Productive Saturday Quotes

Sometimes you want to have a very productive Saturday to feel that you are in control of your life, which of course you are not.

Depression is all about if you loved me you would. As in, if you loved me you would stop doing your schoolwork, stop going out drinking with your friends on a Saturday night, stop accepting starring roles in theater productions, and stop doing everything besides sitting here by my side and passing me Kleenex and aspirin while I lie and creak and cry and drown myself and you in my misery.

I'm a working parent and I understand that sometimes you want to have a very productive Saturday to feel that you are in control of your life, which of course you are not. Children and Jimmy Carter ruin all your best-laid plans.

The irony is, though your parents always deplored his absence of Protestant industry, those two have more in common with Kevin than anyone I know. If they don't know what life is for, what to do with it, Kevin doesn't, either; interestingly, both your parents and your firstborn abhor leisure time. Your son always attacked this antipathy head-on, which involves a certain bravery if you think about it; he was never one to deceive himself that, by merely filling it, he was putting his time to productive use. Oh, no--you'll remember he would sit by the hour stewing and glowering and doing nothing but reviling every second of every minute of his Saturday afternoon.

Set yourself to becoming the best-informed person in the agency on the account to which you are assigned. If, for example, it is a gasoline account, read books on oil geology and the production of petroleum products. Read the trade journals in the field. Spend Saturday mornings in service stations, talking to motorists. Visit your client’s refineries and research laboratories. At the end of your first year, you will know more about the oil business than your boss, and be ready to succeed him. Most

Michaels himself, still the show’s executive producer, says the reason why Saturday Night Live has succeeded is because he works hard to force people to become a team. The secret to making that happen, he says, is giving everyone a voice and finding people willing to be sensitive enough to listen to one another.

Saturday Night was chaotic by design. From Lorne on down, the tenets of the show’s production philosophy were that inspiration, accident, and passion were of greater value than discipline, habit, and control.

Sunday “Well then, as I have just told you, they devoted each day of the week to productions in one or another special branch of knowledge—either works of their hands, or some other form of consciously designed being-manifestation “Thus, Monday was devoted to the first group, and this day was called the ‘day of religious and civil ceremonies’, “Tuesday was allotted to the second group, and was called the ‘day of architecture’, “Wednesday was called the ‘day of painting’, “Thursday, the ‘day of religious and popular dances’, “Friday, the ‘day of sculpture’, “Saturday, the ‘day of the mysteries’ or, as it was also called, the ‘day of the theater’, “Sunday, the ‘day of music and song

Sometimes, just for fun, I type some random, silly word in front of the word porn and google it. Just to see if it exists. Because that means people out there are getting off on it. So I googled Nazi porn. Yupp. It exists. Then I googled goldfish porn. Yupp. Found it. Someone out there finds sex with goldfish arousing. Fart porn. Yes, that's a thing too, and it brings someone somewhere great pleasure. Stormtrooper porn. Yes, the force is strong with that one. And it's not even a Saturday Night Live parody. It's literally hardcore porn, featuring men dressed in Stormtrooper outfits. With surprisingly high production values.

By seeing what triggers procrastination, and then making a plan to flip those triggers, doing your taxes becomes attractive. If I found myself putting off doing my taxes, I might sit down and make a plan to changes those triggers. For example, if the trigger is: • Boring: I go to my favorite café for an afternoon on Saturday to do my taxes over a fancy drink while doing some people watching. • Frustrating: I bring a book to the same café, and set a timer on my phone to limit myself to working on my taxes for thirty minutes—and only work for longer if I’m on a roll and feel like going on. • Difficult: I research the tax process to see what steps I need to follow, and what paperwork I need to gather. And I visit the café during my Biological Prime Time, when I’ll naturally have more energy. • Unstructured or Ambiguous: I make a detailed plan from my research that has the very next steps I need to take to do them. • Lacking in Personal Meaning: If I expect to get a refund, think about how much money I will get back, and make a list of the meaningful things I’ll spend that money on. • Lacking in Intrinsic Rewards: For every fifteen minutes I spend on my taxes, I set aside $2.50 to treat myself or reward myself in some meaningful way for reaching milestones.

And there, until 1884, it was possible to gaze on the remains of a generally neglected monument, so-called Dagobert’s Tower, which included a ninth-century staircase set into the masonry, of which the thirty-foot handrail was fashioned out of the trunk of a gigantic oak tree. Here, according to tradition, lived a barber and a pastry-cook, who in the year 1335 plied their trade next door to each other. The reputation of the pastry-cook, whose products were among the most delicious that could be found, grew day by day. Members of the high-ranking clergy in particular were very fond of the extraordinary meat pies that, on the grounds of keeping to himself the secret of how the meats were seasoned, our man made all on his own, with the sole assistance of an apprentice who was responsible for the pastry. His neighbor the barber had won favor with the public through his honesty, his skilled hairdressing and shaving, and the steam baths he offered. Now, thanks to a dog that insistently scratched at the ground in a certain place, the ghastly origins of the meat used by the pastry-cook became known, for the animal unearthed some human bones! It was established that every Saturday before shutting up shop the barber would offer to shave a foreign student for free. He would put the unsuspecting young man in a tip-back seat and then cut his throat. The victim was immediately rushed down to the cellar, where the pastry-cook took delivery of him, cut him up, and added the requisite seasoning. For which the pies were famed, ‘especially as human flesh is more delicate because of the diet,’ old Dubreuil comments facetiously. The two wretched fellows were burned with their pies, the house was ordered to be demolished, and in its place was built a kind of expiatory pyramid, with the figure of the dog on one of its faces. The pyramid was there until 1861. But this is where the story takes another turn and joins the very best of black comedy. For the considerable number of ecclesiastics who had unwittingly consumed human flesh were not only guilty before God of the very venial sin of greed; they were automatically excommunicated! A grand council was held under the aegis of several bishops and it was decided to send to Avignon, where Pope Clement VI resided, a delegation of prelates with a view to securing the rescindment if not of the Christian interdiction against cannibalism then at least of the torments of hell that faced the inadvertent cannibals. The delegation set off, with a tidy sum of money, bare-footed, bearing candles and singing psalms. But the roads of that time were not very safe and doubtless strewn with temptation. Anyway, the fact is that Clement VI never saw any sign of the penitents, and with good reason.

When I was first called as a General Authority, we lived on a very small plot of ground in Utah Valley that we called our farm. We had a cow and a horse and chickens and lots of children. One Saturday, I was to drive to the airport for a flight to a stake conference in California. But the cow was expecting a calf and in trouble. The calf was born, but the cow could not get up. We called the veterinarian, who soon came. He said the cow had swallowed a wire and would not live through the day. I copied the telephone number of the animal by-products company so my wife could call them to come and get the cow as soon as she died. Before I left, we had our family prayer. Our little boy said our prayer. After he had asked Heavenly Father to “bless Daddy in his travels and bless us all,” he then started an earnest plea. He said, “Heavenly Father, please bless Bossy cow so that she will get to be all right.” In California, I told of the incident and said, “He must learn that we do not get everything we pray for just that easily.” There was a lesson to be learned, but it was I who learned it, not my son. When I returned Sunday night, Bossy had “got to be all right.” This process is not reserved for the prophets alone. The gift of the Holy Ghost operates equally with men, women, and even little children. It is within this wondrous gift and power that the spiritual remedy to any problem can be found. “And now, he imparteth his word by angels unto men, yea, not only men but women also. Now this is not all; little children do have words given unto them many times, which confound the wise and the learned” (Alma 32:23).

served as CEO of two public companies, even temporarily, and I wasn’t even sure it was legal. I didn’t know what I wanted to do. I was enjoying spending more time with my family. I was torn. I knew Apple was a mess, so I wondered: Do I want to give up this nice lifestyle that I have? What are all the Pixar shareholders going to think? I talked to people I respected. I finally called Andy Grove at about eight one Saturday morning—too early. I gave him the pros and the cons, and in the middle he stopped me and said, “Steve, I don’t give a shit about Apple.” I was stunned. It was then I realized that I do give a shit about Apple—I started it and it is a good thing to have in the world. That was when I decided to go back on a temporary basis to help them hire a CEO. The claim that he was enjoying spending more time with his family was not convincing. He was never destined to win a Father of the Year trophy, even when he had spare time on his hands. He was getting better at paying heed to his children, especially Reed, but his primary focus was on his work. He was frequently aloof from his two younger daughters, estranged again from Lisa, and often prickly as a husband. So what was the real reason for his hesitancy in taking over at Apple? For all of his willfulness and insatiable desire to control things, Jobs was indecisive and reticent when he felt unsure about something. He craved perfection, and he was not always good at figuring out how to settle for something less. He did not like to wrestle with complexity or make accommodations. This was true in products, design, and furnishings for the house. It was also true when it came to personal commitments. If he knew

We’d just taken Pixar public, and I was happy being CEO there. I never knew of anyone who served as CEO of two public companies, even temporarily, and I wasn’t even sure it was legal. I didn’t know what I wanted to do. I was enjoying spending more time with my family. I was torn. I knew Apple was a mess, so I wondered: Do I want to give up this nice lifestyle that I have? What are all the Pixar shareholders going to think? I talked to people I respected. I finally called Andy Grove at about eight one Saturday morning—too early. I gave him the pros and the cons, and in the middle he stopped me and said, “Steve, I don’t give a shit about Apple.” I was stunned. It was then I realized that I do give a shit about Apple—I started it and it is a good thing to have in the world. That was when I decided to go back on a temporary basis to help them hire a CEO. The claim that he was enjoying spending more time with his family was not convincing. He was never destined to win a Father of the Year trophy, even when he had spare time on his hands. He was getting better at paying heed to his children, especially Reed, but his primary focus was on his work. He was frequently aloof from his two younger daughters, estranged again from Lisa, and often prickly as a husband. So what was the real reason for his hesitancy in taking over at Apple? For all of his willfulness and insatiable desire to control things, Jobs was indecisive and reticent when he felt unsure about something. He craved perfection, and he was not always good at figuring out how to settle for something less. He did not like to wrestle with complexity or make accommodations. This was true in products, design, and furnishings for the house. It was also true when it came to personal commitments. If he knew for sure a course of action was right, he was unstoppable. But if he had doubts, he sometimes withdrew, preferring not to think about things that did not perfectly suit him. As happened when Amelio had asked him what role he wanted to play, Jobs would go silent and ignore situations that made him uncomfortable.

All the substances that are the main drugs of abuse today originate in natural plant products and have been known to human beings for thousands of years. Opium, the basis of heroin, is an extract of the Asian poppy Papaver somniferum. Four thousand years ago, the Sumerians and Egyptians were already familiar with its usefulness in treating pain and diarrhea and also with its powers to affect a person’s psychological state. Cocaine is an extract of the leaves of Erythroxyolon coca, a small tree that thrives on the eastern slopes of the Andes in western South America. Amazon Indians chewed coca long before the Conquest, as an antidote to fatigue and to reduce the need to eat on long, arduous mountain journeys. Coca was also venerated in spiritual practices: Native people called it the Divine Plant of the Incas. In what was probably the first ideological “War on Drugs” in the New World, the Spanish invaders denounced coca’s effects as a “delusion from the devil.” The hemp plant, from which marijuana is derived, first grew on the Indian subcontinent and was christened Cannabis sativa by the Swedish scientist Carl Linnaeus in 1753. It was also known to ancient Persians, Arabs and Chinese, and its earliest recorded pharmaceutical use appears in a Chinese compendium of medicine written nearly three thousand years ago. Stimulants derived from plants were also used by the ancient Chinese, for example in the treatment of nasal and bronchial congestion. Alcohol, produced by fermentation that depends on microscopic fungi, is such an indelible part of human history and joy making that in many traditions it is honoured as a gift from the gods. Contrary to its present reputation, it has also been viewed as a giver of wisdom. The Greek historian Herodotus tells of a tribe in the Near East whose council of elders would never sustain a decision they made when sober unless they also confirmed it under the influence of strong wine. Or, if they came up with something while intoxicated, they would also have to agree with themselves after sobering up. None of these substances could affect us unless they worked on natural processes in the human brain and made use of the brain’s innate chemical apparatus. Drugs influence and alter how we act and feel because they resemble the brain’s own natural chemicals. This likeness allows them to occupy receptor sites on our cells and interact with the brain’s intrinsic messenger systems. But why is the human brain so receptive to drugs of abuse? Nature couldn’t have taken millions of years to develop the incredibly intricate system of brain circuits, neurotransmitters and receptors that become involved in addiction just so people could get “high” to escape their troubles or have a wild time on a Saturday night. These circuits and systems, writes a leading neuroscientist and addiction researcher, Professor Jaak Panksepp, must “serve some critical purpose other than promoting the vigorous intake of highly purified chemical compounds recently developed by humans.” Addiction may not be a natural state, but the brain regions it subverts are part of our central machinery of survival.

22. Giving up Distraction Week #4 Saturday Scripture Verses •Hebrews 12:1–2 •Mark 1:35 •John 1:14–18 Questions to Consider •What distracts you from being present with other people around you? •What distracts you from living out God’s agenda for your life? •What helps you to focus and be the most productive? •How does Jesus help us focus on what is most important in any given moment? Plan of Action •At your next lunch, have everyone set their phone facing down at the middle of the table. The first person who picks up their phone pays for the meal. •Challenge yourself that the first thing you watch, read, or listen to in the morning when you wake up is God’s Word (not email or Facebook). •Do a digital detox. Turn off everything with a screen for 24 hours. Tomorrow would be a great day to do it, since there is no “40 Things Devotion” on Sunday. Reflection We live in an ever connected world. With smart phones at the tip of our fingers, we can instantly communicate with people on the other side of the world. It is an amazing time to live in. I love the possibilities and the opportunities. With the rise of social media, we not only connect with our current circle of friends and family, but we are also able to connect with circles from the past. We can build new communities in the virtual world to find like-minded people we cannot find in our physical world. Services like Facebook, Twitter, YouTube, and Instagram all have tremendous power. They have a way of connecting us with others to shine the light of Jesus. While all of these wonderful things open up incredible possibilities, there are also many dangers that lurk. One of the biggest dangers is distraction. They keep us from living in the moment and they keep us from enjoying the people sitting right across the room from us. We’ve all seen that picture where the family is texting one another from across the table. They are not looking at each other. They are looking at the tablet or the phone in front of them. They are distracted in the moment. Today we are giving up distraction and we are going to live in the moment. Distraction doesn’t just come from modern technology. We are distracted by our work. We are distracted by hobbies. We are distracted by entertainment. We are distracted by busyness. The opposite of distraction is focus. It is setting our hearts and our minds on Jesus. It’s not just putting him first. It’s about him being a part of everything. It is about making our choices to be God’s choices. It is about letting him determine how we use our time and focus our attention. He is the one setting our agenda. I saw a statistic that 80% of smartphone users will check their phone within the first 15 minutes of waking up. Many of those are checking their phones before they even get out of bed. What are they checking? Social media? Email? The news of the day? Think about that for a moment. My personal challenge is the first thing I open up every day is God’s word. I might open up the Bible on my phone, but I want to make sure the first thing I am looking at is God’s agenda. When I open up my email, my mind is quickly set to the tasks those emails generate rather than the tasks God would put before me. Who do I want to set my agenda? For me personally, I know that if God is going to set the agenda, I need to hear from him before I hear from anyone else. There is a myth called multitasking. We talk about doing it, but it is something impossible to do. We are very good at switching back and forth from different tasks very quickly, but we are never truly doing two things at once. So the challenge is to be present where God has planted you. In any given moment, know what is the one most important thing. Be present in that one thing. Be present here and now.

Even among the uninitiated - men and women who were unaware of how a day's labor had been defined through years of tense negotiation - extracting such large drafts of labor required extraordinarily coercive measures. Violent confrontations between masters and slaves seemed to grow as the lower Mississippi Valley became a slave society. Wielding the lash with greater frequency if not greater force, planters struggled to bend slaves to the new order. Slaves resisted with equal ferocity. Unrest increased and rumors of rebellion boiled to the surface. During the 1790s and into the new century, the lower Mississippi Valley was alive with news of revolt, as one intrigue after another came to light. In 1791, 1795, and again in 1804 and 1805, planters uncovered major conspiracies. They responded with the lash, mutilating many rebels and suspected rebels, deporting others, and executing still others, often after grotesque torture. Yet behind this bloody facade, master and slave began to renegotiate the terms under which slaves lived and worked. Many of these involved the pace of labor; others originated in the organization of labor and the authority of the masters' subalterns, as overseers became a fixture on the largest estates. From the planters' perspective, the large units on which sugar and cotton were grown made movement from plantation to plantation - a prominent feature of slave life in eighteenth-century Louisiana - unnecessary and undesirable. But perhaps the most intense conflicts arose over the slaves' economy: their free Sundays and half-Saturdays, their gardens and provision grounds, and their right to sell their labor and market its product. Slaves in the lower Mississippi Valley had a long tradition of independent productive activities. Planters, who once saw advantages in allowing slaves to subsist themselves, pressed for an allowance society in which rations replaced gardens and the right to market. ... Under the new regime, plantation slaves frequently worked from dawn to noon and then, after a two hour break, until 'the approach of night.' As the planters' demands intensified, the time left for slaves to work their gardens grew shorter. Sustaining them took an extraordinary commitment. The frantic pace at which slaves worked in their own plots was captured by an emigre from Saint Domingue in 1799, who observed that a slave returning form the field 'does not lose his time. He goes to work at a bit of the land which he has planted with provisions for his own use, while his companion, if he has one, busies herself in preparing some for him, herself, and their children.' 'Many of the owners take off a part of that ration,' noted another visitor. Slaves 'must obtain the rest of their food, as well as their clothing, from the results of their Sunday labors.' Planters who supplied their slaves with clothes forced them to work on Sunday 'until they have been reimbursed for their advances,' so that the cash that previously went into the slaves' pockets went to the masters'.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

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

Aykroyd was happy to let Belushi take the public heat: John loved it; Danny hated it. Danny had a talent for projecting an aura of anonymity that deflected the glances of passers-by, and as a result he was the only cast member who continued regularly to ride the subways and walk the streets unrecognized at the height of his fame. He kept a shield around himself that was all but impenetrable. When a production assistant put his address and phone number on a staff list once, he angrily confronted her and forced her to redo it, leaving his whereabouts blank. He alone among the performers never let publicist Les Slater interview him for an official NBC bio. He’d promise to do it but would always beg off, saying he was too busy. He was articulate with the press, but he talked to reporters only a few times in the four years he spent on Saturday Night.

A key member of the show’s production staff found that she had to stop smoking pot when she worked on Saturday Night—ironically, since it was the first job she’d ever had where she could smoke pot—because it made her too sensitive, too soft in dealing with all the people calling in who wanted something. With cocaine she found she could tell them no very efficiently, very fast, with no emotion whatsoever. “Coke,” she said, “takes the heart out of people. It’s irrelevant if you’re hurting somebody. It’s all what you want to get across at the moment and who you want to listen to you.

Open Letter to Japan,” the Saturday Evening Post defiantly observed how “Your people are giving their lives in useless sacrifice, while ours are fighting for a glorious future of mass employment, mass production, mass distribution, and mass ownership.

If you ask the original Saturday Night Live team why the show was such a success, they’ll talk about Lorne Michaels. There’s something about his leadership, they’ll say, that made everything come together. He had an ability to make everyone feel heard, to make even the most self-centered actors and writers pay attention to each other. His eye for talent is nearly unrivaled in entertainment over the last forty years.

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dramatically, but helium gas was 10 times as expensive. Under these conditions, Dr. Eckener, a pilot whose primary concern was safety and as Director of a Company attempting to make a profit, he was forced to make a difficult decision. His discussions with American businessmen and political officials had not resulted in the helium gas he so badly wanted. On the other hand he realized, an airship without lifting gas could not fly. His own company officials believed hydrogen to be safe and they did not share the American concern nor that of Eckener. During many of the flights in 1936, U.S. Naval officials were onboard the LZ-129, to study German operating methods of using hydrogen gas. Their resulting reports concluded that hydrogen properly used, was safe and should be considered used in any new or future American airships. The building of a dream The LZ-129 was a typical design for a Zeppelin airship, only it’s size was so remarkable. The structure was primarily built of triangular girders made of Duralumin, the interior was divided by a wire braced main frame, into 16 bays, in which each held a gas cell.2 Duralumin was an alloy of aluminum and copper with traces of magnesium, manganese, iron and silicon. It had been discovered by Dr. Alfred Wilm and his assistant Ing. Jablonsky, in September 1906. Late one Saturday evening, Jablonsky had completed testing numerous pieces and was ready to go home, when Dr. Wilm entered the lab, with just one more test. To everyone’s astonishment, the test piece was harder, with only ½% more Magnesium having been added. The last train for Berlin had departed and the two men worked the through the weekend, to perfect their Duralumin. Although Dr. Wilm wanted to obtain a patent on this new metal, that so many industries so badly required, he failed to take action. By not obtaining a patent, he gave German industry the opportunity to copy. Count von Zeppelin was amongst the first to realize the value of this new material. Dr. Alfred Wilm did not achieve the wealth he so rightfully desired and passed away on a small farm in the Riesengebirge, on August 6, 1937. Dr. Wilm placed an important mark on not only Zeppelin history, but in the design of countless airplanes ever since.3 The first Zeppelin airships had been constructed of simple aluminum, which is considerably weaker, so that strength was a major problem. It was not until LZ-26, which was the only Zeppelin assembled in Frankfurt-Rebstock, that Duralumin was practically used. Designed as a passenger airship, production of it’s parts had begun, when World War One started. Suddenly, this airship was no longer needed for civilian purposes and would fulfill military requirements only marginally. In order to provide space in the Friedrichshafen Zeppelin Sheds, for newer and larger designs; the completed girders and materials were transported to Frankfurt for assembly. The ship, approx. only 1/8 the

The coach of a college football team can make thousands, hundreds of thousands, and perhaps even millions of people many of them otherwise stable and superficially reasonable adults insanely angry. I experience churning gastrointestinal distress on Saturdays during the season until Michigan has a lead of at least seventeen points. In my idle moments, when taking showers and driving my three children around northern New Jersey, I spend more time mentally debating self-posed hypotheses such as. "Did Jim Harbaugh corner himself into a no-man's land between the Wisconsin Iowa system development model and the Ohio/Penn State talent acquisition model?" than I do thinking about any other question, including things such as, "Do I have the right career?" and "What are parents' and children's obligations to each other?" and "What happens to our souls when our bodies die?" This kind of fixation, conducive to neither peace of mind nor personal productivity, is very common. Why are so many people like this?

Doing your best, you are going to live your life intensely. You are going to be productive, you are going to be good to yourself, because you will be giving yourself to your family, to your community, to everything. But it is the action that is going to make you feel intensely happy. When you always do your best, you take action. Doing your best is taking the action because you love it, not because you’re expecting a reward. Most people do exactly the opposite: They only take action when they expect a reward, and they don’t enjoy the action. And that’s the reason why they don’t do their best. For example, most people go to work every day just thinking of payday, and the money they will get from the work they are doing. They can hardly wait for Friday or Saturday, whatever day they receive their money and can take time off. They are working for the reward, and as a result they resist work. They try to avoid the action and it becomes more difficult, and they don’t do their best. They work so hard all week long, suffering the work, suffering the action, not because they like to, but because they feel they have to. They have to work because they have to pay the rent, because they have to support their family. They have all that frustration, and when they do receive their money they are unhappy. They have two days to rest, to do what they want to do, and what do they do? They try to escape. They get drunk because they don’t like themselves. They don’t like their life. There are many ways that we hurt ourselves when we don’t like who we are. On the other hand, if you take action just for the sake of doing it, without expecting a reward, you will find that you enjoy every action you do. Rewards will come, but you are not attached to the reward. You can even get more than you would have imagined for yourself without expecting a reward. If we like what we do, if we always do our best, then we are really enjoying life. We are having fun, we don’t get bored, we don’t have frustrations.

In the early twentieth century the problem of production had been solved; after that it was the problem of consumption that plagued society. In the 1950's and '60's, consumer commodities and farm products began to pile up in vast towering mountains all over the Western World. As much as possible was given away--but that threatened to subvert the open market. By 1980, the pro tem solution was to heap up the products and burn them: billions of dollars' worth, week after week. Each Saturday, townspeople had collected in sullen, resentful crowds to watch the troops squirt gasoline on the cars and toasters and clothes and oranges and coffee and cigarettes that nobody could buy, igniting them in a blinding conflagration. In each town there was a burning-place, fenced off, a kind of rubbish and ash heap, where the fine things that could not be purchased were systematically destroyed. The Quizzes had helped, a trifle. If people couldn't afford to buy the expensive manufactured goods, they could still hope to win them. The economy was propped up for decades by elaborate give-away devices that dispensed tons of glittering merchandise. But for every man who won a car and a refrigerator and a TV set there were millions who didn't. Gradually, over the years, prizes in the Quizzes grew from material commodities to more realistic items: power and prestige. And at the top, the final exalted post: dispenser of power--Quizmaster, and that meant running the Quiz itself.

might sit down and make a plan to change those triggers. For example, if the trigger is: Boring: I go to my favorite café for an afternoon on Saturday to do my taxes over a fancy drink while doing some people watching. Frustrating: I bring a book to the same café, and set a timer on my phone to limit myself to working on my taxes for thirty minutes—and only work for longer if I’m on a roll and feel like going on. Difficult: I research the tax process to see what steps I need to follow, and what paperwork I need to gather. And I visit the café during my Biological Prime Time,

Doing your best, you are going to live your life intensely. You are going to be productive, you are going to be good to yourself, because you will be giving yourself to your family, to your community, to everything. But it is the action that is going to make you feel intensely happy. When you always do your best, you take action. Doing your best is taking the action because you love it, not because you’re expecting a reward. Most people do exactly the opposite: They only take action when they expect a reward, and they don’t enjoy the action. And that’s the reason why they don’t do their best. For example, most people go to work every day just thinking of payday, and the money they will get from the work they are doing. They can hardly wait for Friday or Saturday, whatever day they receive their money and can take time off. They are working for the reward, and as a result they resist work. They try to avoid the action and it becomes more difficult, and they don’t do their best. They work so hard all week long, suffering the work, suffering the action, not because they like to, but because they feel they have to. They have to work because they have to pay the rent, because they have to support their family. They have all that frustration, and when they do receive their money they are unhappy. They have two days to rest, to do what they want to do, and what

Many believe that the law enforcement response is what ended the violence that accompanied the crack era. New research suggests the availability of guns was a more salient variable. Economists Geoffrey Williams and W. Alan Bartley compiled handgun price and production data from the late eighties and early nineties from advertisements in Gun Digest. Comparing that data to crime rates revealed a “supply shock” of low-priced pistols, corresponding to higher levels of gun homicide among young Black men. It turns out, just as crack was exploding, the federal government eased its oversight of the gun industry, and manufacturers kicked up production of cheap firearms, dubbed “Saturday night specials” by law enforcement due to the rate at which they showed up at weekend crime scenes. According to the analysis by Williams and Bartley, production of these guns peaked in 1993, the same year the murder rate peaked nationally. It was product-liability lawsuits, more funding for the Bureau of Alcohol, Tobacco, Firearms, and Explosives, and the Brady Bill that forced a decline in the production of cheap guns, and subsequently in the murder rate.

Of all the times I think of at Loudcloud and Opsware, the Darwin Project was the most fun and the most hard. I worked seven days a week 8 a.m.–10 p.m. for six months straight. It was full on. Once a week I had a date night with my wife where I gave her my undivided attention from 6 p.m. until midnight. And the next day, even if it was Saturday, I’d be back in the office at 8 a.m. and stay through dinner. I would come home between 10–11 p.m. Every night. And it wasn’t just me. It was everybody in the office. The technical things asked of us were great. We had to brainstorm how to do things and translate those things into an actual product. It was hard, but fun. I don’t remember losing anyone during that time. It was like, “Hey, we gotta get this done, or we will not be here, we’ll have to get another job.” It was a tight-knit group of people. A lot of the really junior people really stepped up. It was a great growing experience for them to be thrown into the middle of the ocean and told, “Okay, swim.” Six months later we suddenly started winning proofs of concepts we hadn’t before. Ben did a great job, he’d give us feedback, and pat people on the back when we were done.

Pop-up restaurants?" Ana took the tablet back, practically vibrating with excitement. "Once a month, even once a week. Fixed menu, unusual locations. Heavy emphasis on experience and hospitality." "I know what they are." They'd been popular in Europe for many years now. Some of them were spectacular productions closer to a circus, like Gingerline in London. Others were immersive experiences in the same place using rotating themes. A few farm-to-table chefs in Colorado already hosted pop-ups at their farms for a select guest list. Tickets were as coveted in the food world as white truffles and twice as hard to acquire.

I felt like I had no more stories, no more speeches, and no more “rah-rah” in me. I decided to level with the team and see what happened. I called an all engineering meeting and gave the following speech: “I have some bad news. We are getting our asses kicked by BladeLogic and it’s a product problem. If this continues, I am going to have to sell the company for cheap. There is no way for us to survive if we don’t have the winning product. So, I am going to need every one of you to do something. I need you to go home tonight and have a serious conversation with your wife, husband, significant other, or whoever cares most about you and tell them, ‘Ben needs me for the next six months.’ I need you to come in early and stay late. I will buy you dinner, and I will stay here with you. Make no mistake, we have one bullet left in the gun and we must hit the target.” At the time, I felt horrible asking the team to make yet another big sacrifice. Amazingly, I found out while writing this book that I probably should have felt good about it. Here’s what Ted Crossman, one of my best engineers, said about that time and the launch of the aptly named Darwin Project many years later: Of all the times I think of at Loudcloud and Opsware, the Darwin Project was the most fun and the most hard. I worked seven days a week 8 a.m.–10 p.m. for six months straight. It was full on. Once a week I had a date night with my wife where I gave her my undivided attention from 6 p.m. until midnight. And the next day, even if it was Saturday, I’d be back in the office at 8 a.m. and stay through dinner. I would come home between 10–11 p.m. Every night. And it wasn’t just me. It was everybody in the office. The technical things asked of us were great. We had to brainstorm how to do things and translate those things into an actual product. It was hard, but fun. I don’t remember losing anyone during that time. It was like, “Hey, we gotta get this done, or we will not be here, we’ll have to get another job.” It was a tight-knit group of people. A lot of the really junior people really stepped up. It was a great growing experience for them to be thrown into the middle of the ocean and told, “Okay, swim.” Six months later we suddenly started winning proofs of concepts we hadn’t before. Ben did a great job, he’d give us feedback, and pat people on the back when we were done.

The Saturday Review declared that it is much easier to fix price ceilings than to make certain that there actually will be goods available at such prices. Once government fixes prices it is forced into the position of seeing to it that the owners of goods do not withhold them from sale and that manufacturers and farmers continue production. This amounts to nothing less than industrial conscription.

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