Planning Without Execution Quotes

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

...when my sons were the ages of those two leaping boys, they were so intimate it would have been hard to disentangle their separate natures. They used to play together without pause from the moment they opened their eyes in the morning to the moment they closed them again. Their play was a kind of shared trance in which they created whole imaginary worlds, and they were forever involved in games and projects whose planning and execution were as real to them as they were invisible to everyone else: sometimes I would move or throw away some apparently inconsequential item, only to be told that it was a sacred prop in the ongoing make-believe, a narrative which seemed to run like a magic river through our household, inexhaustible, and which they could exit and re-enter at will, moving over that threshold which no one else could see into another element. And then one day the river dried up: their shared world of imagination ceased, and the reason was that one of them - I can't even recall which one it was - stopped believing in it. In other words, it was nobody's fault; but all the same it was brought home to me how much of what was beautiful in their lives was the result of a shared vision of things that strictly speaking could not have been said to exist.

The left and right sides of the brain also process the imprints of the past in dramatically different ways.2 The left brain remembers facts, statistics, and the vocabulary of events. We call on it to explain our experiences and put them in order. The right brain stores memories of sound, touch, smell, and the emotions they evoke. It reacts automatically to voices, facial features, and gestures and places experienced in the past. What it recalls feels like intuitive truth—the way things are. Even as we enumerate a loved one’s virtues to a friend, our feelings may be more deeply stirred by how her face recalls the aunt we loved at age four.3 Under ordinary circumstances the two sides of the brain work together more or less smoothly, even in people who might be said to favor one side over the other. However, having one side or the other shut down, even temporarily, or having one side cut off entirely (as sometimes happened in early brain surgery) is disabling. Deactivation of the left hemisphere has a direct impact on the capacity to organize experience into logical sequences and to translate our shifting feelings and perceptions into words. (Broca’s area, which blacks out during flashbacks, is on the left side.) Without sequencing we can’t identify cause and effect, grasp the long-term effects of our actions, or create coherent plans for the future. People who are very upset sometimes say they are “losing their minds.” In technical terms they are experiencing the loss of executive functioning. When something reminds traumatized people of the past, their right brain reacts as if the traumatic event were happening in the present. But because their left brain is not working very well, they may not be aware that they are reexperiencing and reenacting the past—they are just furious, terrified, enraged, ashamed, or frozen. After the emotional storm passes, they may look for something or somebody to blame for it. They behaved the way they did way because you were ten minutes late, or because you burned the potatoes, or because you “never listen to me.” Of course, most of us have done this from time to time, but when we cool down, we hopefully can admit our mistake. Trauma interferes with this kind of awareness, and, over time, our research demonstrated why.

You’ve always felt everything so intensely,” she said after a moment’s pause. “And that was something I did love about you. How much you loved your family, how you would do anything for them. But you kept your heart closed off. You didn’t trust anyone, and I don’t blame you—you took everything on yourself, and you kept so many secrets, because you thought you had to. But when you opened up the Institute for the war council, you made yourself trust other people to help you execute a plan. You didn’t hide; you let yourself be open to being hurt or betrayed so you could lead them. And when you came to me in the Silent City and you stopped me breaking the rune—” Her voice shook. “You told me to trust not just you but in the intrinsic goodness of the world. That was my worst point, my darkest point, and you were there, despite everything, with your heart open. You were there to bring me home.” He laid his fingers against the bare skin of her arm, where her parabatai rune had once been. “You brought me back too,” he said with a sort of awe. “I’ve loved you all my life, Emma. And when I felt nothing, I realized— without that love, I was nothing. You’re the reason I wanted to break out of the cage. You made me understand that love creates far more joy than any pain it causes.

Here’s the point. If I had waited until the songs were finished, this thing might never have happened. If I had merely tinkered with these songs for all the years it took to finally record them, chances are I would have moved on to other things and never given it a try. It wouldn’t have grown into what it was meant to be. You can think and plan and think some more, but none of that is half as important as doing something, however imperfect or incomplete it is. Intention trumps execution, remember? Sometimes you book the tour before the songs are written. Sometimes you stand at the altar and say “I do” without any clue how you and your wife are going to make it. Sometimes you move to Nashville with no money in the bank and no real prospects. Sometimes you start with nothing and hope it all works out. Not sometimes—every time. All you really have is your willingness to fail, coupled with the mountain of evidence that the Maker has never left nor forsaken you.

The Hippocratic oath prevents doctors and medical personnel from participating in executions, so Alabama officials planned for untrained correctional staff to take a knife and make a two-inch incision in Mr. Nelson’s arm or groin so that they could find a vein in which to inject him with toxins and kill him. We argued that without anesthesia, the procedure would be needlessly painful and cruel.

What Ibarra calls the “ plan-and-implement” model—the idea that we should first make a long-term plan and execute without deviation, as opposed to the “ test-and-learn” model—is entrenched in depictions of geniuses. Popular lore holds that the sculptor Michelangelo would see a full figure in a block of marble before he ever touched it, and simply chip away the excess stone to free the figure inside. It is an exquisitely beautiful image.

Commander’s intent empowers each person on a team to initiate and improvise as they’re executing the plan. It stops you from being the bottleneck, and it enables the team to keep each other accountable to the goal without your presence.

She must have known what she planned to do, the risk she was going to take. 'Where did that calm come from?' I had wondered at the time. Now I knew. It was a resolve to execute the plan without attachment to the result. It was valuing guts more than the win

She must have known what she planned to do, the risk she was going to take. 'Where did that calm come from?' I had wondered at the time. Now I knew. It was a resolve to execute the plan without attachment to the result. It was valuing guts more than the win.

You should evaluate your organizational design on a regular basis and gather the information that you need to decide without tipping people off to what you plan to do. Once you decide, you should immediately execute the reorg: Don’t leave time for leaks and lobbying.

A psychopath has a poorly functioning ventral system, usually used for hot cognition, but he can have a normal or even supernormal dorsal system, so that without the bother of conscience and empathy, the cold planning and execution of predatory behaviors becomes finely tuned, convincing, highly manipulative, and formidable. Because psychopaths’ dorsal systems work so well, they can learn how to appear that they care, thus making them even more dangerous.

A novel is a large diffused picture, comprehending the characters of life, disposed in different groups, and exhibited in various attitudes, for the purposes of an uniform plan, and general occurrence, to which every individual figure is subservient. But this plan cannot be executed with propriety, probability, or success, without a principal personage to attract the attention, unite the incidents, unwind the clue of the labyrinth, and at last close the scene, by virtue of his own importance.

standout performance correlated to affirmative responses to these five questions: Structure and clarity: Are goals, roles, and execution plans on our team clear? Psychological safety: Can we take risks on this team without feeling insecure or embarrassed? Meaning of work: Are we working on something that is personally important for each of us? Dependability: Can we count on each other to do high-quality work on time? Impact of work: Do we fundamentally believe that the work we’re doing matters?

The only thing that [Amaranta] did not keep in mind in her fearsome plan was that in spite of her pleas to God she might die before Rebeca. That was, in fact, what happened. At the final moment, however, Amaranta did not feel frustrated, but, on the contrary, free of all bitterness because death had awarded her the privilege of announcing itself several years ahead of time. She saw it on one burning afternoon sewing with her on the porch a short time after Meme had left for school. She saw it because it was a woman dressed in blue with long hair, with a sort of antiquated look, and with a certain resemblance to Pilar Ternera during the time when she had helped with the chores in the kitchen. Fernanda was present several times and did not see her, in spite of the fact that she was so real – so human and on one occasion asked of Amaranta the favor of threading a needle. Death did not tell her when she was going to die or whether her hour was assigned before that of Rebeca, but ordered her to begin sewing her own shroud on the next sixth of April. She was authorized to make it as complicated and as fine as she wanted, but just as honestly executed as Rebeca's, and she was told that she would die without pain, fear, or bitterness at dusk on the day that she finished it. Trying to waste the most time possible, Amaranta ordered some rough flax and spun the thread herself. She did it so carefully that the work alone took four years. Then she started the sewing. As she got closer to the unavoidable end she began to understand that only a miracle would allow her to prolong the work past Rebeca's death, but the very concentration gave her the calmness that she needed to accept the idea of frustration.

Having to remind your partner to do something doesn’t take that something off your list. It adds to it. And what’s more, reminding is often unfairly characterized as nagging. (Almost every man interviewed in connection with this project said nagging is what they hate most about being married, but they also admit that they wait for their wives to tell them what to do at home.) It’s not a partnership if only one of you is running the show, which means making the important distinction between delegating tasks and handing off ownership of a task. Ownership belongs to the person who first off remembers to plan, then plans, and then follows through on every aspect of executing the plan and completing the task without reminders. A survey conducted by Bright Horizons—an on-site corporate childcare provider—found that 86 percent of working mothers say they handle the majority of family and household responsibilities, “not just making appointments, but also driving to them and mentally calendaring who needs to be where, and when.” In order to save us from big-time burnout, we need our partners to be more than helpers who carry out instructions that we’ve taken time and energy to think through (and then who blame us when things fall through the cracks). We need our partners to take the lead by consistently picking up a task, or “card”—week after week—and completely taking it off our mental to-do list by doing every aspect of what the card requires. Otherwise we still worry about whether the task is being done as we would do it, or done fully, or done at all—which leaves us still shouldering the mental and emotional load for the “help” or the “favor” we had to ask for. But how do we get our partners to take that initiative and own every aspect of a household or childcare responsibility without being (nudge, nudge) told what to do? Or, to simply figure it out?

From Bourcet he learnt the principle of calculated dispersion to induce the enemy to disperse their own concentration preparatory to the swift reuniting of his own forces. Also, the value of a 'plan with several branches', and of operating in a line which threatened alternative objectives. Moreover, the very plan which Napoleon executed in his first campaign was based on one that Bourcet had designed half a century earlier. Form Guibert he acquired an idea of the supreme value of mobility and fluidity of force, and of the potentialities inherent in the new distribution of an army in self-contained divisions. Guibert had defined the Napoleonic method when he wrote, a generation earlier: 'The art is to extend forces without exposing them, to embrace the enemy without being disunited, to link up the moves or the attacks to take the enemy in flank without exposing one's own flank.' And Guibert's prescription for the rear attack, as the means of upsetting the enemy's balance, became Napoleon's practice. To the same source can be traced Napoleon's method of concentrating his mobile artillery to shatter, and make a breach at, a key point in the enemy's front. Moreover, it was the practical reforms achieved by Guibert in the French army shortly before the Revolution which fashioned the instrument that Napoleon applied. Above all, it was Guibert's vision of a coming revolution in warfare, carried out by a man who would arise from a revolutionary state, that kindled the youthful Napoleon's imagination and ambition. While Napoleon added little to the ideas he had imbibed, he gave them fulfilment. Without his dynamic application the new mobility might have remained merely a theory. Because his education coincided with his instincts, and because these in turn were given scope by his circumstances, he was able to exploit the full possibilities of the new 'divisional' system. In developing the wider range of strategic combinations thus possible Napoleon made his chief contribution to strategy.

POEM – MY AMAZING TRAVELS [My composition in my book Travel Memoirs with Pictures] My very first trip I still cannot believe Was planned and executed with such great ease. My father, an Inspector of Schools, was such a strict man, He gave in to my wishes when I told him of the plan. I got my first long vacation while working as a banker One of my co-workers wanted a travelling partner. She visited my father and discussed the matter Arrangements were made without any flutter. We travelled to New York, Toronto, London, and Germany, In each of those places, there was somebody, To guide and protect us and to take us wonderful places, It was a dream come true at our young ages. We even visited Holland, which was across the Border. To drive across from Germany was quite in order. Memories of great times continue to linger, I thank God for an understanding father. That trip in 1968 was the beginning of much more, I visited many countries afterward I am still in awe. Barbados, Tobago, St. Maarten, and Buffalo, Cirencester in the United Kingdom, Miami, and Orlando. I was accompanied by my husband on many trips. Sisters, nieces, children, grandchildren, and friends, travelled with me a bit. Puerto Rico, Los Angeles, New York, and Hialeah, Curacao, Caracas, Margarita, Virginia, and Anguilla. We sailed aboard the Creole Queen On the Mississippi in New Orleans We traversed the Rockies in Colorado And walked the streets in Cozumel, Mexico. We were thrilled to visit the Vatican in Rome, The Trevi Fountain and the Colosseum. To explore the countryside in Florence, And to sail on a Gondola in Venice. My fridge is decorated with magnets Souvenirs of all my visits London, Madrid, Bahamas, Coco Cay, Barcelona. And the Leaning Tower of Pisa How can I forget the Spanish Steps in Rome? Stratford upon Avon, where Shakespeare was born. CN Tower in Toronto so very high I thought the elevator would take me to the sky. Then there was El Poble and Toledo Noted for Spanish Gold We travelled on the Euro star. The scenery was beautiful to behold! I must not omit Cartagena in Columbia, Anaheim, Las Vegas, and Catalina, Key West, Tampa, Fort Lauderdale, and Pembroke Pines, Places I love to lime. Of course, I would like to make special mention, Of two exciting cruises with Royal Caribbean. Majesty of the Seas and Liberty of the Seas Two ships which grace the Seas. Last but not least and best of all We visited Paris in the fall. Cologne, Dusseldorf, and Berlin Amazing places, which made my head, spin. Copyright@BrendaMohammed

Social networks including Facebook, Twitter and Pinterest took a step closer to offering ecommerce on their own platforms this week, as the battle to win over retailers hots up. Facebook announced on Thursday it is trialling a “buy” button to allow people to purchase a product without ever leaving the social network’s app. The initial test, with a handful of small and medium-sized businesses in the US, could lead to more ecommerce companies buying adverts on the network. It could also allow Facebook to compile payment information and encourage people to make more transactions via the platform as it would save them typing in card numbers on smartphones. But the social network said no credit or debit card details will be shared with other advertisers. Twitter acquired CardSpring, a payments infrastructure company, this week for an undisclosed price as part of plans to feature more ecommerce around live events or, as it puts it, “in-the-moment commerce experiences”. CardSpring connects payment details with loyalty cards and coupons for transactions online and in stores. The home of the 140-character message hired Nathan Hubbard, former chief executive of Ticketmaster, last year to work on creating an ecommerce product. It has since worked with Amazon, to allow people to add things to their online basket by tweeting, and with Starbucks to encourage people to tweet to buy a coffee for a friend.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

When players study all those patterns, they are mastering tactics. Bigger-picture planning in chess—how to manage the little battles to win the war—is called strategy. As Susan Polgar has written, “you can get a lot further by being very good in tactics”—that is, knowing a lot of patterns—“and have only a basic understanding of strategy.” Thanks to their calculation power, computers are tactically flawless compared to humans. Grandmasters predict the near future, but computers do it better. What if, Kasparov wondered, computer tactical prowess were combined with human big-picture, strategic thinking? In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

Our critique is not opposed to the *dogmatic procedure* of reason in its pure knowledge as science (for science must always be dogmatic, that is, derive its proof from secure *a priori* principles), but only to *dogmatism*, that is, to the presumption that it is possible to make any progress with pure (philosophical) knowledge from concepts according to principles, such as reason has long been in the habit of using, without first inquiring in what way, and by what right, it has come to posses them. Dogmatism is therefore the dogmatic procedure of pure reason, *without a preceding critique of its own powers*; and our opposition to this is not intended to defend that loquacious shallowness which arrogates to itself the name of popularity, much less that skepticism which makes short work of the whole of metaphysics. On the contrary, our critique is meant to form a necessary preparation in support of metaphysics as a thorough science, which must necessarily be carried out dogmatically and strictly systematically, so as to satisfy all the demands, no so much of the public at large, as of the Schools. This is an indispensable demand for it has undertaken to carry out its work entirely *a priori*, and thus to carry it out to the complete satisfaction of speculative reason. In the execution of this plan, as traced out by the critique, that is, in a future system of metaphysics, we shall have to follow the strict method of the celebrated Wolff, the greatest of all dogmatic philosophers. He was the first to give an example (and by his example initiated, in Germany, that spirit of thoroughness which is not yet extinct) of how the secure course of a science could be attained only through the lawful establishment of principles, the clear determination of concepts, the attempt at strictness of proof and avoidance of taking bold leaps in our inferences. He was therefore most eminently qualified to give metaphysics the dignity of a science, if it had only occurred to him to prepare his field in advance by criticism of the organ, that is, of pure reason itself―an omission due not so much to himself as to the dogmatic mentality of his age, about which the philosophers of his own, as well as of all previous times, have no right to reproach one another. Those who reject both the method of Wolff and the procedure of the critique of pure reason can have no other aim but to shake off the fetters of *science* altogether, and thus to change work into play, certainty into opinion and philosophy into philodoxy." ―from_Critique of Pure Reason_. Preface to the Second Edition. Translated, edited, and with an Introduction by Marcus Weigelt, based on the translation by Max Müller, pp. 28-29

In Andhra, farmers fear Naidu’s land pool will sink their fortunes Prasad Nichenametla,Hindustan Times | 480 words The state festival tag added colour to Sankranti in Andhra Pradesh this time. But the hue of happiness was missing in 29 villages along river Krishna in Guntur district. The villagers knew it was their last Sankranti, a harvest festival celebrated to seek agricultural prosperity. For in two months, more than 30,000 acres of fertile farmland would be acquired for a brand new capital planned in collaboration with Singapore. The Nara Chandrababu Naidu government went about the capital project by setting aside the Centre’s land acquisition act and drawing up a compensation package for land-owning and tenant farmers and labourers. Many are opposed to it, and are not keen on snapping their centuries-old bond with their land and livelihood. In Penumaka village, Nageshwara Rao, 50, fears the future as he does not possess a tenancy certificate that could have brought some relief under the compensation package. “The entire village is against land-pooling but we hear the government is adamant,” Rao says, referring to municipal minister P Narayana’s alleged assertion that land would be taken with or without the farmers’ consent. Narayana is supervising the land-pooling process. “Naidu says he would give us Rs 50,000 per year in lieu of annual crops. We earn that much in a month here,” villager Meka Koti Reddy says. To drive home the point, locals in Undavalli village nearby have put up a board asking officials to keep off their lands that produce three crops a year. Unlike other parts of Andhra Pradesh, the water-rich land here is highly productive yielding 200 varieties of crops. Some farmers are also suspicious about the compensation because Naidu is yet to deliver on the loan-waiver promise. They are now weighing legal options besides seeking Prime Minister Narendra Modi’s intervention to retain their land. While the villagers opposing land-pooling are allegedly being backed by Jaganmohan Reddy’s YSR Congress Party, those belonging to the Kamma community — the support base for Naidu’s Telugu Desam Party — are said to be cooperative.  It is also believed that Naidu chose this location over others suggested by experts to primarily benefit the Kamma industrialists who own large swathes of land in Krishna and Guntur districts. But even the pro-project villagers cannot help feel insecure. “We are clueless about where our developed area would be. What if the project is not executed within Naidu’s tenure? Is there a legal recourse?” Idupulapati Rambabu of Mandadam says. This is despite Naidu’s assurance on January 1 at nearby Thulluru, where he launched the land-pooling process, asking farmers to give land without any apprehension. He said the deal in its present form would make them richer than him in a decade. “We are not building a mere city but a hub of economic activity loaded with superior infrastructure that is aimed at generating wealth. This would be a win-win situation for all,” Naidu tells HT. As of now, villages like Nelapadu struggling with low soil fertility seem to be winning from the package.

thepsychchic chips clips ii If you think of yourself instead as an almost-victor who thought correctly and did everything possible but was foiled by crap variance? No matter: you will have other opportunities, and if you keep thinking correctly, eventually it will even out. These are the seeds of resilience, of being able to overcome the bad beats that you can’t avoid and mentally position yourself to be prepared for the next time. People share things with you: if you’ve lost your job, your social network thinks of you when new jobs come up; if you’re recently divorced or separated or bereaved, and someone single who may be a good match pops up, you’re top of mind. This attitude is what I think of as a luck amplifier. … you will feel a whole lot happier … and your ready mindset will prepare you for the change in variance that will come … 134-135 W. H. Auden: “Choice of attention—to pay attention to this and ignore that—is to the inner life what choice of action is to the outer. In both cases man is responsible for his choice and must accept the consequences.” Pay attention, or accept the consequences of your failure. 142 Attention is a powerful mitigator to overconfidence: it forces you to constantly reevaluate your knowledge and your game plan, lest you become too tied to a certain course of action. And if you lose? Well, it allows you to admit when it’s actually your fault and not a bad beat. 147 Following up on Phil Galfond’s suggestion to be both a detective and a storyteller and figure out “what your opponent’s actions mean, and sometimes what they don’t mean.” [Like the dog that didn’t bark in the Sherlock Holmes “Silver Blaze” story.] 159 You don’t have to have studied the description-experience gap to understand, if you’re truly expert at something, that you need experience to balance out the descriptions. Otherwise, you’re left with the illusion of knowledge—knowledge without substance. You’re an armchair philosopher who thinks that just because she read an article about something she is a sudden expert. (David Dunning, a psychologist at the University of Michigan most famous for being one half of the Dunning-Kruger effect—the more incompetent you are, the less you’re aware of your incompetence—has found that people go quickly from being circumspect beginners, who are perfectly aware of their limitations, to “unconscious incompetents,” people who no longer realize how much they don’t know and instead fancy themselves quite proficient.) 161-162 Erik: Generally, the people who cash the most are actually losing players (Nassim Taleb’s Black Swan strategy, jp). You can’t be a winning player by min cashing. 190 The more you learn, the harder it gets; the better you get, the worse you are—because the flaws that you wouldn’t even think of looking at before are now visible and need to be addressed. 191 An edge, even a tiny one, is an edge worth pursuing if you have the time and energy. 208 Blake Eastman: “Before each action, stop, think about what you want to do, and execute.” … Streamlined decisions, no immediate actions, or reactions. A standard process. 217 John Boyd’s OODA: Observe, Orient, Decide, and Act. The way to outmaneuver your opponent is to get inside their OODA loop. 224 Here’s a free life lesson: seek out situations where you’re a favorite; avoid those where you’re an underdog. 237 [on folding] No matter how good your starting hand, you have to be willing to read the signs and let it go. One thing Erik has stressed, over and over, is to never feel committed to playing an event, ever. “See how you feel in the morning.” Tilt makes you revert to your worst self. 257 Jared Tindler, psychologist, “It all comes down to confidence, self-esteem, identity, what some people call ego.” 251 JT: “As far as hope in poker, f#¢k it. … You need to think in terms of preparation. Don’t worry about hoping. Just Do.” 252

The fascination with automation in part reflected the country’s mood in the immediate postwar period, including a solid ideological commitment to technological progress. Representatives of industry (along with their counterparts in science and engineering) captured this mood by championing automation as the next step in the development of new production machinery and American industrial prowess. These boosters quickly built up automation into “a new gospel of postwar economics,” lauding it as “a universal ideal” that would “revolutionize every area of industry.” 98 For example, the November 1946 issue of Fortune magazine focused on the prospects for “The Automatic Factory.” The issue included an article titled “Machines without Men” that envisioned a completely automated factory where virtually no human labor would be needed. 99 With visions of “transforming the entire manufacturing sector into a virtually labor-free enterprise,” factory owners in a range of industries began to introduce automation in the postwar period. 100 The auto industry moved with particular haste. After the massive wave of strikes in 1945–46, automakers seized on automation as a way to replace workers with machines. 101 As they converted back to civilian auto production after World War II, they took the opportunity to install new labor-saving automatic production equipment. The two largest automakers, Ford and General Motors, set the pace. General Motors introduced the first successful automated transfer line at its Buick engine plant in Flint in 1946 (shortly after a 113-day strike, the longest in the industry’s history). The next year Ford established an automation department (a Ford executive, Del S. Harder, is credited with coining the word “automation”). By October 1948 the department had approved $ 3 million in spending on 500 automated devices, with early company estimates predicting that these devices would result in a 20 percent productivity increase and the elimination of 1,000 jobs. Through the late 1940s and 1950s Ford led the way in what became known as “Detroit automation,” undertaking an expensive automation program, which it carried out in concert with the company’s plans to decentralize operations away from the city. A major component of this effort was the Ford plant in the Cleveland suburb of Brook Park, a $ 2 billion engine-making complex that attracted visitors from government, industry, and labor and became a national symbol of automation in the 1950s. 102

SEPTEMBER 25 GROWTH OF PEOPLE = GROWTH OF COMPANY People are the principal asset of any company, whether it makes things to sell, sells things made by other people, or supplies intangible services. Nothing moves until your people can make it move. In actual studies of leadership in American business, the average executive spends three-fourths of his working time dealing with people. The largest single cost in most business is people. The largest, most valuable asset any company has is its people. All executive plans are carried out, or fail to be carried out, by people. According to William J. H. Boetcker, people divide themselves into four classes: 1. Those who always do less than they are told 2. Those who will do what they are told, but no more 3. Those who will do things without being told 4. Those who will inspire others to do things It’s up to you. As Ralph Waldo Emerson said, “Trust men and they will be true to you: treat them greatly and they will show themselves great.” —Developing the Leader Within You CULTIVATE AN ENVIRONMENT THAT INSPIRES YOUR PEOPLE TO DO GREAT THINGS.

The anterior, or front, section is the prefrontal cortex and is responsible for the so-called executive functions of the brain, including knowing rules, making plans, and enabling short-term memory. This “scratch pad” memory lasts seconds or tens of seconds and helps us to remember phone numbers long enough to dial them and tells us, without looking, where we set our drink while we’re eating or playing poker. The prefrontal cortex is the brain region most important for the elaboration of personality and character, and the control of impulse, obsessions, and antisocial behavior.

Some of the same forces have come to bear in the business world, where many companies in thriving talent-dependent industries embraced a new workplace ethos in which hierarchies were softened and office floor plans were reengineered to break down the walls that once kept management and talent separated. One emerging school of thought, popular among technology companies in Silicon Valley, is that organizations should adopt “flat” structures, in which management layers are thin or even nonexistent. Star employees are more productive, the theory goes, and more likely to stay, when they are given autonomy and offered a voice in decision-making. Some start-ups have done away with job titles entirely, organizing workers into leaderless “self-managing teams” that report directly to top executives. Proponents of flatness say it increases the speed of the feedback loop between the people at the top of the pyramid and the people who do the frontline work, allowing for a faster, more agile culture of continuous improvement. Whether that’s true or not, it has certainly cleared the way for top executives to communicate directly with star employees without having to muddle through an extra layer of management. As I watched all this happen, I started to wonder if I was really writing a eulogy. Just as I was building a case for the crucial value of quiet, unglamorous, team-oriented, workmanlike captains who inhabit the middle strata of a team, most of the world’s richest sports organizations, and even some of its most forward-thinking companies, seemed to be sprinting headlong in the opposite direction.

The executives lasered in on the key work that they believed would create growth, and then they pinpointed other work where they could tighten efficiencies and perhaps even decrease their performance to par without impacting customers. That’s right: they pegged the areas of the organization that could be average. That is where they planned to cut costs by eliminating or streamlining workflows and reducing head count.

Von Falkenhayn's plan for Verdun, however flawed in execution, was at least possible; he did not intend to gain ground, penetrate the enemy defences or take Verdun. He simply wanted to kill soldiers, to bleed the French Army to death. The Anglo-French Somme plan, even if it had not been disrupted and reduced by the Verdun offensive, was a far more risky business, with little chance of achieving its objectives without new tactical ideas and new equipment.

Take whatever job you can at one of those companies. Don’t worry too much about the title—focus on the work. If you get a foot in the door at a growing company, you’ll find opportunities to grow, too. Just whatever you do, don’t become a “management consultant” at a behemoth like McKinsey or Bain or one of the other eight consultancies that dominate the industry. They all have thousands upon thousands of employees and work almost exclusively with Fortune 5000 companies. These corporations, typically led by tentative, risk-averse CEOs, call in the management consultants to do a massive audit, find the flaws, and present leadership with a new plan that will magically “fix” everything. What a fairy tale—don’t get me started. But to many new grads, it sounds perfect: you get paid incredibly well to travel around the world, work with powerful companies and executives, and learn exactly how to make a business successful. It’s an alluring promise. Parts of it are even true. Yes, you get a nice paycheck. And yes, you get plenty of practice pitching important clients. But you don’t learn how to build or run a company. Not really. Steve Jobs once said of management consulting, “You do get a broad cut at companies but it’s very thin. It’s like a picture of a banana: you might get a very accurate picture but it’s only two dimensions, and without the experience of actually doing it you never get three dimensional. So you might have a lot of pictures on your walls, you can show it off to your friends—I’ve worked in bananas, I’ve worked in peaches, I’ve worked in grapes—but you never really taste it.” If you do choose to go that route and find yourself at one of the Big Four or the other top six firms, then that is of course your choice. Just know before you go what you want to learn and the experiences you need for your next chapter. Don’t get stuck. Management consulting should never be your endpoint—it should be a way station, a brief pause on your journey to actually doing something. Making something. To do great things, to really learn, you can’t shout suggestions from the rooftop then move on while someone else does the work. You have to get your hands dirty. You have to care about every step, lovingly craft every detail. You have to be there when it falls apart so you can put it back together. You have to actually do the job. You have to love the job.

Remember, speculation is anticipating coming movements and then waiting to be proven right or wrong. You go in with a plan and execute it. Then, after the trade is completed, you evaluate the results, troubleshoot your approach, and come back in with a new plan of attack. The key is to see things as they are—operating in the now—without seeing things as worse than they are out of fear, or better than they are out of greed.

Deep knowledge in all areas of the life of the state and its history, the ability to learn lessons from them, belief in the purity of his own cause and in ultimate victory, and an untamable strength of will give him the power of captivating oration that make the masses celebrate him…Thus we have a picture of the dictator: sharp in intellect, clear and honest, passionate yet under control, cool and bold, daring, decisive and goal-oriented, without qualms about the immediate execution of his plans, unforgiving towards himself and others, mercilessly hard yet tender in his love for his people, tireless in his work, with an iron fist clothed in a velvet glove, capable of triumphing over himself. We still don’t know when he will intervene to save us all, this “man.” But he is coming. Millions sense that.

A goal without a plan, without strategy and execution, is nothing other than a wish. A goal without a backup plan is but a wager.

Ownership belongs to the person who first off remembers to plan, then plans, and then follows through on every aspect of executing the plan and completing the task without reminders.

Neurodivergent Checklist Time Blindness: Many neurodivergent people have trouble properly perceiving time as it passes. It either goes by too quickly or slowly. The perception of time depends on the level of stimulation the neurodivergent person is dealing with. It also can vary depending on what you’re focused on. If you’ve ever found yourself unable to account for time, you may be neurodivergent. Executive Dysfunction: This is what you experience when you want to accomplish a task, but despite how hard you try, you cannot see it through. Executive dysfunction happens for various reasons, depending on the type of neurodivergence in question. Still, the point is that this is a common occurrence in neurodivergent people. Task Multiplication: What is task multiplication? It happens when you set off to accomplish one thing but have to do a million other things, even though that wasn’t your original plan. For instance, you may want to sit down to finish some writing, only to notice water on the floor. You get up to grab a mop, and on the way, you notice the laundry you were supposed to drop off at the dry cleaners. Stooping to pick up the bag, you find yourself at eye level with your journal and remember you were supposed to make an entry the previous day, so you’re going to do that now. On and on it goes. Inconsistent Sleep Habits: This depends on what sort of neurodivergence you’re dealing with and if you’ve got comorbid disorders. Most importantly, neurodivergent people sleep more or less than “regular” people. You may also notice that your sleep habits fluctuate a lot. Sometimes you may sleep for eight hours at a stretch for a week, only to suddenly start running on just three hours of sleep. Emotional Dysregulation: With many neurodivergent people, it’s hard to keep emotions in check. Emotional dysregulation occurs in extreme emotions, sudden mood swings, or inappropriate emotional reactions (either not responding to the degree they should or overreacting). Hyperfixation: This also plays out differently depending on the brand of neurodivergence in question. Often, neurodivergent people get very involved in topics or hobbies to the point of what others may think of as obsession. Picking Up on Subtleties but Missing the Obvious: Neurodivergent people may struggle with picking up on things neurotypical people can see easily. At the same time, they are incredibly adept at noticing the subtle things everyone else misses. Sensory Sensitivities: If you’re neurodivergent, you may be unable to ignore your clothes tag scratching your back, have trouble hearing certain sounds, and can’t quite deal with certain textures of clothing, food, and so on. Rejection Sensitivity: Neurodivergent people are often more sensitive to rejection than others due to neurological differences and life experiences. For instance, children with ADHD get much more negative feedback than their peers without ADHD. Neurodivergent people are often rejected to the point where they notice rejection even when it’s not there.

Like everything else, Dom just fucking knew. With the way Dom set this up, there was no other way to task Tobias with a future he couldn’t survive without her to fall back on. A plan that was impossible for Tobias to execute without her strength. An undertaking he refused to let him near without Cecelia there to bring him back from the dark places in his mind. Because that was what she did for Dom. Cecelia’s always been a reprieve, a safe haven, and had the resilience many of us didn’t. It’s what none of us could pinpoint inside her because we were the ones who eventually tested it and brought it out of her. Dom figured it out at some point and gave her the position before she earned it.

Unsurprisingly, the nation’s xenophobia has seeped into popular culture. Bollywood, long known for its extensive Muslim involvement across the entire industry, is being forced to toe the anti-Islam perspective. Many in Bollywood happily pushed the hard-line Hindu nationalist agenda, releasing films that openly celebrated the actions of the Indian armed forces. In a similar vein, the Israeli series Fauda, which features undercover Israeli agents in the West Bank, has been hugely popular among right-wing Indians, looking for a sugar hit of war on terror and anti-Islamist propaganda in a slickly produced format. During the May 2020 Covid-19 lockdown, the right-wing economist Subramanian Swamy, who sits on the BJP national executive, tweeted that he loved Fauda.28 The post-9/11 “war on terror” suited both India and Israel in their plans to pacify their respective unwanted populations. To this end, Israel trained Indian forces in counterinsurgency. Following a 2014 agreement between Israel and India, pledging to cooperate on “public and homeland security,” countless Indian officers, special forces, pilots, and commandoes visited Israel for training. In 2020, Israel refused to screen Indian police officers to determine if they had committed any abuses in India. Israeli human rights advocate Eitay Mack and a range of other activists petitioned the Israeli Supreme Court in 2020 to demand that Israel stop training Indian police officers who “blind, murder, rape, torture and hide civilians in Kashmir.” The court rejected the request, and in the words of the three justices, “without detracting from the importance of the issue of human rights violations in Kashmir.

Mary was certainly sympathetic to Jane's situation, and though she soon removed from the Tower to Richmond Palace without seeing her cousin, Jane was not forgotten. By 13 August it seems clear that Mary had received Jane's letter, and that she had accepted her version of events. During their audience with her that day, the Imperial ambassadors reported that thought the Queen made it clear that 'she had not pardoned anybody yet', and there were many who whispered in the Queen's ear that 'Jane of Suffolk deserved death according to English law', Mary, conscious of their familial bonds and Jane's tender age, could not bring herself to execute her cousin. It was evident that Mary believed in Jane's innocence, for in words that almost echoed those in Jane's letter, the ambassadors informed their master that Jane knew nothing of the plans in which she had become helplessly entangled, 'nor was she ever a party nor did she ever give her consent to the [Duke of Northumberland]'s intrigues and plots'. This seems to indicate that Mary had indeed received Jane's account, and she was firm in her decision to be merciful. The Queen's conscience, the ambassadors continued, 'would not permit her to have her put to death', despite the fact that she had been warned by the use of an example from Roman history that it would be better to put Jane to death, 'because of the scandal and danger that might have followed'. Jane's life, it seemed, was safe.

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Although corporate bosses were starting to embrace BlackBerry, Lazaridis and Balsillie knew they faced a challenge selling bulk orders to big businesses. Technology purchases were the domain of chief information officers (CIOs). These executives were conservative and frowned on technology that exposed internal communications. “The problem with going through IT is they had to approve everything. It would take a year,” says Lazaridis. “You had to test everything, approve it, and most of these [CIOs] didn’t want it anyway. It was just another thing to deal with. But once a CEO tried it, that was it.” The solution, Lazaridis and Balsillie decided, was an unorthodox plan to infiltrate Fortune 1000 companies. RIM made it easy for influential managers and executives to link the addictive BlackBerry system into their corporate e-mail without involving the IT department.

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.

Over time, one of this engine's most potent impacts is in prioritizing investments for customer-driven growth by shifting the annual planning process. Instead of starting with the silos, leaders start with the customers' lives, identify priorities, and then determine collectively the investments to improve them to earn the right to growth. Without alignment among your executive team to regularly review the customer journey that this engine affords, investments are not fully optimized. Tactical actions are budgeted and implemented by silo, but complete customer experiences that drive growth are not improved. Rinse and repeat.

intent. Additionally, if executives don’t design the planning process correctly, it can end up using a lot of the organization’s capacity without providing much value.

Strategy without execution is hallucination.

During NASA’s first fifty years the agency’s accomplishments were admired globally. Democratic and Republican leaders were generally bipartisan on the future of American spaceflight. The blueprint for the twenty-first century called for sustaining the International Space Station and its fifteen-nation partnership until at least 2020, and for building the space shuttle’s heavy-lift rocket and deep spacecraft successor to enable astronauts to fly beyond the friendly confines of low earth orbit for the first time since Apollo. That deep space ship would fly them again around the moon, then farther out to our solar system’s LaGrange points, and then deeper into space for rendezvous with asteroids and comets, learning how to deal with radiation and other deep space hazards before reaching for Mars or landings on Saturn’s moons. It was the clearest, most reasonable and best cost-achievable goal that NASA had been given since President John F. Kennedy’s historic decision to land astronauts on the lunar surface. Then Barack Obama was elected president. The promising new chief executive gave NASA short shrift, turning the agency’s future over to middle-level bureaucrats with no dreams or vision, bent on slashing existing human spaceflight plans that had their genesis in the Kennedy, Johnson, Nixon, Ford, Carter, Reagan, Bush, Clinton, and Bush White Houses. From the starting gate, Mr. Obama’s uncaring space team rolled the dice. First they set up a presidential commission designed to find without question we couldn’t afford the already-established spaceflight plans. Thirty to sixty thousand highly skilled jobs went on the chopping block with space towns coast to coast facing 12 percent unemployment. $9.4 billion already spent on heavy-lift rockets and deep space ships was unashamedly flushed down America’s toilet. The fifty-year dream of new frontiers was replaced with the shortsighted obligations of party politics. As 2011 dawned, NASA, one of America’s great science agencies, was effectively defunct. While Congress has so far prohibited the total cancellation of the space agency’s plans to once again fly astronauts beyond low earth orbit, Obama space operatives have systematically used bureaucratic tricks to slow roll them to a crawl. Congress holds the purse strings and spent most of 2010 saying, “Wait just a minute.” Thousands of highly skilled jobs across the economic spectrum have been lost while hundreds of billions in “stimulus” have been spent. As of this writing only Congress can stop the NASA killing. Florida’s senior U.S. Senator Bill Nelson, a Democrat, a former spaceflyer himself, is leading the fight to keep Obama space advisors from walking away from fifty years of national investment, from throwing the final spade of dirt on the memory of some of America’s most admired heroes. Congressional committees have heard from expert after expert that Mr. Obama’s proposal would be devastating. Placing America’s future in space in the hands of the Russians and inexperienced commercial operatives is foolhardy. Space legend John Glenn, a retired Democratic Senator from Ohio, told president Obama that “Retiring the space shuttles before the country has another space ship is folly. It could leave Americans stranded on the International Space Station with only a Russian spacecraft, if working, to get them off.” And Neil Armstrong testified before the Senate’s Commerce, Science & Transportation Committee that “With regard to President Obama’s 2010 plan, I have yet to find a person in NASA, the Defense Department, the Air Force, the National Academies, industry, or academia that had any knowledge of the plan prior to its announcement. Rumors abound that neither the NASA Administrator nor the President’s Science and Technology Advisor were knowledgeable about the plan. Lack of review normally guarantees that there will be overlooked requirements and unwelcome consequences. How could such a chain of events happen?

From this basis, Boyd sets out to develop a normative view on a design for command and control. As in Patterns of Conflict, he starts with some ‘samples from historical environment’, offering nine citations from nine practitioners, including from himself (see Box 6.1):6 Sun Tzu (around 400 BC) Probe enemy strength to unmask his strengths, weaknesses, patterns of movement and intentions. Shape enemy’s perception of world to manipulate/undermine his plans and actions. Employ Cheng/Ch’I maneuvers to quickly and unexpectedly hurl strength against weaknesses. Bourcet (1764–71) A plan ought to have several branches . . . One should . . . mislead the enemy and make him imagine that the main effort is coming at some other part. And . . . one must be ready to profit by a second or third branch of the plan without giving one’s enemy time to consider it. Napoleon (early 1800s) Strategy is the art of making use of time and space. I am less chary of the latter than the former. Space we can recover, time never. I may lose a battle, but I shall never lose a minute. The whole art of war consists in a well-reasoned and circumspect defensive, followed by rapid and audacious attack. Clausewitz (1832) Friction (which includes the interaction of many factors, such as uncertainty, psychological/moral forces and effects, etc.) impedes activity. Friction is the only concept that more or less corresponds to the factors that distinguish real war from war on paper. In this sense, friction represents the climate or atmosphere of war. Jomini (1836) By free and rapid movements carry bulk of the forces (successively) against fractions of the enemy. N.B. Forrest (1860s) Git thar the fustest with the mostest. Blumentritt (1947) The entire operational and tactical leadership method hinged upon . . . rapid concise assessment of situations, . . . and quick decision and quick execution, on the principle: each minute ahead of the enemy is an advantage. Balck (1980) Emphasis upon creation of implicit connections or bonds based upon trust, not mistrust, that permit wide freedom for subordinates to exercise imagination and initiative – yet harmonize within intent of superior commanders. Benefit: internal simplicity that permits rapid adaptability. Yours truly Operate inside adversary’s observation-orientation-decision-action loops to enmesh adversary in a world of uncertainty, doubt, mistrust, confusion, disorder, fear, panic, chaos . . . and/or fold adversary back inside himself so that he cannot cope with events/efforts as they unfold.

A leader needs a balanced approach to time lest it become his bondage and downfall. Without a grip on time, the leader works under unnecessary strain. Even when the leader has done the utmost to fulfill daily obligations, vast areas of work always remain. Every call for help is not necessarily a call from God, for it is impossible to respond to every need. If the leader sincerely plans his day in prayer, then executes the plan with all energy and eagerness, that is enough. A leader is responsible only for what lies within the range of control. The rest he should trust to our loving and competent heavenly Father.

Under the system of centralized control without constitutional checks and balances, the war spirit identifies dissent with treason, the pursuit of private happiness with slackerism and sabotage, and, on the other side, obedience with discipline, conformity with patriotism. Thus at one stroke war extinguishes the difficulties of planning, cutting out from under the individual any moral ground as well as any lawful ground on which he might resist the execution of the official plan. (Lippmann 1936: 67)

What is your body for? Is it not for the manifestation of your personality? Your spirit can exist without your body; but you need your body to manifest your spirit. Your body executes your purposes. Your tongue speaks for you; your feet go for you; your hands serve for you.

The speeches she is making with almost weekly regularity are a further satisfying feature of her royal life. Some she writes herself, others by a small coterie of advisers, including her private secretary Patrick Jephson, now a firm ally in the royal camp as she personally appointed him last November. It is a flexible informal group who discuss with the Princess the points she wants to make, research the statistics and then construct the speech. The contrast between her real interests and the role assigned for her by her palace “minders” was amply demonstrated in March this year where on the same day she was guest of honour at the Ideal Home Exhibition and in the evening made a passionate and revelatory speech about AIDS. There was an interesting symbolism to these engagements, separated only by a matter of hours but by a generation in personal philosophy. Her exhibition visit was organized by the palace bureaucracy. They arranged everything from photo opportunities to guests lists while the subsequent media coverage concentrated on an off-the-cuff remark the Princess made about how she couldn’t comment on her plans for National Bed Week because this was “a family show”. It was light, bright and trite, the usual offering which is served up by the palace to the media day in day out. The Princess performed her role impeccably, chatting to the various organizers and smiling for the cameras. However her performance was just that, a role which the palace, the media and public have come to expect. A glimpse of the real Diana was on show later that evening when in the company of Professor Michael Adler and Margaret Jay, both AIDS experts, she spoke to an audience of media executives at a dinner held at Claridges. Her speech clearly came from the heart and her own experience. Afterwards she answered several rather long-winded questions from the floor, the first occasion in her royal life where she had subjected herself to this particular ordeal. This episode passed without a murmur in the media even though it represented a significant milestone in her life. It illustrates the considerable difficulties she faces in shifting perceptions of her job as a Princess, both inside and outside the palace walls.

The bad blood that pitted Archer and Ratcliffe against Smith had its beginnings in 1607, in Jamestown’s earliest days, when the three men served together on the colony’s ruling council. In the months when colonists were dying of hunger and illness, Smith discovered that the duo, along with a few others, were planning to steal supplies and a small boat they could use to flee Virginia for the safety of England. While Smith would almost certainly have been happy to see the last of the two men he thought of as cowards and traitors, he knew the colony could not survive without the boat and that the supplies the men were about to steal were sorely needed by the hungry colonists. Smith, in typical John Smith fashion, soon spiked those plans when he ordered several of the settlement’s cannon turned on the boat and ordered those on board to come ashore or be shot out of the water. Neither Archer nor Ratcliffe was the type of man to take such effrontery lying down, especially from a man they would have considered their social inferior. A few weeks later, the two saw an opportunity to even the score. At that time (it was after Smith’s rescue by Pocahontas, when he returned to Jamestown), Archer and Ratcliffe used the Bible as a legal text and charged Smith with murder under Levitical law. Ludicrous as it seems, the two argued that the “eye for an eye” verse made Smith responsible for the deaths of two of his men who had been killed when Smith was captured by the Powhatan people. It is a measure of Smith’s unpopularity with the “better sort” of colonists (not only Ratcliffe and Archer) that he was—within hours of his return to Jamestown—charged, tried, found guilty, and sentenced to die, with the execution scheduled for the next morning. That night (it was in early 1608), Smith was saved from death when Captain Christopher Newport, the man who later served as the Sea Venture’s captain, unexpectedly sailed up to Jamestown with a handful of new colonists and a shipload of food and other supplies. Newport, who recognized Smith’s value to the colony even if some of the other leaders did not and who, no doubt, saw the idiocy of making Smith responsible for the death of the men who had been killed by the Indians, immediately ordered him freed and all charges against him dropped.

The will is half of success; the other half is equally divided into skills - ten percent, commitment - ten percent, courage - ten percent, hard work - ten percent, and planning/execution - ten percent. Without the will, even everything else is provided, you are still only half successful.

He continues in a softer tone. “And her zia will explain to her how this is all for the best, and how family comes first, and how, if her new husband proves to be anything like her zia’s late husband Enzo, he’ll find himself the victim of an untimely death, too.” He pauses. “A meticulously planned death with no witnesses or evidence of foul play. An ‘accidental’ death so well executed, it even fooled the police.” Without missing a beat, I say, “I didn’t kill my husband.” He smiles. “I’ve never met anyone who can lie as well as you do.” “It’s a gift.

The corpus callosum, which connects the left and right hemispheres of the cortex, myelinates from 7 to 10 years of age. At age 10, a child’s thinking speeds up noticeably. Ask seven-year-olds a question and it will take a long time for them to respond. Sometimes you can almost see the question move up to the brain and the answer go slowly back down to the mouth. This really became clear to me at our dining table. Our family knows seven different graces to say before meals, and each of our three daughters wanted to choose grace. So we suggested that each daughter could choose grace before breakfast, before lunch, or before dinner. Our youngest daughter, then age six, chose grace before lunch. Lunch is the shortest meal time — we have to walk home, eat, clean up, and walk back to school. Every lunch when we asked her what grace we should say, she would be absolutely quiet for a very long time. She would look around the room, furl her brows, obviously thinking hard, and then announce which grace to say — and it was always the same one. I got a little angry. Was this a power trip? Was she trying to control us? After all, we couldn’t eat until she chose a grace. I finally realized that, because her corpus callosum connecting her left and the right hemispheres was not fully myelinated, the signal was going very slowly back and forth in considering which of the seven graces to say. She was thinking as fast as her brain would allow. The teenage brain The last connections to mature are those between the front and the back of the brain; these connections begin to myelinate at age 12 and continue through age 25. The back of the brain is the concrete present. Environmental stimuli from the senses activate the back of the brain, where a picture of the world is created, like a movie on a screen. This picture is then sent to the front of the brain, the executive centers — the “CEO” or boss of the brain. The frontal lobes place the concrete present — what is happening right now — in the larger context of past and future, plans, goals, and values. Even though teenagers may look like adults, their brains are still maturing. The teen’s brain, whose frontal connections are not fully myelinated, is like a company whose CEO is on vacation. Each department is moving full speed ahead without the benefit of knowing the big picture. Teens are very passionate; they are engulfed by their ideas. They can generate a plan that takes into account their immediate circumstances, but they don’t see the bigger picture.

Ram Charan, the well-known Indian management guru, became world-famous because of his book by the same name — Execution. In it, he says, "Execution is the key through which every CEO opens his door to success." Without this, the goal cannot be reached. Even Swami Chinmayananda phrased it beautifully, "Plan out your work and work out your plan.

Tom Wood - The Hunter and other Books in the series "Money, he had long ago discovered, was the world’s number one aphrodisiac." " But better I take what I might not need than find myself without what I do need." " Why do you do what you do?" "Once you’ve sold your soul to the devil you can’t then ask for it back." "Trust is earned." " You don’t like it, stop doing it. A simple statement, but true all the same." " People who wanted weapons had enemies and by supplying those people, he would count their enemies as his own." "....to give the teabags the best chance at working. The haemostatic tannins found naturally in tea would help stop the bleeding, reduce the chance of infection, and aid the healing process." "I am a shark. As soon as I stop swimming, I’ll drown.’ " Life flows like a river, and we must adapt to its ever-changing course." "They’re a nuisance. Pure vermin.’" '‘As are we all, madam,’ the man with blond hair said back. ‘But at least the pigeons have no pretence of grandeur." "I trust that you understand the consequences of showing yourself to be untrustworthy.’ "And there is no hearsay in a man’s eyes. There is only truth.’ ‘What truth do you see in mine?’ ‘I see a man of experience. I see a man without conscience. I see a man who sold his soul before he knew he possessed anything of value.’ "Do I need to be in a hurry to wonder how long I’ll be here?’ "Understanding and doing are two separate concepts.’ "Aren’t you glad to be alive?’ ‘Of course,’ Victor said. ‘Life is always preferable to the alternative.’ 'They say you get out of reading what you put in.’ BETTER OFF DEAD "....jobs could only be considered routine because of the preparation that went into them and the patience displayed in their execution. If corners were cut in the lead-up to the job – should any contingency not be considered and planned for – mistakes would surely follow." You don’t know it yet, and no one ever told me at your age, but eventually you’ll reach a point in life where you have no new thoughts; you experience no new sensations. Everything you do, everything you say, you’ve done and said a thousand times before. Swearing is an expression of anger. When we swear we’re admitting we’ve lost control. Reading is exercise for the mind. I believe in integrity and I believe in justice. I believe a man is only as good as his word and I believe that we are only treated as we allow ourselves to be treated. Forgiveness is against human nature. To forgive a wrong is to invite another. I believe in justice. No wrong should go unpunished.

What Ibarra calls the “plan-and-implement” model—the idea that we should first make a long-term plan and execute without deviation, as opposed to the “test-and-learn” model—is entrenched in depictions of geniuses. Popular lore holds that the sculptor Michelangelo would see a full figure in a block of marble before he ever touched it, and simply chip away the excess stone to free the figure inside. It is an exquisitely beautiful image. It just isn’t true. Art historian William Wallace showed that Michelangelo was actually a test-and-learn all-star. He constantly changed his mind and altered his sculptural plans as he worked. He left three-fifths of his sculptures unfinished, each time moving on to something more promising. The first line of Wallace’s analysis: “Michelangelo did not expound a theory of art.” He tried, then went from there. He was a sculptor, painter, master architect, and made engineering designs for fortifications in Florence. In his late twenties he even pushed visual art aside to spend time writing poems (including one about how much he grew to dislike painting), half of which he left unfinished. Like anyone eager to raise their match quality prospects, Michelangelo learned who he was—and whom he was carving—in practice, not in theory. He started with an idea, tested it, changed it, and readily abandoned it for a better project fit. Michelangelo might have fit well in Silicon Valley; he was a relentless iterator. He worked according to Ibarra’s new aphorism: “I know who I am when I see what I do.

Structure and clarity: Are goals, roles, and execution plans on our team clear? Psychological safety: Can we take risks on this team without feeling insecure or embarrassed? Meaning of work: Are we working on something that is personally important for each of us? Dependability: Can we count on each other to do high-quality work on time? Impact of work: Do we fundamentally believe that the work we’re doing matters?

Some people are good at taking a Pause to put the strategy together, identify all the things there are to Think of, and make contingency plans. But when it comes to actually executing, there’s a block. Before I take this step, did I think through everything that could possibly go wrong? More Pausing. More Thinking. More analysis. They get paralyzed in the details. They Pause too long. They Think too much. And they never take any Action. Maybe you can relate to this? You want everything to be just right before you move forward. Or maybe you have the opposite problem—you Act hastily without Pausing or Thinking at all! That’s what one client told me recently: “Darcy, I realized that I do it backward. I Act, and then I Pause and Think, Ew, I shouldn’t have done that!

A particularly effective means to help Prioritize and Execute under pressure is to stay at least a step or two ahead of real-time problems. Through careful contingency planning, a leader can anticipate likely challenges that could arise during execution and map out an effective response to those challenges before they happen. That leader and his or her team are far more likely to win. Staying ahead of the curve prevents a leader from being overwhelmed when pressure is applied and enables greater decisiveness. If the team has been briefed and understands what actions to take through such likely contingencies, the team can then rapidly execute when those problems arise, even without specific direction from leaders. This is a critical characteristic of any high-performance, winning team in any business or industry. It also enables effective Decentralized Command (chapter 8).

If you murder someone in another clan, your fellow clan members will be responsible for paying blood money to the victim’s clan, and the size of this payment won’t depend on whether you killed the guy by accident—your arrow deflected off the deer you were hunting—or by executing a carefully planned homicide. Moreover, if your clan doesn’t pay the prescribed blood money, the victim’s clan will hold all members culpable and seek revenge by killing someone from your clan without regard to the victim’s intentions. By contrast, when ripped from the binding ties of their relational networks, an actor’s intentions, goals, and beliefs become much more important.

Before Entry Read internal and external perspectives on the market and consumers. You won’t become an expert, but that’s OK; awareness is what you’re after. Identify local consultants who can brief you on the state of the market and the competitive environment. Learn the language—it’s not about fluency; it’s about respect. Develop some hypotheses about the business situation you are entering. – Use the STARS model to talk with your new boss and other stakeholders about the situation. – Assess the leadership team—is it functioning well, and does it comprise a good mix of new and veteran, or local and expatriate, talent? – Assess the overall organization using any available corporate performance and talent-pool data. – If possible, talk to some team members to gather their insights and test some of your early hypotheses. After Entry Your first day, first week, and first month are absolutely critical. Without the following four-phase plan, you risk getting drawn into fighting fires rather than proactively leading change. Diagnose the situation and align the leadership team around some early priorities. Establish strategic direction and align the organization around it. Repair critical processes and strive for execution consistency. Develop local leadership talent to lay the foundation for your eventual exit.

For the company with the three-year plan to double market share, the premortem headline is “Company Fails to Reach Market Share Goal; Growth Again Stalls.” Members of the planning team now imagine delays in new products, loss of key executives or sales or marketing or technical personnel, new products by competitors, adverse economic developments, paradigm shifts that could lead customers to do without the product or rely on alternatives not on the market or in use, etc.

Many of those in search of success and happiness are already working hard, but they just do not seem to be getting anywhere. The problem is that in order to produce the desired results we must put intelligence as well as intensity into our activity. Action without intelligence can be destructive. But we must not spend too much time in the process of acquiring intelligence. All things must be in their rightful ratio. It is so easy to mistake motion for progress and movement for achievement. That is why activity must be deliberately planned, carefully refined and consistently executed.

Katy Cannon, a UK-based novelist, reports that she has developed this more persistent and abundant perspective on time over the years. At the start of 2013, she had a four-year-old daughter and had just sold her first book. Her contract called for her to turn in another book six months later, which seemed like the sort of work/life disaster one might need to write a very British novel about. But she did it, and in 2016 she wrote and edited five books, a novella, and three short stories (also using the pen name Sophie Pembroke). This is how she makes such prolificacy work. She takes about two weeks to plan her books, outlining scenes and working with her editors on characters and plots. Then, execution happens in small bursts. She sets a timer, and in a twenty- to thirty-minute block of total focus, she can write an 800- to 1,000-word scene. She does two or three of these blocks a day, generally putting down 2,000 to 3,000 words. This is not a huge number; I suspect the average office worker cranks out close to 2,000 words in emails daily. But 2,000 is enough, because Cannon just keeps going. Over a four-day workweek of these two or three bursts per day, she produces about 10,000 words. That means she can write a 70,000- to 80,000-word novel draft in seven to eight weeks. Add in the planning time and two weeks for editing, and that’s a full book in eleven to twelve weeks. Are the books perfect? No, but no book is ever perfect, even ones that take eleven to twelve years to write. As for some idealized book that never made it out of the author’s head, where it would be sullied by reality? We don’t even need to have this conversation. Cannon’s books have the virtue of being completed and out in the world, giving readers pleasure. Done is better than perfect, because there is no perfect without being done.

If you tend to … procrastinate jump from one activity to another without finishing any have trouble keeping workspaces or homes neat and organized forget to do things you’ve promised find yourself chronically running late lose your cool when people don’t behave the way you think they should struggle to come up with Plan B when things don’t go the way you thought they would fritter away your time when you know there’s work to be done

Their archrival, Atropia, is nowhere near as fit, fast, or disciplined, and every four years, when the teams meet in the qualifying rounds of the World Cup, Krasnovian hopes run high. Usually around minute five, however, something happens that diverges from any of Coach T’s 712 plans. The Krasnovians continue to execute their immaculate choreography, but they are kicking at the air and passing to nobody. The Atropians, without a plan but with awareness of the entire field, run circles around them. After each loss, Coach T goes back and devises another plan, and by the next match, he has a flawless solution to the expired Atropian plays.

Beautiful ways Memories with deep feelings, Are like always retracting emotions, They drop like sticky cob web hanging from the ceilings, And retrieve many moments filled with deep sensations, Sometimes they lead to poignancy, And sometimes they bring flashes of her sweet memories, And then the heart struggles to find its buoyancy, Because the mind willingly all these moments carries, Poor heart’s every perversion, Fails to convince the mind to consider the heart’s requests, the heart that keeps it alive, Alas the mind is a slave to her memories and her beautiful sensation, And without bearing her feelings in no other thinking avenues it wishes to dive, So the heart beats with a sense of precariousness, While the mind seeks her sensations, her feelings and enters a state of meditation, Where it only ponders on her feelings and her loveliness, And the poor heart becomes the victim of its own creation, Of loving, of feeling, of emoting, of beating just for her, And as the mind becomes unresponsive, I neither think of my anguished heart, my inactive mind, but just about her, and only about her, And wait and hope that the reality becomes a little bit sensitive and a bit more submissive, But destiny that turns the wheels of time and everything, Has its own plans to execute and fulfil, To it love, lovers, feelings do not mean anything, Because it obeys someone else’s heart’s will, For destiny is true to her emotions and her love affair, And I too then proclaim I am devoted to my memories and their every sensation, And loving her is by all means sensible and fair, For if destiny can do what it pleases, my heart and mind too shall seek their destiny in their most loving destination, So let destiny play its game and cast the heart and mind in time’s bottomless well, But let it know, that we all- my heart, my mind and I, shall fill it too with her sensation, And then time may bid to every other life’s pursuit its final farewell, And then mine shall be the destiny and I shall live with her in the world that will be her beauty’s creation, So, let my heart love her enough, Let my mind think of her always, For time and destiny maybe tough, But love and facts always find their new and beautiful ways!

Relocating internationally can be a thrilling adventure, but it’s not without its challenges. The logistics involved in international moving are more complex than domestic moves, requiring careful planning and execution. To ensure a smooth transition to your new home, here are ten essential tips for international moving. 1. Start Early Begin the planning process well in advance. International moves involve extensive paperwork, visa applications, and scheduling with international moving companies. Start at least six months before your intended move date. 2. Declutter and Organize Before packing, declutter your belongings. Dispose of items you no longer need or use. This not only reduces the cost of moving but also helps you start fresh in your new home. 3. Research International Moving Companies Select a reputable international moving company with experience in your destination country. Read reviews, ask for referrals, and obtain quotes from multiple companies. Choose one that offers comprehensive services and competitive rates. 4. Understand Customs Regulations Familiarize yourself with the customs regulations of your destination country. Different countries have varying rules about what you can bring with you. Be prepared to fill out detailed customs forms. 5. Documentation Ensure all your important documents are in order. This includes passports, visas, medical records, and any necessary permits. Keep physical copies as well as digital backups. 6. Packing Strategy Use sturdy, high-quality packing materials to protect your belongings during transit. Label boxes clearly and create an inventory list. Pack essential items separately for easy access upon arrival. 7. Insurance Consider purchasing international moving insurance to protect your possessions during the move. Verify what is covered and ensure it meets your needs. 8. Currency and Banking Set up a bank account in your new country before you move. Also, consider having some local currency on hand for immediate expenses upon arrival. 9. Learn About Your New Home Research your destination thoroughly. Understand the local culture, language, and basic laws. Knowing what to expect can ease the transition. 10. Stay Organized Keep all your moving-related paperwork, receipts, and contact information in one place. This will be invaluable if any issues arise during your international move. Bonus Tip: Stay Positive! Moving internationally can be stressful, but maintaining a positive attitude can make a world of difference. Embrace the adventure and view it as an opportunity for personal growth and exploration. Conclusion International moving is a significant undertaking that requires careful planning and thorough research.

Without strategy, execution is aimless. Without execution, strategy is useless.

Abraham Lincoln did so during the Civil War when he issued “greenbacks.” John F. Kennedy on June 4, 1963 signed Executive Order 11110, giving the US Treasury power to issue silver certificates against the silver in its possession, which brought $4.3 billion worth of new notes into circulation without paying interest. Both of these presidents were murdered publicly during their terms.

OODA, stands for Observe, Orient, Decide, and Act. This is also called the Boyd Decision Cycle. This process, articulated by Colonel (Ret.) John Boyd, describes the four main steps that a person, group, or organization takes from observing a phenomenon to responding. This is a very helpful way to envision how people observe their surroundings (Observe), make sense of what they see (Orient), decide what to do (Decide), and then execute what they’ve decided (Act). However, just as BAMCIS simply tells a Marine to begin and complete a plan without teaching them how to plan, OODA states that a decision must be made without explaining how to make that decision or what Marines should be seeking to decide intelligently.

The elements of a true leader’s vision A true leader’s vision should target specific interests and answer important questions, such as: 1.  What is the country’s interest in this vision? What is the interest of its society and business community? Who will benefit from it and how? In what way will it promote development and enhance the achievements that have already resulted from previous visions? 2.  Is the vision based upon specific plans or is it going to be implemented randomly, without any link between its different phases? 3.  Is it realistic and feasible or is it a wild vision that no amount of financial and human resources are capable of realizing? For example, giant residential and tourist complexes such as The Palm29 and The World30 islands may require huge resources that many countries cannot afford. While they may be feasible in the UAE, it would be impossible to build them in a number of other places. 4.  What is the ideal time to propose the vision? 5.  What is the best way to implement it? 6.  Is the executive team ready? Who are its members and where will we acquire the high-calibre skills necessary? 7.  How will the implementation of the vision be financed? 8.  How will we convince investors to finance the project? 9.  How will we market the finished product and what is the target market? Where and when?

Times of rapid change and increasing complexity require a shift from optimization towards innovation. Forcing workers to blindly execute the upfront plans and sequential processes of the “waterfall model” turns out not to be the one best way. But we do it anyway. Taylor’s obsession with time, order, and efficiency has been absorbed into the fabric of our culture. We share his faith in reductionism. We divide projects into phases into tasks. We separate people into teams into roles. We split work into steps and silos. Then things fall through the cracks. Figure 1-6. The Waterfall Model. It’s not that waterfall is wrong. In many contexts, it’s a useful model. The problem is that, all too often, we apply it without realizing it’s not the only way. Again, it helps to know history. In the 1950s, Toyota figured out how to avoid the pitfalls of Taylorism by embracing what’s now called Lean. In design, all relevant specialists were involved at the outset, so conflicts about resources and priorities were resolved early on. And in production, managers learned that by making small batches and giving every worker the ability to stop the line, they could identify, fix, and prevent errors more quickly and effectively. [40] Rather than serving as cogs in the machine, workers were expected to solve problems by using “the five why’s” to systematically trace every error to its root cause. Similarly, suppliers were expected to coordinate the flow of parts and information within the just-in-time supply system of kanban.

8 Ways to Work Smarter and Improve Productivity We as a whole have a similar measure of time in a day, and there is no real way to get a greater amount of it. It doesn't make a difference how effective or well off one is - we are altogether topped at 24 hours for every day. We need to subtract some to sleep, eating, driving and simply living everyday lives - the time left for entrepreneurial undertakings is once in a while enough. However, there is an approach to expand that time, and it includes working more brilliant - not harder. Utilize the eight hints beneath and you will accomplish more in a shorter timeframe. 1. Ensure you cherish what you do 100 percent. This is entirely basic. When you completely adore what you do, it doesn't feel like work. It sounds so buzzword, yet it's flawless. I adore what I do, and I get up each morning energized for what is coming down the road. A late night or long travel day doesn't make a difference - I hop up out of bed each morning without a wake up timer. When you are really enthusiastic about what you are doing you remain laser centered, which normally brings about high profitability. In the event that you are hopeless and abhor what you are doing, paying little mind to how much cash you are making, you won't be energized and your profitability will go directly down the deplete. 2. Grasp innovation. In the event that you decline to grasp innovation you will put yourself at a noteworthy weakness. There are program augmentations, applications and robotization programming to help practically every part of your business and everyday duties. Quite a while back, it wound up noticeably conceivable to maintain your whole business in a hurry from your portable workstation. Today, the same is conceivable from your cell phone. We have mind boggling apparatuses accessible to us that give us finish area opportunity. Thump out errands while driving, doing cardio at the exercise center or sitting tight for a flight - having your whole business readily available can radically build your profitability. 3. Use your systems administration connections. Think about the time and exertion you burn through systems administration - being dynamic via web-based networking media, going to meetings and conversing with everybody. Set aside the opportunity to truly make a strong system and really use the quality of others to help your business. You need to give before you can hope to get, so make it a point to help however many individuals as could be expected under the circumstances. The connections you assemble while doing this can prove to be useful down the line, and when you have a system of experts to help you in specific zones, you gain from the best, as well as don't need to do all the truly difficult work alone. 4. Measure accomplishment in assignments finished, not hours worked. Many people are hung up on the quantity of hours works. Disregard saying "I worked 12 hours today" and rather concentrate on the quantity of assignments you finished. When you are a business person, hours worked amount to nothing - you aren't checking in. Assignments finished, not number of hours, manage achievement. As you figure out how to thump out errands speedier, you accomplish more. Most business people are normally aggressive, so make an individual rivalry and attempt to up your execution as far as every day assignments finished. Do this and watch your profitability shoot through the rooftop. 5. Delegate your shortcomings. I was always wore out until the point when I figured out how to appoint. Now and then, we think we are superhuman and can do everything, except that is basically not the situation.

Without an action plan, the executive becomes a prisoner of events.

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…Two shots rang out simultaneously during the fifth and the longest second. They were executed synchronously, creating a single, stinging, deadly sound. The bullet from the sixth floor of the book depository went straight up into the sky, as planned. The second bullet shot out of a sniper rifle, held confidently in the arms of a woman behind the hedge, on the grassy knoll. It was her bullet that struck the head of the 35th US president, John Fitzgerald Kennedy. The woman walked quickly down the grassy knoll. Stepping only about five meters away, she put her rifle into a baby pram waiting there, with a real six-month-old baby boy whimpering inside it. She put on thick glasses and started walking away, exhibiting no haste. Only thirty seconds after the second shot, the woman was gone, nowhere to be seen… After the second or, rather, the third shot, the one from the knoll, President Kennedy’s head was tossed back. Jackie somehow managed to crawl onto the back hood of the car. A security agent from the escort car had already reached them. The motorcade picked up speed and disappeared under the overpass. Zapruder’s camera kept whirring for some seconds. He must have filmed the whole operation – that is, the assassination of an acting US president. But now he simply stood there without saying a word, completely dumbfounded..

…After seventeen minutes of panicky crowds destroying everything in their path, Eric could distinguish, despite all the chaos and hellish noise, the slight buzz of a second plane. He started counting to himself, watching the blazing inferno at the North Tower: One, two, three, four, five, six, seven… The second Boeing glided into the South Tower, WTC-2, and it seemed to Eric that this plane was flying slowly, that its impact was a soft one… Due to the pandemonium all around, the impact itself seemed not to be as loud as the first hit. Still, in a moment the second twin was also blazing. Both skyscrapers were on fire now. Novack looked up again at what had happened a minute before: the terror attack of the century. Then he started walking fast down Church Street, away from the huge buildings that were now on fire. He knew that in about an hour, the South Tower was to collapse completely, and half an hour after that, the same was to happen to the North Tower, which was also weakened by the impact. He knew there were tons of powerful Thermate in both buildings. Over the course of the previous two months, some fake repairmen had brought loads of it into the towers and put them in designated places around the trusswork. It was meant to make buildings collapse like card towers, which would only happen when the flames reached a certain point. The planes had started an unstoppable countdown as soon as they hit the buildings: these were the last minutes of their existence. Next in line was the third building: 7 WTC, which stood north of the Twin Towers. It counted forty-seven floors, and it too was stuffed with Thermate. Novack started getting concerned, however, that the third plane seemed to be late. Where’s the third plane? Why is it late? It’s already fifty minutes after the first impact, and they were supposed to hit the three targets with a time lag of about twenty minutes. Where are you, birdie number three? You are no less important than the first two, and you were also promised to my clients… People were still running in all directions, shouting and bumping into each other. Sirens wailed loudly, heartrendingly; ambulances were rushing around, giving way only to firefighters and emergency rescue teams. Suddenly hundreds of policemen appeared on the streets, but it seemed that they didn’t really know what they were supposed to do. They mostly ran around, yelling into their walkie-talkies. At Thomas Street, Eric walked into a parking lot: the gate arm was up and the security guy must have left, for the door of his booth stood wide open… …Two shots rang out simultaneously during the fifth and the longest second. They were executed synchronously, creating a single, stinging, deadly sound. The bullet from the sixth floor of the book depository went straight up into the sky, as planned. The second bullet shot out of a sniper rifle, held confidently in the arms of a woman behind the hedge, on the grassy knoll. It was her bullet that struck the head of the 35th US president, John Fitzgerald Kennedy. The woman walked quickly down the grassy knoll. Stepping only about five meters away, she put her rifle into a baby pram waiting there, with a real six-month-old baby boy whimpering inside it. She put on thick glasses and started walking away, exhibiting no haste. Only thirty seconds after the second shot, the woman was gone, nowhere to be seen… After the second or, rather, the third shot, the one from the knoll, President Kennedy’s head was tossed back. Jackie somehow managed to crawl onto the back hood of the car. A security agent from the escort car had already reached them. The motorcade picked up speed and disappeared under the overpass. Zapruder’s camera kept whirring for some seconds. He must have filmed the whole operation – that is, the assassination of an acting US president. But now he simply stood there without saying a word, completely dumbfounded...

A plan without proper execution is like fish without water, both can’t survive.

It is better for all the world,’ wrote famed liberal Supreme Court Justice Oliver Wendell Holmes, Jr, ‘if instead of waiting to execute degenerate offspring for crime, or to let them starve for their imbecility, society can prevent those who are manifestly unfit from continuing their kind’... Planned Parenthood founder Margaret Sanger approved wholeheartedly of this philosophy… her utopia would have no place for the ‘mentally defective,’ which, in her writings, included the poor, the disabled, essentially all African Americans, and most other people of color. She argued that preventing ‘defectives’ from being born was the height of compassion… “Sadly, many people today still hold eugenic ideals without even realizing it. For example, children with disabilities are routinely killed before birth because they are deemed unfit.

1. Put the knowledge required to operate the technology in the world. Don’t require that all the knowledge must be in the head. Allow for efficient operation when people have learned all the requirements, when they are experts who can perform without the knowledge in the world, but make it possible for non-experts to use the knowledge in the world. This will also help experts who need to perform a rare, infrequently performed operation or return to the technology after a prolonged absence. 2. Use the power of natural and artificial constraints: physical, logical, semantic, and cultural. Exploit the power of forcing functions and natural mappings. 3. Bridge the two gulfs, the Gulf of Execution and the Gulf of Evaluation. Make things visible, both for execution and evaluation. On the execution side, provide feedforward information: make the options readily available. On the evaluation side, provide feedback: make the results of each action apparent. Make it possible to determine the system’s status readily, easily, accurately, and in a form consistent with the person’s goals, plans, and expectations.

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