Priorities May Change Quotes

The less you associate with some people, the more your life will improve. Any time you tolerate mediocrity in others, it increases your mediocrity. An important attribute in successful people is their impatience with negative thinking and negative acting people. As you grow, your associates will change. Some of your friends will not want you to go on. They will want you to stay where they are. Friends that don't help you climb will want you to crawl. Your friends will stretch your vision or choke your dream. Those that don't increase you will eventually decrease you. Consider this: Never receive counsel from unproductive people. Never discuss your problems with someone incapable of contributing to the solution, because those who never succeed themselves are always first to tell you how. Not everyone has a right to speak into your life. You are certain to get the worst of the bargain when you exchange ideas with the wrong person. Don't follow anyone who's not going anywhere. With some people you spend an evening: with others you invest it. Be careful where you stop to inquire for directions along the road of life. Wise is the person who fortifies his life with the right friendships. If you run with wolves, you will learn how to howl. But, if you associate with eagles, you will learn how to soar to great heights. "A mirror reflects a man's face, but what he is really like is shown by the kind of friends he chooses." The simple but true fact of life is that you become like those with whom you closely associate - for the good and the bad. Note: Be not mistaken. This is applicable to family as well as friends. Yes...do love, appreciate and be thankful for your family, for they will always be your family no matter what. Just know that they are human first and though they are family to you, they may be a friend to someone else and will fit somewhere in the criteria above. "In Prosperity Our Friends Know Us. In Adversity We Know Our friends." "Never make someone a priority when you are only an option for them." "If you are going to achieve excellence in big things,you develop the habit in little matters. Excellence is not an exception, it is a prevailing attitude.."..

• People deserve a break. The stressed and unorganized person who doesn’t have the same priorities as you may be dealing with an autistic child, abusive spouse, fading parents, or cancer. Don’t judge people until you’ve walked a mile in their shoes. Give them a break instead.

One of the crafty tricks Satan plays is to guide a person safely on the wrong path. When your safety is the priority, you may be on the wrong path but may not know.

But such people (Moderate Conservatives) aren't liberal. What they are is corporate. Their habits and opinions owe far more to the standards of courtesy and taste that prevail within the white-collar world than they do to Franklin Roosevelt and the United Mine Workers. We live in a time, after all, when hard-nosed bosses compose awestruck disquisitions on the nature of 'change,' punk rockers dispense leadership secrets, shallow profundities about authenticity sell luxury cars, tech billionaires build rock'n'roll musuems, management theorists ponder the nature of coolness, and a former lyricist fro the Grateful Dead hail the dawn of New Economy capitalism from the heights of Davos. Coversvatives may not understand why, but business culture had melded with counterculture for reasons having a great deal to do with business culture's usual priority - profit.

Modern society is in a state of turbulence brought about, in large part, by political efforts to maintain static, equilibrium conditions; practices that interfere with the ceaseless processes of change that provide the fluctuating order upon which any creative system—such as the marketplace—depends. Institutions, being ends in themselves, have trained us to resist change and favor the status quo; to insist upon the certain and the concrete and to dismiss the uncertain and the fanciful; and to embrace security and fear risk. Life, on the other hand is change, is adaptation, creativity, and novelty. But creativity has always depended upon a fascination with the mysterious, and an appreciation for the kinds of questions that reveal more than answers can ever provide. When creative processes become subordinated to preserving established interests; when the glorification of systems takes priority over the sanctity of individual lives, societies begin to lose their life-sustaining vibrancy and may collapse.

These changes, I believe, can be the basis of a true Islamic Reformation, one that progresses to the twenty-first century rather than regresses to the seventh. Some of these changes may strike readers as too fundamental to Islamic belief to be feasible. But like the partition walls or superfluous stairways that a successful renovation removes, they can in fact be modified without causing the entire structure to collapse. Indeed, I believe these modifications will actually strengthen Islam by making it easier for Muslims to live in harmony with the modern world. It is those hell-bent on restoring it to its original state who are much more likely to lead Islam to destruction. Here again are my five theses, nailed to a virtual door: 1. Ensure that Muhammad and the Qur’an are open to interpretation and criticism. 2. Give priority to this life, not the afterlife. 3. Shackle sharia and end its supremacy over secular law. 4. End the practice of “commanding right, forbidding wrong.” 5. Abandon the call to jihad. In the chapters that follow, I will explore the source of the ideas and doctrines in question and evaluate the prospects for reforming them. For now, we may simply note that they are closely interrelated.

The obvious cure for the tragic shortcomings of human intuition in a high-tech world is education. And this offers priorities for educational policy: to provide students with the cognitive tools that are most important for grasping the modern world and that are most unlike the cognitive tools they are born with. The perilous fallacies we have seen in this chapter, for example, would give high priority to economics, evolutionary biology, and probability and statistics in any high school or college curriculum. Unfortunately, most curricula have barely changed since medieval times, and are barely changeable because no one wants to be the philistine who seems to be saying that it is unimportant to learn a foreign language, or English literature, or trigonometry, or the classics. But no matter how valuable a subject may be, there are only twenty-four hours in a day, and a decision to teach one subject is also a decision not to teach another one. The question is not whether trigonometry is important, but whether it is more important than statistics; not whether an educated person should know the classics, but whether it is more important for an educated person to know the classics than to know elementary economics. In a world whose complexities are constantly challenging our intuitions, these trade-offs cannot responsibly be avoided.

The birth of a child instantly changes how we define ourselves. Women become mothers. Men become fathers. Couples become parents. Our priorities shift in fundamental ways. Parenting may be the most rewarding experience, but it is also the hardest and most humbling.

Recently I had breakfast with Dan Cathy, the president of Chick-fil-A, a fast food chain headquartered in the Atlanta area. I told him that I was working on this book and I asked him if he made thinking time a high priority. Not only did he say yes, but he told me about what he calls his “thinking schedule.” It helps him to fight the hectic pace of life that discourages intentional thinking. Dan says he sets aside time just to think for half a day every two weeks, for one whole day every month, and for two or three full days every year. Dan explains, “This helps me ‘keep the main thing, the main thing,’ since I am so easily distracted.” You may want to do something similar, or you can develop a schedule and method of your own. No matter what you choose to do, go to your thinking place, take paper and pen, and make sure you capture your ideas in writing.

You do not get to choose the events that come your way nor the sorrows that interrupt your life. They will likely be a surprise to you, catching you off quard and unprepared. You may hold your head in your hands and lament your weak condition and wonder what you ought to do. To suffer, that is common to all. To suffer and still keep your composure, your faith and your smile, that is remarkable. Pain will change you more profoundly than success or good fortune. Suffering shapes your perception of life, your values and priorities, and your goals and dreams. Your pain is changing you.

Yes, we can be compassionate towards the fact that our abuser may have been traumatized, but we cannot let that compassion blind us to the fact that if they are unwilling to change or receive treatment, as many narcissists aren’t, we need to make our own self-compassion and self-care a priority in order to detach from them.

It is painfully easy for us to come to all kinds of critical points in ministry, service, family development, changes in vocation, and, precisely because we have enjoyed spiritual victories in the past, approach these matters with sophisticated criteria but without prayer. We love our independence. As a result we may repeatedly stumble and fall, because although we have exercised all our intellectual ingenuity we have not sought God’s face, we have not begged him for his wisdom.

I am part of a lost generation and I refuse to believe that I can change the world I realize this may be a shock but “Happiness comes from within” is a lie, and “Money will make me happy” So in 30 years I will tell my children they are not the most important thing in my life My employer will know that I have my priorities straight because work is more important than family I tell you this Once upon a time Families stayed together but this will not be true in my era This is a quick fix society Experts tell me 30 years from now, I will be celebrating the 10th anniversary of my divorce I do not concede that I will live in a country of my own making In the future Environmental destruction will be the norm No longer can it be said that My peers and I care about this earth It will be evident that My generation is apathetic and lethargic It is foolish to presume that There is hope And all of this will come true unless we choose to reverse it. There is hope It is foolish to presume that My generation is apathetic and lethargic It will be evident that My peers and I care about this earth No longer can it be said that Environmental destruction will be the norm In the future I will live in a country of my own making I do not concede that 30 years from now, I will be celebrating the tenth anniversary of my divorce Experts tell me This is a quick fix society But this will not be true in my era Families stayed together Once upon a time I tell you this Family Is more important than Work I have my priorities straight because My employer will know that They are not the most important thing in my life So in 30 years I will tell my children "Money will make me happy" Is a lie, and "Happiness comes from within" I realize this may be a shock, but I can change the world And I refuse to believe that I am part of a lost generation

When I was growing up it was still acceptable—not to me but in social terms—to say that one was not interested in science and did not see the point in bothering with it. This is no longer the case. Let me be clear. I am not promoting the idea that all young people should grow up to be scientists. I do not see that as an ideal situation, as the world needs people with a wide variety of skills. But I am advocating that all young people should be familiar with and confident around scientific subjects, whatever they choose to do. They need to be scientifically literate, and inspired to engage with developments in science and technology in order to learn more. A world where only a tiny super-elite are capable of understanding advanced science and technology and its applications would be, to my mind, a dangerous and limited one. I seriously doubt whether long-range beneficial projects such as cleaning up the oceans or curing diseases in the developing world would be given priority. Worse, we could find that technology is used against us and that we might have no power to stop it. I don’t believe in boundaries, either for what we can do in our personal lives or for what life and intelligence can accomplish in our universe. We stand at a threshold of important discoveries in all areas of science. Without doubt, our world will change enormously in the next fifty years. We will find out what happened at the Big Bang. We will come to understand how life began on Earth. We may even discover whether life exists elsewhere in the universe. While the chances of communicating with an intelligent extra-terrestrial species may be slim, the importance of such a discovery means we must not give up trying. We will continue to explore our cosmic habitat, sending robots and humans into space. We cannot continue to look inwards at ourselves on a small and increasingly polluted and overcrowded planet. Through scientific endeavour and technological innovation, we must look outwards to the wider universe, while also striving to fix the problems on Earth. And I am optimistic that we will ultimately create viable habitats for the human race on other planets. We will transcend the Earth and learn to exist in space. This is not the end of the story, but just the beginning of what I hope will be billions of years of life flourishing in the cosmos. And one final point—we never really know where the next great scientific discovery will come from, nor who will make it. Opening up the thrill and wonder of scientific discovery, creating innovative and accessible ways to reach out to the widest young audience possible, greatly increases the chances of finding and inspiring the new Einstein. Wherever she might be. So remember to look up at the stars and not down at your feet. Try to make sense of what you see and wonder about what makes the universe exist. Be curious. And however difficult life may seem, there is always something you can do and succeed at. It matters that you don’t just give up. Unleash your imagination. Shape the future.

Neurotic suffering indicates inner conflict. Each side of the conflict is likely to be a composite of many partial forces, each one of which has been structured into behavior, attitude, perception, value. Each component asserts itself, claims priority, insists that something else yield, accommodates. The conflict therefore is fixed, stubborn, enduring. It may be impugned and dismissed without effect, imprecations and remorse are of no avail, strenuous acts of will may be futile; it causes - yet survives and continues to cause - the most intense suffering, humiliation, rending of flesh. Such a conflict is not to be uprooted or excised. It is not an ailment, it is the patient himself. The suffering will not disappear without a change in the conflict, and a change in the conflict amounts to a change in what one is and how one lives, feels, reacts.

The discords of our experience--delight in change, fear of change; the death of the individual and the survival of the species, the pains and pleasures of love, the knowledge of light and dark, the extinction and the perpetuity of empires--these were Spenser's subject; and they could not be treated without this third thing, a kind of time between time and eternity. He does not make it easy to extract philosophical notions from his text; but that he is concerned with the time-defeating aevum and uses it as a concord-fiction, I have no doubt. 'The seeds of knowledge,' as Descartes observed, 'are within us like fire in flint; philosophers educe them by reason, but the poets strike them forth by imagination, and they shine the more clearly.' We leave behind the philosophical statements, with their pursuit of logical consequences and distinctions, for a free, self-delighting inventiveness, a new imagining of the problems. Spenser used something like the Augustinian seminal reasons; he was probably not concerned about later arguments against them, finer discriminations. He does not tackle the questions, in the Garden cantos, of concreation, but carelessly--from a philosophical point of view--gives matter chronological priority. The point that creation necessitates mutability he may have found in Augustine, or merely noticed for himself, without wondering how it could be both that and a consequence of the Fall; it was an essential feature of one's experience of the world, and so were all the arguments, precise or not, about it. Now one of the differences between doing philosophy and writing poetry is that in the former activity you defeat your object if you imitate the confusion inherent in an unsystematic view of your subject, whereas in the second you must in some measure imitate what is extreme and scattering bright, or else lose touch with that feeling of bright confusion. Thus the schoolmen struggled, when they discussed God, for a pure idea of simplicity, which became for them a very complex but still rational issue: for example, an angel is less simple than God but simpler than man, because a species is less simple than pure being but simpler than an individual. But when a poet discusses such matters, as in say 'Air and Angels,' he is making some human point, in fact he is making something which is, rather than discusses, an angel--something simple that grows subtle in the hands of commentators. This is why we cannot say the Garden of Adonis is wrong as the Faculty of Paris could say the Averroists were wrong. And Donne's conclusion is more a joke about women than a truth about angels. Spenser, though his understanding of the expression was doubtless inferior to that of St. Thomas, made in the Garden stanzas something 'more simple' than any section of the Summa. It was also more sensuous and more passionate. Milton used the word in his formula as Aquinas used it of angels; poetry is more simple, and accordingly more difficult to talk about, even though there are in poetry ideas which may be labelled 'philosophical.

A world where only a tiny super-elite are capable of understanding advanced science and technology and its applications would be, to my mind, a dangerous and limited one. I seriously doubt whether long-range beneficial projects such as cleaning up the oceans or curing diseases in the developing world would be given priority. Worse, we could find that technology is used against us and that we might have no power to stop it. I don’t believe in boundaries, either for what we can do in our personal lives or for what life and intelligence can accomplish in our universe. We stand at a threshold of important discoveries in all areas of science. Without doubt, our world will change enormously in the next fifty years. We will find out what happened at the Big Bang. We will come to understand how life began on Earth. We may even discover whether life exists elsewhere in the universe. While the chances of communicating with an intelligent extra-terrestrial species may be slim, the importance of such a discovery means we must not give up trying. We will continue to explore our cosmic habitat, sending robots and humans into space. We cannot continue to look inwards at ourselves on a small and increasingly polluted and overcrowded planet. Through scientific endeavour and technological innovation, we must look outwards to the wider universe, while also striving to fix the problems on Earth. And I am optimistic that we will ultimately create viable habitats for the human race on other planets. We will transcend the Earth and learn to exist in space. This is not the end of the story, but just the beginning of what I hope will be billions of years of life flourishing in the cosmos. And one final point—we never really know where the next great scientific discovery will come from, nor who will make it. Opening up the thrill and wonder of scientific discovery, creating innovative and accessible ways to reach out to the widest young audience possible, greatly increases the chances of finding and inspiring the new Einstein. Wherever she might be. So remember to look up at the stars and not down at your feet. Try to make sense of what you see and wonder about what makes the universe exist. Be curious. And however difficult life may seem, there is always something you can do and succeed at. It matters that you don’t just give up. Unleash your imagination. Shape the future.

Americans struggle with silence.  It seems we must have the radio blaring in the car or a TV on in the house, even if no one is watching.  We can't handle solitude very well.  Yet, solitude is the one thing a deer hunter craves and anticipates.  There are a few times when the woods get so quiet you feel like you are the only living creature around.  It's life-changing!  People are most like themselves in nature.  You can get down to the real you—no veneer, no facade, no masquerade— and it is there that God can do wonders on us.  I like thinking of it as an anesthetic that puts everything to sleep so that surgery can take place. Jesus knew the power of time alone with God, and we also need to know it — by experience.  He would often slip away (Luke 5:16).  The disciples would awaken, look around, and discover that Jesus was gone.  He loved the early morning moments before the world came alive and began buzzing with activity (Mark 1:35-39).  He knew that soon everyone would wipe the sleep out of their eyes, and He would be in high demand.  So, He placed high priority on those private, devoted moments, in order to escape and be alone with His Father.  He didn’t just squeeze in prayer and meditation between all His preaching and miracles.  Someone once said, “Jesus went from place of prayer to place of prayer with teaching and miracles in between.”  I like that.               Those who hunt know the adrenaline rush caused by the crunching leaves as a whitetail slowly approaches.  There is also such a surge when the word of God is read.  I hope you will enjoy both as you read this book.  My greatest satisfaction would be to know that you have found yourself a quiet place to read this book and contemplate the spiritual lessons in it.  When you have even more time, get your Bible and turn to the passages cited and read them more fully.  It will deepen your understanding.

He that is good for making excuses is seldom good for anything else. The person who really wants to do something finds a way; the other person finds an excuse. If you strip away all the excuses we dish up to God day after day, you’ll find they all come down to this: laziness. If you’re serious about making your one-on-one time with God a priority, you’ve got to be willing to tackle that ugly D word: discipline. Discipline is an integral part of being committed to some form of daily, routine encounter with God. Will you willingly ignore His invitation, throwing your alarm clock across the room, opting for more sleep? Will your good intentions get lost in a flurry of other important tasks? Or will you plan ahead, making sure you don’t miss the opportunity of a lifetime — make that eternity — and give your appointed time with your Heavenly Father the priority it deserves? Do you sincerely desire a personal, intimate relationship with your Lord?When we say we love God, yet make no time for Him in our lives, well—what kind of love is that? I ask myself if there’s anything more important than spending a few moments with my Jesus. The answer is always the same: nothing. Nothing is more important. I’m responsible for my own spiritual growth. Tragedy will always be a part of life on earth. We may not understand why God allows such things to happen. But we have a choice. Either we can turn our backs on God, even blame Him for these unspeakable heartaches, or we can hold on. We can refuse to let go, even against all odds. Even when our faith is tested beyond our human abilities. Even when nothing makes sense any more. We can hold on because God is our only hope. To say that “prayer changes things” is not as close to the truth as saying, “Prayer changes me and then I change things.” What will it take for you to go deep with God? All those silly excuses aside, what’s stopping you?

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

What is a friend? A friend is one of the nicest things you can have – and one of the best things you can be. – Douglas Pagels, from These Are the Gifts I’d Like to Give to You (published 1999) Have steppingstones to look forward to, milestones to look back upon, and -- in between -- do everything it takes to have an abundance of connect-the-dot days that lead to happiness. – Douglas Pagels, from 30 Beautiful Things That Are True About You May you remember that though the roads we take can sometimes be difficult, those are often the ones that lead to the most beautiful views. – Douglas Pagels, from A Special Christmas Blessing Just for You Love of family and love of friends is where everything beautiful begins. – Douglas Pagels, from A Special Christmas Blessing Just for You I want you to be reminded from time to time that you are a wonderful gift, and one of the nicest things in this entire world... is your presence in it. – Douglas Pagels, from A Special Christmas Blessing Just for You Do your part for the planet. Do all those things you know you “should” do. Our grandchildren will either have words of praise for our efforts and our foresight, or words that condemn us for forgetting that they will live here long after we are gone. Don’t overlook the obvious: This is not a dress rehearsal. This is the real thing. Our presence has an impact, but our precautions do, too. – Douglas Pagels, from Words That Shine Like Stars The wisest people on earth are those who have a hard time recalling their worries and an easy time remembering their blessings. – Douglas Pagels, from These Are the Gifts I’d Like to Give to You Expressing your creativity is done more by the way you are living than by any other gesture. – Douglas Pagels, from These Are the Gifts I’d Like to Give to You If your pursuit of wealth causes you to sacrifice any aspect of your health, your priorities are heading you in the wrong direction. Don’t hesitate to make a “you” turn. – Douglas Pagels, from These Are the Gifts I’d Like to Give to You The more you’re bothered by something that’s wrong, the more you’re empowered to change things and make them right. The more we follow that philosophy as individuals, the easier it will be to brighten our horizons outward from there, taking in our communities, our cultures, our countries, and the common ground we stand on. The crucible of peace and goodwill is far too empty, and each of us must, in some way, help to fill it. – Douglas Pagels, from These Are the Gifts I’d Like to Give to You We can always do more and be more than we think we can. Let’s think less and imagine more. – Douglas Pagels, from These Are the Gifts I’d Like to Give to You

Although your daily ‘to do’ list may change, your overall work priorities shouldn’t. My priority list goes something like this: Existing client work New client luring Financial admin –getting paid Marketing, self-promotion and blog writing Faffing about on social media It’s a simple and effective way to make sure I focus on my customers and don’t get sucked into random videos about cats on Facebook. (Well, most of the time.)

Unpacking certain words or concepts, may reveal, [attributes] which may not always hold true to intended use. If the majority (or the influencial source) is lazy, the language adopts a lazy attitude - bundling in [other] which were observed throughout time, disregarding exceptions. Which again, may almost certainly be due to past hardships, when survival is a prefered priority. Impatience. Patience. Then. Now. However, good things usually take time.

Respond slowly to emails, chats, texts, and other messages. Let hours, days, and sometimes weeks go by before you get back to people. This may sound like a total jerk move. It’s not. [...] Online, anyone can contact you, not just the highly relevant people in your physical vicinity. They have questions about their priorities—not yours—when it’s convenient for them—not you. Every time you check your email or another message service, you’re basically saying, “Does any random person need my time right now?” And if you respond right away, you’re sending another signal both to them and to yourself: “I’ll stop what I’m doing to put other people’s priorities ahead of mine no matter who they are or what they want.” Spelled out, this sounds insane. But instant-response insanity is our culture’s default behavior. [...] You can change this absurd default. You can check your inbox rarely and let messages pile up till you get around to answering them in a batch. You can respond slowly to make more time for Laser mode, and if you’re worried about coming off like a jerk, remind yourself that being focused and present will make you more valuable as a colleague and friend, not less.

Gain Perspective—If your head is down in your work, you aren’t aware of your surrounding environment. Priorities may have changed since you started your project. A break can let you zoom in and out again.

The truth is you can’t plan out your entire life 50 years into the future. If there is a God, only he/she can. It is thus much better to focus on goals that are much closer to the present day because then you will not only be much more motivated to perform because you can see the reward right in front of you, you will also be in a much better position to adapt and change course with changing priorities. Most importantly you will learn to live close to the present moment and enjoy life while it happens instead of postponing your happiness in the hopes of a reward 20 years later that may not even come.

Why Long Term Goal Setting is Largely Pointless. Desires change, motivations change. What you wanted the most in high school is probably not what you wanted the most 10 years after that. In high school, being popular with the opposite sex and trying to look cool was probably the number one priority. After ten years, the number one priority is to probably get a good job or have a stable income. And if you have that, to find the right relationship for life. Twenty years after high school, it is probably to see your Kids do well in school and so on. Having a dream that you desire with the same extreme intensity as you desired it when you were 16 is possible but uncommon. Most of the times, you will realize that you probably don’t desire it after twenty or if you do, you probably don’t care AS much as you used to. How can a fire keep on raging once the fuel is burnt up? How can anything be accomplished if the burning desire to achieve it is no longer there after a long stretch of time? And there is nothing wrong with wanting something else after twenty years. That’s human nature. You don’t have to keep slogging on for something that you don’t care about. The point is this is why super long term individualistic goals can sometimes get vague and pointless because you may realize midway that you don’t even care about them anymore.

Arik had already gone two weeks longer than usual for this haircut because of an overseas business trip. Time to get back to his highest priority. “How long until Dominic is back?” “A week, maybe two. I told him to take his time. Granddad doesn’t often take time off, and he’s getting up there in years.” A few weeks? He’d look like a wildebeest if he waited that long. “That’s no good. I need a cut. Are there any male barbers available?” “Afraid to let a girl touch your precious hair?” She smirked. “I can peek at the schedule and see if we can squeeze you in this afternoon.” “I don’t have time to come back. I need it done now.” Usually when he used the word now, people jumped to do his bidding. She, on the other hand, shook her head. “Not happening, unless you’ve changed your mind and are willing to let me cut it.” “You’re a hairdresser.” “Exactly.” “I want a barber.” “Same thing.” Said the girl without a Y chromosome. “I think I’ll wait.” Arik turned away from her, only to freeze as she muttered, “Pussy.” If she only knew how right she was. But, of course, she didn’t mean the feline version. Pride made him pivot back. “You know what. On second thought, you may cut my hair.” “How gracious of you, Your Majesty.” She sketched him a mock bow. Not funny, even if accurate. He glared in reply. “I see someone’s too uptight for a sense of humor.” “I greatly enjoy comedy, when I hear it.” “Sorry if my brand of sarcasm is too simple for you to understand, big guy. Now, if you’re done, sit down so we can get this over with and send you and your precious hair back to your office.

The situational diagnosis conversation. In this conversation, you seek to understand how your new boss sees the STARS portfolio you have inherited. Are there elements of start-up, turnaround, accelerated growth, realignment, and sustaining success? How did the organization reach this point? What factors—both soft and hard—make this situation a challenge? What resources within the organization can you draw on? Your view may differ from your boss’s, but it is essential to grasp how she sees the situation. The expectations conversation. Your goal in this conversation is to understand and negotiate expectations. What does your new boss need you to do in the short term and in the medium term? What will constitute success? Critically, how will your performance be measured? When? You might conclude that your boss’s expectations are unrealistic and that you need to work to reset them. Also, as part of your broader campaign to secure early wins, discussed in the next chapter, keep in mind that it’s better to underpromise and overdeliver. The resource conversation. This conversation is essentially a negotiation for critical resources. What do you need to be successful? What do you need your boss to do? The resources need not be limited to funding or personnel. In a realignment, for example, you may need help from your boss to persuade the organization to confront the need for change. Key here is to focus your boss on the benefits and costs of what you can accomplish with different amounts of resources. The style conversation. This conversation is about how you and your new boss can best interact on an ongoing basis. What forms of communication does he prefer, and for what? Face-to-face? Voice, electronic? How often? What kinds of decisions does he want to be consulted on, and when can you make the call on your own? How do your styles differ, and what are the implications for the ways you should interact? The personal development conversation. Once you’re a few months into your new role, you can begin to discuss how you’re doing and what your developmental priorities should be. Where are you doing well? In what areas do you need to improve or do things differently? Are there projects or special assignments you could undertake (without sacrificing focus)? In practice, your

As the American national consensus shifts from a traditional, God-centered worldview to a secular, man-centered philosophy, perspectives and priorities change. History, however, does not. It may be ignored, reinterpreted, revised, or even concealed, but the historical evidence remains unchanged: America was forged in faith.

Getting U.S. public debt on a sustainable path will require more sacrifice from the American public. Just to slow debt growth to the rate of GDP growth (or a steady debt-to-GDP ratio) from today through 2040, changes to current policy would have to be dramatic: cut entitlements by 10 percent or cut discretionary spending by 24 percent or increase tax revenue by 6 percent, or some combination of the three.27 Adjustments to actually lower the debt-to-GDP ratio would be even more painful. Ideally, the debt-reduction burden would be shared by all Americans. But one thing is certain—less generous entitlement programs and tax increases will need to be part of any balanced solution. PUBLIC OPINION: FOR A BALANCED BUDGET, BUT AGAINST SACRIFICES TO BALANCE THE BUDGET Changes in entitlement programs and tax increases, however, collide with an American public that largely wants neither. Almost as a rule, Americans support a balanced federal budget. But public opinion moves decisively in the other direction when Americans are asked about the specific actions necessary to balance the budget.28 Entitlement programs are broadly popular. Although most Americans understand that entitlements have a financing problem, they oppose making them less generous. When given the choice between preserving entitlements and reducing the deficit, Americans prefer the status quo. A solid majority, or 69 percent, would rather keep entitlements as they are and incur the debt consequences, whereas only 23 percent say the country should take steps to reduce the budget deficit that would include entitlement cuts.29 It is understandable that older Americans are more inclined than their younger counterparts to want to preserve entitlements. But even so, most Americans age eighteen to twenty-nine, who will foot the future debt interest bill, still favor entitlement preservation over debt reduction. Perspectives differ depending on party affiliation: Republicans are more likely than Democrats to favor making deficit reduction a priority. There may be a “tax more” option. Americans do appear to favor increasing taxes on the rich, though Democrats more so than Republicans.30 It is unclear, however, whether Americans would favor raising their own taxes to cover their entitlement expenses. This suggests a fundamental disconnect between the services Americans want and what they are willing to pay in taxes to fund them.

While technical problems may be very complex and critically important (like replacing a faulty heart valve during cardiac surgery), they have known solutions that can be implemented by current know-how. They can be resolved through the application of authoritative expertise and through the organization’s current structures, procedures, and ways of doing things. Adaptive challenges can only be addressed through changes in people’s priorities, beliefs, habits, and loyalties. Making progress requires going beyond any authoritative expertise to mobilize discovery, shedding certain entrenched ways, tolerating losses, and generating the new capacity to thrive anew.

Task-level thinkers are team members who focus on their current or next task. They might be early in their career or get overwhelmed with more than a few sequential tasks on their plate. Most of us begin our careers as task-level thinkers because prioritizing many complex, interrelated tasks is often not a natural ability. Project-level thinkers look ahead weeks or months and juggle multiple priorities. They often rely on team members to complete work that’s combined into a single deliverable. Project-level thinkers have advanced systems in place to track the myriad moving parts needed to successfully complete a project. Owner-level thinkers not only manage projects but also think about how to improve internal processes and bring ideas for experiments that can change the trajectory of the company. Owner-level thinkers look ahead months or years and consider strategic shifts that may need to take place to take the company to the next level.

You may also be overwhelmed by the quantity of work you have. It doesn’t matter if you’ve mastered all the productivity hacks in the world; the faster you dig, the faster the world keeps flooding in. As you’re pulled in different directions by proliferating priorities, distracted by the relentless ping of email and hustling from meeting to meeting, you lose focus. The more you lose focus, the more overwhelmed you feel. The more overwhelmed you feel, the more you lose focus.

You will invariably face jobs that are associated with uncomfortable feelings, ranging from relatively minor annoyance (e.g., taking out the garbage in the rain) to more persistent and recurring feelings of stress and discomfort (e.g., dissertation, organizing income taxes) that activate your procrastination script. Even a minimal degree of stress or inconvenience (what we have come to describe as the feeling of “Ugh”) can be potent enough to make you delay action. Think about some of the mundane examples of procrastination, such as watching a boring television show because the remote control is out of reach (e.g., “It’s ALL THE WAY over there.”) or exercise (e.g., “I’m TOO TIRED to change into my workout clothes.”). The use of capital letters is meant to illustrate the tone of voice of your selftalk, which serves to exaggerate and convince you of the difficulty of what you want to do. You are capable to perform the action, but your thoughts and feelings (including feeling tired or “low energy”) makes you conclude that you are not at your best and therefore cannot and will not follow through (for seemingly justifiable reasons). You might think, “I have to be in the mood to do some things.” But, how often are any of us in the mood to do many of the tasks on which we end up procrastinating? The very fact that we have to plan them indicates that these tasks require some targeted planning and effort. When facing emotional discomfort, ADHD adults are particularly at risk for bolting to pleasant, easy, and yet often unsatisfying activities, such as eating junk food, watching television, social networking, surfing the Internet, etc. In fact, sometimes you may escape from stressful tasks by performing other, lower priority errands or chores. Thus, you rationalize violating your high-priority project plan in order to run out to fill your car with gas. This strategy can be seen as a form of “plea bargaining”—“I will do something productive in order to justify not doing the higher priority but less appealing task.” Moreover, these errands are often more discrete and time limited than the task you are putting off (i.e., “If I start mowing the lawn now, I will be done in 1 hour. I don’t know how long taxes will take me.”), which is often their appeal—even though they are low priority, you are more confident you will get them done. You need not be “in the mood” for a task in order to perform it. A useful reframe is the reminder that you have “enough” energy to get started and recall that once you get started on the first step, you usually feel better and more engaged. Breaking the task down into its discrete steps and setting an end time help you to reframe the plan (e.g., “I’m tired, but I have enough energy to do this task for 15 minutes.”). Rather than setting up the unrealistic expectation that you must be stress-free and 100% energized before you can do tasks, the notion of acceptance of discomfort is a useful mindset to adopt and practice.

P3 - ten minutes of that movie, or indeed of any movie whose message is similarly dystopian about a post-aging world (Blade Runner), you will see that they set it up by insinuating, with exactly no justification and also no attempt at discussion (which is how they get away with not justifying it), that the defeat of aging will self-evidently bring about some new problem that we will be unable to solve without doing more harm than good. The most common such problem, of course, is overpopulation - and I refer you to literally about 1000 interviews and hundreds of talks I have given on stage and camera over the past 20 years, of which several dozen are online, for why such a concern is misplaced. The reason there are 1000, of course, is that most people WANT to believe that aging is a blessing in disguise - they find it expedient to put aging out of their minds and get on with their miserably short lives, however irrational must be the rationalizations by which they achieve that. Aubrey has been asked on numerous occasions whether humans should use future tech to extend their lifespans. Aubrey opines, "I believe that humans should (and will) use (and, as a prerequisite, develop) future technologies to extend their healthspan, i.e. their healthy lifespan. But before fearing that I have lost my mind, let me stress that that is no more nor less than I have always believed. The reason people call me an “immortalist” and such like is only that I recognize, and am not scared to say, two other things: one, that extended lifespan is a totally certain side-effect of extended healthspan, and two, that the desire (and the legitimacy of the desire) to further extend healthspan will not suddenly cease once we achieve such-and-such a number of years." On what people can do to advance longevity research, my answer to this question has radically changed in the past year. For the previous 20 years, my answer would have been “make a lot of money and give it to the best research”, as it was indisputable that the most important research could go at least 2 or 3x times faster if not funding-limited. But in the past year, with the influx of at least a few $B, much of it non-profit (and much of it coming from tech types who did exactly the above), the calculus has changed: the rate-limiter now is personnel. It’s more or less the case now that money is no longer the main rate-limiter, talent is: we desperately need more young scientists to see longevity as the best career choice. As for how much current cryopreservation technology will advance in the next 10-20 years, and whether it enough for future reanimation? No question about the timeframe for a given amount of progress in any pioneering tech can be answered other than probabilistically. Or, to put it more simply, I don’t know - but I think there's a very good chance that within five years we will have cryo technology that inflicts only very little damage on biological tissue, such that yes, other advances in rejuvenation medicine that will repair the damage that caused the cryonaut to be pronounced dead in the first place will not be overwhelmed by cryopreservation damage, hence reanimation will indeed be possible. As of now, the people who have been cryopreserved(frozen) the best (i.e. w/ vitrification, starting very shortly immediately after cardiac arrest) may, just possibly, be capable of revival by rewarming and repair of damage - but only just possibly. Thus, the priority needs to be to improve the quality of cryopreservation - in terms of the reliability of getting people the best preservation that is technologically possible, which means all manner of things like getting hospitals more comfortable with cryonics practice and getting people to wear alarms that will alert people if they undergo cardiac arrest when alone, but even more importantly in terms of the tech itself, to reduce (greatly) the damage that is done to cells and tissues by the cryopreservation process.

If you were offered a handful of $1,000 bills or a glass of cool water, which would you choose? The $1,000 bills, of course—anyone in his right mind would. However, if you were crawling through a desert, dying of thirst, and you were offered a glass of water or a handful of $1,000 bills, which would you take? The water, of course—anyone in his right mind would. That’s called “circumstantial priorities.” Your priorities change according to your circumstances. If there was a way to find everlasting life, would you want to know about it? The answer is “yes,” of course—anyone in his right mind would. What the Bible contains may surprise you. The Scriptures speak of riches beyond our wildest dreams—the “riches” of everlasting life—and they are offered in the form of cool, clear water: “Let him who thirsts come. Whoever desires, let him take the water of life freely” (Rev. 22:17). At the moment, you may not be interested in the offer, but on Judgment Day your circumstances will radically change. Then it will be too late.

It’s embarrassing for any executive or professional to forget the name of the person you just met, but it’s not life-changing. It’s the other working memory lapses that have a much bigger impact on your relationships and your career: consistently veering off course during a conversation, interrupting people because you’re afraid you’ll forget what you want to say, or arriving late for important meetings because once again you got caught up in a phone call. It’s not just frustrating for you – but for everyone else around you. No matter how good your intentions are, weak working memory will wreak havoc with your results. The significance of working memory to your overall performance cannot be overstated. It is the linchpin to all other executive functions. If it’s in top working order, other executive functions will be too. When prioritizing, working memory helps you remember – in the moment – all possible priorities while you sort through them. When planning, working memory helps you hold in your head all the details that you need to make time for. Regulating your emotions requires you to remember what you’re trying to achieve – despite the pull of strong feelings. You may be accomplished and highly intelligent and still struggle with working memory. When you do, the contrast between your intellectual ability and your ability to execute consistently can have a devasting impact on your self-concept. No matter how smart you are, or how much you care, the people around you may judge you for these working memory lapses and not who you truly are. Worse, you may be judging yourself. Here are some ways to support your working memory: Identify when you will need memory strategies You are unique. Know your strengths and weaknesses. Great memory strategists know themselves and have a tool kit for every occasion. Good strategies are efficient, automatic and flexible. Assume you’ll forget – everything Never assume you’ll remember something just because it’s front of mind right now. Your brain needs a strategy to remember it 30 minutes from now. Or tomorrow. Create your own external hard drives Visuals are essential. Plans, agendas, and a central notebook are all great. Whatever method you choose, it should be in plain sight. If you have to open a device, or look for the post-it-note, you’re giving your working memory one more thing to remember – which will definitely not help you. Create visual memory This is a good trick for someone with solid inner vision. Put the idea into your mind’s eye. See it. Experience it. Describe it to yourself. When time comes to remember it, go to your mind’s eye to find it. Say it out loud As you say it out loud to yourself or another person, really pay attention to the words. If you forget names, repeat that person’s name and look at them while focusing on connecting their name to what you know about them. Chunk information Practice categorizing or chunking items that go together and focus on the chunk, not the detail. Your working memory remembers chunks of information much better than 30 odd details. Pay attention to your working memory and show the world – and yourself – just how amazing you are!

pressures and intense learning curve It takes time to get up to speed on the content of your new position, and yet business and markets cannot slow down and wait for you to catch up. Decisions still need to be taken and, consequently, the pressure can build up and will need to be managed in order to stay operating effectively. Being overwhelmed with immediate fire-fighting and task-driven priorities It would be tempting to get busy and dive into the immediate business tasks and issues. But you need to have the strength of character to step back and take time out to look at the big picture: what tasks should you continue, what should you stop, and what should you start? Need to invest energy in building new networks and forging new stakeholder relationships There is no point in having the right vision and strategy in isolation of bringing people with you. The culture may be dense and slow-moving – people may be resistant to the changes you bring. Invest early in the influencer and stakeholder network. Dealing with legacy issues from the predecessor Depending on the quality of your predecessor, your unit may or may not have a good reputation, and your team may have developed poor habits, behaviours and disciplines that will take time to address. Or you may have to endure the scenario of filling the shoes of a much-loved predecessor, and being initially resented as the new guy whose mandate is to change how things have always been done before. Challenges on inheriting or building a team and having to make tough personnel decisions Don’t expect underperformers to have been weeded out prior to your arrival. A key task in your first 100 days will be to assess the quality of your team: who stays, who goes and what fresh talent is needed on board. Unfortunately, your best talent is possibly now de-motivated and resentful – and consequently underperforming – because they applied unsuccessfully for your job. For external appointments, a lack of experience of the new company culture may lead to inadvertent gaffes and early political blunders – all of which can take time to recover From the innocuous to the significant, everything you do is being judged as indicative of your character. Checking your smart device during a meeting may deeply offend your new role stakeholders who may judge that action as an indication that you are brash, uninterested and arrogant. You will need to be on ‘hyper alert’ to consciously pick up clues on the acceptable norms and behaviours in your new culture. Getting the balance right between moving too fast and moving too slowly Newly appointed people sometimes panic and this can result in either doing too much (scattergun approach, but not tackling the core issues) or doing too little (‘I’ll just listen and learn for the first three months, and then decide what to do’). Neither extreme cuts it. Find the right balance.

Pattern Consistency is a major key to time-management. Search for and discover the best time to do planning, and do your planning at that same time every day. When the priorities receive their own place in the day, each day will have the same pattern. Pattern begets comfort and productivity. Patience An abundance of patience is needed to manage time consistently. Making the change to becoming a good time-manager may be very difficult.

As priorities change, regrets may surface. Bronnie Ware, an Australian nurse working in palliative care, recorded what she perceived to be the top five regrets of the dying. They were: I wish I’d had the courage to live a life true to myself, not the life others expected of me. I wish I hadn’t worked so hard. I wish I’d had the courage to express my feelings. I wish I had stayed in touch with my friends. I wish that I had let myself be happier.

manipulation through the tactic of mass assignation. Silvia, a CIO for a logistics agency, described the tactic in the following manner. “Behind closed doors I assemble the team and we plan how to best maneuver the multitude of stakeholders we have to influence to get large-scale change done. We create a highly detailed power map that includes their priorities, relationships, likes, dislikes — even their hobbies and favorite foods. This power map file is encrypted and kept only on my personal laptop, which no one may access but me.” Then she explains, “We continuously analyze their communication styles and who they relate to both on and off the team to determine the best person, channel and information to sway them. If they need to meet with Paul on a project, but they dislike Paul but like Mary, for example, we have Mary set up the meeting and Paul just shows up with her. If they like golf, the information we provide them includes golf analogies. If they like seafood, I take them out for lunch at the local oyster bar. I learned to do this when I worked for a consumer products company. This is how we analyzed the relationships between multiple target customers at the same time to determine how to sell more, and it made sense to apply it internally here.” As noted, mass

Our life is a reflection of our values and priorities. Who we think we are and who we actually are may be very different, and depends on how honest our Ego allows us to be with ourselves. This is why our choices and actions speak louder than any of our thoughts and words ever will.

Getting to fifty-fifty is incredibly complex and nuanced, requiring many detailed solutions that will take decades to fully play out. To accelerate the process, change needs to start at the top. Like Stewart Butterfield, CEOs need to make hiring and retaining women an explicit priority. In addition, here is the bare minimum of what we can do at an individual and a systemic level: First of all, people, be nice to each other. Treat one another with respect and dignity, including those of the opposite sex.That should be pretty simple. Don’t enable assholes. Stop making excuses for bad behavior, or ignoring it. CEOs must embrace and champion the need to reach a fair representation of gender within their companies, and develop a comprehensive plan to get there. Be long-term focused, not short-term. It may take three weeks to find a white man for the job, but three months to find a woman. Those three months could save three years of playing catch-up in the future. Invest in not just diversity but inclusion. Even if your company is small, everything counts. And take the time to educate your employees about why this is important. Companies need to appoint more women to their boards. And boards need to hold company leadership to account to get to fifty-fifty in their employee ranks, starting with company executives. Venture capital firms need to hire more women partners, and limited partners should pressure them to do so and, at the very least, ask them what their plans around diversity are. Investors, both men and women, need to start funding more women and diverse teams, period. LPs need to fund more women VCs, who can establish new firms with new cultural norms. Stop funding partnerships that look and act the same. Most important, stop blaming everybody else for the problem or pretending that it is too hard for us to solve. It’s time to look in the mirror. This is an industry, after all, that prides itself on disruption and revolutionary new ways of thinking. Let’s put that spirit of innovation and embrace of radical change to good use. Seeing a more inclusive workforce in Silicon Valley will encourage more girls and women studying computer science now.

In the case of a transformational business initiative, for example, management wants to create fundamental change in the organization’s processes, but individual users in the organization may not share that vision or may not be expert in interpreting and applying it. They might have smaller, more “local” priorities than the big-picture transformation that management has in mind.

First, the collective may have competing priorities–the need to make money, say, or the need to raise an army–and deny or water down the authority’s

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Alliances: "Alliances ... seldom assume their completed shape in the early stages of a conflict; there is generally an original nucleus of resistance around which Coalition gradually forms. This process of development in its turn creates two causes of dissension. In the first place, the original partners, who stood alone when the danger was at its height, feel that it is they who merit priority of consideration: the later partners — whose assistance, though delayed, may have been decisive — feel that it was owing to their intervension that victory was won. In the second place, whereas the adjustment of war-aims as between the original partners may, owing to the presence of an immediate common danger, have proved comparatively simple, the arrival of new partners is bound to introduce fresh claims and further complications. And since the late arrivals usually are less exhausted and more righteous than original combatants, they are apt to press their claims with great vigor than those whose war-weariness has become acute." — Harold Nicolson, 1946 Alliances, buttressing: "In order to counteract the eroding pressures of constantly changing interests — the pressure of a highly mobile balance of power — all sorts of devices have been used to give alliances greater reliability. These devices have ranged from garrisons of the stronger states on the territory of the weaker through dynastic marriages between ruling families to solemn oaths, ideological declaration and cultural exchanges." — Adam Watson, 1983

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