightly onto the past. We tend to feel that if don’t have the past, we don’t have anything. Our pasts provide all of the context with which we are equipped to navigate the present. Without our memories and stories, we would indeed be directionless and alone. But it seems that we often overcompensate, desperately clinging to the “good old days”, trying to relive them in our minds, and simultaneously attempting to freeze the present moment, to capture the past before it becomes the past. This latter point can be plainly observed in our modern tendency to photograph even the most mundane of moments and to record hours of video that we’ll never revisit. But if we spend significant amounts of time trying to immortalize and live vicariously through the past, we may relinquish a measure of ability to see the possibilities of the present and future. We may cease to fully capitalize on the surrounding opportunities for novel experience, reflection, and appreciation. We may eschew the potential to become a marvelously different-yet-somehow-still-the-same version of ourselves.

Of course, to properly reward the “doers” you must correctly define what a doer is. This is central to the idea of execution. Simply put, a doer is a person who gets things done. Doing is meeting goals. Some goals are legitimately short-term goals that yield short-term results and are properly compensated on a short-term basis. But other goals are long-term and by definition we will not know if we have achieved those goals for some time. Consequently the people striving to meet those goals should be compensated on a long-term basis, with some portion of that long- term compensation based on achieving critical milestones toward the goal. And there are some goals that are so long- term that compensation should only be awarded when a person retires and his or her contributions to meeting those extremely long-term goals can be assessed. Leaders must take responsibility for setting the right rewards for doers. This is particularly true of boards of directors, many of which made egregiously bad calls in rewarding poor performance by the CEOs of their companies. Linked together as these behaviors are, rewarding the doers must be based on the correct metrics. For too long companies—and this often involved boards of directors— set “shareholder value” as one of the goals to be measured and rewarded in compensation plans. But the directors and CEOs who set shareholder value as a goal missed an essential point. Increasing shareholder value is an outcome, not a goal. If you set the right strategy with the right goals and execute well to implement the strategy and achieve the goals—growth in earnings per share, good cash flow, improved market share, for example—then shareholder value is the result. Get everything else right and shareholder value will take care of itself. EXPAND

Evidence-based coaching involves the use of the latest theory and proven techniques of the behavioral science. The key lies in hiring training services focusing on outcomes and rendering a measurable performance enhancement while supporting personal growth.

In the summer of 2014, then-Senate Majority Leader Harry Reid (D-NV), Senator Chuck Schumer (D-NY), and other members of the Democratic brain trust introduced a measure to amend the First Amendment as follows: Authorizes Congress and the states to regulate and set reasonable limits on the raising and spending of money by candidates and others to influence elections. Grants Congress and the states the power to implement and enforce this amendment by appropriate legislation, and to distinguish between natural persons and corporations or other artificial entities created by law, including by prohibiting such entities from spending money to influence elections. Declares that nothing in this amendment shall be construed to grant Congress or the states the power to abridge the freedom of the press.8 So, let me get this straight: The amendment would allow politicians in Washington, D.C., and state capitals to regulate speech that directly relates to the business of government and their jobs—the type of speech that should be most protected! This con job was nothing but a power grab to control how citizens—including corporations and conservative interest groups—can express their political views, a grab to help keep corrupt incumbents in office. After all, it’s tough to be voted out of office when you help control what your opponents and constituents can say about you. And it’s awfully hard to express one’s individual right to a fair vote when the outcome of an election is effectively rigged. Note the special carveout for the media. Reid and company were trying to make it so corporations and conservative interest groups would be muzzled, but unions and the Democrats’ tame press would be free to spew any kind of biased crap they like. If they can’t win elections fair and square, Democrats are more than willing to silence huge portions of the citizenry to stay in power. Had the amendment somehow passed, it would have been the first time one of the Constitution’s core individual rights would have been infringed through the amendment process itself.9 The attempt itself is disgraceful.

In fact, we are saying that, on the whole, you are more likely to extend your business and have a fulfilled life if you have the attitude that there are always new customers out there waiting to be enrolled rather than that money, customers, and ideas are in short supply. You are more likely to be successful, overall, if you participate joyfully with projects and goals and do not think your life depends on achieving the mark because then you will be better able to connect to people all around you. On the whole, resources are likely to come to you in greater abundance when you are generous and inclusive and engage people in your passion for life. There aren’t any guarantees, of course. When you are oriented to abundance, you care less about being in control, and you take more risks. You may give away short-term profits in pursuit of a bigger dream; you may take a long view without being able to predict the outcome. In the measurement world, you set a goal and strive for it. In the universe of possibility, you set the context and let life unfold.

We are increasingly abandoning Aristotle’s view of paideia—learning and habituating virtues for personal flourishing and the common good—in favor of technical-instrumental education leading to private wealth for some, argues philosopher Richard Eldridge: “to abandon the cultivation of virtues and instead to teach only in order to produce measurable outcomes is to capitulate to an individualist culture of instrumental control and private satisfactions.”44

As with the “You can prove anything with statistics” claim, I usually find that the people making these other irrational claims don’t even quite mean what they say, and their own choices will betray their stated beliefs. If you ask someone to enter a betting pool to guess the outcome of the number of heads in 12 coin tosses, even the person who claims odds can’t be assigned will prefer the numbers around or near six heads. The person who claims to accept no risk at all will still fly to Moscow using Aeroflot (an airline with a safety record worse than any U.S. carrier) to pick up a $1 million prize. In response to the skeptics of statistical models he met in his own profession, Paul Meehl proposed a variation on the game of Russian roulette.15 In his modified version there are two revolvers: one with one bullet and five empty chambers and one with five bullets and one empty chamber. Meehl then asks us to imagine that he is a “sadistic decision-theorist” running experiments in a detention camp. Meehl asks, “Which revolver would you choose under these circumstances? Whatever may be the detailed, rigorous, logical reconstruction of your reasoning processes, can you honestly say that you would let me pick the gun or that you would flip a coin to decide between them? Meehl summarized the responses: “I have asked quite a few persons this question, and I have not yet encountered anybody who alleged that he would just as soon play his single game of Russian roulette with the five-shell weapon.” Clearly, those who answered Meehl’s question didn’t really think probabilities were meaningless. As we shall see before the end of this chapter, Meehl’s hypothetical game is less “hypothetical” than you might think.

American citizens are self-absorbed, and the U.S. government devotes its immense resources to achieving the capitalistic demands of its citizenry. Thoughts do not saturate American politics. Corporations employ lobbyist and they fund political action committees that exert inordinate influence in shaping the outcome of this nation’s political agendas. Lobbyist devote their paid for services to sway government officials including legislators and members of regulatory agencies to carry out the programs of powerful corporations and wealthy individuals, granting unprecedented socioeconomic power in the hallowed chambers of the American government to wealthy segments of society. American corporations and affluent people exploit American culture, morals, and religion to push their private interests including inexplicable economic and military incursions into foreign counties. I feel increasingly disenfranchised and unrepresented in America’s supposedly participatory democratic government given the entrenchment of power in a select few. American democracy grants material benefits to the wealthy, vulgarizes the middle class, and ignores the disenfranchised poor. Many Americans applaud prosperous groups exploiting the lower classes, presumably because everyone aspires to become rich. A person and a society that employs vanities and greediness to measure their worthiness is hopelessly doomed. Future historians will venerate an empire that pursued achievement of great deeds based upon virtuous principles. Conversely, the historians of tomorrow will skewer contemporary Americans for their compulsive need to consume the ecosystem and trounce upon the rights of other nations to live peacefully. American vanities and unchecked desire to enjoy an easy life could destroy the world, as we know it.

To avoid getting fooled by spurious correlations, we need to consider additional variables that would be expected to change if a particular causal explanation were true. Twenge does this by examining all the daily activities reported by individual students, in the two datasets that include such measures. Twenge finds that there are just two activities that are significantly correlated with depression and other suicide-related outcomes (such as considering suicide, making a plan, or making an actual attempt): electronic device use (such as a smartphone, tablet, or computer) and watching TV. On the other hand, there are five activities that have inverse relationships with depression (meaning that kids who spend more hours per week on these activities show lower rates of depression): sports and other forms of exercise, attending religious services, reading books and other print media, in-person social interactions, and doing homework.

Luck and risk are both the reality that every outcome in life is guided by forces other than individual effort. They are so similar that you can’t believe in one without equally respecting the other. They both happen because the world is too complex to allow 100% of your actions to dictate 100% of your outcomes. They are driven by the same thing: You are one person in a game with seven billion other people and infinite moving parts. The accidental impact of actions outside of your control can be more consequential than the ones you consciously take. But both are so hard to measure, and hard to accept, that they too often go overlooked.

The mission describes the business problem and its solution. For example, “The operations lead will create and manage a world-class department that will support every team member by providing the environment, information, tools, training, and habits they need to succeed in their role and make the company a massive success.” • The outcomes are what the person must get done. There should be three to eight outcomes (target is five) ranked by order of importance. They should be measurable and have an accomplish-by date. For example, “Turn every team member into a ninja user of our internal tools (Asana, Salesforece, Notion) and methodologies (GTD, Inbox Zero, management by objectives, active listening) by October 31.” • The competencies are the traits or habits that are required to succeed in the role and fit in at the company. They are the how—the behaviors that someone must exhibit in order to achieve the outcomes. Here are some examples: ○ Organized: Follows the GTD method and stays well aware of all to-dos and events ○ Innovative: Seeks to make process improvements to make their role and the team more efficient going forward ○ Collaborative: Reaches out to peers and cooperates with managers to establish an overall collaborative environment ○ Persuasive: Is able to convince others to pursue a course of action ○ Coachable: Wants to improve and is open to feedback and acts on that feedback

If you give it your all and it doesn’t work out, then you have the satisfaction of knowing you tried your hardest. The true measure of a person is how they react to adversity. I have always admired those who try, even though the outcome is uncertain.

real life the role of randomness is far less obvious than it was in Langer’s experiments, and we are much more invested in the outcomes and our ability to influence them. And so in real life it is even more difficult to resist the illusion of control. One manifestation of that illusion occurs when an organization experiences a period of improvement or failure and then readily attributes it not to the myriad of circumstances constituting the state of the organization as a whole and to luck but to the person at the top. That’s especially obvious in sports, where, as I mentioned in the Prologue, if the players have a bad year or two, it is the coach who gets fired. In major corporations, in which operations are large and complex and to a great extent affected by unpredictable market forces, the causal connection between brilliance at the top and company performance is even less direct and the efficacy of reactionary firings is no greater than it is in sports. Researchers at Columbia University and Harvard, for example, recently studied a large number of corporations whose bylaws made them vulnerable to shareholders’ demands that they respond to rough periods by changing management.44 They found that in the three years after the firing there was no improvement, on average, in operating performance (a measure of earnings). No matter what the differences in ability among the CEOs, they were swamped by the effect of the uncontrollable elements of the system, just as the differences among musicians might become unapparent in a radio broadcast with sufficient noise and static. Yet in determining compensation, corporate boards of directors often behave as if the CEO is the only one who matters.

An inspiring vision is bold. It doesn’t hedge. You know instantly whether you’ve hit it or not because it’s measurable. And it’s easily repeated, from one person to the next to the next. It doesn’t describe the how—your team will figure that out—it simply describes what the outcome will be. I tell my team that I’ll know they did a good job describing their vision if I randomly ask five people who’ve heard it to repeat it to me and they all say the exact same thing.

We can't measure intent by outcome. Only each individual knows their true intent, and if they don't or can't communicate that, we may in some cases never know what their intent was. Being more patient, kind, forgiving gives everyone a bit more grace. Even in the case of ill-intent, we still want to rise above that behavior by not acting, reacting, in the same manner as the person who we were hurt by.

in 2020, Robert F. Anda, the co–principal investigator of the initial ACE study, came out with an article and a YouTube video stating that ACEs were a relatively crude way of measuring childhood trauma.[6] The scores are remarkably helpful epidemiologically—for people to understand the overall significance of childhood trauma on public health. But Anda underlined that ACEs are not a good measure of an individual’s life span or health outcomes. There is a wide level of variation for each score. For example, a person with an ACE score of 1 who had extremely frequent instances of their trauma might be just as traumatized as someone with a score of 6 who witnessed a broader breadth of events but experienced them on a much rarer basis. As the following chart shows, there is a lot of overlap. Clearly, people with higher scores do face genuinely larger risks. But the scores are not hard-and-fast determinants. ACE scores also don’t account for whether a child had good resources, such as adults who provided them with safe and loving relationships or therapists who taught them to manage their stress better. They don’t account for gender variation, as PTSD manifests differently in men and women. In his article, Anda cautioned that using ACE scores as an individual screening tool has several risks, including that ACEs “may stigmatize or lead to discrimination…generate client anxiety about toxic-stress physiology, or misclassify individual risk.”[7]

Physicality: Measures the physical strength and constitution of the body.  Affects physical attack damage, physical damage resistance, maximum Health, and Health regeneration rates. Celerity: Measures the movement speed of the body.  Affects ranged attack damage, ranged damage resistance, and stealth bonuses. Mentality: Measures the power of the mind.  Affects magical attack damage, magical damage resistance, maximum Mana, and Mana regeneration. Personality: Measures the charisma of the individual.  Affects social relationships with non-Contenders as well as charisma-based spells and abilities. Fortuity: Measures the luck of the individual.  Affects every interaction with the world by a slight amount; the higher the Fortuity, the greater the chance for a positive outcome.

High-achieving leaders keep their teams accountable for measurable objectives and for hitting milestones along the way. To do this, they work with their team members to write SMART goals: Specific What will be accomplished? With whom? Measurable How will we know the goal has been achieved? How will we measure it? (Quality, quantity, cost, timeliness?) Attainable Can the goal be accomplished? Does the person responsible have control over the outcome? Relevant How does this goal support our team’s One Thing? What is the relative priority of this goal? Time-framed When does this goal need to be completed? When are the checkpoints?

It is relatively easy to measure the level of intelligence of an individual by looking at the choices made, for a very ignorant soul picks always the words of equally dumb individuals, not realizing the correlation between these and poor results in life. It is relatively easy to predict the future of an individual, by looking at the associations maintained, for a very frustrating life lays ahead of those who associate themselves with those who lack ambition and determination. It is relatively easy to predict the monetary value of the possessions one will have, for a very poor outcome awaits the one who minimizes the importance of time and actions. It is relatively easy to measure the lifespan of a person, for the one who shortens his life with ignorance predisposes himself the most to a premature death due to poor choices.

It won’t matter how many empirical studies you can provide, including the DfES’s own report, or studies that have looked at every school in the UK or decades of academics and leading experts in the field showing empirically and measurably that anti-black racism is still a serious systemic issue adversely affecting outcomes for black students; many will do intellectual backflips to conclude something else is the cause, even when the black person talking to them is already successful and educated and therefore has nothing to 'make excuses’ about. Naturally, it’s far easier to believe that there is just something wrong with black people than really accept the scale of the mundane injustice of everyday black life in Britain; decades of unfair expulsions, potential wasted and dreams derailed.

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When you are limerent, no matter how intensely you desire reciprocation you cannot simply ask for it. You cannot simply inquire as to whether or not it exists. To ask is to risk premature self-disclosure. The interplay is delicate, with the reactions of each person inextricably bound to the behavior of the other. Like a hunter for whom the crackle of a twig in the bush measures the presence of the hunted, you subject LO’s seemingly ordinary postures, movements, words, and glances to incessant analysis in quest of “true” meanings obscured beneath an ambiguous surface. Here, where the path is treacherous and possible consequence profound, face values cannot be trusted. Things may be what they seem or, again, they may in fact be just the opposite of what they seem. Despite ideals and philosophy, you find yourself a player in a process that bears unquestionable similarity to a game. The prize is not trifling; reciprocation produces ecstasy. Whether it will be won, whether it will be shared, and what the final outcome may be, depend on the effectiveness of your moves and those of your LO; indeed on skill. The rocky course of progression toward ecstatic mutuality may involve not externally created difficulties, but the feinting and parrying, the minor deceptions, and the falsehoods of the lovers themselves that are so frequent as often to have been viewed as a “natural” aspect of the romantic love pattern. (They also occur in sexual seduction and in many other forms of human interaction.) The lovers’ fears lead them to proceed with a caution that they hope will protect them from disaster. Rather than commit themselves, they flirt. They send out ambiguous signals more or less as trial balloons. Reason to hope combined with reason to doubt keeps passion at fever pitch. Too-ready limerent availability cools them. Andreas Capellanus, medieval author of The Art of Courtly Love, was neither the first nor the last to advise lovers to. erect artificial barriers and if necessary conceal their true feelings. When Stendhal began to fall in love himself, he feared the failure that certainty could bring and so, for “effect,” he avoided his LO and walked about alone, brooding. You may lose your love through open declaration of your true feelings.