Priority Message Quotes

Wylan cleared his throat. “The chemistry is complicated. I was hoping Kuwei would help.” Nina said something to Kuwei in Shu. He shrugged and looked away, lip jutting out slightly. Whether it was the recent death of his father or the fact that he’d found himself stuck in a cemetery with a band of thieves, the boy had become increasingly sullen. “Well?” Jesper prodded. “I have other interests,” Kuwei replied. Kaz’s black gaze pinned Kuwei like the tip of a dagger. “I suggest rethinking your priorities.” Jesper gave Kuwei another nudge. “That’s Kaz’s way of saying, ‘Help Wylan or I’ll seal you up in one of these tombs and see how that suits your interests.’ ” Matthias was no longer sure what the Shu boy understood or didn’t, but apparently he’d received the message. Kuwei swallowed and nodded grudgingly. “The power of negotiation,” Jesper said, and shoved a cracker in his mouth.

No one likes the feeling that other people are waiting— impatiently—for a response. At the beginning of the day, faced with an overflowing inbox, an array of voice mail messages, and the list of next steps from your last meeting, it’s tempting to “clear the decks” before starting your own work . When you’re up-to-date, you tell yourself, it will be easier to focus. The trouble with this approach is it means spending the best part of the day on other people’s priorities.

Miller caught the red-and-green border that meant either a priority message or an early Christmas card.

Your problem,” he said, “is you keep trying to answer the question.” “Isn’t that the point?” I said. “No, Barack,” Axe said, “that is not the point. The point is to get your message across. What are your values? What are your priorities? That’s what people care about. Look, half the time the moderator is just using the question to try to trip you up. Your job is to avoid the trap they’ve set. Take whatever question they give you, give ’em a quick line to make it seem like you answered it…and then talk about what you want to talk about.” “That’s bullshit,” I said. “Exactly,” he said.

May I bring your attention to the National Security Study Memorandum 200 by Dr. Henry Kissinger, also known as NSSM 200, “Depopulation, should be the highest priority of US foreign policy towards the third world.

The rich flow of creativity, innovation, and almost musical complexity we are looking for in a fulfilled work life cannot be reached through trying or working harder. The medium for the soul, it seems, must be the message. The river down which we raft is made up of the same substance as the great sea of our destination. It is an ever-moving, firsthand creative engagement with life and with others that completes itself simply by being itself. This kind of approach must be seen as the "great art" of working in order to live, of remembering what is most important in the order of priorities and what place we occupy in a much greater story than the one our job description defines. Other "great arts," such as poetry, can remind and embolden us to this end. Whatever we choose to do, the stakes are very high. With a little more care, a little more courage, and, above all, a little more soul, our lives can be so easily discovered and celebrated in work, and not, as now, squandered and lost in its shadow.

I have noticed over the past three years that most African Christians depend on their pastor or preachers for directions in life than their lecturers, politicians and nurses. That tells why most people refuse certain medical priorities with regards to their pastor's messages. I think if every pastor should have entrepreneurial knowledge coupled with spiritual integrity, Africa will shake!

The only way for people to embrace a message is to hear it over a period of time, in a variety of different situations, and preferably from different people. That’s why great leaders see themselves as Chief Reminding Officers as much as anything else. Their top two priorities are to set the direction of the organization and then to ensure that people are reminded of it on a regular basis.

Meanwhile, modern feminists heap scorn on women who want family and household to be their first priorities--disparaging the role of motherhood, the one calling that is most uniquely and exclusively feminine. The whole message of feminist egalitarianism is that there is really nothing extraordinary about women.

The church’s daily pursuit must be to magnify Christ’s power, supremacy, and authority for He, and He alone, is our message of hope to the church and to the nations.

You ask perhaps if one should take the maid herself? Such a plan brings the greatest risk with it. In one case, fresh from bed, she’ll get busy, in another be tardy, in one case you’re a prize for her mistress, in the other herself. There’s chance in it: even if it favours the idea, my advice nevertheless is to abstain. I don’t pick my way over sharp peaks and precipices, no youth will be caught out being lead by me. Still, while she’s giving and taking messages, if her body pleases you as much as her zeal, make the lady your first priority, her companion the next: Love should never be begun with a servant.

It's not that parents love their children less than in generations past. It's that they no longer receive consistent societal support for the belief that parenting is their highest priority...TV messages championed rather then detracted from wholesome ideals... maybe "the old days" before the societal changes of the '60s weren't perfect, but they allowed a bevy of family-friendly forces to surround parents with encouragement for their mission...

God challenged me to match my outsides with my insides. I had to reevaluate my priorities and my expectations for myself. It was a time of brutal honesty, loneliness, and shattered pride. But it was drenched in a message of hope and redemption.

Granger bounded towards the command console and tapped the video display showing the priority message received from CENTCOM. A zoomed-in image of Mars appeared, and a handful of grainy-looking ships snapped into orbit, decelerating at incredible speeds. After a brief battle with a handful of defending orbital patrol ships, a harsh white light appeared in the midst of the invading fleet. As the light intensified, the image started to pulse with static. Suddenly, the brilliant light disappeared in a flash.

To be a truly radical disciple does require a relentless evaluation of life’s priorities and concerns, together with an ongoing, rigorous critique of our culture, to ensure we are not adopting values that subvert the very life and message we are called to live out.

It shows others that your time is important. When we try to take on everything that comes our way, the people around us get the message that their time is more important than ours, that we’ll say yes to whatever requests they have. If, however, we have firm limits on what we do, we send the message that we value our time and our priorities. Others will value your time in return.

Man is a relational being. And if his first, fundamental relationship is disturbed- his relationship with God- then nothing else can truly be in order. This is where the priority lies in Jesus’ message and ministry: before all else, he wants to point man toward the essence of his malady, and to show him- if you are not healed there, then however many good things you may find, you are not truly healed.

The real problem here is a massive elephant in the room: our own culture. Our social values, our media - so influential on impressionable young girls - that have been allowed, for millenia, to send out this powerful, alienating message about girls and sport: that sport is unfeminine, that sport makes you sweaty and muscular, that sport is swearing and violence, that sport is ugliness in a world where women’s sole priority, value and focus should be beauty and becoming an object of desire.

What kind of regrets? For me, very few books cause tears, much less require a handkerchief, but Bronnie Ware’s 2012 book The Top Five Regrets of the Dying did both. Ware spent many years caring for those facing their own mortality. When she questioned the dying about any regrets they had or anything they would do differently, Bronnie found that common themes surfaced again and again. The five most common were these: I wish that I’d let myself be happier—too late they realized happiness is a choice; I wish I’d stayed in touch with my friends—too often they failed to give them the time and effort they deserved; I wish I’d had the courage to express my feelings—too frequently shut mouths and shuttered feelings weighed too heavy to handle; I wish I hadn’t worked so hard—too much time spent making a living over building a life caused too much remorse. As tough as these were, one stood out above them all. The most common regret was this: I wish I’d had the courage to live a life true to myself not the life others expected of me. Half-filled dreams and unfulfilled hopes: this was the number-one regret expressed by the dying. As Ware put it, “Most people had not honored even a half of their dreams and had to die knowing that it was due to choices they had made, or not made.” Bronnie Ware’s observations aren’t hers alone. At the conclusion of their exhaustive research, Gilovich and Medvec in 1994 wrote, “When people look back on their lives, it is the things they have not done that generate the greatest regret.... People’s actions may be troublesome initially; it is their inactions that plague them most with long-term feelings of regret.” Honoring our hopes and pursuing productive lives through faith in our purpose and priorities is the message from our elders. From the wisest position they’ll ever have comes their clearest message. No regrets. So make sure every day you do what matters most. When you know what matters most, everything makes sense. When you don’t know what matters most, anything makes sense. The best lives aren’t led this way.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

what. Content strategy asks these questions of stakeholders and clients: Why are we doing this? What are we hoping to accomplish, change, or encourage? How will we measure the success of this initiative and the content in it? What measurements of success or metrics do we need to monitor to know if we are successful? How will we ensure the web remains a priority? What do we need to change in resources, staffing, and budgets to maintain the value of communication within and from the organization? What are we trying to communicate? What's the hierarchy of that messaging? This isn't Sophie's Choice, but when you start prioritizing features on a homepage and allocating budget to your list of features and content needs, get ready to make some tough calls. What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our

From an old English parsonage down by the sea There came in the twilight a message to me; Its quaint Saxon legend, deeply engraven, Hath, it seems to me, teaching from Heaven. And on through the doors the quiet words ring Like a low inspiration: "DO THE NEXT THING." Many a questioning, many a fear, Many a doubt, hath its quieting here. Moment by moment, let down from Heaven, Time, opportunity, and guidance are given. Fear not tomorrows, child of the King, Trust them with Jesus, do the next thing Do it immediately, do it with prayer; Do it reliantly, casting all care; Do it with reverence, tracing His hand Who placed it before thee with earnest command. Stayed on Omnipotence, safe ‘neath His wing, Leave all results, do the next thing. Looking for Jesus, ever serener, Working or suffering, be thy demeanor; In His dear presence, the rest of His calm, The light of His countenance be thy psalm, Strong in His faithfulness, praise and sing. Then, as He beckons thee, do the next thing.

GCHQ has traveled a long and winding road. That road stretches from the wooden huts of Bletchley Park, past the domes and dishes of the Cold War, and on towards what some suggest will be the omniscient state of the Brave New World. As we look to the future, the docile and passive state described by Aldous Huxley in his Brave New World is perhaps more appropriate analogy than the strictly totalitarian predictions offered by George Orwell's Nineteen Eighty-Four. Bizarrely, many British citizens are quite content in this new climate of hyper-surveillance, since its their own lifestyle choices that helped to create 'wired world' - or even wish for it, for as we have seen, the new torrents of data have been been a source of endless trouble for the overstretched secret agencies. As Ken Macdonald rightly points out, the real drives of our wired world have been private companies looking for growth, and private individuals in search of luxury and convenience at the click of a mouse. The sigint agencies have merely been handed the impossible task of making an interconnected society perfectly secure and risk-free, against the background of a globalized world that presents many unprecedented threats, and now has a few boundaries or borders to protect us. Who, then, is to blame for the rapid intensification of electronic surveillance? Instinctively, many might reply Osama bin Laden, or perhaps Pablo Escobar. Others might respond that governments have used these villains as a convenient excuse to extend state control. At first glance, the massive growth of security, which includes includes not only eavesdropping but also biometric monitoring, face recognition, universal fingerprinting and the gathering of DNA, looks like a sad response to new kinds of miscreants. However, the sad reality is that the Brave New World that looms ahead of us is ultimately a reflection of ourselves. It is driven by technologies such as text messaging and customer loyalty cards that are free to accept or reject as we choose. The public debate on surveillance is often cast in terms of a trade-off between security and privacy. The truth is that luxury and convenience have been pre-eminent themes in the last decade, and we have given them a much higher priority than either security or privacy. We have all been embraced the world of surveillance with remarkable eagerness, surfing the Internet in a global search for a better bargain, better friends, even a better partner. GCHQ vast new circular headquarters is sometimes represented as a 'ring of power', exercising unparalleled levels of surveillance over citizens at home and abroad, collecting every email, every telephone and every instance of internet acces. It has even been asserted that GCHQ is engaged in nothing short of 'algorithmic warfare' as part of a battle for control of global communications. By contrast, the occupants of 'Celtenham's Doughnut' claim that in reality they are increasingly weak, having been left behind by the unstoppable electronic communications that they cannot hope to listen to, still less analyse or make sense of. In fact, the frightening truth is that no one is in control. No person, no intelligence agency and no government is steering the accelerating electronic processes that may eventually enslave us. Most of the devices that cause us to leave a continual digital trail of everything we think or do were not devised by the state, but are merely symptoms of modernity. GCHQ is simply a vast mirror, and it reflects the spirit of the age.

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.

How lonely am I ? I am 21 year old. I wake up get ready for college. I go to the Car stop where I have a bunch of accquaintances whom I go to college with. If I'm unfortunately late to the stop, I miss the Car . But the accquaintances rarely halt the car for me. I have to phone and ask them to halt the car. In the car I don't sit beside anyone because the people I like don't like me and vice versa. I get down at college. Attend all the boring classes. I want to skip a class and enjoy with friends but I rarely do so because I don't have friends and the ones I have don't hang out with me. I often look at people around and wonder how everyone has friends and are cared for. And also wonder why I am never cared for and why I am not a priority to anyone. I reach home and rest for few minutes before my mom knocks on my door. I expect her to ask about my day. But she never does. Sometimes I blurt it out because I want to talk to people. I have a different relationship with my dad. He thinks I don't respect him and that I am an arrogant and self centered brat. I am tired of explaining him that I'm not. I am just opinionated. I gave up. Neither my parents nor my sis or bro ask me about my life and rarely share theirs. I do have a best friend who always messages and phones when she has something to say. That would mostly be about his girlfriend . But at times even though I try not to message him of my life. I do. I message him about how lonely I am. I always wanted a guy or a girl best friend. But he or she rarely talk to me. The girl who talk are extremely repulsive or very creepy. And I have a girl who made me believe that I was special for her.She was the only person who made me feel that way. I knew and still know that she is just toying with me. Yet I hope that's not true. I want to be happy and experience things like every normal person. But it seems impossible. And I am tired of being lonely. I once messaged a popular quoran. I complimented him answers and he replied. When I asked him if I can message him and asked him to be my friend he saw the message and chose not to reply. A reply, even a rejection is better than getting ignored. A humble request to people on Quora. For those who advertise to message them regarding any issue should stop doing that if they can't even reply. And for those who follow them. Don't blindly believe people on Quora or IRL Everyone has a mask. I feel very depressed at times and I want to consult a doctor. But I am not financially independent. My family doesn't take me seriously when I tell them I want to visit a doctor. And this is my lonely life. I just wish I had some body who cared for me and to stand by me. I don't know if that is possible. I stared to hate myself. If this continues on maybe I'll be drowning in the river of self hate and depreciation. Still I have hope. Hope is the only thing I have. I want my life to change. If you read the complete answer then, THANKS for your patience. People don't have that these days.

In the past, the states best able to manage events beyond their borders have been those best able to avoid the temptation to overreach. Great powers remain great in large measure because they posses wisdom to temper active involvement in foreign interventions - to remain within the limits of a national strategy that balances ambition with military resources. The first principle of the strategic art states simply that the greatest weight of resources be devoted to safeguarding the most vital interests of the state. If a vital interest is threatened, the survival of the state is threatened. Generally, the most vital interest of a liberal democracy include, first and foremost, preservation of the territorial integrity of the state. The example of the attacks on New York and Washington should send a message to those of similar ambitions that the surest way to focus the wrath of the American people against them would be to strike this country within its borders again. The second strategic priority is the protection of the national economic welfare by ensuring free and open access to markets for vital materials and finished goods. Other important but less vital interests should be defended by the threat of force only as military resources permit. Outside the limits of U.S. territory, the strategic problem defining the geographic limits of U.S. vital interests becomes complex. While the United States may have some interests in every corner of the world, there are certain regions where its strategic interests, both economic and cultural, are concentrated and potentially threatened. These vital strategic "centers of gravity" encompass in the first instance those geographic areas essential to maintaining access to open markets and sources of raw material, principally oil. Fortunately, many of these economically vital centers are secure from serious threat. But a few happen to be located astride regions that have witnessed generations of cultural and ethnic strife. Four regions overshadow all others in being both vital to continued domestic prosperity and continually under the threat of state-supported violence. These regions are defined generally by an arc of territories along the periphery of Eurasia: Europe, the Middle East, South Asia, and north East Asia. For the past several centuries, these regions have been the areanas of the world's most serious and intractable conflicts. Points of collision begin with the intersection of Western and Eastern Christianity and continue southward to mark Islam's incursion into southeastern Europe in the Balkans. The cultural divide countries without interruption across the Levant in an unbroken line of unrest and warring states from the crescent of the Middle East to the subcontinent of South Asia. The fault-line concludes with the divide between China and all the traditional cultural competitors along its land and sea borders. Other countries outside the periphery of Eurasia might, in extreme cases, demand the presence of U.S. forces for peacekeeping or humanitarian operations. But it is unlikely that in the years to come the United States will risk a major conflict that will involve the calculated commitment of forces in a shooting war in regions outside this "periphery of Eurasia," which circumscribes and defines America's global security.

Priorities—there are a handful of rules, some of which don’t change much like the core values of the firm and the long-term Big Hairy Audacious Goal (BHAG) and others that change every quarter and every week, what I call the Top 5 and Top 1 of 5. It’s the balance of short term and long term. 2. Data—in order to know if you’re acting consistent to your priorities you need feedback in terms of real time data. There are key metrics within the business that you want to measure over an extended period of time, called Smart Numbers; and there are metrics that provide a short-term laser focus on an aspect of the business or someone’s job called a Critical Number. It’s the balance of short term and long term. 3. Rhythm—until your people are “mocking” you, you’ve not repeated your message enough. A well-organized set of daily, weekly, monthly, quarterly and annual meetings keep everyone aligned and accountable. And the agendas for each provide the necessary balance between the short term and long term.

Top 10 Ways to Instill Customer Service into Your Company 1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top. 2. Make WOW a verb that is part of your company’s everyday vocabulary. 3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare. 4. Realize that it’s okay to fire customers who are insatiable or abuse your employees. 5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts. 6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well. 7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize. 8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company. 9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

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That forum would hardly be the last time Hillary—or, for that matter, half the primary field—outperformed me, for it soon seemed as if we were gathered for a debate once every two or three weeks. I had never been particularly good in these formats myself: My long windups and preference for complicated answers worked against me, particularly onstage with seven savvy pros and a single timed minute to answer a question. During our first debate in April, the moderator called time at least twice before I was done speaking. Asked about how I’d handle multiple terrorist attacks, I discussed the need to coordinate federal help but neglected to mention the obvious imperative to go after the perpetrators. For the next several minutes, Hillary and the others took turns pointing out my oversight. Their tones were somber, but the gleam in their eyes said, Take that, rookie. Afterward, Axe was gentle in his postgame critique. “Your problem,” he said, “is you keep trying to answer the question.” “Isn’t that the point?” I said. “No, Barack,” Axe said, “that is not the point. The point is to get your message across. What are your values? What are your priorities? That’s what people care about. Look, half the time the moderator is just using the question to try to trip you up. Your job is to avoid the trap they’ve set. Take whatever question they give you, give ’em a quick line to make it seem like you answered it…and then talk about what you want to talk about.” “That’s bullshit,” I said. “Exactly,” he said.

As I said, there are many examples of Hollywood openly and gleefully mocking Christianity. But it’s not the open and gleeful mocking that’s really a problem. It’s easy enough to avoid watching a show where Satan is a crime fighter. What’s far more dangerous is the show or film that embeds nihilistic and hedonistic themes in a story line that never directly touches on anything religious or spiritual. And this describes the vast majority of the content churned out by Hollywood on a weekly basis. We Christians sit and absorb it into our minds and souls, rarely stopping to question the messages we are receiving. We tell ourselves that all the time spent watching TV or binging Netflix is just an “escape,” an opportunity to “turn our brains off” and “relax” for a while. The problem is that we are always escaping. Our brains spend most of the day in the “off” position. And in this submissive, malleable state, we are utterly susceptible to whatever ideas or messages Hollywood wants to feed us. Television is a passive experience, which makes it the perfect medium for shaping minds. The unresisting mind is most easily shaped. Especially an unresisting mind that does not realize it is being shaped. We begin to act like the people we see on TV, dress like them, speak like them, think like them; we adopt their viewpoints and priorities. We do all of this without noticing it. Five or six or seven hours a day watching TV, thirty-five or forty hours a week, two thousand hours a year, year after year—after a while, we cannot distinguish our real lives from the fantasy world we enter through the screen.

Overtly visible clutter is a loud-and-clear message that something needs your attention. By ignoring it, you send yourself the message that you’re not a priority.

Starting the day checking e-mails and messages on your phone immediately puts other people’s priorities ahead of yours.

Hillary had secretly tapped Lissa Muscatine months earlier to develop a memo that would serve as the blueprint for the convention speech and her general-election messaging. First and foremost, the goal of the speech was to illustrate Hillary’s deep contrasts with Donald Trump. Given her own poor approval ratings, her top priority was to disqualify Trump in the minds of voters. She and her team presumed that if Americans believed Trump was unqualified for the presidency, she would win by default. Her team thought of the core of her argument as three hinges: unity versus division; an economy for everyone versus Trump being in it for himself; and her steadiness versus the risk of Trump.

You have to convey your priorities clearly and repeatedly. If you don't articulate your priorities clearly, then the people around you don't know what their own should be. Time and energy and capital get wasted. You can do a lot for the morale of the people around you (and therefore the people around them) just by taking the guess work out of their day-to-day life. A lot of work is complex and requires intense amounts of focus and energy, but this kind of messaging is fairly simple This is where we want to be. This is how we're going to get there.

It’s funny, when you’re younger, you think your friendships are everlasting, you think you’ll always be there for each other, that nothing will ever change no matter what. And day to day, nothing changes. But then one day you wake up and realize priorities shifted, people got married, took jobs across the country, started families. You keep in touch online at first, chatting and sending messages for hours on end when you catch each other online at the same time. But eventually life gets in the way of that too and you might be lucky to get a “happy birthday” text once a year.

He shuffled through the list of messages, prioritizing them into three piles: now, later, and some other time.

The priority of the kingdom is the greatest message

Missing the call that your positive dreams send you like a gift in a multimedia message download to your brain like a neuronic pathway trailer, is nearly =quivalent to a declined response when your dreams give you ( term I author) a 'clueprint' for action 1st, then you fail to return to respond to that dream call. And what if those dream calls signal a time-sensitive response from you... requiring more immediate action...yet your default choice to ignore, forget, delay or lack a dream call response - are throwing off the very people, places and even actionable purposes the dream call is all about. Consider that dream call as an appointed time where your dream was meant to come to life and shine its brightest. If I were you and I could see the dream ring in...I'd put everything I know aside to answer that call with actionable priority.

How has a failure, or apparent failure, set you up for later success? Do you have a “favorite failure” of yours? There was a period when I was drinking at every show, and I was DJing a lot, maybe four nights a week, playing local shows in Los Angeles. I had a couple of Dim Mak parties, and we were on top of the world! We had cornered the market with our sound and culture, and I was just getting booked left and right. I was the ambassador of this new culture that was burgeoning in electronic music called “electro,” and my ego was flexing a bit. I was drinking and having fun. It was a great feeling, but then you forget about the most important things in life because you’re in that fog of self-indulgence. My mom was coming to visit me, and she never flies in. This was one of the few times she had. I was supposed to pick her up in the morning. I had a big night the night before—we had a party, I drank, and I stayed out super late. The next morning my mom landed around 7 A.M., and I slept through it. I woke up at 10 A.M., or something awful like three hours later. I saw a text message from my mom—she barely even knew how to text! I don’t know why, but she waited at the airport for three hours, sitting outside on a bench. My poor mom. Once I got to the airport an hour later—making it four hours she had been there—she was just innocently sitting on this bench, and I broke down. She was still so sweet about it. It was at that moment that I felt like this whole life of partying and drinking was all bullshit, especially if you can’t maintain your priorities of valuing and taking care of your family. That was one fail I will never forget. After that, I stopped being caught up in that Hollywood bubble where everyone parties and drinks every single night. You can live in that bubble and forget about the realities of your family and relationships outside the bubble. But those relationships are vital to who you are and are important in your life. Eventually, I quit drinking, which I am happy about, partly because of this major fail.

The Olympic’s Marconi operators were relaying all the messages from the Carpathia to stations onshore, due to the Cunard liner’s limited wireless range. Marconi forms had been distributed to the survivors that morning but many of their messages would not be sent for another day or two—if at all. Captain Rostron had instructed that the first priority was to transmit a list of the survivors. The Carpathia’s chief purser and his assistant were busy compiling the names of passengers while Lightoller worked on the list of the surviving crew and engine room staff and a senior steward gathered the names of the cooks and stewards. The grim tally would come to 712 people rescued from a ship that had held 2,209. Over two-thirds of those on board the Titanic had perished.

The most important behavior on your part involves dedicating a disproportionate share of your own time, attention, and discretionary resources to creating new business models. Existing businesses, and the leaders in charge of them, face little difficulty in articulating their needs, building a case for their support, and attracting people. Entrepreneurial initiatives, on the other hand, are usually seen as marginal or unimportant in their early stages. Unless you personally allocate to them disproportionate attention, disproportionate resources, and disproportionate talent, they will get squeezed by the existing business to the extent that they never have a chance to take off. Your challenge is to provide counterpressure to the inertial forces that lead your people to constantly attend to the demands of today’s business. [...] By disproportionate resources, we mean budget, access to operating capacity or operating assets, and, most vitally, the very best people. Ironically, these are the very resources that are highly desired by managers of the existing business, who are apt to hotly contest any other claim on them. Like the payment of disproportionate attention, the disproportionate allocation of resources to new business models has its costs. Every dollar and every hour of operations capacity allocated disproportionately to entrepreneurial initiatives is money and time denied the existing business. Disproportionate allocation must be a deliberate process, with commitment of resources being visibly recognized as a matter of strategic choice, not a struggle between long- and short-term goals. [...] Finally, you must be prepared for your organization’s top talent to work on entrepreneurial initiatives. This can create a painful dilemma. When top talent works on an entrepreneurial initiative, the current business is weakened accordingly. However, if only mediocre talent is assigned to the difficult task of new business development, the ventures are doomed. Furthermore, allowing ventures to be run by mediocre people sends an even stronger signal to the rest of the business about your real priorities. The smart people in the firm will recognize that business development is not truly a priority for you, and they will organize their own priorities accordingly. The message: If you don’t walk the talk, only the dumb people will listen.

October 6 Dear Cora, I’ve decided to write you a letter like the one I asked each person in the Friday class to write to explain why they got an A this year. Here it is: May 18 Dear Cora, I got my A because I finally broke the cycle of lashing out at people when they didn’t do exactly what I wanted them to do. I came to see that when I got angry with people or became sarcastic, it was like wiping them out, and our relationship never fully recovered. It was hard for me to “get” that what I wanted was not necessarily what they wanted. For example, if we were preparing an important and difficult concert and players didn’t come to a rehearsal or came late, I would be disappointed and angry because I thought that they should care as much about the project as I did and let nothing stand in the way of being there. Now I see that in a volunteer orchestra whose players have many other commitments, I cannot assume that everyone’s priorities are exactly the same as mine. I have come to realize that people will do what they want to do—which means that sometimes they will come to rehearsals and sometimes they won’t—and I must respect their decisions. And if in my view they fail to adequately inform me of their intentions, I now ask them politely, to please, in the future, leave a message on the voice-mail, or inform the personnel manager directly, so that we can have some idea in advance of what to expect.

Dear Daughter, The journey to prosperity requires you to set priorities and seize opportunities.

Rule 1: Be Consistent The first form of reinforcement is consistency of message. Every policy, procedure, and list of priorities sends a message, but if you aren’t careful, your messages will be conflicting ones.

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.

While ethical lapses can happen anywhere, organizations run with a finite mindset are especially susceptible to ethical fading. As discussed in the previous chapters, cultures that place excessive focus on quarterly or annual financial performance can put intense pressure on people to cut corners, bend rules and make other questionable decisions in order to hit the targets set for them. Unfortunately, those who behaved dubiously but hit their targets are rewarded, which sends a clear message about the organization’s priorities. Indeed, the reward systems in these organizations work to incentivize such behaviors. Those who meet their goals are given bonuses or promoted often without consideration of the manner in which they met their goals, while those who acted with integrity but missed their targets are penalized by being overlooked for recognition or advancement. This sends a message to everyone else in the organization that making the numbers is more important than acting ethically.

Potentially the weakest link in the long chain that led to Pearl Harbor was actually one of the strongest. This was the busy eyes of Ensign Yoshikawa, the ostensibly petty bureaucrat in the Honolulu consulate of Consul General Nagao Kita. Presenting himself as a Filipino, he washed dishes at the Pearl Harbor Officers Club listening for scuttlebutt. He played tourist on a glass bottom boat in Kaneohe Bay near the air station where most of the Navy’s PBYs were moored. He flew over the islands as a traveler. As a straight-out spy, he swam along the shore of the harbor itself ducking out of sight from time to time breathing through a reed. He was Yamamoto’s ears and eyes. The Achilles heel to the whole operation was J-19, the consular code he used to send his information back to Tokyo. And Tokyo used to give him his instructions. Rochefort, the code breaker in Hypo at Pearl Harbor, besides being fluent in Japanese could decipher eighty percent of J-19 messages in about twelve hours. The most tell-tale of all was message 83 sent to Honolulu September 24, 1941. It instructed Yoshikawa to divide Pearl Harbor into a grid so vessels moored in each square could be pinpointed. This so-called “bomb plot” message was relayed to Washington by Clipper in undeciphered form. The Pan American plane had been delayed by bad weather so 83 wasn’t decoded and translated until October 9 or 10. Washington had five times as many intercepts piling up for decoding from Manila than Honolulu because Manila was intercepting higher priority Purple. When he saw the decrypt of 83, Colonel Rufus Bratton, head of the Far Eastern Section of Army G-2 or intelligence, was brought up short. Never before had the Japanese asked for the location of ships in harbor. Bratton sent the message on to Brigadier General Leonard T. Gerow, chief of the Army’s War Plans Division with General Marshall and Secretary Stimson marked in.

It's not a quote if you want to read but some of it can one understand, and some of can one feels, anyway.. I've always felt like i was one drop in your ocean, like a second choice always, a spare you can use if you bored or not busy.. you never act in disrespectful way but you can do it without let the one you are dealing with know that, they not important but important at the time, you make me feel I'm not worth it but worth it in some positions then when it comes to feelings you run and run, you ignore, you make others your priority, and when it comes to me there is one time i felt i was special to you, the freaking moment i thought i meant something to you, but when your addiction is a specific gender, you will always look for more, and then when one free trial ends.. it's when the time you will be mean and ignorant as everybody do with real feelings.. i saw everything and everything you respond to that gender was the opposite of what you were talk to me, they told they loved you, they told you everything i wanted to tell and you respond to them like there was nothing.. I'm just tired being the second choice for anyone, tired of making relationships with anyone and then they leave what do you except sir when you know someone like me? what do you know even about me? they let you know everything about them in two or three month and i'm letting you know that in a life time.. i think it's the mystery, or as you told me without any thought what that would do to my heart "stop being dramatic", yeah i know when someone is going into a fresh relationship with someone else he try to get rid of that "one who always cared about" in the most ugly phrase, to obvisually make them stop. I've been totally a lollipop person who is "wanty more than needy" but i was never a person who will say bad thing to you face or behind, more than blame myself of everything i thought from the beginning, our first tequila "ah yeah i feel euphoria every time i rewind to that time" I loved you until it filled me and drops out of me, you were never and you never be just a friend as you think, it's my feeling and you gonna be out of it if that oppose my will to love you, i know you liked me but you were to afraid to say that "bfff maybe you have a lot of the gender that you like them too, that you've been afraid to lose, right? but that kind of gender, sir, destroyed this thing i am talking about, they can burn the hell out everything in one night, in one word, in one voice message, they can and they will win" i never wanted to be the kind that play easy you know, i will burn the bridges, i will act as a shitty person, yeah, you replaced me, i put up on the top over myself, you put me last under your ego yourself. But, you will never know the whole puzzle, the missing piece of the "drama" (i hated this word as much as i never say "the hate word" for anything, but i really do, maybe i told you i hate Arial font once, yeah i remember). Your tall hair, your gaze, your angry mean face when you look at your friend, i never saw you but i wish you were here so i can confirm my vision and illusions and the nights i spend alone imaging you, and confirming to my endless dreams hugging you and endlessly speaking with you about everything. I don't want the bitches to see this but f that, and if you a one of his and saw that, please grab your teeth more on him, please you gonna win, work a bit more hard on that, and you sir.. i'll just stop and see what will happens, even though i'm a very pessimistic person who will already know that nothing will happen and like every ???? relationship it will be dead at the end and you going to love others and forget about me, years are all shit number so i don't care about number, maybe i was too old for you and they were young and ripe.. i don't know what go around that head, the head i really wanted.. maybe i'm going to know more heads in my life, but for now, i'm done.

When it comes to our personal knowledge, there is no such assigned spot. We are organizing for actionability, and “what’s actionable” is always changing. Sometimes we can receive one text message or email and the entire landscape of our day changes. Because our priorities can change at a moment’s notice, we have to minimize the time we spend filing, labeling, tagging, and maintaining our digital notes. We can’t run the risk of all that effort going to waste.

The master had priorities other than maximizing the financial return on his possessions. One of those priorities, to gain honor, could be met by deemphasizing conventional patron-client relationships and instead practicing benefaction: While some modern people see it as unbelievable that a rich man would praise an employee for giving away his money, almost every scholar who employs the [ancient] honor-shame paradigm would dispute this. Many sociologically oriented critics have pointed to the frequency with which the rich engaged in benefactions and the spectacular amounts often involved as proof of their claim that honor is more important than money.12 Thus, from a first-century perspective it is entirely reasonable that the rich owner would commend the manager for his shrewd handling of the oikos resources.

If you unnecessarily blame yourself for an event, Spirit’s first priority is to name one or more specific grounds for why you shouldn’t carry this burden. They have me do this until I sense that your soul is calm enough to start healing. So Spirit might show me that a soul chose a death that would be quickest for you to heal from, ask me to insist that the soul’s destiny was set, tell me the person died a certain way to help you learn a lesson or help others—or any mix of these positive and encouraging efforts. These facts help clients in their own ways, but if you pull back from the individual stories, Spirit’s overarching lesson is that you can’t stop looking for reasons to heal. Also, these messages reinforce that some things are out of your hands once you’re in this world, because your soul chose your journey and knew your destiny all along. Everything is part of a purpose, path, and lessons. So the next time you’re tempted to take on blame, ask Spirit to help you figure out what you’re being taught. At the very least, it will refocus your thoughts and stop the loop of regret.

There are few people who can (or even should) expect to code everything based upon its priority, or who can maintain some predetermined list of to-dos that the first telephone call or instant message or interruption from their boss or spouse won’t totally

Here’s a proven sales meeting checklist of pre-meeting, during meeting, and post-meeting best practices and tips to follow and live by every day: Have clear meeting goals and expected outcomes documented and stated in email before and after meetings. Put agendas that are agreed to by your customers in meeting calendar invites. Meeting agendas should start with introductions and customers’ priorities/challenges review. Meeting agendas should close with discussion and time for questions. Research the company and recent announcements and know how their business is doing. Understand the context of their industry, too. Research the people attending your meeting and identify shared interests and shared executive connections. Connect with meeting attendees on LinkedIn before meeting. Some people believe this should be done after a meeting. My point of view is that it’s an important touch point when a prospect accepts your request to connect. Make the connection, and use your connection’s response and speed of response as a gauge of their awareness. If they connect fast, then it may mean they are excited to meet with you. If they don’t connect quickly, it could mean it’s not top of mind. Both are important to know. Don’t forget to personalize the message. Reconfirm agenda and meeting attendee participation. It’s good to do this the day before the meeting is scheduled to happen. Prepare a list of discovery and qualification questions to ask the prospect. The questions should preferably be open ended. Share the questions with your internal team to get alignment. It’s a requirement and best practice to brief executives attending the meeting with you beforehand. Share with your executives the context, current situation, and everything you learned during company, industry, and executive research. Your executives are busy. Help them help you. Be clear on what their role in the meeting is. Introduce meeting attendees at meeting outset, and let everyone have a voice. Go around and have people share their role and what they hope to get out of the meeting. Take thorough notes, capturing your customer’s words. Listen more and talk less. Watch the clock to begin and end meetings as promised. Leave time for questions and discussion at the end. Recap meeting outcomes and next steps before ending the call. Send meeting follow-up notes with clear action items the same day of the meeting using your customer’s words.

If you’re from a place targeted by other people trying to tell you what you’re supposed to be and why you aren’t up to that benchmark, please hear this message: the problems within a community are not only solved by those who live in that community but also should be defined by that community. We who live with the problems know when something works and when it doesn’t and where priorities need to lie.

True Love never needs the Expression of Words, It Speaks the Language Blessed by God and when it speaks, Only Miracles Happen.” REMEMBER: The best Expression of love is sending message for ““Nikah” (Marriage) to the guardians of the one you like or love, if you are true to someone and approaching him/her by choosing the “Sirat e Mustaqeem” (Guide us on the straight path) you will tell people that ““Nikah” (Marriage)” is miraculous. "LOVE" is not something that becomes your weakness; it's something that becomes your Strength by caring for you, keeping you on right track, like your parents love you truly, they sacrifice everything for you and want you to become a good human being in the society, to become a role model for the coming generations with great character, I understand no body is perfect, including me and it’s really hard to keep yourself on right track in this era but we must priorities the things, like becoming someone that can have a great life by recognizing the purpose of it , then making your parents proud by working on it, then it comes to the life partner when you are mature enough to take the right decision for that, then there is nothing wrong to like someone and considering him/her as your life partner if they choose the right way to approach each other, they involve their parents and guardians by taking permission, they don’t break the laws of nature, if anyone breaks the laws our Quran tells us “Women of purity are for men of purity, and men of purity are for women of purity” — Ayah 26 of Surah an-Nur mentions this wonderful line. People who are thinking that they can express love in words or in any way by breaking the spiritual, physical and emotional laws like marriage “Nikah” (Marriage), they are making fool of themselves. Once you are in that circle of breaking law, your series of actions becomes the source of sabotages for coming life, your spiritual, emotional and physical patterns are controlled by a gravitation pull of evil. Once you are impure then it’s hard to resist. Remember one thing love does exists in responsibilities of taking care of each-other's character, no matter how much someone is attractive to you, if he or she is expressing it to create physical desire before marriage, it leads you to the dark part. I would like to quote saying of Allama Iqbal (RA) at the end, "People who have no hold over their process of thinking are likely to be ruined by liberty of thought. If thought is immature, liberty of thought becomes a method of converting men into animals.

Simplicity won’t just well up naturally from lower in the organization (although, as we’ll see in the next chapter, everybody at all levels can play a role). You have to make it a strategic priority. You have to give it energy and attention. You have to send the right messages. It’s one of the key things leaders do, and it’s an essential skill to learn if you want to become a leader.

John Walton has written recently of this ANE concern with powers over structure in direct relation to the creation story of Genesis. He argues that in the ancient world existence was understood more in terms of function within a god-created purposeful order than in terms of material status within a natural physical structure.197 This is not to say that the physical world was denied or ignored, but rather that the priority and interests were different from our own. We should therefore be careful in judging their purpose-driven cosmography too strictly in light of our own material-driven cosmography. And in this sense, modern material descriptions of reality are more “false” than ancient pictures because they do not include the immaterial aspect of reality: Meaning and purpose. Biblical writers did not teach their cosmography as scientific doctrine revealed by God about the way the physical universe was materially structured, they assumed the popular cosmography to teach their doctrine about God’s purposes and meaning. To critique the cosmic model carrying the message is to miss the meaning altogether, which is the message. God’s throne may not be physically above us in waters held back by a solid firmament, but he truly does rule “over” us and is king and sustainer of creation in whatever model man uses to depict that creation.

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.

Our transposal of these priorities-seeking first "all these things" that Jesus promised would be given to us after we'd sought His kingdom-has drained the Christian message of its grandeur. Too many believers have rationalized this, Moore said, by avowing that God is most glorified when Christians hold the commanding heights of society. But this is exactly backward. 'A Christian witness is always best when not from a position of power as defined by the outside world,' Moore said. He quoted the essayist Wendell Berry: 'If change is to come, it will have to come from the margins.

The way we manage our classrooms sends a powerful message to our students about our values and priorities. Let's choose techniques that uplift and empower, rather than diminish and harm.