Plan Prepare Perform Quotes

Proper Planning and Preparation Prevents Poor Performance

Remember the seven Ps. Seven what? Proper preparation and planning... Prevent piss-poor performance.

The seven Ps: Proper Planning and Preparation Prevent Piss-Poor Performance

I have known you for an entire year now, Lord Waxillium,” Steris said. “I can accept you for who you are, but I am under no illusions. Something will happen at our wedding. A villain will burst in, guns firing. Or we’ll discover explosives in the altar. Or Father Bin will inexplicably turn out to be an old enemy and attempt to murder you instead of performing the ceremony. It will happen. I’m merely trying to prepare for it.” “You’re serious, aren’t you?” Wax asked, smiling. “You’re actually thinking of inviting one of my enemies so you can plan for a disruption.” “I’ve sorted them by threat level and ease of access,” Steris said, shuffling through her papers.

There are these rare moments when musicians together touch something sweeter than they've ever found before in rehearsals or performance, beyond the merely collaborative or technically proficient, when their expression becomes as easy and graceful as friendship or love. This is when they give us a glimpse of what we might be, of our best selves, and of an impossible world in which you give everything you have to others, but lose nothing of yourself. Out in the real world there exist detailed plans, visionary projects for peaceable realms, all conflicts resolved, happiness for everyone, for ever – mirages for which people are prepared to die and kill. Christ's kingdom on earth, the workers' paradise, the ideal Islamic state. But only in music, and only on rare occasions, does the curtain actually lift on this dream of community, and it's tantalisingly conjured, before fading away with the last notes.

The Seven Ps’: Prior Planning and Preparation Prevents Piss-Poor Performance.

Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person—hardworking and competent but otherwise mediocre—into an outstanding performer.

Whether you're delivering a sales presentation to a new client, going on a trip, speaking in front of a thousand people, or handling a customer complaint, when you are prepared, you are more empowered to do your best and perform at a higher level. It feels great!

Prepare for Success. Feel the satisfaction and power of having your act together! Get organized beforehand to get better results. Prior Planning Prevents Poor Performance.

By performing a simple Google search, a website review, a visit to their LinkedIn profile, or a media release search on the person you are about to meet, you can find out where they’ve been, what they care about, and where they’re going. Whether you learn an interesting fact about a hobby they enjoy, the breed of their dog, or something you both have in common, it will show that you took the time to research and that you care about them as a person.

The past cannot change what is to come. The work that you do each and every day is the only true way to improve and prepare yourself for what is to come. You cannot change the past, but you can influence the future by what you do today.” —

He spent the next two days in careful, decisive preparation efficiently conducted around his day job. The three imperatives of his mission were embedded in every action he performed: (1) keep it simple; (2) provide for every contingency; and (3) never panic no matter how much your plan goes awry, which it occasionally did. However, if there were a fourth rule, it would have to be: exploit the fact that most people are fools when it comes to things that actually matter, like their own survival. He had never suffered from that shortcoming.

Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person—hardworking and competent but otherwise mediocre—into an outstanding performer.

This was why love was so dangerous. Love turned the world into a garden, so beguiling it was easy to forget that rose petals sails appeared charmed. They blazed red in the day and silver at night, like a magician’s cloak, hinting at mysteries concealed beneath, which Tella planned to uncover that night. Drunken laughter floated above her as Tella delved deeper into the ship’s underbelly in search of Nigel the Fortune-teller. Her first evening on the vessel she’d made the mistake of sleeping, not realizing until the following day that Legend’s performers had switched their waking hours to prepare for the next Caraval. They slumbered in the day and woke after sunset. All Tella had learned her first day aboard La Esmeralda was that Nigel was on the ship, but she had yet to actually see him. The creaking halls beneath decks were like the bridges of Caraval, leading different places at different hours and making it difficult to know who stayed in which room. Tella wondered if Legend had designed it that way, or if it was just the unpredictable nature of magic. She imagined Legend in his top hat, laughing at the question and at the idea that magic had more control than he did. For many, Legend was the definition of magic. When she had first arrived on Isla de los Sueños, Tella suspected everyone could be Legend. Julian had so many secrets that she’d questioned if Legend’s identity was one of them, up until he’d briefly died. Caspar, with his sparkling eyes and rich laugh, had played the role of Legend in the last game, and at times he’d been so convincing Tella wondered if he was actually acting. At first sight, Dante, who was almost too beautiful to be real, looked like the Legend she’d always imagined. Tella could picture Dante’s wide shoulders filling out a black tailcoat while a velvet top hat shadowed his head. But the more Tella thought about Legend, the more she wondered if he even ever wore a top hat. If maybe the symbol was another thing to throw people off. Perhaps Legend was more magic than man and Tella had never met him in the flesh at all. The boat rocked and an actual laugh pierced the quiet. Tella froze. The laughter ceased but the air in the thin corridor shifted. What had smelled of salt and wood and damp turned thick and velvet-sweet. The scent of roses. Tella’s skin prickled; gooseflesh rose on her bare arms. At her feet a puddle of petals formed a seductive trail of red. Tella might not have known Legend’s true name, but she knew he favored red and roses and games. Was this his way of toying with her? Did he know what she was up to? The bumps on her arms crawled up to her neck and into her scalp as her newest pair of slippers crushed the tender petals. If Legend knew what she was after, Tella couldn’t imagine he would guide her in the correct direction, and yet the trail of petals was too tempting to avoid. They led to a door that glowed copper around the edges. She turned the knob. And her world transformed into a garden, a paradise made of blossoming flowers and bewitching romance. The walls were formed of moonlight. The ceiling was made of roses that dripped down toward the table in the center of the room, covered with plates of cakes and candlelight and sparkling honey wine. But none of it was for Tella. It was all for Scarlett. Tella had stumbled into her sister’s love story and it was so romantic it was painful to watch. Scarlett stood across the chamber. Her full ruby gown bloomed brighter than any flowers, and her glowing skin rivaled the moon as she gazed up at Julian. They touched nothing except each other. While Scarlett pressed her lips to Julian’s, his arms wrapped around her as if he’d found the one thing he never wanted to let go of. This was why love was so dangerous. Love turned the world into a garden, so beguiling it was easy to forget that rose petals were as ephemeral as feelings, eventually they would wilt and die, leaving nothing but the thorns.

Of course, the champions of totalitarianism protest that what they want to abolish is "only economic freedom" and that all "other freedoms" will remain untouched. But freedom is indivisible. The distinction between an economic sphere of human life and activity and a noneconomic sphere is the worst of their fallacies. If an omnipotent authority has the power to assign to every individual the tasks he has to perform, nothing that can be called freedom and autonomy is left to him. He has only the choice between strict obedience and death by starvation.1 Committees of experts may be called to advise the planning authority whether or not a young man should be given the opportunity to prepare himself for and to work in an intellectual or artistic field. But such an arrangement can merely rear disciples committed to the parrotIike repetition of the ideas of the preceding generation. It would bar innovators who disagree with the accepted ways of thought. No innovation would ever have been accomplished if its originator had been in need of an authorization by those from whose doctrines and methods he wanted to deviate. Hegel would not have ordained Schopenhauer or Feuerbach, nor would Professor Rau have ordained Marx or Carl Menger. If the supreme planning board is ultimately to determine which books are to be printed, who is to experiment in the laboratories and who is to paint or to sculpture, and which alterations in technological methods should be undertaken, there will be neither improvement nor progress. Individual man will become a pawn in the hands of the rulers, who in their "social engineering" will handle him as engineers handle the stuff of which they construct buildings, bridges, and machines. In every sphere of human activity an innovation is a challenge not only to ali routinists and to the experts and practitioners of traditional methods but even more to those who have in the past themselves been innovators. It meets at the beginning chiefly stubborn opposition. Such obstacles can be overcome in a society where there is economic freedom. They are insurmountable in a socialist system.

It is so rare to have a new tent appear that Celia considers canceling her performances entirely in order to spend the evening investigating it. Instead she waits, executing her standard number of shows, finishing the last a few hours before dawn. Only then does she navigate her way through nearly empty pathways to find the latest edition to the circus. The sign proclaims something called the Ice Garden. and Celia smiles at the addendum below which contains an apology for any thermal inconvenience. Despite the name, she is not prepared for what awaits her inside the tent. It is exactly what the sign described. But it is so much more than that. There are no stripes visible on the walls, everything is sparkling and white. She cannot tell how far it stretches, the size of the tent obscured by cascading willows and twisting vines. The air itself is magical. Crisp and sweet in her lungs as she breathes, sending a shiver down to her toes that is caused by more than the forewarned drop in temperature. There are no patrons in the tent as she explores, circling alone around trellises covered in pale roses and a softly bubbling, elaborately carved fountain. And everything, save for occasional lengths of whet silk ribbon strung like garlands, is made of ice. Curious, Celia picks a frosted peony from its branch, the stem breaking easily. But the layered petals shatter, falling from her fingers to the ground, disappearing in the blades of ivory grass below. When she looks back at the branch, an identical bloom has already appeared. Celia cannot imagine how much power and skill it would take not only to construct such a thing but to maintain it as well. And she longs to know how her opponent came up with the idea. Aware that each perfectly structured topiary, every detail down to the stones that line the paths like pearls, must have been planned.

1. Understanding key ideas. I recently read an article in the Economist on declining marriage rates among women in Asia. I had no immediate use for the detailed statistics in that article, but I thought I might use them in the future to describe how demographic trends affect public retirement plans. So I skimmed it to learn the general trends. 2. Finding specific facts. At the opposite pole is reading closely for facts. When I’m preparing for a board meeting, I carefully look over the memos and reports related to the company’s quarterly performance. I want to be able to remember certain key statistics and substantive points to discuss with the board.

There are these rare moments when musicians together touch something sweeter than they’ve ever found before in rehearsals or performance, beyond the merely collaborative or technically proficient, when their expression becomes as easy and graceful as friendship or love. This is when they give us a glimpse of what we might be, of our best selves, and of an impossible world in which you give everything you have to others, but lose nothing of yourself. Out in the real world there exist detailed plans, visionary projects for peaceable realms, all conflicts resolved, happiness for everyone, for ever—mirages for which people are prepared to die and kill. Christ’s kingdom on earth, the workers’ paradise, the ideal Islamic state. But only in music, and only on rare occasions, does the curtain actually lift on this dream of community, and it’s tantalisingly conjured, before fading away with the last notes. Naturally,

Our Difficulty in Believing in Providence The first obstacle is that, as long as we have not experienced concretely the fidelity of Divine Providence to provide for our essential needs, we have difficulty believing in it and we abandon it. We have hard heads, the words of Jesus do not suffice for us, we want to see at least a little in order to believe! Well, we do not see it operating around us in a clear manner. How, then, are we to experience it? It is important to know one thing: We cannot experience this support from God unless we leave Him the necessary space in which He can express Himself. I would like to make a comparison. As long as a person who must jump with a parachute does not jump out into the void, he cannot feel that the cords of the parachute will support him, because the parachute has not yet had the chance to open. One must first jump and it is only later that one feels carried. And so it is in spiritual life: “God gives in the measure that we expect of Him,” says Saint John of the Cross. And Saint Francis de Sales says: “The measure of Divine Providence acting on us is the degree of confidence that we have in it.” This is where the problem lies. Many do not believe in Providence because they’ve never experienced it, but they’ve never experienced it because they’ve never jumped into the void and taken the leap of faith. They never give it the possibility to intervene. They calculate everything, anticipate everything, they seek to resolve everything by counting on themselves, instead of counting on God. The founders of religious orders proceed with the audacity of this spirit of faith. They buy houses without having a penny, they receive the poor although they have nothing with which to feed them. Then, God performs miracles for them. The checks arrive and the granaries are filled. But, too often, generations later, everything is planned, calculated. One doesn’t incur an expense without being sure in advance to have enough to cover it. How can Providence manifest itself? And the same is true in the spiritual life. If a priest drafts all his sermons and his talks, down to the least comma, in order to be sure that he does not find himself wanting before his audience, and never has the audacity to begin preaching with a prayer and confidence in God as his only preparation, how can he have this beautiful experience of the Holy Spirit, Who speaks through his mouth? Does the Gospel not say, …do not worry about how to speak or what you should say; for what you are to say will be given to you when the time comes; because it will not be you who will be speaking, but the Spirit of your Father will be speaking in you (Matthew 10:19)? Let us be very clear. Obviously we do not want to say that it is a bad thing to be able to anticipate things, to develop a budget or prepare one’s homilies. Our natural abilities are also instruments in the hands of Providence! But everything depends on the spirit in which we do things. We must clearly understand that there is an enormous difference in attitude of heart between one, who in fear of finding himself wanting because he does not believe in the intervention of God on behalf of those who lean on Him, programs everything in advance to the smallest detail and does not undertake anything except in the exact measure of its actual possibilities, and one who certainly undertakes legitimate things, but who abandons himself with confidence in God to provide all that is asked of him and who thus surpasses his own possibilities. And that which God demands of us always goes beyond our natural human possibilities!

Step One Preparing The Mind Anytime athletes compete, they condition themselves that they may win the prize. An athlete is well self-disciplined, and temperate in all things. They tell their bodies what to do rather than letting their bodies tell them what to do. They have self-control and self-discipline in every aspect of life including their diet, in sleeping, in their behavior, in their conduct, and in their exercise. They keep a goal in mind with a plan of attack, and a determination to win. They exercise their bodies with a plan to optimize themselves in strength to overcome. For example a runner will be more concerned with leg exercises and the parts of the body which help run. They will train for endurance more so than strength, whereas some other athletes may be concerned with upper body strength only. Likewise we need to be conditioned in all things and well-disciplined to exercise ourselves towards godliness. Our target workout is not upper or lower body, but the spiritual body with soundness of mind. Without self-discipline it is impossible to memorize the amount of Scripture we should memorize. It goes without saying that mental conditioning should be a primary focus when attempting to memorize. That way, one may be optimized for memorizing the word of God. A runner exercises their legs for optimum performance and likewise we should also exercise our minds in Christ for memorizing and walking in wisdom. To make the most of memorization time one needs to be fully alert. It is best not to do it after a long day of work, an extremely stressful period of time, early in the morning when you’re groggy, or late at night before you go to bed. Rather it is better to pick a peaceful time of day during which you are most alert. Sometimes a small sip of coffee or other mental stimulant can help wake you up enough for meditation time. In order to be well conditioned mentally, first we need to understand how to be at peace within ourselves. If you’re often stressed out it can be difficult to memorize what you need to. Watch your own heart and be certain that you don’t take things too critically in life. Life is 10% what happens to you and 90% how you take it. If you find yourself stressed out often, it may be more of how you’re handling the situation, than what’s happening to you. Although there may be something stressful happening in your life you may not need to take it so hard. In fact, the Lord calls us to always be rejoicing. As it is written, “Rejoice always” 1Th 5:16  The apostles through hardship and persecution were known to give joyous glory to the Lord. After being beaten by the council in Acts the apostles rejoiced in the Lord for the persecution they received. As we read, “…and when they had called for the apostles and beaten them, they commanded that they should not speak in the name of Jesus, and let them go. So they departed from the presence of the council, rejoicing that they were counted worthy to suffer shame for His name.” Act 5:40-41 Likewise our temperance and spiritual state of mind can help us when it comes to time for memorizing the word of God. There are both short term and long term exercises that we should practice. In the short term we should learn to rest in Christ and release things to Him. In the long term we should grow in meekness, not taking things so critically in life that we can be at peace.

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I believe God is about to perform a fresh work in His body of believers, one that has been calendared in heaven since time began. And, yes, one that will involve signs and wonders as He extends His final saving and judging revelations to planet Earth. You and I may not see the kinds of characterizing signs and wonders His Word predicts, but we are to prepare for them by adjusting our faith to the swelling work God is planning to perform. We must leave the generations that come behind us a heritage of faith and an invitation to go further still.

Prepare your objectives before setting out. I often hear people talk about the five Ps as ‘Proper Preparation Prevents Poor Performance’. I see this to be good idea but besides preventing poor performance, Proper Preparation Proceeds Prolific Performance – This is my definition of the five Ps. The preparation of a mediocre is quite proper enough to prevent poor performance but not proper enough to produce prolific performance. You need to prepare well and have a working plan as this will be a guide for you to remain focused on your goal. Let your goal be beyond that of the mediocre and make your preparation be beyond that of the best.   Do not just feel motivated, get to action. Unleashing your potential is beyond just feeling motivated. You need to dare to act on that idea of yours. Be confident and have self believe. Your self-believe matters much more than what mockers had said, are saying or would say. You need to get to action believing in yourself as this has the potential of transforming that hidden potential within you into reality.   Engage yourself in something positive and legitimate which you strongly believe in. Some people who actually have the potential

Investors should learn to follow the seven P’s—: Perfect planning and preparation prevent piss poor performance. That is to say, we should do our investment research when we are in a cold, rational state—and when nothing much is happening in the markets—and then precommit to following our own analysis and prepared action steps.

You lost,” he said, stepping back. ​“How did you do that?” Jake asked, so surprised that the ninja had managed to disarm him within a second. ​“You’ll have to learn. Next round!” ​The second round was the exact same as the ninja easily disarmed Jake, and then placed his sword on his throat. ​“You lost again,” the ninja told him, stepping back again. “Too slow.” ​As they prepared for the third round, Jake wondered if he should try, because he would lose anyway. ​But then he thought about what the ninja had said about him being too slow. He was right! The next time that the ninja told him to start, he would sidestep his attack, and then move in to disarm him! ​“Round 3...start!” the ninja announced. ​Jake stuck to his plan. Right as the ninja leader went to perform his disarming move, Jake sidestepped it and then shoved his own sword at the ninja leader’s sword. ​The ninja’s face was filled with shock as his sword clattered to the ground. Jake had won. ​“Too slow,” he told the ninja leader, grinning.

Emotionally intelligent people can focus their emotions to improve performance and productivity.

Success depends on careful behavioral planning, preparing employees and leaders to observe and encourage behavior, and addressing systemic consequences (measurement, incentive, performance-management systems) that might impede new behavior. Choosing

Modern art is a waste of time. When the zombies show up, you can't worry about art. Art is for people who aren't worried about zombies. Besides zombies and icebergs, there are other things that Soap has been thinking about. Tsunamis, earthquakes, Nazi dentists, killer bees, army ants, black plague, old people, divorce lawyers, sorority girls, Jimmy Carter, giant quids, rabid foxes, strange dogs, new anchors, child actors, fascists, narcissists, psychologists, ax murderers, unrequited love, footnotes, zeppelins, the Holy Ghost, Catholic priests, John Lennon, chemistry teachers, redheaded men with British accents, librarians, spiders, nature books with photographs of spiders in them, darkness, teachers, swimming pools, smart girls, pretty girls, rich girls, angry girls, tall girls, nice girls, girls with superpowers, giant lizards, blind dates who turn out to have narcolepsy, angry monkeys, feminine hygiene commercials, sitcoms about aliens, things under the bed, contact lenses, ninjas, performances artists, mummies, spontaneous combustion, Soap has been afraid of all of these things at one time or another, Ever since he went to prison, he's realized that he doesn't have to be afraid. All he has to do is come up with a plan. Be prepared. It's just like the Boy Scouts, except you have to be even more prepared. You have to prepare for everything that the Boy Scouts didn't prepare you for, which is pretty much everything.

Unistructural Memorize, identify, recognize, count, define, draw, find, label, match, name, quote, recall, recite, order, tell, write, imitate Multistructural Classify, describe, list, report, discuss, illustrate, select, narrate, compute, sequence, outline, separate Relational Apply, integrate, analyse, explain, predict, conclude, summarize (précis), review, argue, transfer, make a plan, characterize, compare, contrast, differentiate, organize, debate, make a case, construct, review and rewrite, examine, translate, paraphrase, solve a problem Extended abstract Theorize, hypothesize, generalize, reflect, generate, create, compose, invent, originate, prove from first principles, make an original case, solve from first principles Table 7.2  Some more ILO verbs from Bloom’s revised taxonomy Remembering Define, describe, draw, find, identify, label, list, match, name, quote, recall, recite, tell, write Understanding Classify, compare, conclude, demonstrate, discuss, exemplify, explain, identify, illustrate, interpret, paraphrase, predict, report Applying Apply, change, choose, compute, dramatize, implement, interview, prepare, produce, role play, select, show, transfer, use Analysing Analyse, characterize, classify, compare, contrast, debate, deconstruct, deduce, differentiate, discriminate, distinguish, examine, organize, outline, relate, research, separate, structure Evaluating Appraise, argue, assess, choose, conclude, critique, decide, evaluate, judge, justify, monitor, predict, prioritize, prove, rank, rate, select Creating Compose, construct, create, design, develop, generate, hypothesize, invent, make, perform, plan, produce

Maude turned to the piano and sang her first song. She had played it many times before but this time was different. She had grown. Maude wasn’t the same person she’d been six months ago, and her performance wasn’t that of a mere teenager—it was that of a young woman who had looked at life in the eye and refused to bend her spine. She finished her first song and prepared herself for the second. She had planned to sing “Sunrise” from her debut album, but now she knew she couldn’t play that song, not after all she’d just been through. Maude dedicated her second song, John Lennox’s “Coming Home,” to her parents.

Here’s my protocol for my usual monthly 3-day fast from Thursday dinner to Sunday dinner: On Wednesday and Thursday, plan phone calls for Friday. Determine how you can be productive via cell phone for 4 hours. This will make sense shortly. Have a low-carb dinner around 6 p.m. on Thursday. On Friday, Saturday, and Sunday mornings, sleep as late as possible. The point is to let sleep do some of the work for you. Consume exogenous ketones or MCT oil upon waking and 2 more times throughout the day at 3- to 4-hour intervals. I primarily use KetoCaNa and caprylic acid (C8), like Brain Octane. The exogenous ketones help “fill the gap” for the 1 to 3 days that you might suffer carb withdrawal. Once you’re in deep ketosis and using body fat, they can be omitted. On Friday (and Saturday if needed), drink some caffeine and prepare to WALK. Be out the door no later than 30 minutes after waking. I grab a cold liter of water or Smartwater out of my fridge, add a dash of pure, unsweetened lemon juice to attenuate boredom, add a few pinches of salt to prevent misery/headaches/cramping, and head out. I sip this as I walk and make phone calls. Podcasts also work. Once you finish your water, fill it up or buy another. Add a little salt, keep walking, and keep drinking. It’s brisk walking—NOT intense exercise—and constant hydration that are key. I have friends who’ve tried running or high-intensity weight training instead, and it does not work for reasons I won’t bore you with. I told them, “Try brisk walking and tons of water for 3 to 4 hours. I bet you’ll be at 0.7 mmol the next morning.” One of them texted me the next morning: “Holy shit. 0.7 mmol.” Each day of fasting, feel free to consume exogenous ketones or fat (e.g., coconut oil in tea or coffee) as you like, up to 4 tablespoons. I will often reward myself at the end of each fasting afternoon with an iced coffee with a bit of coconut cream in it. Truth be told, I will sometimes allow myself a SeaSnax packet of nori sheets. Oooh, the decadence. Break your fast on Sunday night. Enjoy it. For a 14-day or longer fast, you need to think about refeeding carefully. But for a 3-day fast, I don’t think what you eat matters much. I’ve done steak, I’ve done salads, I’ve done greasy burritos. Evolutionarily, it makes no sense that a starving hominid would need to find shredded cabbage or some such nonsense to save himself from death. Eat what you find to eat.

From his headquarters in Los Angeles, Bob Lorsch had entered the prepaid calling card space and built SmarTalk into a success. I was a VP at Salomon at the time and had heard stories about how crazy and fascinating Lorsch was, so I agreed to work with my colleague Mark Davis on a SmarTalk equity offering a year or so after the company’s IPO. We met at their Los Angeles offices at lunchtime. Lorsch burst into the room like a bad caricature of Danny DeVito, and even though I’d been warned that he was an unconventional CEO, I still wasn’t prepared for the encounter. We had put together the standard detailed presentation that analyzed the state of the public equity markets, how the SmarTalk stock had been performing, who owned it, et cetera. A young Salomon analyst who had been pulling all-nighters to assemble the books sat in a chair near the door. Mark and I passed around the presentation books. “So we’ve prepared a—” I started. “Just tell me,” Lorsch interjected. “Do we have Grubman or not?” Jack Grubman, Salomon’s famed equity analyst, had previously endorsed the SmarTalk IPO with a buy rating. “Yes,” Mark said. “We have Jack. We talked to him prior to the meeting and confirmed that he’ll continue to cover the company and support the offering.” “Then you’re hired,” Lorsch said with a smile, pushing his unopened book to the center of the table. “Let’s eat.” It seemed reckless to have made his decision on so little information, and I could only imagine how the analyst kid near the door felt, sleep-deprived and probably proud of his hard work, only to see the book tossed aside without so much as a cracking of the spine. While we ate the catered lunch that was delivered to the conference room, Mark mentioned that I was in the midst of planning my wedding for that summer. “Don’t get married!” Lorsch advised me. “Terrible, terrible idea.” He described a few of his own ill-fated unions, dropping in crude one-liners to punctuate the stories: “Why buy when you can rent? . . . If it flies, floats, or fucks, don’t buy it! . . .” Despite

The Ten Major Causes of Failure in Leadership. We come now to the major faults of leaders who fail, because it is just as essential to know what not to do as it is to know what to do. 1.   Inability to organize details. Efficient leadership calls for ability to organize and to master details. No genuine leader is ever “too busy” to do anything which may be required of him in his capacity as leader. When a man, whether he is a leader or follower, admits that he is “too busy” to change his plans, or to give attention to any emergency, he admits his inefficiency. The successful leader must be the master of all details connected with his position. That means, of course, that he must acquire the habit of relegating details to capable lieutenants. 2.   Unwillingness to render humble service. Truly great leaders are willing, when occasion demands, to perform any sort of labor which they would ask another to perform. “The greatest among ye shall be the servant of all” is a truth which all able leaders observe and respect. 3.   Expectation of pay for what they “know” instead of what they do with that which they know. The world does not pay men for that which they “know.” It pays them for what they do, or induce others to do. 4.   Fear of competition from followers. The leader who fears that one of his followers may take his position is practically sure to realize that fear sooner or later. The able leader trains understudies to whom he may delegate, at will, any of the details of his position. Only in this way may a leader multiply himself and prepare himself to be at many places, and give attention to many things at one time. It is an eternal truth that men receive more pay for their ability to get others to perform, than they could possibly earn by their own efforts. An efficient leader may, through his knowledge of his job and the magnetism of his personality, greatly increase the efficiency of others, and induce them to render more service and better service than they could render without his aid.

AGES 10 TO 13: GAINING INDEPENDENCE. Ten is about the age when your child can begin to perform many skills independently. He should know how to: • stay home alone • go to the store and make purchases by himself • change his own bedsheets • use the washing machine and dryer • plan and prepare a meal with several ingredients • use the oven to broil or bake foods • read labels • iron his clothes • learn to use basic hand tools • mow the lawn • look after younger siblings or neighbors

There are good reasons for the superiority of if/when-then plans: the specific sequencing of elements within the plans can help us defeat the traditional enemies of goal achievement. The “if/when-then” wording is designed to put us on high alert for a particular time or circumstance when a productive action could be performed. We become prepared, first, to notice the favorable time or circumstance and, second, to associate it automatically and directly with desired conduct.

the golden rule of the seven Ps: Prior Planning and Preparation Prevents Piss-Poor Performance.

Emotional Labour: The f Word, by Jane Caro and Catherine Fox "Work inside the home is not always about chores. One of the most onerous roles is managing the dynamics of the home. The running of the schedule, the attention to details about band practice and sports training, the purchase of presents for next Saturday’s birthday party, the check up at the dentist, all usually fall on one person's shoulders. Woody Allen, in the much-publicised custody case for his children with Mia Farrow, eventually lost, in part because unlike Farrow, he could not name the children’s dentist or paediatrician. It’s a guardianship role and it is not only physically time consuming but demands enormous intellectual and emotional attention. Sociologists call it kin work. It involves: 'keeping in touch with relations, preparing holiday celebrations and remembering birthdays. Another aspect of family work is being attentive to the emotions within a family - what sociologists call ‘emotion work.’ This means being attentive to the emotional tone among family members, troubleshooting and facing problems in a constructive way. In our society, women do a disproportionate amount of this important work. If any one of these activities is performed outside the home, it is called work - management work, psychiatry, event planning, advance works - and often highly remunerated. The key point here is that most adults do two important kinds of work: market work and family work, and that both kinds of work are required to make the world go round.' (Interview with Joan Williams, mothersandmore.org, 2000) This pressure culminates at Christmas. Like many women, Jane remembers loving Christmas as a child and young woman. As a mother, she hates it. Suddenly on top of all the usual paid and unpaid labour, there is the additional mountain of shopping, cooking, cleaning, decorating, card writing, present wrapping, ritual phone calls, peacekeeping and emotional care taking. And then on bloody Boxing Day it all has to be cleaned up. If you want to give your mother a fabulous Christmas present just cancel the whole thing. Bah humbug!

Of course, Adam was still counting days the old way, as Sunday was the first day of the week, so he was misinforming me as to which day his father actually arrived in Spain, seemingly by accident, by mistake. Perhaps it was a mistake that Adam had confused the European calendar with the Israeli calendar from time to time; perhaps it was not a mistake. Ferran actually arrived the following day, Tuesday, according to the Gregorian calendar and not Monday, when we had all been preparing for his arrival with Martina in vain. I had wanted to introduce her to the old man nicely. However, Tuesday, when he was scheduled to arrive, Mario Larese - Mister Twister - showed up, banging the glass of the store-front door, echoing throughout the entire store and upstairs apartment, as if he was about to break the glass if I did not go down to open it. He was knocking on the plain, large glass of the door with either a lighter or with his metal ring; I don't know which, but it was terrible. I knew Ferran could arrive at any moment, so I told Martina it might be best if she went home to Paola and let me take care of the business. I couldn't ignore Mario, who was almost breaking the glass, seemingly because he had seen my scooter parked in front of the store. I opened the door and he started pushing his way inside, saying, “Let's smoke a joint and drink a coffee.” I replied, “Slow down, cowboy. I've got company, I'm expecting more company, and I just woke up. I have no time now; sorry, Mario.” He kept banging the door because he wanted to smoke somewhere early in the morning, and Canale Vuo was still closed. I was so tempted to slap him. Unintentionally, I let slip that I was expecting Ferran, which only increased his refusal to leave. Theatrical. Dramatic. He wasn't going to get out of my store, my way, my day, my life, my struggle, or my schedule. Meanwhile, the same time, Nico was bugging me on the phone to make sure I delivered a box of 1,000 cones for La Silla because they needed it to make pre-rolled joints for their smokers. They sold 2-3,000 pre-rolled joints a week, ordering two boxes weekly, thus making me waste my time for free. I started to think it had all been planned just to make me lose time every week. They sold 3,000 joints a week and yet couldn't afford more than two boxes of cones to purchase to keep up. Tuesday morning was so urgent for La Silla to get those 1,000 brown cones right then. Just for Nico's 5-euro commission and so he wouldn't be embarrassed in front of his friends at La Silla with his sales performance - no problem. I couldn't kick out Mario, and I didn't want to kick out Martina, who apparently didn't want to leave. I asked them to leave, but Mario was leaning on the kitchen table and unable to look up or turn toward me to meet my gaze. Martina was looking at me angrily. So, I told them both, “OK then, stay here; let the old man inside once he arrives. I have to deliver this box of cones to La Silla right away, but I will be right back. 20 minutes tops.” Adam had also failed to inform me that he had copied a set of keys for his dad at one point, and he had somehow sent them to Israel by mail, I guess. Martina did not need to stay in the store to let Ferran in, but I did not know that. Adam was always secretive and brief with his words, as if it cost him money to say words out of his mouth or dictate to Rachel what to write in an email or what he was supposed to tell me on the phone. I thought that Martina had to stay to let Ferran into the store in case he arrived just when I went to La Mesa to do a favor for Nico. I was on my way back to Urgell from La Silla, when Adam suddenly called me from Amsterdam, screaming on the phone.

Americans gear all their living to a constantly challenging world and are prepared to accept the challenge. Japanese reassurances are based rather on a way of life that is planned and charted beforehand and where the greatest threat comes from the unforeseen. The Japanese, more than any other sovereign nation, have been conditioned to a world where the smallest details of conduct are mapped and status is assigned. During two centuries where law and order were maintained in such a world with an iron hand, the Japanese learned to identify this meticulously plotted hierarchy with safety and security. So long as they stayed within known boundaries and so long as they fulfilled known obligations, they could trust their world. The Japanese point of view is that obeying the law is repayment upon their highest indebtedness. In spite of the fact that Japan is one of the great Buddhist nations in the world, her ethics at this point contrast sharply with the teachings of Gautama Buddha and of the holy books of Buddhism. The Japanese do not condemn self-gratification. They are not Puritans. They consider physical pleasures good and worthy of cultivation. Buddhist teachers and modern nationalistic leaders have written and spoken on this theme: human nature in Japan is naturally good and to be trusted. It does not need to flight and evil half of itself. It needs to cleanse the windows of its soul and act with appropriateness on every different occasion. The Japanese define the supreme task of life as fulfilling one's obligations. They fully accept the fact that repaying "on" means sacrificing one's personal desires and pleasures. The idea that the pursuit of happiness is a serious goal of life is to them an amazing and immoral doctrine. Happiness is a relaxation in which one indulges when one can. Zen seeks only the light man can find in himself. if you do this, if you do that, the adults say to the children, the word will laugh at you. The rules are particularistic and situational and a great many of them concern what we should call etiquette. They require subordinating one's own will to the ever-increasing duties to neighbors, to family and country. The child must restrain himself, he must recognize his indebtedness. Training is explicit for every art and skill. It is the habit that is taught, not just the rules. Adults do not consider that children will "pick up" the proper habits when the time to employ them comes around. Great things can only be achieved through self-restraint. Japanese people often keep their thoughts busy with trivial minutiae in order to stave off awareness of their real feelings. They are mechanical in the performance of a disciplined routine which is fundamentally meaningless to them. Japan's real strength which she can use in remaking herself into a peaceful nation lies in her ability to say to a course of action: "that failed" and then to throw her energies into other channels. The Japanese have an ethic of alternatives.

People are confounded when a football player puts Bible verses in his eye black or kneels to pray in the end zone. To non-believers, it seems like a kind of spiritual flamboyance or pushy proselytizing when athletes publicly acknowledge God as the central pillar of their game plan. What these spectators rarely consider is why this spiritual orientation is so effective, on and off the field—why it works, and feeds on itself. Instead of “I’m the king of the world if I win, and a failure if I lose,” and the crushing pressure that entails, the spiritually rewired athlete’s internal logic is this: I’m a child of God; that’s my primary identity. God loves me regardless of what happens in this competition. God has given me these talents, these amazing gifts, and it’s my responsibility to use them as best I can, to perform and succeed to the utmost of my ability. But it’s not for personal glory, or to feed my towering ego. Rather, every burst of speed and power is a testament to a higher power whose love transcends any kind of earthly success. The competitive results are not part of that higher reality. But the effort is. The leap toward perfection of effort, a kinetic hymn, is a connection to God. It’s sacred, the way prayer is sacred. And at the same time it is exquisitely concrete. It has mass, speed, position, trajectory, in the now of a throw or a catch or a weight that needs to be lifted. It’s where physics meets the soul. This transcendent frame of reference doesn’t take away competitive pressure. But it takes away the emotional pressure that degrades performance and locks an athlete up. Faith eliminates a lot of psychic gear grinding and inefficiency. For a well-prepared, well-trained athlete, it’s a winning formula. And it was a winning formula for Rich Froning in July 2011.

Marcel and Olivia didn't find this minor elimination fragmentary or dangerous the way I would hold. They scarcely noticed this at all. Characters always felt remarkably hostile at leisure with the Barn’s, around anxious for some purpose they couldn't justify to themselves. I implied a unique exemption to that precept. Seldom confused Marcel whence very satisfied I was withstanding adjacent to him. He deemed he was dangerous to my health-a feeling I rejected vehemently whenever he uttered that. The midday moved briskly. School completed, and Marcel walked me to my truck as he customarily prepared. Disregarding this time, he held the pilgrim entrance open for me. Olivia must have obtained it using his automobile home so that he could restrain me from making a charge for this. I wrapped my arms and performed no move to get out of the downpour. ‘It's my birthday, don't I get to drive?’ ‘I'm faking it's not your birthday, just as you yearned.’ ‘If it's not my birthday, then I don't have to proceed to your home later…’ ‘All right,’ He closed the passenger door and shuffled past me to open the driver's side. ‘Happy birthday.’ ‘Sh-h,’ I shushed him halfheartedly. I climbed through the opened door, begging he'd exercised the other suggestion. Marcel played with the radio while I drove, shaking his head in dissatisfaction. ‘Your radio has awful treatments.’ I scowled; I didn't like it when he picked on my truck. The truck was transcendent and it had nature. ‘You want a pleasant stereo? Drive your vehicle.’ I was so annoyed about Olivia's plans, on top of my already discouraged feeling, that the words came out sharper than I'd anticipated them. I was barely ever bad-tempered with Marcel, and my tone made him press his lips together to keep from smiling. When I parked in front of Mr. Anderson’s house, he stretched over to take my face in his hands. He handled me very thoroughly, touching just the tips of his fingers softly against my temples, my cheekbones, my jawline. Like I was exceptionally breakable.

Motivate the Workforce. Have you identified each person’s “hot button” and focused on it? Do you work personal pride and shared purpose into most communications? Are you keeping your powder dry for those urgent moments when you may need it?   8. Embrace the Front Lines. Have you made your intent clear and empowered those around you to act? Do you regularly meet with those in direct contact with customers? Is everybody able to communicate their ideas and concerns to you?   9. Build Leadership in Others. Are all managers expected to build leadership among their subordinates? Does the company culture foster the effective exercise of leadership? Are leadership development opportunities available to most, if not all, managers? 10. Manage Relations. Is the hierarchy reduced to a minimum, and does bad news travel up? Are managers self-aware and empathetic? Are autocratic, egocentric, and irritable behaviors censured? 11. Identify Personal Implications. Do employees appreciate how the firm’s vision and strategy impact them individually? What private sacrifices will be necessary for achieving the common cause? How will the plan affect people’s personal livelihood and quality of work life? 12. Convey Your Character. Have you communicated your commitment to performance with integrity? Do those in the organization know you as a person, and do they appreciate your aspirations and your agendas? Have you been in the same room or at least on the same call with everybody who works with you during the past year? 13. Dampen Overoptimism and Excessive Pessimism. Have you prepared the organization for unlikely but extremely consequential events? Do you celebrate success but also guard against the by-products of excessive confidence? Have you paved the way not only for quarterly results but for long-term performance?

Hospitality requires too much work. Create a guest list, send invitations, plan a menu, make a playlist, shop for groceries, design a tablescape, unearth and polish the fancy dishes, wash and press the table linens, chill the dessert, prepare the meal, dress for the occasion, light the candles, wash the dishes, do the mopping, “Keep-a busy, Cinderelly!”—perhaps this is the list that churns in your head every time you think about hosting others in your home. If so, no wonder you’ve stamped “Too much work” over the whole thing. That list is nearly as long as the tax code and would take more than a pack of animated mice to help you complete it. Might I offer you a word of encouragement I hope will dowse the hot flames of frustration that surround your attempts at hosting? Unless Victorian-era aristocracy has suddenly made a comeback in your neighborhood, you might be making hospitality harder than it needs to be. In chaining yourself to a lengthy list of to-dos, you may inadvertently lose sight of the whole point of hospitality: to welcome the stranger. Don’t make the experience about you, make it about them. Remember, Leviticus 19:34 kind of hospitality leads with ’āhaḇ love. It chooses service over performance, present over perfect.

Gavin Humphreys was a methodical man who lived by an old adage, beloved of his military father, known as the Seven Ps: Proper Planning and Preparation Prevents Piss-Poor Performance. The director general of M15 planned, he was prepared, and he never expected to underperform.

golden rule of the seven Ps: Prior Planning and Preparation Prevents Piss-Poor Performance.

if, like Charles Silberman, we think school “should prepare people not just to earn a living but to live a life—a creative, humane, and sensitive life,”22 then children’s attitudes toward learning are at least as important as how well they perform at any given task.

(Be a Servant Leader: Mt 20:26-28; Lk 9:46-48; 22:24-27; Jn 12:24) Christ has given to every man his work, and we are to acknowledge the wisdom of the plan He has made for us by a hearty cooperation with Him. It is in a life of service only that true happiness is found. He who lives a useless, selfish life is miserable. He is dissatisfied with himself and with everyone else. True, unselfish, consecrated workers gladly use their highest gifts in the lowliest service. They realize that true service means to see and to perform the duties that God points out. There are many who are not satisfied with the work that God has given them. They are not satisfied to serve Him pleasantly in the place that He has marked out for them, or to do uncomplainingly the work that He has placed in their hands. It is right for us to be dissatisfied with the way in which we perform duty, but we are not to be dissatisfied with the duty itself, because we would rather do something else. In His providence God places before human beings service that will be as medicine to their diseased minds. Thus He seeks to lead them to put aside the selfish preferences which, if cherished, would disqualify them for the work He has for them. If they accept and perform this service, their minds will be cured. But if they refuse it, they will be left at strife with themselves and with others. The Lord disciplines His workers, so that they will be prepared to fill the places appointed them. He desires to mold their minds in accordance with His will. For this purpose He brings to them test and trial. Some He places where relaxed discipline and over-indulgence will not become their snare, where they are taught to appreciate the value of time, and to make the best and wisest use of it. There are some who desire to be a ruling power, and who need the sanctification of submission. God brings about a change in their lives, and perhaps places before them duties that they would not choose. If they are willing to be guided by Him, He will give them grace and strength to perform the objectionable duties in a spirit of submission and helpfulness. They are being qualified to fill places where their disciplined abilities will make them of the greatest service. Some God trains by bringing to them disappointment and apparent failure. It is His purpose that they shall learn to master difficulty. He inspires them with a determination to make every apparent failure prove a success. Often men pray and weep because of the perplexities and obstacles that confront them. But if they will hold the beginning of their confidence steadfast unto the end, He will make their way clear. Success will come to them as they struggle against apparently insurmountable difficulties; and with success will come the greatest joy. Many are ignorant of how to work for God, not because they need to be ignorant, but because they are not willing to submit to His training process. -8MR 422, 423 • TMK 44-The Pattern Man; UL 62-A Living Connection With the Living God

Set the table: Decide exactly what you want. Clarity is essential. Write out your goals and objectives before you begin. Plan every day in advance: Think on paper. Every minute you spend in planning can save you five or ten minutes in execution. Apply the 80/20 Rule to everything: Twenty percent of your activities will account for 80 percent of your results. Always concentrate your efforts on that top 20 percent. Consider the consequences: Your most important tasks and priorities are those that can have the most serious consequences, positive or negative, on your life or work. Focus on these above all else. Practice creative procrastination: Since you can't do everything, you must learn to deliberately put off those tasks that are of low value so that you have enough time to do the few things that really count. Use the ABCDE Method continually: Before you begin work on a list of tasks, take a few moments to organize them by value and priority so you can be sure of working on your most important activities. Focus on key result areas: Identify and determine those results that you absolutely, positively have to get to do your job well, and work on them all day long. The Law of Three: Identify the three things you do in your work that account for 90 percent of your contribution, and focus on getting them done before anything else. You will then have more time for your family and personal life. Prepare thoroughly before you begin: Have everything you need at hand before you start. Assemble all the papers, information, tools, work materials, and numbers you might require so that you can get started and keep going. Take it one oil barrel at a time: You can accomplish the biggest and most complicated job if you just complete it one step at a time. Upgrade your key skills: The more knowledgeable and skilled you become at your key tasks, the faster you start them and the sooner you get them done. Leverage your special talents: Determine exactly what it is that you are very good at doing, or could be very good at, and throw your whole heart into doing those specific things very, very well. Identify your key constraints: Determine the bottlenecks or choke points, internal or external, that set the speed at which you achieve your most important goals, and focus on alleviating them. Put the pressure on yourself: Imagine that you have to leave town for a month, and work as if you had to get all your major tasks completed before you left. Maximize your personal power: Identify your periods of highest mental and physical energy each day, and structure your most important and demanding tasks around these times. Get lots of rest so you can perform at your best. Motivate yourself into action: Be your own cheerleader. Look for the good in every situation. Focus on the solution rather than the problem. Always be optimistic and constructive. Get out of the technological time sinks: Use technology to improve the quality of your communications, but do not allow yourself to become a slave to it. Learn to occasionally turn things off and leave them off. Slice and dice the task: Break large, complex tasks down into bite-sized pieces, and then do just one small part of the task to get started. Create large chunks of time: Organize your days around large blocks of time where you can concentrate for extended periods on your most important tasks. Develop a sense of urgency: Make a habit of moving fast on your key tasks. Become known as a person who does things quickly and well. Single handle every task: Set clear priorities, start immediately on your most important task, and then work without stopping until the job is 100 percent complete. This is the real key to high performance and maximum personal productivity.

THE 10 MAJOR CAUSES OF FAILURE IN LEADERSHIP We come now to the major faults of leaders who fail, because it is just as essential to know WHAT NOT TO DO as it is to know what to do. 1. INABILITY TO ORGANIZE DETAILS. Efficient leadership calls for ability to organize and to master details. No genuine leader is ever "too busy" to do anything which may be required of him in his capacity as leader. When a man, whether he is a leader or follower, admits that he is "too busy" to change his plans, or to give attention to any emergency, he admits his inefficiency. The successful leader must be the master of all details connected with his position. That means, of course, that he must acquire the habit of relegating details to capable lieutenants. 2. UNWILLINGNESS TO RENDER HUMBLE SERVICE. Truly great leaders are willing, when occasion demands, to perform any sort of labor which they would ask another to perform. "The greatest among ye shall be the servant of all" is a truth which all able leaders observe and respect. 3. EXPECTATION OF PAY FOR WHAT THEY "KNOW" INSTEAD OF WHAT THEY DO WITH THAT WHICH THEY KNOW. The world does not pay men for that which they "know." It pays them for what they DO, or induce others to do. 4. FEAR OF COMPETITION FROM FOLLOWERS. The leader who fears that one of his followers may take his position is practically sure to realize that fear sooner or later. The able leader trains understudies to whom he may delegate, at will, any of the details of his position. Only in this way may a leader multiply himself and prepare himself to be at many places, and give attention to many things at one time. It is an eternal truth that men receive more pay for their ABILITY TO GET OTHERS TO PERFORM, than they could possibly earn by their own efforts. An efficient leader may, through his knowledge of his job and the magnetism of his personality, greatly increase the efficiency of others, and induce them to render more service and better service than they could render without his aid. 5. LACK OF IMAGINATION. Without imagination, the leader is incapable of meeting emergencies, and of creating plans by which to guide his followers efficiently.

As he told Hill, he was simply following the “Eight ‘P’s,” a mnemonic that had been drummed into them in the military: “Proper prior planning and preparation prevents piss-poor performance.” The Real Heroes Are Dead Article from The New Yorker.

the best way to get the brain to perform under extreme stress is to repeatedly run it through rehearsals beforehand. Or as the military puts it, the “Eight P’s”: “Proper prior planning and preparation prevents piss-poor performance.

Experiments published in 1983 clearly showed that subjects could choose not to perform a movement that was on the cusp of occurring (that is, that their brain was preparing to make) and that was preceded by a large readiness potential. In this view, although the physical sensation of an urge to move is initiated unconsciously, will can still control the outcome by vetoing the action. Later researchers, in fact, reported readiness potentials that precede a planned foot movement not by mere milliseconds but by almost two full seconds, leaving free won’t an even larger window of opportunity. “Conscious will could thus affect the outcome of the volitional process even though the latter was initiated by unconscious cerebral processes,” Libet says. “Conscious will might block or veto the process, so that no act occurs.” Everyone, Libet continues, has had the experience of “vetoing a spontaneous urge to perform some act. This often occurs when the urge to act involves some socially unacceptable consequence, like an urge to shout some obscenity at the professor.” Volunteers report something quite consistent with this view of the will as wielding veto power. Sometimes, they told Libet, a conscious urge to move seemed to bubble up from somewhere, but they suppressed it. Although the possibility of moving gets under way some 350 milliseconds before the subject experiences the will to move, that sense of will nevertheless kicks in 150 to 200 milliseconds before the muscle moves—and with it the power to call a halt to the proceedings. Libet’s findings suggest that free will operates not to initiate a voluntary act but to allow or suppress it. “We may view the unconscious initiatives for voluntary actions as ‘bubbling up’ in the brain,” he explains. “The conscious will then selects which of these initiatives may go forward to an action or which ones to veto and abort…. This kind of role for free will is actually in accord with religious and ethical strictures. These commonly advocate that you ‘control yourself.’ Most of the Ten Commandments are ‘do not’ orders.” And all five of the basic moral precepts of Buddhism are restraints: refraining from killing, from lying, from stealing, from sexual misconduct, from intoxicants. In the Buddha’s famous dictum, “Restraint everywhere is excellent.

Visualization As you hone and create your identity and new narrative, being able to picture yourself moving through this new life actually helps it become your reality. As you use imagery as a tool, be aware that there is a huge difference between fantasizing and visualizing. It’s like the saying “If you write it down, it’s a plan; if you don’t, it’s a wish.” Fantasizing is the activity of imagining scenarios that satisfy your desire for gratification and vengeance. Fantasizing is wishing, which is not a bad place to start. Fantasy often uses a third-person POV, like watching yourself in the best movie ever, starring you. It might be fun to fantasize, but as a psychological tool that enables you to get what you want in life, it’s more or less useless. Fantasy is usually about outcome. You imagine yourself being respected or thin, in a sexual or romantic relationship, or on the beach, but you are no closer to realizing those dreams than you were before you fantasized about them. Visualizing is like writing it down to make a plan; more specifically, it is making a model in your mind of the process leading to the desired result. Visualizing is a scientific methodology for rehearsing different reality-based scenarios in your head before an important event or interaction. If you learn to visualize effectively, you can condition yourself to succeed, even in stressful, anxious situations. To visualize for success: First, use the third-person POV to see yourself showing up as required in your life, on task, and with the performance you desire. Next, use the first-person POV, where you enter into the scene and you see and feel the experience. Go over the specifics of a job interview and see yourself being assertive. Feel your steady heart rate. Smell the confidence. Train your brain to associate walking into that interview with assurance and calm. Visualize every sensation and step. The coldness of the doorknob, the plush carpet under your shoes, the overhead lighting, the sound of the copy machine down the hall. Immerse yourself in detail. Script the scene with positive, powerful phrases, like I can and I am. I can get the job done. I am the person you’re looking for. Repeat the scenario. During the week before the specific event or interaction is to take place, practice daily. Later on, when it’s all over, examine how close your visualization was to reality. Even if the two look completely different, you’ll be glad you did all you could to be prepared and to succeed. This is a tried-and-true method of practicing for success. Athletic coaches on the sports field and personal life coaches advocate and outright require this kind of thorough mental preparation. There is no substitute except to rely on luck, which is not really a plan. Prepare, prepare, prepare, and remember what Louis Pasteur said: “Chance seems to favor the prepared mind.

Coach Walsh was a great believer in “contingency planning.” His approach was that preparation and practice sessions should be designed so that the performer is trained for all potential outcomes and events. When you plan and train for all possible contingencies, you eliminate surprises and, in turn, eliminate a huge source of doubt that so often make us tighten up.