Productive Week Ahead Quotes

Crosby’s name was mentioned, and Peyton got on the telephone. He tracked Crosby to the set of The Bells of St. Mary’s, where Crosby was working on the role, ironically, of a priest. On the spur of the moment, Crosby agreed to do the show. Francis Cardinal Spellman also appeared, and the Mother’s Day broadcast was such a success that Peyton pushed ahead with plans for a regular series. Mutual donated the time, under four conditions: that the show be of top quality; that it be strictly nonsectarian; that a major film star be involved each week; and that Peyton pay production costs himself. He met Loretta Young, who advised him how to approach the stars and became the “first lady” of Family Theater

ONLY IMAGINE   In his classic self-help book Think and Grow Rich, Napoleon Hill wrote, “Whatever the mind of man can conceive and believe, he can achieve.” His premise, and that of many others, is that once the human mind is programmed with a certain expectation, it will begin to fulfill that expectation. The Scriptures declared this principle long before Hill wrote his book. Faith believes and then sees. It is the expectation of a miracle before it occurs. The Aluminum Company of America coined an interesting word: imagineering. They combined the idea of imagining a product or service, with the idea that the dream would then be engineered into a reality. Throughout history we’ve seen this principle at work.   A primitive ancestor came up with the idea that it was easier to roll objects than drag them—and he carved a wheel from stone.   A man named Gutenberg imagined that letters might be set in metal and combined to create words, which then could be printed repeatedly with the application of ink. He set about to make such a machine.   Men designed cathedrals that took decades to build—but build them they did. Ideas and dreams you have today will directly influence your future. What you begin to believe for, and then how you act on that belief, will result in what you have, do, and are in the days, weeks, months, and years ahead. Let your “faith imagination” soar today. Believe for God’s highest and best in your life. Then begin to live and work as if that miracle is on its way.   FAITH IS THE SUBSTANCE OF THINGS HOPED FOR, THE EVIDENCE OF THINGS NOT SEEN. HEBREWS 11:1 NKJV

I would use the first week of the moon to organize chapters, do interviews, and talk with friends and colleagues about the ideas I was working on. In the second, more intense week, I would lock myself in my office, set to task, and get the most writing done. In the third week, I would edit what I had written, read new material, jump ahead to whatever section I felt like working on, and try out new ideas. And in the final week, I would revisit structure, comb through difficult passages, and recode the nightmare that is my website. My own experience is that my productivity went up by maybe 40 percent, and my peace of mind about the whole process of writing was utterly transformed for the better. Though certainly anecdotal as far as anyone else

Although you can download all the productivity apps in the world (and I have), no app will make you care about what you have to do like the Rule of 3. The rule is dead simple: 1. At the beginning of every day, mentally fast-forward to the end of the day, and ask yourself: When the day is over, what three things will I want to have accomplished? Write those three things down. 2. Do the same at the beginning of every week. The three things you identify then become your focus for the day and the week ahead. That’s it.

The men know there’s no leave this first week-end. But there’s a chap here wants to make a special application for leave. Personal grounds, he says. I told him no show, but he has asked to see you. Determined sort of beggar.’ ‘All right,’ the Colonel said. ‘The sooner I get to know them the better. Send him in. Who is he, anyway?’ ‘His name’s Upham. In A Company. I’ll get him.’ Charles Upham was brought in, uneasy at the formality of his intrusion. ‘All right, stand at ease, Upham,’ Kippenberger said. ‘The R.S.M. tells me you are asking for leave. There’s no leave being granted, you know, except in special circumstances. What’s your trouble?’ ‘Well,’ Upham replied hesitantly, ‘it’s not exactly trouble. I just want to get leave for personal reasons.’ And he looked straight ahead at the wall behind Kippenberger’s head. Adjutant Davis studied the man as he stood there. Rather an unkempt individual, he thought. Hardly the usual product of Christ’s College. A rugged-looking face. He noticed the eyes too—intense, rather chilling eyes. The C.O. said: ‘Well, I’m sorry, Upham, but you’ll have to tell me the personal reasons before I can consider it. What’s the matter?’ Upham hesitated again; then spoke suddenly: ‘I want to give a chap a hiding; that’s all.’ There was a short, rather surprised pause. Kippenberger found it necessary to adopt a more than usually solemn tone to control his startled amusement. ‘I think that’s the first time I’ve heard that one,’ he said. ‘But go on, Upham. Tell me more about it.’ Upham turned his eyes on the Colonel. ‘I sold a man a car,’ he said. ‘He owes me £12 10s. on it and he says he’s not going to pay it. If I don’t get my money I’m going to take it out of his hide.’ The Colonel looked interested. ‘Do you know where he is?’ Yes, at the Grosvenor Hotel in Timaru.’ Kippenberger looked hard at Upham. Then he decided. ‘Yes, Upham,’ he said, ‘you can have your leave. There’ll be only one tag to it—when you get back I want you to report personally to me. Understand?’ Upham nodded shortly. ‘Yes, sir. And thank you, sir.’ R.S.M. Steele marched him out. Kippenberger chuckled, then thumbed through the cards again till he found Upham’s. He re-read the details on it. ‘You know,’ he said to Davis, ‘that chap’s got something. But he’s not a bit like his father. Old Johnny Upham is a very respectable sort of family lawyer. This chap looks as if he’d be happier in the mountains than a lawyer’s office.

In simple terms, the trade start buying the product on discount to hold in stock for future sale at a higher margin rather than sell immediately. They make money by taking advantage of contradicting discounts and promotional schedules and then selling the product for a higher price at a later date. This is not uncommon. If a manufacturer offers promotional prices every other month, a retailer will forward buy five weeks’ supply at the end of each promotional month. It is not unknown for a retailer to buy a year’s supply ahead of a major price rise. At

WHAT I DO ON MAINTENANCE DAY If you’re curious, here’s a complete list of everything I wait to tackle until Sunday morning—all of which takes me, at a leisurely pace, four to six hours: • Grocery shopping • Clean house and office • Create a meal and workout plan • Trim beard and shave • Do laundry • Prepare lunches in Tupperware containers for the week • Water plants • Read articles I’ve saved up throughout the week • Review my projects, and define next steps (this page) • Review my “Waiting For” list • Define three outcomes for the week ahead (this page) • Clear out all my inboxes (this page) • Review my hot spots (this page) • Review my Accomplishments List Naturally, your own Maintenance Day ritual will vary.

In the fringes of our yard, daffodils await their triumphant chorus. The golden bells have just opened on our forsythia, and clusters of hyacinth flowers await flourish in purple blooms. By aesthetic standards, any of these blossoms would have outshone the fistful of yellow spikes my little boy offered. In the coming months, dozens of its cousins, cast away as weeds, will meet an untimely end beneath the blades of a lawnmower. Their brazen head will be lopped off, their awkward petals demolished and scattered. They will be declared a nuisance, expendable. Yet when gripped within Pip's fingers, how perfect, how precious became this paltry bloom. He had put aside the torrent of irritability and overwhelm that trouble him hourly, and found grace in a spiral of petals. Through a humble weed, love had broken through. God works this way. He does great things with the meager, and beautiful things with the misshapen. He chooses the smallest, the humblest, the most broken as his servants. (1 Sam 16:10-12, Numbers 12:3, 1 Tim 1:15) He works for good through the greatest calamity. (Gen 50:20) With his most beloved broken and crushed, he reaches through the firmament, and in love makes things new. (Rev 21:5) Where we see weakness, he offers grace. (2 Cor 12:9) He shatters pride, so new blossoms can burst forth. I've spent the past few months wrestling with God. After Pip's evaluation, as we clumsily felt out life with special needs, the questions of why wrapped around my heart, infusing me with daily bitterness. Resentment broiled to the surface. I'd left medicine to follow God's call, but a large part of me, in shocking arrogance, wanted to comply on my terms. Over the past two years, God has compelled me to confront my idols. I thrived on productivity. But now I inevitably find grime in corners I have just cleaned. I prized efficiency. But it now takes 30 minutes of wrangling over potty... I'm an introvert, who needs alone time to rejuvenate. But is anyone less alone than a mom with young kids? A "save the world" mentality drives me. But my daily life fodder is now the mundane. I relish instant gratification. But this business of shepherding hearts is long, with few immediate rewards. I relished accolades... I consider God's graciousness to us, and in the stillness of a springtime morning, I struggle for breath. His mercy toward us in this season -- in the face of my arrogance, despite the brokenness to which I've so stalwartly clung -- is stunning. During all the years of my training and career, homeschooling was never the plan. God inexplicably placed the idea in my heart, like a shadow that deepened daily. But now, I see how perfect were his methods. I shudder to think of how our family would struggle if I was still barreling ahead at the hospital, subsumed with my own self importance, while Pip fought daily to deal with every crowd... Homeschooling was never the plan. . . but oh, what a plan! That he called us this way, was mercy manifest. That he has equipped us to continue, is the greatest gift. Even on the hard days, I count it all joy. On the days when Pip, after a week of handling things so well, has a meltdown in the grocery store, complete with screaming and a blow to my chin -- there is joy there. God can work even with our ugliness. Through Christ, God redeems even the most corrupt. He assembles the stray petals, the unseemly stems, and makes things new. He strips away the idolatry of a surgeon desperate to prove her own worth, and points her toward the fount of all worth -- Christ Jesus. There is a deep well of peace in serving God where he has placed you. There is a refining grace, in realizing his work even in the hard moments. There is a profound beauty in redemption -- in the love that breaks forth through brokenness -- if we can only put away our preoccupations, and embrace his will. "My grace is sufficient for you, for my power is made perfect in weakness." -- 2 Cor 12:9

Leadership as a Service But the best leadership—the kind that people can mention only with evident emotion and deep respect—is most often exercised by people without positional power. It happens outside the official hierarchy of delegated authority. When I’m on my home turf, I play tennis two or three times a week in groups organized by a charming fellow named Mike. Mike is our leader. It’s Mike who decides the matchups: who plays with whom and against whom. He’s the one who shuffles the players (16 of us on four courts) after each set so we all have different partners for all three sets. He invariably makes good pairings so that near the end of a half hour you can look across the courts and see four scores like 5 to 4, 6 to 6, 7 to 6, and 5 to 5. He has a great booming voice, easy to hear even when he is three courts away. He sets the meeting times, negotiates the schedules for court time, and makes sure there are subs for anyone who needs to be away. Nobody gave Mike the job of leading the group; he just stepped up and took it. His leadership is uncontested; the rest of us are just in awe of our good fortune that he leads us as he does. He gets nothing for it except our gratitude and esteem. —TDM In this example, leadership is not about extracting anything from us; it’s about service. The leadership that the Mikes of the world provide enables their endeavors to go forth. While they sometimes set explicit directions, their main role is that of a catalyst, not a director. They make it possible for the magic to happen. In order to lead without positional authority—without anyone ever appointing you leader—you have to do what Mike does: • Step up to the task. • Be evidently fit for the task. • Prepare for the task by doing the required homework ahead of time. • Maximize value to everyone. • Do it all with humor and obvious goodwill. It also helps to have charisma.

However, in the early phase of software development, it’s possible to shake free of these restrictions, especially when teams are small and the hunt for ideas is still on. This was the scenario when Richard joined us at Apple. We were still looking for an organizing concept to kick-start our web browser effort, and Richard showed us how. Not only that, he proved that a 10x productivity gap is a conservative upper limit on the possible in early stage software. Indeed, Richard did more to move our project ahead in two person-days of work than Don and I had done in the preceding twelve person-weeks. That’s more like a 30x gap.

With patience and resources,” Mr. A would come to say often on his weekly calls with Peter, “we can do almost anything.” Tolstoy had a motto for Field Marshal Mikhail Kutuzov in War and Peace—“ Patience and Time.” “There is nothing stronger than those two,” he said, “. . . they will do it all.” In 1812 and in real life, Kutuzov gave Napoleon an abject lesson in the truth of that during a long Russian winter. The target, Nick Denton, is not a patient man. Most entrepreneurs aren’t. Most powerful people are not. One of his editors would say of Denton’s approach to stories, “Nick is very much of the mind that you do it now. And the emphasis is to get it out there and be correct as you can, but don’t let that stand in the way of getting the story out there.” Editorially, Nick Denton wanted to be first—which is a form of power in itself. But this isn’t how Thiel thinks. He would say his favorite chess player was José Raúl Capablanca, and remind himself of the man’s famous dictum: To begin you must study the end. You don’t want to be the first to act, you want to be the last man standing. History is littered with examples of those who acted rashly in pursuit of their goals, who plunged ahead without much in the way of a plan, and suffered as a result. One could argue that the bigger of Nixon’s two blunders wasn’t his attacks on the Democratic Party but the decision to go after Katharine Graham and the media, and yet both decisions were the product of a fundamental lack of patience and discipline. Or consider the late head of Fox News, Roger Ailes, who responded to a series of Gawker articles and attacks by allegedly hiring private detectives to follow the reporters around. Not only did he find nothing of practical value, but these heavy-handed tactics came back to embarrass and discredit him at his most vulnerable moment. In fact, two weeks after the news of this disturbing conspiracy broke, he would be dead. How ought one do it then?