Process Management Quotes

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

The job is what you do when you are told what to do. The job is showing up at the factory, following instructions, meeting spec, and being managed. Someone can always do your job a little better or faster or cheaper than you can. The job might be difficult, it might require skill, but it's a job. Your art is what you do when no one can tell you exactly how to do it. Your art is the act of taking personal responsibility, challenging the status quo, and changing people. I call the process of doing your art 'the work.' It's possible to have a job and do the work, too. In fact, that's how you become a linchpin. The job is not the work.

Live your life in such a way that you'll be remembered for your kindness, compassion, fairness, character, benevolence, and a force for good who had much respect for life, in general.

Changes are inevitable and not always controllable. What can be controlled is how you manage, react to and work through the change process.

You must avoid at all cost the idea that you can manage learning several skills at a time. You need to develop your powers of concentration, and understand that trying to multitask will be the death of the process.

Whenever I felt like that, I would have a chat with my own Fat Mary. She was like the sweet fresh air after the rain. She brought me newness, clarity, and relief. She managed to get in touch with and resurrect the free spirit deep inside me. Being one with the spirit allowed me to soar above my everyday reality. I marveled at the beauty of all life and savored the power and possibilities of my imagination.

Fortifying the company involves incorporating risk management considerations into strategic planning and decision making processes.

Instinctively, she lifted her camera and minimized her view of the world. It was how she managed her memories, how she processed the world. In pictures. With a camera, she could crop and reframe her life.

Securing funds is the first step but managing those funds efficiently and effectively is the most crucial step for your business’ survival as well as growth.

The bottom line in managing your emotions is that you should put others – not yourself – first in how you handle and process them. Whether you delay or display your emotions should not be for your own gratification. You should ask yourself, What does the team need? Not, What will make me feel better?

I would not encourage you to go through the sweat, blood, and tears of the recovery process only to reach some kind of mediocre state where you were just ‘managing’ the illness. It is possible to live without Ed.

You can't force creatives into a box. If you try, they'll no longer be creative. And no one will want your box.

Many call this process 'the destruction of nature.' But it's not really destruction, it's change. Nature cannot be destroyed.

Do you suppose it's so much easier to make conversation with someone you already know well than with someone you don't know at all primarily because of all the previously exchanged information and shared experiences between two people who know each other well, or because maybe it's only with people we already know well and know know us well that we don't go through the awkward mental process of subjecting everything we think of saying or bringing up as a topic of light conversation to a self-conscious critical analysis and evaluation that manages to make anything we think of proposing to say the other person seem dull or stupid or banal or on the other hand maybe overly intimate or tension-producing?

First, the physiological symptoms of post-traumatic stress disorder have been brought within manageable limits. Second, the person is able to bear the feelings associated with traumatic memories. Third, the person has authority over her memories; she can elect both to remember the trauma and to put memory aside. Fourth, the memory of the traumatic event is a coherent narrative, linked with feeling. Fifth, the person's damaged self-esteem has been restored. Sixth, the person's important relationships have been reestablished. Seventh and finally, the person has reconstructed a coherent system of meaning and belief that encompasses the story of trauma.

The machine-like behavior of people chained to electronics constitutes a degradation of their well-being and of their dignity which, for most people in the long run, becomes intolerable. Observations of the sickening effect of programmed environments show that people in them become indolent, impotent, narcissistic and apolitical. The political process breaks down because people cease to be able to govern themselves; they demand to be managed.

A business is like a living being. It’s more of a process than a stagnant thing. The way you manage your business today shouldn’t be the same way you managed it ten years ago or even ten months ago. Because your business should have evolved and changed and adapted in some way during that time - just like living beings evolve and change and adapt to their environments.

Your role as a manager is not to do the work yourself, even if you are the best at it, because that will only take you so far. Your role is to improve the purpose, people, and process of your team to get as high a multiplier effect on your collective outcome as you can.

Pivoting is not the end of the disruption process, but the beginning of the next leg of your journey.

Yet even if I manage that, one single slip, and a slip cannot be avoided, will stop the whole process, easy and painful alike, and I will have to shrink back into my own circle again.

Most people don't need to be babied through business processes. Most often, what they need is a clear understanding of the objective and access to available resources. From there, they'll leverage their own creative capacity and skillsets to ensure that the objective is accomplished.

Be creative while inventing ideas, but be disciplined while implementing them.

I write to escape. I haven't managed it yet, but I'm working on it

Agility is less about following agile processes and more about having a mindset of adaptability.

Poverty is the feeling that your government is against you, not for you; that your country was designed to serve other people and that you are fated to be managed and processed, roughed up and handcuffed.

In the medieval tradition, Beksinski seems to believe art to be a forewarning about the fragility of the flesh– whatever pleasures we know are doomed to perish– thus, his paintings manage to evoke at once the process of decay and the ongoing struggle for life. They hold within them a secret poetry, stained with blood and rust.

Being constantly the hub of a network of potential interruptions provides the excitement and importance of crisis management. As well as the false sense of efficiency in multitasking, there is the false sense of urgency in multi-interrupt processing.

I'm shocked by anyone who doesn't consider Los Angeles to be anything less than a bozo-saturated hellhole. It is pretty much without question the worst city in America. The reason "Walking in L.A." by Missing Persons was the most accidentally prescient single of 1982 was because of its unfathomable (but wholly accurate) specificity: Los Angeles is the only city in the world where the process of walking on the sidewalk could somehow be a) political and b) humiliating. It is the only community I've ever visited where absolutely everything cliche proved to be completely accurate. I don't care if 85% of Los Angeles is stupid. I can deal with stupid. My problem is that every stupid person in Los Angeles is also a) unyieldingly narcissistic and b) unyieldingly nice. They have somehow managed to combine raging megalomania with genuine friendliness.

It is a wondrous human characteristic to be able to slip into and out of idiocy many times a day without noticing the change or accidentally killing innocent bystanders in the process.

When you fall short of your goals and dreams ask yourself is it your mindset, perspective, expectations, effort, approach, acceptance, company or a blend of these that needs to change.

He held you captive and managed to fall in love with you in the process.

Most Business Processes Are 90% Waste and 10% Value-Added Work

When we're talking about businesses adapting to change, it's not just about the processes and systems but also about people and their ability to practice new relationships, methods and behaviors.

Precisely because technology is now moving so fast, and parliaments and dictators alike are overwhelmed by data they cannot process quickly enough, present-day politicians are thinking on a far smaller scale than their predecessors a century ago. Consequently, in the early twenty-first century politics is bereft of grand visions. Government has become mere administration. It manages the country, but it no longer leads it.

One could say that someone who does nothing but wait is like a glutton whose digestive system processes great masses of food without extracting any useful nourishment. One could go further and say that just as undigested food does not strengthen a man, time spent in waiting does not age him.

My studies have shown that the process of falling into mature love happens in four steps. When you meet a woman, you subconsciously look for cues that she's the kind os person you should be with. That's assumption. If she passes the assumption test, you begin to get to know her to find out if she's appropriate for you. If she is, you're attracted. If, as you get to know her, the attraction is reinforced with joy or pain or both, you'll fall into infatuation. And if you manage to make a connection and attach to each other during infatuation, you'll move into mature, unconditional love.

Even after centuries of human interacting, children still continue to rebel against their parents and siblings. Young marrieds look upon their in-laws and parents as obstacles to their independence and growth. Parents view their children as selfish ingrates. Husbands desert their wives and seek greener fields elsewhere. Wives form relationships with heroes of soap operas who vicariously bring excitement and romance into their empty lives. Workers often hate their bosses and co-workers and spend miserable hours with them, day after day. On a larger scale, management cannot relate with labour. Each accuses the other of unreasonable self-interests and narrow-mindedness. Religious groups often become entrapped, each in a provincial dogma resulting in hate and vindictiveness in the name of God. Nations battle blindly, under the shadow of the world annihilation, for the realization of their personal rights. Members of these groups blame rival groups for their continual sense of frustration, impotence, lack of progress and communication. We have obviously not learned much over the years. We have not paused long enough to consider the simple truth that we humans are not born with particular attitudinal sets regarding other persons, we are taught into them. We are the future generation's teachers. We are, therefore, the perpetrators of the confusion and alienation we abhor and which keeps us impotent in finding new alternatives. It is up to us to diligently discover new solutions and learn new patterns of relating, ways more conducive to growth, peace, hope and loving coexistence. Anything that is learned can be unlearned and relearned. In this process called change lies our real hope.

Work is a process, and any process needs to be controlled. To make work productive, therefore, requires building the appropriate controls into the process of work.

Sometimes you learn, grow and give far more when your back's against the wall.

R6 is more than a process; it's a rhythm for continuous adaptation.

Three classes of factors affect what an organization can and cannot do: its resources, its processes, and its values.

I guess that sometimes it just takes a long walk through the darkness, a long walk through the darkest shadows and corners of your soul to realize that those are a part of you as well, that you've created through your experiences and thoughts those parts within yourself and as much as you can choose to fear them and repress them, they will require your attention one day, they will need your care and acceptance before you can clean them away and turn the lights on. For you refuse to shine the light on something that is imperfect, because you fear judgement and rejection, but you can always choose to look towards the light as the only source of true beauty and love that can help you in the cleaning process. Healing, after a long time of struggle and mess is a complex process, but a necessary one nevertheless. We are so overwhelmed by the amount of work it requires that we so often choose to run away from the light, hide in our dark corner and hope that we will never be found, hope that we will never be seen, or desperately look outwards for that love and compassion that we can no longer find within ourselves, for our soul's light no longer shines as it used to. And sometimes we just find those people that can see the light beneath all that dust and darkness that's been pilled up, those kind of light workers that understand our broken souls and manage to pick us up and see the beauty within us, when we find it so hard to see it ourselves. Sometimes I get so tired of separation, of division, of groups and different religions and belief systems. Even if you do find the truth, once you've put it into words, books and rules it already becomes distorted by the mind into something that is no longer truth. So I no longer hope for understanding, no longer hope for the opinion of a judgemental mind, but I hope to find the words that touch the soul before the mind, I hope to find the touch that warms the heart from deep inside, and hope to find that far away abandoned part of me which I've left behind.

One cannot measure a manager’s knowledge and performance in a vacuum. It involves their participation in business activities while bringing all of themselves to the process of development, including their spiritual, personal, and skill & ability development.

It had been one of the most terrifying experiences of my life, and I'd swallowed half the pond in the process, but I'd gotten the gist of it, managed to conquer my blind panic and terror and trust myself.

There's a peculiar thing that happens every time you get clean. You go through this sensation of rebirth. There's something intoxicating about the process of the comeback, and that becomes an element in the whole cycle of addiction. Once you've beaten yourself down with cocaine and heroin, and you manage to stop and walk out of the muck you begin to get your mind and body strong and reconnect with your spirit. The oppressive feeling of being a slave to the drugs is still in your mind, so by comparison, you feel phenomenal. You're happy to be alive, smelling the air and seeing the beauty around you...You have a choice of what to do. So you experience this jolt of joy that you're not where you came from and that in and of itself is a tricky thing to stop doing. Somewhere in the back of your mind, you know that every time you get clean, you'll have this great new feeling. Cut to: a year later, when you've forgotten how bad it was and you don't have that pink-cloud sensation of being newly sober. When I look back, I see why these vicious cycles can develop in someone who's been sober for a long time and then relapses and doesn't want to stay out there using, doesn't want to die, but isn't taking the full measure to get well again. There's a concept in recovery that says 'Half-measures avail us nothing.' When you have a disease, you can't take half the process of getting well and think you're going to get half well; you do half the process of getting well, you're not going to get well at all, and you'll go back to where you came from. Without a thorough transformation, you're the same guy, and the same guy does the same shit. I kept half-measuring it, thinking I was going to at least get something out of this deal, and I kept getting nothing out of it

I didn't process it then, but I look back now in awe that this man wearing eyeliner, heels, and ladies’ perfume somehow managed to be more masculine than the burly bodyguard.

Plug into the anti-obvious power of the rebel. Or get those opposing minds to plug into your purpose, to solve your problem, to reimagine your process.

Childbirth has always been a dangerous undertaking, but at least I've managed to eliminate the most painful part of the process. What's that? Sex? Love.

For the ability to answer three simple questions: ‘what to change?’, ‘what to change to?’, and ‘how to cause the change?’ Basically what we are asking for is the most fundamental abilities one would expect from a manager.

More fundamentally than any of this, though, is their deep fear that if the free market system really has set in motion physical and chemical processes that, if allowed to continue unchecked, threaten large parts of humanity at an existential level, then their entire crusade to morally redeem capitalism has been for naught. With stakes like these, clearly greed is not so very good after all. And that is what is behind the abrupt rise in climate change denial among hardcore conservatives: they have come to understand that as soon as they admit that climate change is real, they will lose the central ideological battle of our time—whether we need to plan and manage our societies to reflect our goals and values, or whether that task can be left to the magic of the market.

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

But rewilding, unlike conservation, has no fixed objective: it is driven not by human management but by natural processes. There is no point at which it can be said to have arrived. Rewilding of the kind that interests me does not seek to control the natural world, to re-create a particular ecosystem or landscape, but – having brought back some of the missing species – to allow it to find its own way.

A true professional not only follows but loves the processes, policies and principles set by his profession.

The Swedes have coined the term 'management by perkele' to portray the Finnish managerial approach. Instead of collectively pondering all the possible alternatives and letting every member of the staff from the cleaner to the MD voice their views, as the Swedes do, the Finns act swiftly and don't waste time on the decision-making process. If something isn't happening quickly enough, it is necessary for the top managers to slam their fists on the table and yell, 'Perkele!' Repeatedly, if necessary.

Studies show that the human mind can only truly multitask when it comes to highly automatic behaviors like walking. For activities that require conscious attention, there is really no such thing as multitasking, only task switching—the process of flicking the mind back and forth between different demands

I can’t quite shake this feeling that we live in a world gone wrong, that there are all these feelings you’re not supposed to have because there’s no reason to anymore. But still they’re there, stuck somewhere, a flaw that evolution hasn’t managed to eliminate yet. I want so badly to feel bad about getting pregnant. But I can’t, don’t dare to. Just like I didn’t dare tell Jack that I was falling in love with him, wanting to be a modern woman who’s supposed to be able to handle the casual nature of these kinds of relationships. I’m never supposed to say, to Jack or anyone else, ‘What makes you think I’m so rich that you can steal my heart and it won’t mean a thing?’ Sometimes I think that I was forced to withdraw into depression, because it was the only rightful protest I could throw in the face of a world that said it was all right for people to come and go as they please, that there were simply no real obligations left. Deceit and treachery in both romantic and political relationships is nothing new, but at one time, it was bad, callous, and cold to hurt somebody. Now it’s just the way things go, part of the growth process. Really nothing is surprising. After a while, meaning and implication detach themselves from everything. If one can be a father and assume no obligations, it follows that one can be a boyfriend and do nothing at all. Pretty soon you can add friend, acquaintance, co-worker, and just about anyone else to the long list of people who seem to be part of your life, though there is no code of conduct that they must adhere to. Pretty soon, it seems unreasonable to be bothered or outraged by much of anything because, well, what did you expect?

You move on, processing lessons and getting on with your life, and you even manage to avoid breaking hearts, most times. But I’m me, and I’m not one of those guys, and I refuse to be. You love me, but I’m in love with you, and I have been for a while. If you want to get with me, if you real y, real y want to be mine and for me to be yours, you’re going to have to prove it.

Management is a methodical process; its purpose is to produce the desired results on time and on budget. It complements and supports but cannot do without leadership, in which character and vision combine to empower someone to venture into uncertainty.

Producing a high body count was crucial for promotion in the officer corps. Many high-level officers established “production quotas” for their units, and systems of “debit” and “credit” to calculate exactly how efficiently subordinate units and middle-management personnel performed. Different formulas were used, but the commitment to war as a rational production process was common to all.11

We found that external approvals were negatively correlated with lead time, deployment frequency, and restore time, and had no correlation with change fail rate. In short, approval by an external body (such as a manager or CAB) simply doesn’t work to increase the stability of production systems, measured by the time to restore service and change fail rate. However, it certainly slows things down. It is, in fact, worse than having no change approval process at all.

Aren’t you a little young to be FBI?” The officer who managed to look Celine in the eye and say those words would probably soon regret it. “I age well.” Celine had an impressive deadpan. “What can I say? I moisturize.” She gave him a second to process that, then issued an order. “Move.” The officers moved before they’d even realized they’d done it. “I don’t moisturize,” Lia told one of them as we passed. “I made a deal with the devil to maintain my youth. You don’t want to know what the devil asked for in return.” Coming from anyone else, that would have sounded flippant, but Lia could sell any lie. Luckily, her statement saved me from having to say anything, which was fortunate, because I looked significantly younger than either Lia or Celine.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles

Economist Marvin Harris described women as a "literate and docile" labor pool, and "therefore desirable candidates for the information- and people-processing jobs thrown up by modern service industries." The qualities that best serve employers in such a labor pool's workers are: low self-esteem, a tolerance for dull repetitive tasks, lack of ambition, high conformity, more respect for men (who manage them) than women (who work beside them), and little sense of control over their lives.

The husband and wife who open another delicatessen store or another Mexican restaurant in the American suburb surely take a risk. But are they entrepreneurs? All they do is what has been done many times before. They gamble on the increasing popularity of eating out in their area, but create neither a new satisfaction nor new consumer demand. Seen under this perspective they are surely not entrepreneurs even though theirs is a new venture. McDonald’s, however, was entrepreneurship. It did not invent anything, to be sure. Its final product was what any decent American restaurant had produced years ago. But by applying management concepts and management techniques (asking, What is “value” to the customer?), standardizing the “product,” designing process and tools, and by basing training on the analysis of the work to be done and then setting the standards it required, McDonald’s both drastically upgraded the yield from resources, and created a new market and a new customer. This is entrepreneurship.

Information is a significant component of most organizations’ competitive strategy either by the direct collection, management, and interpretation of business information or the retention of information for day-to-day business processing. Some of the more obvious results of IS failures include reputational damage, placing the organization at a competitive disadvantage, and contractual noncompliance. These impacts should not be underestimated.

I believe that getting stuck is often an essential part of the creative process. And when we are stuck—if we have managed to escape the heave and rush of the world, if we have managed to secure solitude and quiet and space without time—then our minds can roam and explore and invent in unfettered freedom. But too often we dread being stuck. Especially our students and young people. We believe that if we are stuck we are failed. On the contrary, we should welcome getting stuck. We should embrace getting stuck. That's when discovery begins.

Women may come to the recovery process to "fix" their relationships, but what they end up learning is how to rescue and restore themselves. Many women believe, and you may too, that they need to speak and act differently so their partner behaves more favorably toward them. If your partner blames you for what "you made him do to you," over time you will end up blaming yourself. Your task is to realize that you are not responsible for his abusive behavior. Women tend to work hard to avoid being hurt or to seop their partners from abusing them, but they aren't successful. You cannot make your partner abuse you and you can't make him not abuse you. These are his choices and his alone. The task is to refocus on yourself and your recovery.

Does that mean that we should never hire or promote an inexperienced manager who had not already learned to do what needs to be done in this assignment? The answer: it depends. In a start-up company where there are no processes in place to get things done, then everything that is done must be done by individual people–resources. In this circumstance, it would be risky to draft someone with no experience to do the job–because in the absence of processes that can guide people, experienced people need to lead. But in established companies where much of the guidance to employees is provided by processes, and is less dependent upon managers with detailed, hands-on experience, then it makes sense to hire or promote someone who needs to learn from experience.

Are engineers better at business than business people? It’s debatable. Business people certainly seems to have bigger houses, drive fancier cars, wear nicer clothes and have better looking mates. Engineers lack the time management skills to spend that kind of money. They waste all their time inventing ways to make the most money in the quickest, most efficient way possible. And then when they figure it out, they optimize the process.

The processes through which past societies have undermined themselves by damaging their environments fall into eight categories, whose relative importance differs from case to case: deforestation and habitat destruction, soil problems (erosion, salinization, and soil fertility losses), water management problems, overhunting, overfishing, effects of introduced species on native species, human population growth, and increased per-capita impact of people.

We are afraid of what we will do to others, afraid of the rage that lies in wait somewhere deep in our souls. How many human beings go through the world frozen with rage against life! This deeply hidden inner anger may be the product of hurt pride or of real frustration in office, factory, clinic, or home. Whatever may be the cause of our frozen rage (which is the inevitable mother of depression), the great word of hope today is that this rage can be conquered and drained off into creative channels … …What should we do? We should all learn that a certain amount of aggressive energy is normal and certainly manageable in maturity. Most of us can drain off the excess of our angry feelings and destructive impulses in exercise, in competitive games, or in the vigorous battles against the evils of nature and society. We also must realize that no one will punish us for the legitimate expression of self-assertiveness and creative pugnacity as our parents once punished us for our undisciplined temper tantrums. Furthermore, let us remember that we need not totally repress the angry part of our nature. We can always give it an outlet in the safe realm of fantasy. A classic example of such fantasy is given by Max Beerborn, who made a practice of concocting imaginary letters to people he hated. Sometimes he went so far as to actually write the letters and in the very process of releasing his anger it evaporated. As mature men and women we should regard our minds as a true democracy where all kinds of ideas and emotions should be given freedom of speech. If in political life we are willing to grant civil liberties to all sorts of parties and programs, should we not be equally willing to grant civil liberties to our innermost thoughts and drives, confident that the more dangerous of them will be outvoted by the majority within our minds? Do I mean that we should hit out at our enemy whenever the mood strikes us? No, I repeat that I am suggesting quite the reverse—self-control in action based upon (positive coping mechanisms such as) self expression in fantasy.

As it happens I am comfortable with the Michael Laskis of this world, with those who live outside rather than in, those in whom the sense of dread is so acute that they turn to extreme and doomed commitments; I know something about dread myself, and appreciate the elaborate systems with which some people manage to fill the void, appreciate all the opiates of the people, whether they are as accessible as alcohol and heroin and promiscuity or as hard to come by as faith in God or History. But of course I did not mention dread to Michael Laski, whose particular opiate is History. I did suggest “depression,” did venture that it might have been “depressing” for him to see only a dozen or so faces at his last May Day demonstration, but he told me that depression was an impediment to the revolutionary process, a disease afflicting only those who do not have ideology to sustain them.

That the manufacture of consent is capable of great refinements no one, I think, denies. The process by which public opinions arise is certainly no less intricate than it has appeared in these pages, and the opportunities for manipulation open to anyone who understands the process are plain enough. . . . as a result of psychological research, coupled with the modern means of communication, the practice of democracy has turned a corner. A revolution is taking place, infinitely more significant than any shifting of economic power. . . . Under the impact of propaganda, not necessarily in the sinister meaning of the word alone, the old constants of our thinking have become variables. It is no longer possible, for example, to believe in the original dogma of democracy; that the knowledge needed for the management of human affairs comes up spontaneously from the human heart. Where we act on that theory we expose ourselves to self-deception, and to forms of persuasion that we cannot verify. It has been demonstrated that we cannot rely upon intuition, conscience, or the accidents of casual opinion if we are to deal with the world beyond our reach.

When clients relinquish symptoms, succeed in achieving a personal goal, or make healthier choices for themselves, subsequently many will feel anxious, guilty, or depressed. That is, when clients make progress in treatment and get better, new therapists understandably are excited. But sometimes they will also be dismayed as they watch the client sabotage her success by gaining back unwanted weight or missing the next session after an important breakthrough and deep sharing with the therapist. Thus, loyalty and allegiance to symptoms—maladaptive behaviors originally developed to manage the “bad” or painfully frustrating aspects of parents—are not maladaptive to insecurely attached children. Such loyalty preserves “object ties,” or the connection to the “good” or loving aspects of the parent. Attachment fears of being left alone, helpless, or unwanted can be activated if clients disengage from the symptoms that represent these internalized “bad” objects (for example, if the client resolves an eating disorder or terminates a problematic relationship with a controlling/jealous partner). The goal of the interpersonal process approach is to help clients modify these early maladaptive schemas or internal working models by providing them with experiential or in vivo re-learning (that is, a “corrective emotional experience”). Through this real-life experience with the therapist, clients learn that, at least sometimes, some relationships can be different and do not have to follow the same familiar but problematic lines they have come to expect.

These were the distractions I had to choose from. There were no other lights burning downtown after nine o'clock. On starlight nights I used to pace up and down those long, cold streets, scowling at the little, sleeping houses on either side, with their storm-windows and covered back porches. They were flimsy shelters, most of them poorly built of light wood, with spindle porch-posts horribly mutilated by the turning-lathe. Yet for all their frailness, how much jealousy and envy and unhappiness some of them managed to contain! The life that went on in them seemed to me made up of evasions and negations; shifts to save cooking, to save washing and cleaning, devices to propitiate the tongue of gossip. This guarded mode of existence was like living under a tyranny. People's speech, their voices, their very glances, became furtive and repressed. Every individual taste, every natural appetite, was bridled by caution. The people asleep in those houses, I thought, tried to live like the mice in their own kitchens; to make no noise, to leave no trace, to slip over the surface of things in the dark. The growing piles of ashes and cinders in the back yards were the only evidence that the wasteful, consuming process of life went on at all. On Tuesday nights the Owl Club danced; then there was a little stir in the streets, and here and there one could see a lighted window until midnight. But the next night all was dark again.

Because alcohol is primarily a depressant, we reach for it to take the edge off. Which it does, initially. However, the counteractive process (or the B process) to the depressant nature of alcohol is a release of cortisol and adrenaline into the body. If you drink one glass of wine, you might have about twenty minutes of the desired “relaxed” effect before the drug (A process) wears off, and you’re left with increased amounts of cortisol and adrenaline, which fuel anxiety. This means alcohol causes anxiety; it doesn’t manage it.

We’ve now established three things. First, we don’t need willpower when we don’t desire to do something, and it isn’t a thing some of us have in excess and some of us don’t have at all. It’s a cognitive function, like deciding what to eat or solving a math equation or remembering your dad’s birthday. Willpower is also a limited resource; we have more of it at the beginning of the day and lose it throughout the day as we use it to write emails or not eat cookies. When you automate some decisions or processes (through forming habits), you free up more brain power. Second, for us to make and change a habit, we need a cue, a routine, and a reward, and enough repetition must occur for the process to move from something we have to think about consciously (“I need to brush my teeth,” “I don’t want to drink wine”) to something we do naturally, automatically. Third, throughout the day, we must manage our energy so that we don’t blow out and end up in the place of no return—a hyperaroused state where the only thing that can bring us down is a glass (or a bottle) of wine. Maybe

I’m not gettin’ off, not goin’ away, not playin’ anymore games or wastin’ anymore fuckin’ time. I don’t believe in fate or destiny or any of that bullshit. What I know is that, as far as I can tell, there isn’t another woman I’ve met who fits my life. Who doesn’t care if I get home late after she’s made a special dinner. Who doesn’t have a hemorrhage when I talk about one of my men gettin’ shot, goin’ off about how she feels about my work. You got up and made everyone coffee, for fuck’s sake. You’re a woman who tells me to be careful when I tell her I’m out hunting humans instead of bitchin’ and wantin’ to process how my career choice makes her feel. If an employee walked into their kitchen with a gun and shot at their neighbor, most people would lose their fucking minds. You spent the morning makin’ brownies and the afternoon sleepin’ in the sun. You live hard, play hard and don’t seem to be scared of anything, but manage to keep a softness about you that’s almost unreal. You wanted me to tell you why I’m sure about you, that’s why I’m sure. You grew up and your only parent was a cop. You know the drill. I don’t have any interest in trainin’ someone to get it and I need someone strong enough to live with it. That’s you.

There are, as we know, three modes of cognition: analytical, intuitive, and the mode that was known to the biblical prophets: revelation. What distinguishes poetry from other forms of literature is that it uses all three of them at once (gravitating primarily toward the second and the third). For all three of them are given in the language; and there are times when, by means of a single word, a single rhyme, the writer of a poem manages to find himself where no one has ever been before him, further, perhaps, than he himself would have wished to go. The one who writes a poem writes it above all because verse writing is an extraordinary accelerator of consciousness, of thinking, of comprehending the universe. Having experienced this acceleration once, one is no longer capable of abandoning the chance to repeat this experience; one falls into dependency on this process, the way others fall into dependency on drugs or alcohol. One who finds himself in this sort of dependency on language is, I suppose, what they call a poet.

I believe that a new philosophy will be created by those who were born after Hiroshima which will dramatically change the human condition. It will have these characteristics: (1) It will be scientific in essence and science-fiction in style. (2) It will be based on the expansion of consciousness, understanding and control of the nervous system, producing a quantum leap in intellectual efficiency and emotional equilibrium. (3) Politically it will stress individualism, decentralization of authority, a Iive-and-let-Iive tolerance of difference, local option and a mind-your-own-business libertarianism. (4) It will continue the trend towards open sexual expression and a more honest, realistic acceptance of both the equality of and the magnetic difference between the sexes. The mythic religious symbol will not be a man on a cross but a man-woman pair united in higher love communion. (5) It will seek revelation and Higher Intelligence not in formal rituals addressed to an anthropomorphic deity, but within natural processes, the nervous system, the genetic code, and without, in attempts to effect extra-planetary communication. (6) It will include practical, technical neurological psychological procedures for understanding and managing the intimations of union-immortality implicit in the dying process. (7) The emotional tone of the new philosophy will be hedonic, aesthetic, fearless, optimistic, humorous, practical, skeptical, hip. We are now experiencing a quiescent preparatory waiting period. Everyone knows something is going to happen. The seeds of the Sixties have taken root underground. The blossoming is to come.

If we ignore and repress an emotion, we won’t erase its message—we’ll just shoot the messenger and interfere with an important natural process. The unconscious then has two choices: to increase the intensity of the emotion and present it to us one more time (this is how unresolving moods or escalating emotional suffering may be activated), or to give up on us and stuff the emotional energy deep into our psyches. Now, that instinct will no longer be readable as itself—as fear or anger or despair—but it will still contain all its original intensity and information. Usually, this squelched intensity mutates into something else, like tics, compulsions, psychosomatic illness, addictions, or neuroses. Repressing our emotions is a perilous way to manage them.

...Soviet support for Jewish culture was part of a larger plan to brainwash and coerce national minorities into submitting to the Soviet regime--and for Jews, it came at a very specific price. From the beginning, the regime eliminated anything that celebrated Jewish "nationality" that didn't suit its needs. Jews were awesome, provided they weren't practicing the Jewish religion, studying traditional Jewish texts, using Hebrew, or supporting Zionism. The Soviet Union thus pioneered a versatile gaslighting slogan, which it later spread through its client states in the developing world and which remains popular today: it was not antisemitic, merely anti-Zionist. (In the process of not being antisemitic and merely being anti-Zionist, the regime managed to persecute, imprison, torture, and murder thousands of Jews.) What's left of Jewish culture once you surgically remove religious practice, traditional texts, Hebrew and Zionism?

I want to stress that by well-differentiated leader I do not mean an autocrat who tells others what to do or orders them around, although any leader who defines himself or herself clearly may be perceived that way by those who are not taking responsibility for their own emotional being and destiny. Rather, I mean someone who has clarity about his or her own life goals, and, therefore, someone who is less likely to become lost in the anxious emotional processes swirling about. I mean someone who can be separate while still remaining connected, and therefore can maintain a modifying, non-anxious, and sometimes challenging presence. I mean someone who can manage his or her own reactivity to the automatic reactivity of others, and therefore be able to take stands at the risk of displeasing.

Like technical debt, management debt is incurred when you make an expedient, short-term management decision with an expensive, long-term consequence. Like technical debt, the trade-off sometimes makes sense, but often does not. More important, if you incur the management debt without accounting for it, then you will eventually go management bankrupt. Like technical debt, management debt comes in too many different forms to elaborate entirely, but a few salient examples will help explain the concept. Here are three of the more popular types among startups: 1. Putting two in the box 2. Overcompensating a key employee, because she gets another job offer 3. No performance management or employee feedback process

Presidents lie all the time. Really great presidents lie. Abraham Lincoln managed to end slavery in America partially by deception. (In an 1858 debate, he flatly insisted that he had no intention of abolishing slavery in states where it was already legal — he had to say this in order to slow the tide of secession.) Franklin Roosevelt lied about the U.S. position of neutrality until we entered World War II after the attack on Pearl Harbor. (Though the public and Congress believed his public pledge of impartiality, he was already working in secret with Winston Churchill and selling arms to France.) Ronald Reagan lied about Iran-Contra so much that it now seems like he was honestly confused. Politically, the practice of lying is essential. By the time the Lewinsky story broke, Clinton had already lied about many, many things. (He’d openly lied about his level of commitment to gay rights during the ’92 campaign.) The presidency is not a job for an honest man. It’s way too complex. If honesty drove the electoral process, Jimmy Carter would have served two terms and the 2008 presidential race would have been a dead heat between Ron Paul and Dennis Kucinich.

First: breakdown, impossible to sleep, impossible to stay awake, impossible to endure life, or, more exactly, the course of life. The clocks are not in unison; the inner one runs crazily on at a devilish or demoniac or in any case inhuman pace, the outer one limps along at its usual speed. What else can happen but that the two worlds split apart, and they do split apart, or at least clash in a fearful manner. There are doubtless several reasons for the wild tempo of the inner process; the most obvious one is introspection, which will suffer no idea to sink tranquilly to rest but must pursue each one into consciousness, only itself to become an idea, in turn to be pursued by renewed introspection. Secondly: this pursuit, originating in the midst of men, carries one in a direction away from them. The solitude that for the most part has been forced on me, in part voluntarily sought by me –but what was this if not compulsion too? –is now losing all its ambiguity and approaches its dénouement. Where is it leading? The strongest likelihood is, that it may lead to madness; there is nothing more to say, the pursuit goes right through me and rends me asunder. Or I can –can I? –manage to keep my feet somewhat and be carried along in the wild pursuit. Where, then, shall I be brought? ‘Pursuit,’ indeed, is only a metaphor. I can also say, ‘assault on the last earthly frontier’, an assault, moreover, launched from below, from mankind, and since this too is a metaphor, I can replace it by the metaphor of an assault from above, aimed at me from above.

During the worst of it, onlookers who have learned my story often comment to me that, “All the hardships you suffered were part of a divine plan for your life because something good came from each bad thing.” As though a divine presence decided to teach me these great lessons through pain. I am affronted by such a suggestion because it robs me of my accomplishment by removing the element of transcendence. I don’t believe we learn anything from suffering. If human beings inherently learned through suffering, we would be a population of enlightened beings and we’re not. We learn from suffering if and only if we manage to transcend our suffering to find meaning in what is otherwise senseless. This process of transcendence is a profoundly human one that imparts the deepest—most lasting—sense of achievement.

They would tell you that governments could not manage things as economically as private individuals; they would repeat and repeat that, and think they were saying something! They could not see that “economical” management by masters meant simply that they, the people, were worked harder and ground closer and paid less! They were wage-earners and servants, at the mercy of exploiters whose one thought was to get as much out of them as possible; and they were taking an interest in the process, were anxious lest it should not be done thoroughly enough! Was it not honestly a trial to listen to an argument such as that? And yet there were things even worse. You would begin talking to some poor devil who had worked in one shop for the last thirty years, and had never been able to save a penny; who left home every morning at six o’clock, to go and tend a machine, and come back at night too tired to take his clothes off; who had never had a week’s vacation in his life, had never traveled, never had an adventure, never learned anything, never hoped anything—and when you started to tell him about Socialism he would sniff and say, “I’m not interested in that—I’m an individualist!” And then he would go on to tell you that Socialism was “paternalism,” and that if it ever had its way the world would stop progressing. It was enough to make a mule laugh, to hear arguments like that; and yet it was no laughing matter, as you found out—for how many millions of such poor deluded wretches there were, whose lives had been so stunted by capitalism that they no longer knew what freedom was! And they really thought that it was “individualism” for tens of thousands of them to herd together and obey the orders of a steel magnate, and produce hundreds of millions of dollars of wealth for him, and then let him give them libraries; while for them to take the industry, and run it to suit themselves, and build their own libraries—that would have been “Paternalism”!

Fawcett also shared with me a passion for words and we would trawl the dictionary together and simply howl and wriggle with delight at the existence of such splendours as ‘strobile’ and ‘magniloquent’, daring and double-daring each other to use them to masters in lessons without giggling. ‘Strobile’ was a tricky one to insert naturally into conversation, since it means a kind of fir-cone, but magniloquent I did manage. I, being I, went always that little bit too far of course. There was one master who had berated me in a lesson for some tautology or other. He, as what human being wouldn’t when confronted with a lippy verbal show-off like me, delighted in seizing on opportunities to put me down. He was not, however, an English teacher, nor was he necessarily the brightest man in the world. ‘So, Fry. “A lemon yellow colour” is precipitated in your test tube is it? I think you will find, Fry, that we all know that lemons are yellow and that yellow is a colour. Try not to use thee words where one will do. Hm?’ I smarted under this, but got my revenge a week or so later. ‘Well, Fry? It’s a simple enough question. What is titration?’ ‘Well, sir…, it’s a process whereby…’ ‘Come on, come on. Either you know or you don’t.’ ‘Sorry sir, I am anxious to avoid pleonasm, but I think…’ ‘Anxious to avoid what?’ ‘Pleonasm, sir.’ ‘And what do you mean by that?’ ‘I’m sorry, sir. I meant that I had no wish to be sesquipedalian.’ ‘What?’ ‘Sesquipedalian, sir.’ ‘What are you talking about?’ I allowed a note of confusion and bewilderment to enter my voice. ‘I didn’t want to be sesquipedalian, sir! You know, pleonastic.’ ‘Look, if you’ve got something to say to me, say it. What is this pleonastic nonsense?’ ‘It means sir, using more words in a sentence than are necessary. I was anxious to avoid being tautologous, repetitive or superfluous.’ ‘Well why on earth didn’t you say so?’ ‘I’m sorry, sir. I’ll remember in future, sir.’ I stood up and turned round to face the whole form, my hand on my heart. ‘I solemnly promise in future to help sir out by using seven words where one will do. I solemnly promise to be as pleonastic, prolix and sesquipedalian as he could possibly wish.’ It is a mark of the man’s fundamental good nature that he didn’t whip out a knife there and then, slit my throat from ear to ear and trample on my body in hobnailed boots. The look he gave me showed that he came damned close to considering the idea.

Beyond the speculative and often fraudulent froth that characterizes much of neoliberal financial manipulation, there lies a deeper process that entails the springing of ‘the debt trap’ as a primary means of accumulation by dispossession. Crisis creation, management, and manipulation on the world stage has evolved into the fine art of deliberative redistribution of wealth from poor countries to the rich. I documented the impact of Volcker’s interest rate increase on Mexico earlier. While proclaiming its role as a noble leader organizing ‘bail-outs’ to keep global capital accumulation on track, the US paved the way to pillage the Mexican economy. This was what the US Treasury–Wall Street–IMF complex became expert at doing everywhere. Greenspan at the Federal Reserve deployed the same Volcker tactic several times in the 1990s. Debt crises in individual countries, uncommon during the 1960s, became very frequent during the 1980s and 1990s. Hardly any developing country remained untouched, and in some cases, as in Latin America, such crises became endemic. These debt crises were orchestrated, managed, and controlled both to rationalize the system and to redistribute assets. Since 1980, it has been calculated, ‘over fifty Marshall Plans (over $4.6 trillion) have been sent by the peoples at the Periphery to their creditors in the Center’. ‘What a peculiar world’, sighs Stiglitz, ‘in which the poor countries are in effect subsidizing the richest.

efficiently means providing slots in our schedules where we can maintain an attentional set for an extended period. This allows us to get more done and finish up with more energy. Related to the manager/worker distinction is that the prefrontal cortex contains circuits responsible for telling us whether we’re controlling something or someone else is. When we set up a system, this part of the brain marks it as self-generated. When we step into someone else’s system, the brain marks it that way. This may help explain why it’s easier to stick with an exercise program or diet that someone else sets up: We typically trust them as “experts” more than we trust ourselves. “My trainer told me to do three sets of ten reps at forty pounds—he’s a trainer, he must know what he’s talking about. I can’t design my own workout—what do I know?” It takes Herculean amounts of discipline to overcome the brain’s bias against self-generated motivational systems. Why? Because as with the fundamental attribution error we saw in Chapter 4, we don’t have access to others’ minds, only our own. We are painfully aware of all the fretting and indecision, all the nuances of our internal decision-making process that led us to reach a particular conclusion. (I really need to get serious about exercise.) We don’t have access to that (largely internal) process in others, so we tend to take their certainty as more compelling, in many cases, than our own. (Here’s your program. Do it every day.)

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

On another night, in a different dream I was asking a question. “How is it that you say all are equal, yet the obvious contradictions smack us in the face: inequalities in virtues, temperances, finances, rights, abilities and talents, intelligence, mathematical aptitude, ad infinitum?” The answer was a metaphor. “It is as if a large diamond were to be found inside each person. Picture a diamond a foot long. The diamond has a thousand facets, but the facets are covered with dirt and tar. It is the job of the soul to clean each facet until the surface is brilliant and can reflect a rainbow of colors. “Now, some have cleaned many facets and gleam brightly. Others have only managed to clean a few; they do not sparkle so. Yet, underneath the dirt, each person possesses within his or her breast a brilliant diamond with a thousand gleaming facets. The diamond is perfect, not one flaw. The only differences among people are the number of facets cleaned. But each diamond is the same, and each is perfect. “When all the facets are cleaned and shining forth in a spectrum of lights, the diamond returns to the pure energy that it was originally. The lights remain. It is as if the process that goes into making the diamond is reversed, all that pressure released. The pure energy exists in the rainbow of lights, and the lights possess consciousness and knowledge. “And all of the diamonds are perfect.” Sometimes

Because by definition they lack any such sense of mutuality or wholeness, our specializations subsist on conflict with one another. The rule is never to cooperate, but rather to follow one's own interest as far as possible. Checks and balances are all applied externally, by opposition, never by self-restraint. Labor, management, the military, the government, etc., never forbear until their excesses arouse enough opposition to force them to do so. The good of the whole of Creation, the world and all its creatures together, is never a consideration because it is never thought of; our culture now simply lacks the means for thinking of it. It is for this reason that none of our basic problems is ever solved. Indeed, it is for this reason that our basic problems are getting worse. The specialists are profiting too well from the symptoms, evidently, to be concerned about cures -- just as the myth of imminent cure (by some 'breakthrough' of science or technology) is so lucrative and all-justifying as to foreclose any possibility of an interest in prevention. The problems thus become the stock in trade of specialists. The so-called professions survive by endlessly "processing" and talking about problems that they have neither the will nor the competence to solve. The doctor who is interested in disease but not in health is clearly in the same category with the conservationist who invests in the destruction of what he otherwise intends to preserve. The both have the comfort of 'job security,' but at the cost of ultimate futility. ... This has become, to some extent at least, an argument against institutional solutions. Such solutions necessarily fail to solve the problems to which they are addressed because, by definition, the cannot consider the real causes. The only real, practical, hope-giving way to remedy the fragmentation that is the disease of the modern spirit is a small and humble way -- a way that a government or agency or organization or institution will never think of, though a person may think of it: one must begin in one's own life the private solutions that can only in turn become public solutions.

The hero is the man of self-achieved submission. But submission to what? That precisely is the riddle that today we have to ask ourselves and that it is everywhere the primary virtue and historic deed of the hero to have solved. Only birth can conquer death—the birth, not of the old thing again, but of something new. Within the soul, within the body social, there must be a continuous “recurrence of birth” a rebirth, to nullify the unremitting recurrences of death. For it is by means of our own victories, if we are not regenerated, that the work of Nemesis is wrought: doom breaks from the shell of our very virtue. Peace then is a snare; war is a snare; change is a snare; permanence a snare. When our day is come for the victory of death, death closes in; there is nothing we can do, except be crucified—and resurrected; dismembered totally, and then reborn. The first step, detachment or withdrawal, consists in a radical transfer of emphasis from the external to the internal world, macro- to microcosm, a retreat from the desperation's of the waste land to the peace of the everlasting realm that is within. But this realm, as we know from psychoanalysis, is precisely the infantile unconscious. It is the realm that we enter in sleep. We carry it within ourselves forever. All the ogres and secret helpers of our nursery are there, all the magic of childhood. And more important, all the life-potentialities that we never managed to bring to adult realization, those other portions of our self, are there; for such golden seeds do not die. If only a portion of that lost totality could be dredged up into the light of day, we should experience a marvelous expansion of our powers, a vivid renewal of life. We should tower in stature. Moreover, if we could dredge up something forgotten not only by ourselves but by our whole generation or our entire civilization, we should indeed become the boon-bringer, the culture hero of the day—a personage of not only local but world historical moment. In a word: the first work of the hero is to retreat from the world scene of secondary effects to those causal zones of the psyche where the difficulties really reside, and there to clarify the difficulties, eradicate them in his own case (i.e., give battle to the nursery demons of his local culture) and break through to the undistorted, direct experience and assimilation of what C. G. Jung has called “the archetypal images.” This is the process known to Hindu and Buddhist philosophy as viveka, “discrimination.

As soon as two people have resolved to give up their togetherness, the resulting pain with its heaviness or particularity is already so completely part of the life of each individual that the other has to sternly deny himself to become sentimental and feel pity. The beginning of the agreed-upon separation is marked precisely by this pain, and its first challenge will be that this pain already belongs separately to each of the two individuals. This pain is an essential condition of what the now solitary and most lonely individual will have to create in the future out of his reclaimed life. If two people managed not to get stuck in hatred during their honest struggles with each other, that is, in the edges of their passion that became ragged and sharp when it cooled and set, if they could stay fluid, active, flexible, and changeable in all of their interactions and relations, and, in a word, if a mutually human and friendly consideration remained available to them, then their decision to separate cannot easily conjure disaster and terror. When it is a matter of a separation, pain should already belong in its entirety to that other life from which you wish to separate. Otherwise the two individuals will continually become soft toward each other, causing helpless and unproductive suffering. In the process of a firmly agreed-upon separation, however, the pain itself constitutes an important investment in the renewal and fresh start that is to be achieved on both sides. People in your situation might have to communicate as friends. But then these two separated lives should remain without any knowledge of the other for a period and exist as far apart and as detached from the other as possible. This is necessary for each life to base itself firmly on its new requirements and circumstances. Any subsequent contact (which may then be truly new and perhaps very happy) has to remain a matter of unpredictable design and direction. If you find that you scare yourself.

Jessabelle, I'm sorry to just leave, but I need some time. Time to get my head back on straight. Time to remember who I really am. Time with my Creator, the one who knew before the foundations of the earth what would happen over the last few days. I wish more than anything, that I could process all of this with you, go through all of this together, because I'm coming to understand that, out of all the men in the world, God picked me for you. It's so much more than lineage. It's you. How you've come into your own. How you've blossomed and grown. I'm so privileged to see that secret side of you-the side no one else gets to see. The side where you secretly paint your second toenail a different color because everyone else does the fourth one, but you're not sure my mother would approve so you never wear open-toed shoes to show them off. You only eat M&Ms in odd numbers. You use your right hand to put hair behind your ear, but never your left. You didn't know I knew those things, did you? I've watched you over the last few months and learned more about you than I realized until I tried to put my thoughts on paper. You're sleeping just feet away from me as I write this. Your even breathing brings some peace to my troubled soul. The small smile on your face makes me wonder what your dreaming about and if, in your sleep, you've managed to find happiness instead of the turmoil life always seems to bring. I have to stop myself from wondering if dream-Jessabelle has found happiness with someone besides dream-Malachi, because I've realized something in the last couple of days. I love you. My life didn't really begin until you walked down the aisle into it. I want to be man enough to tell you to your face, to kiss you, to tell you over and over what you've come to mean to me, but I can't. Not yet... You are the only one for me, sweet Mia Belle. I love you with my entire being, in a way I never believed possible to love another person. I didn't know this kind of love truly existed outside of fairy tales. Always, Kai

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

I don't know what's happening to me," she says, blinking through a veil of tears as she looks everywhere but at me. "I don't think I can do this anymore." My heart plummets inside my chest, my lips still hovering over hers, my hands on her waist "do what anymore?" I don't want the answer, don't want to hear what follows my question, don't want to lose her. "Fight it." Tears are still flowing from her eyes, but I think she stop crying. She sucks and several breaths when she looks at me, her eyes are clear that I anticipated. She's scared shitless - that's clear - but it's like she stop fighting the fear, giving into it instead. Her lips apart and I'm a stop whatever she's about to say, silence her with my lips, but I don't, forcing myself to hear, needing to know what's got all worked up. "I think I'm in love with you," she says, her chest heaving with every ravenous breath she takes, yet her voice is astonishingly even and she manages to maintain my gaze. My voice however is the exact opposite of even, coming out all high-pitched like I'm a thirteen year old and going through puberty all over again. "What?" She sucks and a breath, then releases is slowly, the fear in her eyes subsiding, as if she just won it. "I think I'm in love with you..." She bites on your lips and shakes her head. "No...I don't think. I know." I gradually process her words and the full extent of what she's saying. I think I'd honestly believed that she might never say them, that this love thing was going to be a one-way street. Hearing her say it... I don't even know how to describe it. It's like my entire life of associated the word with hatred. Every time my mother said it, it felt like she was trying to take something from me and it made me hate her and myself-Love equaled hate for me. But hearing it from Violet's lips, seeing that look in her eyes, the one I've never seen from anyone, is so different. She's not taking something for me right now, she's giving me something. She's giving me everything.