Program Success Quotes

No matter how old you are now. You are never too young or too old for success or going after what you want. Here’s a short list of people who accomplished great things at different ages 1) Helen Keller, at the age of 19 months, became deaf and blind. But that didn’t stop her. She was the first deaf and blind person to earn a Bachelor of Arts degree. 2) Mozart was already competent on keyboard and violin; he composed from the age of 5. 3) Shirley Temple was 6 when she became a movie star on “Bright Eyes.” 4) Anne Frank was 12 when she wrote the diary of Anne Frank. 5) Magnus Carlsen became a chess Grandmaster at the age of 13. 6) Nadia Comăneci was a gymnast from Romania that scored seven perfect 10.0 and won three gold medals at the Olympics at age 14. 7) Tenzin Gyatso was formally recognized as the 14th Dalai Lama in November 1950, at the age of 15. 8) Pele, a soccer superstar, was 17 years old when he won the world cup in 1958 with Brazil. 9) Elvis was a superstar by age 19. 10) John Lennon was 20 years and Paul Mcartney was 18 when the Beatles had their first concert in 1961. 11) Jesse Owens was 22 when he won 4 gold medals in Berlin 1936. 12) Beethoven was a piano virtuoso by age 23 13) Issac Newton wrote Philosophiæ Naturalis Principia Mathematica at age 24 14) Roger Bannister was 25 when he broke the 4 minute mile record 15) Albert Einstein was 26 when he wrote the theory of relativity 16) Lance E. Armstrong was 27 when he won the tour de France 17) Michelangelo created two of the greatest sculptures “David” and “Pieta” by age 28 18) Alexander the Great, by age 29, had created one of the largest empires of the ancient world 19) J.K. Rowling was 30 years old when she finished the first manuscript of Harry Potter 20) Amelia Earhart was 31 years old when she became the first woman to fly solo across the Atlantic Ocean 21) Oprah was 32 when she started her talk show, which has become the highest-rated program of its kind 22) Edmund Hillary was 33 when he became the first man to reach Mount Everest 23) Martin Luther King Jr. was 34 when he wrote the speech “I Have a Dream." 24) Marie Curie was 35 years old when she got nominated for a Nobel Prize in Physics 25) The Wright brothers, Orville (32) and Wilbur (36) invented and built the world's first successful airplane and making the first controlled, powered and sustained heavier-than-air human flight 26) Vincent Van Gogh was 37 when he died virtually unknown, yet his paintings today are worth millions. 27) Neil Armstrong was 38 when he became the first man to set foot on the moon. 28) Mark Twain was 40 when he wrote "The Adventures of Tom Sawyer", and 49 years old when he wrote "Adventures of Huckleberry Finn" 29) Christopher Columbus was 41 when he discovered the Americas 30) Rosa Parks was 42 when she refused to obey the bus driver’s order to give up her seat to make room for a white passenger 31) John F. Kennedy was 43 years old when he became President of the United States 32) Henry Ford Was 45 when the Ford T came out. 33) Suzanne Collins was 46 when she wrote "The Hunger Games" 34) Charles Darwin was 50 years old when his book On the Origin of Species came out. 35) Leonardo Da Vinci was 51 years old when he painted the Mona Lisa. 36) Abraham Lincoln was 52 when he became president. 37) Ray Kroc Was 53 when he bought the McDonalds Franchise and took it to unprecedented levels. 38) Dr. Seuss was 54 when he wrote "The Cat in the Hat". 40) Chesley "Sully" Sullenberger III was 57 years old when he successfully ditched US Airways Flight 1549 in the Hudson River in 2009. All of the 155 passengers aboard the aircraft survived 41) Colonel Harland Sanders was 61 when he started the KFC Franchise 42) J.R.R Tolkien was 62 when the Lord of the Ring books came out 43) Ronald Reagan was 69 when he became President of the US 44) Jack Lalane at age 70 handcuffed, shackled, towed 70 rowboats 45) Nelson Mandela was 76 when he became President

Your comfort zone is a place where you keep yourself in a self-illusion and nothing can grow there but your potentiality can grow only when you can think and grow out of that zone.

But today’s society is characterized by achievement orientation, and consequently it adores people who are successful and happy and, in particular, it adores the young. It virtually ignores the value of all those who are otherwise, and in so doing blurs the decisive difference between being valuable in the sense of dignity and being valuable in the sense of usefulness. If one is not cognizant of this difference and holds that an individual’s value stems only from his present usefulness, then, believe me, one owes it only to personal inconsistency not to plead for euthanasia along the lines of Hitler’s program, that is to say, ‘mercy’ killing of all those who have lost their social usefulness, be it because of old age, incurable illness, mental deterioration, or whatever handicap they may suffer. Confounding the dignity of man with mere usefulness arises from conceptual confusion that in turn may be traced back to the contemporary nihilism transmitted on many an academic campus and many an analytical couch.

Christian does a great job helping an aspiring writer get inspired to write and finish their book. It’s easy to read and understand, and provides encouragement and specific guidance, without being too harsh or detailed on fiction writing only. If you are struggling with how to put your thoughts onto paper, give this a read and establish a rhythm for your writing. Christian’s success at completing over 21 published manuscripts while leading a busy life are testament in if there is a will, there is a way. And it provides some good humor throughout.” Rachel Braynin, Sr Program Manager at Lulu Publishing

Your VISION and your self-willingness is the MOST powerful elements to conquer your goal

Success is rarely determined by the quality of your ideas. But it is frequently determined by the quality of your execution.

Neither mine nor other people's prospects seem particularly pleasing just at the moment, and I have fantasies of going to Iceland, never to return. As it is, I tell myself not to remember the past, not to hope or fear for the future, and not to think in the present, a comprehensive program that will undoubtedly have very little success.

Every person in the AA program who's successful is living proof that he or she does have power over addictive drugs and alcohol- the power to stop.

You will become what you think about most; your success or failure in anything, large or small, will depend on your programming—what you accept from others, and what you say when you talk to yourself.

After examining the philosophies, the theories, and the practiced methods of influencing human behavior, I was shocked to learn the simplicity of that one small fact: You will become what you think about most; your success or failure in anything, large or small, will depend on your programming - what you accept from others, and what you say when you talk to yourself. It is no longer a success theory; it is a simple but powerful fact. Neither luck nor desire has the slightest thing to do with it. It makes no difference whether we believe it or not. The brain simply believes what you tell it most. And what you tell it about you, it will create. It has no choice.

The secret of DNA's success is that it carries information like that of a computer program, but far more advanced. Since experience shows that intelligence is the only presently acting cause of information, we can infer that intelligence is the best explanation for the information in DNA.

A year of intense exercise and watching what you eat will likely change the trajectory of your life physically. You will melt away fat, tone up muscle, feel better, and change your habits, likely for life. But only ten days of that exercise program won’t move the needle on the scale. To create big-time success you have to stay focused and stay intense over an extended period of time.

Autumn is a momentum of the natures golden beauty…, so the same it’s time to find your momentum of life

Goals are for losers. Your mind isn’t magic. It’s a moist computer you can program. The most important metric to track is your personal energy. Every skill you acquire doubles your odds of success. Happiness is health plus freedom. Luck can be managed, sort of. Conquer shyness by being a huge phony (in a good way). Fitness is the lever that moves the world. Simplicity transforms ordinary into amazing.

How you think and create your inner world that you gonna become in your outer world. Your inner believe manifest you in the outside

What we’re conditioned to believe about ourselves, and what we’re programmed to think other people think about us, affects our performance, including how successful we are.

Your traditional EDUCATION is not going to CHANGE your life but the life you are experiencing that can change you. Choose a POSITIVE life STYLE with positive ATTITUDE which could bring you a life with HAPPINESS and WISDOM

Universal housing programs have been successfully implemented all over the developed world. In countries that have such programs, every single family with an income below a certain level who meets basic program requirements has a right to housing assistance.

Once you clear that mind clutter out, the doorways for what you desire are open.

Programming your mind with positive thoughts each day will go a long way to keep you from allowing external criticism to derail your dreams.

Your every positive action in your life will increase your self-esteem and this self-esteem will boost you for more positive action to take you on success

If you are not EXCITED enough at your present life its mean your future is not EXITING. Excitement will give you ENTHUSIASM and enthusiasm will give you a positive energetic LIFE STYLE which could give you a successful exiting life…

concerted cultivation. He gets taken to museums and gets enrolled in special programs and goes to summer camp, where he takes classes. When he’s bored at home, there are plenty of books to read, and his parents see it as their responsibility to keep him actively engaged in the world around him. It’s not hard to see how Alex would get better at reading and math over the summer.

The reason the program is so successful is because alcoholics help other alcoholics. I've never met a Normie (our lingo for a person who doesn't have a problem with drugs and alcohol) who could even conceive of what it's like to be an alcoholic. Normies are always going, 'There's this new pill you can take and you won't want to shoot heroin anymore.' That shows a fundamental misunderstanding of alcoholism and drug addiction. These aren't just physical allergies, they're obsessions of the mind and maladies of the spirit. It's a threefold disease. And if it's partly a spiritual malady, then there's a spiritual cure.

The pig is converting a tasteless piece of fruit, essentially garbage, into one of the most delicious foods known to man. The pig has to be one of the most successful recycling programs ever. When you think about it, that is more impressive than anything Steve Jobs did.

The moon is considered a relatively easy object to land humans on, everything else is much harder by orders of magnitude. It is the reason why we have not been to Mars and will likely never go there successfully with humans.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.

They programmed you with the best of intentions but unfortunately their best was mediocrity.

The acid test of a strength? The ability is a strength only if you can fathom yourself doing it repeatedly, happily, and successfully.

CONFIDENCE is not showing off your VANITY, it’s about to be HUMBLED and KIND to others what are you truly SKILLED and PROFESSIONAL about…

Give yourself a great self-respect to know who you are then your confidence will shine on you

You're so good at what you do, keep pushing, success is on the table at all times!

I think that it’s extraordinarily important that we in computer science keep fun in computing. When it started out it was an awful lot of fun. Of course the paying customers got shafted every now and then and after a while we began to take their complaints seriously. We began to feel as if we really were responsible for the successful error-free perfect use of these machines. I don’t think we are. I think we’re responsible for stretching them setting them off in new directions and keeping fun in the house. I hope the field of computer science never loses its sense of fun. Above all I hope we don’t become missionaries. Don’t feel as if you’re Bible sales-men. The world has too many of those already. What you know about computing other people will learn. Don’t feel as if the key to successful computing is only in your hands. What’s in your hands I think and hope is intelligence: the ability to see the machine as more than when you were first led up to it that you can make it more.

Once in a while a new government initiates a program to put power to better use, but its success or failure never really proves anything. In science, experiments are designed, checked, altered, repeated-- but not in politics... We have no real cumulative knowledge. History tells us nothing. That's the tragedy of a political reformer.

Summary key points The Psychological Mind is made up of three separate brains: Human, Chimp and Computer. You are the Human. Your Chimp is an emotional thinking machine. Your Computer is a storage area and automatic functioning machine. Any one of them can take complete control but usually they work together.

In short, the more inwardly defined I became, the less I needed to succeed and the less stressed I felt. The less I needed success, the easier it came. The less I had to get, the more I got. The less I needed to acquire power, the more power I realized I already had; before I realized that, I used to give my power away.

I think we had to hit rock-bottom in all facets of the program before we could ever start moving in a positive direction.

Don't let Deepak Chopra manage your change program.

If you want to be the best at anything (including the best version of yourself), you have to have systems in place for success. These systems are healthy habits!

IF YOU DON’T FEED YOUR MIND WITH SUCCESS. IT WILL ROT WITH MEDIOCRITY!

Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value.

when you become addict in to MATERIAL things in life then the TRUE natural life start to run away from you, YES! it's can give you certain pleasure in the society but in the same time it will sabotage your true HAPPINESS of life which we could have simply with GRATITUDE and FORGIVENESS

One of the principles we teach in our programs is “If you shoot for the stars, you’ll at least hit the moon.” Poor people don’t even shoot for the ceiling in their house, and then they wonder why they’re not successful. Well, they just found out. You get what you truly intend to get. If you want to get rich, your goal has to be rich. Not to have enough to pay the bills, and not just to have enough to be comfortable. Rich means rich!

As much as I love and have benefited from artificial intelligence, I believe that only people can discover such things and then program computers to do them. That’s why I believe that the right people, working with each other and with computers, are the key to success.

It’s new territory, and I’m learning to live in it. To do that, I need to overcome thousands of years of programming that adversity is a constant requirement of existence. We need to savor our success, first for seconds at a time, then for minutes that grow into months.

The family is the world's greatest welfare agency, and the most successful. What the federal government has done in welfare is small and trifling compared to what the families of America do daily, caring for their own, relieving family distresses, providing medical care and education for one another, and so on. No civil government could begin to finance what the families underwrite daily. The family's welfare program, for all its failures from time to time, is proportionately the world's most successful operation by an incomparable margin.

Norvig: I think one of the most important things is being able to keep everything in your head at once. If you can do that you have a much better chance of being successful. That makes a small program easier. For a bigger program, you need extra tools to be able to handle that.

There is perhaps some hope to be derived from the fact that in most instances where an attempt to realize an ideal society gave birth to the ugliness and violence of a prolonged active mass movement the experiment was made on a vast scale and with a heterogeneous population. Such was the case in the rise of Christianity and Islam, and in the French, Russian and Nazi revolutions. The promising communal settlements in the small state of Israel and the successful programs of socialization in the small Scandinavian states indicate perhaps that when the attempt to realize an ideal society is undertaken by a small nation with a more or less homogeneous population it can proceed and succeed in an atmosphere which is neither hectic nor coercive.

Jack Zenger and Joseph Folkman, who run a leadership consultancy, analyzed 3,492 participants in a manager development program and found that the most effective listeners do four things: 1. They interact in ways that make the other person feel safe and supported 2. They take a helping, cooperative stance 3. They occasionally ask questions that gently and constructively challenge old assumptions 4. They make occasional suggestions to open up alternative paths

Dear Jeff, I happened to see the Channel 7 TV program "Hooray for Hollywood" tonight with the segment on Blade Runner. (Well, to be honest, I didn't happen to see it; someone tipped me off that Blade Runner was going to be a part of the show, and to be sure to watch.) Jeff, after looking—and especially after listening to Harrison Ford discuss the film—I came to the conclusion that this indeed is not science fiction; it is not fantasy; it is exactly what Harrison said: futurism. The impact of Blade Runner is simply going to be overwhelming, both on the public and on creative people—and, I believe, on science fiction as a field. Since I have been writing and selling science fiction works for thirty years, this is a matter of some importance to me. In all candor I must say that our field has gradually and steadily been deteriorating for the last few years. Nothing that we have done, individually or collectively, matches Blade Runner. This is not escapism; it is super realism, so gritty and detailed and authentic and goddam convincing that, well, after the segment I found my normal present-day "reality" pallid by comparison. What I am saying is that all of you collectively may have created a unique new form of graphic, artistic expression, never before seen. And, I think, Blade Runner is going to revolutionize our conceptions of what science fiction is and, more, can be. Let me sum it up this way. Science fiction has slowly and ineluctably settled into a monotonous death: it has become inbred, derivative, stale. Suddenly you people have come in, some of the greatest talents currently in existence, and now we have a new life, a new start. As for my own role in the Blade Runner project, I can only say that I did not know that a work of mine or a set of ideas of mine could be escalated into such stunning dimensions. My life and creative work are justified and completed by Blade Runner. Thank you...and it is going to be one hell of a commercial success. It will prove invincible. Cordially, Philip K. Dick

One reason she had been as successful an assassin had always been her attention to detail, but the weeks of using the cream to maintain her disguise as the hapless dock technician, were taking their toll. Details slipped her mind occasionally, and concentrating was sometimes hard. She’d used the time she had available to study her target, learn his mannerisms and speech pattern, food and clothing preferences. Most of this possible with the right programs and access to the dock AI system. Those hours ‘at work’ in the Fabrication Unit had been well spent, and supplemented by frequenting places where she could observe him. The lack of her usual team of ‘daemons’ had created a number of difficulties, and though she wondered how Security had managed to take them down so quickly, she didn’t waste time worrying over it. Now she knew who he associated with, and his sexuality—all of it vital if she was to escape detection in such a high profile role.

Our research into human strengths does not support the extreme, and extremely misleading, assertion that 'you can play any role you set your mind to,' but it does lead us to this truth: Whatever you set your mind to, you will be most successful when you craft your role to play to your signature talents most of the time.

God never said that you will live an average or unfulfilled life. You and the people who programmed your mind ‘assumed’ your worth, ability and deservingness. You have the same brains and ability like the most successful ones have. Only the circumstances are different and I can assure you that your circumstances are not the worst.

You will become what you think about most; your success or failure in anything, large or small, will depend on your programming—what you accept from others, and what you say when you talk to yourself. It is no longer a success theory; it is a simple, but powerful, fact. Neither luck nor desire has the slightest thing to do with it. It makes no difference whether consciously accept it or not. The brain simply believes what you tell it most. And what you tell it about you, it will create. It has no choice.

When programs, methods, and money produce impressive results, there is an inclination to confuse human success with divine blessing. Christians can actually behave like practical humanists, living as if God were not necessary. When that happens, passionate longing for God and yearning for His help will be missing—along with His empowerment.

In electrodynamics the continuous field appears side by side with the material particle as the representative of physical reality. This dualism, though disturbing to any systematic mind, has today not yet disappeared...The successful physical systems that have been set up since then represent rather a compromise between these two programs, and it is precisely this character of compromise that stamps them as temporary and logically incomplete...I incline to the belief that physicists will...be brought back to the attempt to realize that program which may suitably be called Maxwell's: the description of physical reality by fields which satisfy...a set of partial differential equations.

Research on the human brain has shown it is predisposed to think in the terms of a story.36 This predisposition is continuously reinforced and strengthened throughout the life of your brain. Imaging studies have shown only a small, quarter-sized region of your brain lights up when someone tells you a series of facts. However, when someone tells you a story laced with those facts, or those facts in action, your entire brain lights up. Not only can you program your mind with a story — you can program someone else’s mind.

The wolf reintroduction has gone so well that, somewhat ironically, the wolves are now threatened by their own success. Indeed, virtually all the conditions for strong public support that were evident in the early years of the program remain intact. The scientific and economic studies cited above support the original predictions of benefits, and agency officials remain committed to the policy. Yet some political actors remain hostile to the program. As NPS management assistant Sacklin said, "No amount of good science will stop a politician.

Hellfire missiles, the explosives fired from drones, are not always fired at people. In fact most drone strikes are aimed at phones. The SIM card provides a person’s location; when turned on, a phone can become a deadly proxy for the individual being hunted. When a night raid or drone strike successfully neutralizes a target’s phone, operators call that a “touchdown.

The theory behind open source is simple. In the case of an operating system, the source code-the programming instructions underlying the system-is free. Anyone can improve it, change it, exploit it. But those improvements, changes, and exploitations have to be made freely available. Think Zen. The project belongs to no one and to everyone. When a project is opened up, there is rapid and continual improvement. With teams of contributors working in parallel, the results can happen far more speedily and success­ fully than if the work were being conducted behind closed doors.

I had no idea we planned to be so ruthless." "It was not publicized or even discussed with the political arm of the colonization program. Ruthlessness was necessary but wins no votes." "But this is not our world, to treat however we want!" "Visiting here as students of an alien evolutionary tradition would not be either cost-effective or, ultimately, successful. We would inevitably contaminate Garden, or worse yet, become contaminated and bring potentially deadly Gardenian life forms back to Earth. The three continental preserves will be sufficient to allow biologists to study alien life at some point in the future. And if you really thought we would colonize this world without making it 'ours', you'd be far too naive to command this expedition." "I...didn't realize..." "You didn't think about it at all," said the expendable. "The selective voluntary blindness of human beings allows them to ignore the moral consequences of their choices. It has been one of the species' most valuable traits, in terms of the survival of any particular human community." "And you aren't morally blind?" "We see the moral ironies very clearly. We simply don't care.

Many young people are leaving other churches, feeling that the sermons and the programs are not relevant to them. They say, “We’ll come back when we’re sixty years old and the sermons are relevant to us. Then we can prepare for heaven, because that’s all the ministers seem to be preaching about—getting ready for heaven. But we are living on earth now, and the message is unrelated to our lives.

How do you know if your inner voice or sense of guidance is your deeper-self speaking its wisdom, your unconscious childhood programming, or the voice of your Aunt Matilda? Discerning the difference between an automatic response stemming from family beliefs, childhood distortions, or culture, and guidance from our connection with our higher/deeper self, makes life, success, and relationships so much easier.

When people have accidents that damage their frontal lobe or when they have a disorder or illness affecting the frontal lobe, their personality alters. Effectively, the Human part of the brain stops working and the new personality that presents is the Chimp. Very often, people affected in this way will become disinhibited and lose their judgment or they can become apathetic or have outbursts of aggressive behavior.

a scientific endeavor can never transcend itself to select new goals. Only subjective human persons can do that. Thus if we chose as our goal the state of happiness for human beings (a goal deservedly ridiculed by Aldous Huxley in Brave New World), and if we involved all of society in a successful scientific program by which people became happy, we would be locked in a colossal rigidity in which no one would be free to question this goal,

The past three centuries of science have been predominantly reductionist, attempting to break complex systems into simple parts, and those parts, in turn, into simpler parts. The reductionist program has been spectacularly successful, and will continue to be so. But it has often left a vacuum: How do we use the information gleaned about the parts to build up a theory of the whole? The deep difficulty here lies in the fact that the complex whole may exhibit properties that are not readily explained by understanding the parts. The complex whole, in a completely nonmystical sense, can often exhibit collective properties, “emergent” features that are lawful in their own right. This

His deepest detestation was often reserved for the nicest of liberal academics, as if their lives were his own life but a step escaped. Like the scent of the void which comes off the pages of a Xerox copy, so was he always depressed in such homes by their hint of oversecurity. If the republic was now managing to convert the citizenry to a plastic mass, ready to be attached to any manipulative gung ho, the author was ready to cast much of the blame for such success into the undernourished lap, the overpsychologized loins, of the liberal academic intelligentsia. They were of course politically opposed to the present programs and movements of the republic in Asian foreign policy, but this political difference seemed no more than a quarrel among engineers. Liberal academics had no root of a real war with technology land itself, no, in all likelihood, they were the natural managers of that future air-conditioned vault where the last of human life would still exist.

Today the most serious computer predators are funded by rich criminal syndicates and even nation-states, and their goals are far more ambitious. Cyberattacks were launched at digital networks in Estonia by ethnic Russian protesters in 2007 and in Georgia before Russia attacked that country in 2008; and someone, probably Israel or the United States (or both), successfully loosed a worm called Stuxnet in 2010 to sabotage computer-controlled uranium centrifuges inside Iran’s secretive nuclear program.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

One of the central tenets of the Western worldview is that one should always be engaged in some kind of outward task. Thus, the Westerner structures his time—including, sometimes, even his leisure time—as a series of discrete programmed activities which he must submit to in order to tick off from an actual or virtual list. One need only observe the expression on his face as he ploughs through yet another family outing, cultural event, or gruelling exercise routine to realise that his aim in life is not so much to live in the present moment as it is to work down a never-ending list. If one asks him how he is doing, he is most likely to respond with an artificial smile, and something along the lines of, ‘Fine, thank you – very busy of course!’ In many cases, he is not fine at all, but confused, exhausted, and fundamentally unhappy. In contrast, most people living in a country such as Kenya in Africa do not share in the Western worldview that it is noble or worthwhile to spend all of one’s time rushing around from one task to the next. When Westerners go to Kenya and do as they are wont to do, they are met with peels of laughter and cries of ‘mzungu’, which is Swahili for ‘Westerner’. The literal translation of ‘mzungu’ is ‘one who moves around’, ‘to go round and round’, or ‘to turn around in circles’.

To combat socialism Bismarck put through between 1883 and 1889 a program for social security far beyond anything known in other countries. It included compulsory insurance for workers against old age, sickness, accident and incapacity, and though organized by the State it was financed by employers and employees. It cannot be said that it stopped the rise of the Social Democrats or the trade unions, but it did have a profound influence on the working class in that it gradually made them value security over political freedom and caused them to see in the State, however conservative, a benefactor and a protector. Hitler, as we shall see, took full advantage of this state of mind. In this, as in other matters, he learned much from Bismarck. “I studied Bismarck’s socialist legislation,” Hitler remarks in Mein Kampf (p. 155), “in its intention, struggle and success.

Visualization—or the act of creating compelling and vivid pictures in your mind—may be the most underutilized success tool you possess because it greatly accelerates the achievement of any success in three powerful ways.     1. Visualization activates the creative powers of your subconscious mind.     2. Visualization focuses your brain by programming its reticular activating system (RAS) to notice available resources that were always there but were previously unnoticed.     3. Visualization magnetizes and attracts to you the people, resources, and opportunities you need to achieve your goal.

No revolution can be successful without organization and money. "The downtrodden masses" usually provide little of the former and none of the latter. But Insiders at the top can arrange for both.   What did these people possibly have to gain in financing the Russian Revolution? What did they have to gain by keeping it alive and afloat, or, during the 1920's by pouring millions of dollars into what Lenin called his New Economic Program, thus saving the Soviets from collapse?   Why would these "capitalists" do all this? If your goal is global conquest, you have to start somewhere. It may or may not have been coincidental, but Russia was the one major European country without a central bank. In Russia, for the first time, the Communist conspiracy gained a geographical homeland from which to launch assaults against the other nations of the world. The West now had an enemy.   In the Bolshevik Revolution

Affirmations are positive statements and they need to be spoken with absolute, unadulterated faith. If you only speak with your mouth, without an iota of feeling in your heart and belief in your mind, then you’re going the wrong way! You need to feel the vibrancy, the truth, and the positivity of these statements. You need to write them on your mind-slate, create an indelible influence, and engrave them in your consciousness. You can only do that by following the Three Golden Rules of Affirmations – Repetition, Belief, and Positive Expectation. Remember, by making affirmations, you are consciously programming your mind to think in a certain way, so that hopeful and happy thinking becomes a part of your being. Affirmations are a way to train the mind; and training happens when you practice, practice, practice! Training requires conscious effort, discipline, belief, and consistency. That is exactly how you need to practice your affirmations.

The middle-class parents talked things through with their children, reasoning with them. They didn’t just issue commands. They expected their children to talk back to them, to negotiate, to question adults in positions of authority. If their children were doing poorly at school, the wealthier parents challenged their teachers. They intervened on behalf of their kids. One child Lareau follows just misses qualifying for a gifted program. Her mother arranges for her to be retested privately, petitions the school, and gets her daughter admitted. The poor parents, by contrast, are intimidated by authority. They react passively and stay in the background.

From a very early age Edison became used to doing things for himself, by necessity. His family was poor, and by the age of twelve he had to earn money to help his parents. He sold newspapers on trains, and traveling around his native Michigan for his job, he developed an ardent curiosity about everything he saw. He wanted to know how things worked—machines, gadgets, anything with moving parts. With no schools or teachers in his life, he turned to books, particularly anything he could find on science. He began to conduct his own experiments in the basement of his family home, and he taught himself how to take apart and fix any kind of watch. At the age of fifteen he apprenticed as a telegraph operator, then spent years traveling across the country plying his trade. He had no chance for a formal education, and nobody crossed his path who could serve as a teacher or mentor. And so in lieu of that, in every city he spent time in, he frequented the public library. One book that crossed his path played a decisive role in his life: Michael Faraday’s two-volume Experimental Researches in Electricity. This book became for Edison what The Improvement of the Mind had been for Faraday. It gave him a systematic approach to science and a program for how to educate himself in the field that now obsessed him—electricity. He could follow the experiments laid out by the great Master of the field and absorb as well his philosophical approach to science. For the rest of his life, Faraday would remain his role model. Through books, experiments, and practical experience at various jobs, Edison gave himself a rigorous education that lasted about ten years, up until the time he became an inventor. What made this successful was his relentless desire to learn through whatever crossed his path, as well as his self-discipline. He had developed the habit of overcoming his lack of an organized education by sheer determination and persistence. He worked harder than anyone else. Because he was a consummate outsider and his mind had not been indoctrinated in any school of thought, he brought a fresh perspective to every problem he tackled. He turned his lack of formal direction into an advantage. If you are forced onto this path, you must follow Edison’s example by developing extreme self-reliance. Under these circumstances, you become your own teacher and mentor. You push yourself to learn from every possible source. You read more books than those who have a formal education, developing this into a lifelong habit. As much as possible, you try to apply your knowledge in some form of experiment or practice. You find for yourself second-degree mentors in the form of public figures who can serve as role models. Reading and reflecting on their experiences, you can gain some guidance. You try to make their ideas come to life, internalizing their voice. As someone self-taught, you will maintain a pristine vision, completely distilled through your own experiences—giving you a distinctive power and path to mastery.

According to James Mann's Rise of the Vulcans, once a year in the 1980s, the Reagan administration flew Cheney to a secret bunker to practice rebuilding the government if the Soviets destroyed Washington. Cheney's role, Mann reported, was to use his White House chief of staff experience to run the government in the name of any surviving cabinet member who made it to the bunker. The Reagan plan ignored the Presidential Succession Act, a 1947 law that put two top congressional leaders higher in the line of succession than cabinet secretaries. The program also made no plan for reconstituting Congress, because "it would be easier to operate without them," a participant told Mann.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

In view of the possibility of finding meaning in suffering, life's meaning is an unconditional one, at least potentially. That unconditional meaning, however, is paralleled by the unconditional value of each and every person. It is that which warrants the indelible quality of the dignity of man. Just as life remains potentially meaningful under any conditions, even those which are most miserable, so too does the value of each and every person stay with him or her, and it does so because it is based on the values that he or she has realized in the past, and is not contingent on the usefulness that he or she may or may not retain in the present. More specifically, this usefulness is usually defined in terms of functioning for the benefit of society. But today's society is characterized by achievement orientation, and consequently it adores people who are successful and happy and, in particular, it adores the young. It virtually ignores the value of those who are otherwise, and in so doing blurs the decisive difference between being valuable in the sense of dignity and being valuable in the sense of usefulness. If one is not cognizant of this difference and holds that na individual's value stems only from his present usefulness, then, believe me, one owes it only to personal inconsistency not to plead for euthanasia along the lines of Hitler's program, that is to say, "mercy" killing of all those who have lost their social usefulness, be it because of old age, incurable illness, mental deterioration, or whatever handicap they may suffer. Confounding the dignity of man with mere usefulness arises from a conceptual confusion that in turn may be traced back to the contemporary nihilism transmitted on many an academic campus and many an analytical couch. Even in the setting of training analyses such an indoctrination may take place. Nihilism does not contend that there is nothing, but it states that everything is meaningless. And George A. Sargent was right when he promulgated the concept of "learned meaninglessness." He himself remembered a therapist who said, "George, you must realize that the world is a joke. There is no justice, everything is random. Only when you realize this will you understand how silly it is to take yourself seriously. There is no grand purpose in the universe. It just is. There's no particular meaning in what decision you make today about how to act." One must generalize such a criticism. In principle, training is indispensable, but if so, therapists should see their task in immunizing the trainee against nihilism rather than inoculating him with the cynicism that is a defense mechanism against their own nihilism.

Experts say that the nervous system needs to be reprogrammed to allow for greater happiness, fulfillment, and relational connectedness. The good news is that the nervous system is highly receptive to new programming. In fact, it is somewhat capable of reprogramming itself if we provide support. To create the space and allow the nervous system to develop this new capacity, we encourage leaders to integrate just after they experience a new high. For example, you close the deal you never thought you’d be able to close; you get the promotion you’ve always wanted; you have a great weekend away with your partner and experience a new level of closeness. At these moments, we suggest leaders integrate by doing things that are grounding, ordinary, mindless, soothing, mundane, and/or repetitive. This could be going for a walk, mowing the lawn, sweeping the floor, washing the car, making a meal, flipping through a favorite hobby magazine, or taking a little longer shower. This allows for the gentle raising of old Upper Limits (the reprogramming of the nervous system), without forcefully blowing past them in a way that actually causes a big crash.

Take the average man who has to stage in his own way the life drama of his own worth and significance. As a youth he, like everyone else, feels that deep down he has a special talent, an indefinable but real something to contribute to the richness and success of life in the universe. But, like almost everyone else, he doesn’t seem to hit on the unfolding of this special something; his life takes on the character of a series of accidents and encounters that carry him along, willy-nilly, into new experiences and responsibilities. Career, marriage, family, approaching old age – all these happen to him, he doesn’t command them. Instead of his staging the drama of his own significance, he himself is staged, programmed by the standard scenario laid down by his society.

I objected anytime a student was automatically dismissed for having a B on a transcript or for having gone to a less prestigious undergraduate program. If we were serious about bringing in minority lawyers, I asserted, we’d have to look more holistically at candidates. We’d need to think about how they’d used whatever opportunities life had afforded them rather than measuring them simply by how far they’d made it up an elitist academic ladder. The point wasn’t to lower the firm’s high standards: It was to realize that by sticking with the most rigid and old-school way of evaluating a new lawyer’s potential, we were overlooking all sorts of people who could contribute to the firm’s success. We needed to interview more students, in other words, before writing them off.

Together the five orbiters Columbia, Challenger, Discovery, Atlantis, and Endeavour have flown a total of 133 successful missions, an unequaled accomplishment of engineering, management, and political savvy. But it's the two disasters that people remember, that most shape the shuttle's story. The lovely dream of spaceflight I grew up with is marred by the images of Challenger and Columbia breaking apart in the sky, the lost astronauts smiling on hopefully in their portraits, oblivious. Some people took the disasters to mean the entire space program had been a lie, that the dream itself was tainted with our fallibility. But even as a child, I knew it was more complex than that. If we want to see people take risks, we have to be prepared to sometimes see them fail. The story of American spaceflight is a story with many endings, a story of how we have weighed our achievements against our failures.

If you need to visualize the soul, think of it as a cross between a wolf howl, a photon, and a dribble of dark molasses. But what it really is, as near as I can tell, is a packet of information. It’s a program, a piece of hyperspatial software designed explicitly to interface with the Mystery. Not a mystery, mind you, the Mystery. The one that can never be solved. To one degree or another, everybody is connected to the Mystery, and everybody secretly yearns to expand the connection. That requires expanding the soul. These things can enlarge the soul: laughter, danger, imagination, meditation, wild nature, passion, compassion, psychedelics, beauty, iconoclasm, and driving around in the rain with the top down. These things can diminish it: fear, bitterness, blandness, trendiness, egotism, violence, corruption, ignorance, grasping, shining, and eating ketchup on cottage cheese. Data in our psychic program is often nonlinear, nonhierarchical, archaic, alive, and teeming with paradox. Simply booting up is a challenge, if not for no other reason than that most of us find acknowledging the unknowable and monitoring its intrusions upon the familiar and mundane more than a little embarrassing. But say you’ve inflated your soul to the size of a beach ball and it’s soaking into the Mystery like wine into a mattress. What have you accomplished? Well, long term, you may have prepared yourself for a successful metamorphosis, an almost inconceivable transformation to be precipitated by your death or by some great worldwide eschatological whoopjamboreehoo. You may have. No one can say for sure. More immediately, by waxing soulful you will have granted yourself the possibility of ecstatic participation in what the ancients considered a divinely animated universe. And on a day to day basis, folks, it doesn’t get any better than that.

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

I think that it's extraordinarily important that we in computer science keep fun in computing. When it started out, it was an awful lot of fun. Of course, the paying customers got shafted every now and then, and after a while we began to take their complaints seriously. We began to feel as if we really were responsible for the successful, error-free perfect use of these machines. I don't think we are. I think we're responsible for stretching them, setting them off in new directions, and keeping fun in the house. I hope the field of computer science never loses its sense of fun. Above all, I hope we don't become missionaries. Don't feel as if you're Bible salesmen. The world has too many of those already. What you know about computing other people will learn. Don't feel as if the key to successful computing is only in your hands. What's in your hands, I think and hope, is intelligence: the ability to see the machine as more than when you were first led up to it, that you can make it more.

Many researchers have sought the secret of successful education by identifying the most successful schools in the hope of discovering what distinguishes them from others. One of the conclusions of this research is that the most successful schools, on average, are small. In a survey of 1,662 schools in Pennsylvania, for instance, 6 of the top 50 were small, which is an overrepresentation by a factor of 4. These data encouraged the Gates Foundation to make a substantial investment in the creation of small schools, sometimes by splitting large schools into smaller units. At least half a dozen other prominent institutions, such as the Annenberg Foundation and the Pew Charitable Trust, joined the effort, as did the U.S. Department of Education’s Smaller Learning Communities Program. This probably makes intuitive sense to you. It is easy to construct a causal story that explains how small schools are able to provide superior education and thus produce high-achieving scholars by giving them more personal attention and encouragement than they could get in larger schools. Unfortunately, the causal analysis is pointless because the facts are wrong. If the statisticians who reported to the Gates Foundation had asked about the characteristics of the worst schools, they would have found that bad schools also tend to be smaller than average. The truth is that small schools are not better on average; they are simply more variable. If anything, say Wainer and Zwerling, large schools tend to produce better results, especially in higher grades where a variety of curricular options is valuable. Thanks to recent advances in cognitive psychology,

The essence of Hilbert's program was to find a decision process that would operate on symbols in a purely mechanical fashion, without requiring any understanding of their meaning. Since mathematics was reduced to a collection of marks on paper, the decision process should concern itself only with the marks and not with the fallible human intuitions out of which the marks were reduced. In spite of the prolonged efforts of Hilbert and his disciples, the Entscheidungsproblem was never solved. Success was achieved only in highly restricted domains of mathematics, excluding all the deeper and more interesting concepts. Hilbert never gave up hope, but as the years went by his program became an exercise in formal logic having little connection with real mathematics. Finally, when Hilbert was seventy years old, Kurt Godel proved by a brilliant analysis that the Entscheindungsproblem as Hilbert formulated it cannot be solved. Godel proved that in any formulation of mathematics, including the rules of ordinary arithmetic, a formal process for separating statements into true and false cannot exist. He proved the stronger result which is now known as Godel's theorem, that in any formalization of mathematics including the rules of ordinary arithmetic there are meaningful arithmetical statements that cannot be proved true or false. Godel's theorem shows conclusively that in pure mathematics reductionism does not work. To decide whether a mathematical statement is true, it is not sufficient to reduce the statement to marks on paper and to study the behavior of the marks. Except in trivial cases, you can decide the truth of a statement only by studying its meaning and its context in the larger world of mathematical ideas.

When you try to break a bad habit or form a positive one, you’re naturally going to feel awkward or uncomfortable at first because you have to actively make decisions about your behavior. Your brain has already been programmed to function in a certain way, so it will resist the change and, as a result, make the new behavior feel wrong and even frightening. The best thing to do in order to successfully reprogram your behavior is to embrace that awkward feeling of wrongness. It will take a while for your new routine to feel right or natural, so just accept that and keep chugging along. It’s a bit like starting to wear eyeglasses for the first time. You start out feeling uncomfortable and overly conscious of that foreign object sitting atop your nose, but you get used to that feeling with continued wear, such that sooner or later you don’t even notice it when your eyeglasses are on. Eventually, the behavior you want will be wired into your basal ganglia and you can go back to autopilot as an improved version of yourself. Before that happens, though, habit formation will start with feelings of unease rather than feelings of excitement and comfort.

Mental toughness is the ability to focus on and execute solutions, especially in the face of adversity. Greatness rarely happens on accident. If you want to achieve excellence, you will have to act like you really want it. How? Quite simply: by dedicating time and energy into consistently doing what needs to be done. Excuses are the antithesis of accountability. Important decisions aren’t supposed to be easy, but don’t let that stop you from making them. When it comes to decisions, decide to always decide. The second we stop growing, we start dying. Stagnation easily morphs into laziness, and once a person stops trying to grow and improve, he or she is nothing more than mediocre. Develop the no-excuse mentality. Do not let anything interrupt those tasks that are most critical for growth in the important areas of your life. Find a way, no matter what, to prioritize your daily process goals, even when you have a viable excuse to justify not doing it. “If you don’t evaluate yourself, how in the heck are you ever going to know what you are doing well and what you need to improve? Those who are most successful evaluate themselves daily. Daily evaluation is the key to daily success, and daily success is the key to success in life. If you want to achieve greatness, push yourself to the limits of your potential by continuously looking for improvements. Within 60 seconds, replace all problem-focused thought with solution-focused thinking. When people focus on problems, their problems actually grow and reproduce. When you train your mind to focus on solutions, guess what expands? Talking about your problems will lead to more problems, not to solutions. If you want solutions, start thinking and talking about your solutions. Believe that every problem, no matter how large, has at the very least a +1 solution, you will find it easier to stay on the solution side of the chalkboard. When you set your mind to do something, find a way to get it done…no matter what! If you come up short on your discipline, keep fighting, kicking, and scratching to improve. Find the nearest mirror and look yourself in the eye while you tell yourself, “There is no excuse, and this will not happen again.” Get outside help if needed, but never, ever give up on being disciplined. Greatness will not magically appear in your life without significant accountability, focus, and optimism on your part. Are you ready to commit fully to turning your potential into a leadership performance that will propel you to greatness. Mental toughness is understanding that the only true obstacles in life are self-imposed. You always have the choice to stay down or rise above. In truth, the only real obstacles to your ultimate success will come from within yourself and fall into one of the following three categories: apathy, laziness and fear. Laziness breeds more laziness. When you start the day by sleeping past the alarm or cutting corners in the morning, you’re more likely to continue that slothful attitude later in the day.

The intelligent want self-control; children want candy. —RUMI INTRODUCTION Welcome to Willpower 101 Whenever I mention that I teach a course on willpower, the nearly universal response is, “Oh, that’s what I need.” Now more than ever, people realize that willpower—the ability to control their attention, emotions, and desires—influences their physical health, financial security, relationships, and professional success. We all know this. We know we’re supposed to be in control of every aspect of our lives, from what we eat to what we do, say, and buy. And yet, most people feel like willpower failures—in control one moment but overwhelmed and out of control the next. According to the American Psychological Association, Americans name lack of willpower as the number-one reason they struggle to meet their goals. Many feel guilty about letting themselves and others down. Others feel at the mercy of their thoughts, emotions, and cravings, their lives dictated by impulses rather than conscious choices. Even the best-controlled feel a kind of exhaustion at keeping it all together and wonder if life is supposed to be such a struggle. As a health psychologist and educator for the Stanford School of Medicine’s Health Improvement Program, my job is to help people manage stress and make healthy choices. After years of watching people struggle to change their thoughts, emotions, bodies, and habits, I realized that much of what people believed about willpower was sabotaging their success and creating unnecessary stress. Although scientific research had much to say that could help them, it was clear that these insights had not yet become part of public understanding. Instead, people continued to rely on worn-out strategies for self-control. I saw again and again that the strategies most people use weren’t just ineffective—they actually backfired, leading to self-sabotage and losing control. This led me to create “The Science of Willpower,” a class offered to the public through Stanford University’s Continuing Studies program. The course brings together the newest insights about self-control from psychology, economics, neuroscience, and medicine to explain how we can break old habits and create healthy habits, conquer procrastination, find our focus, and manage stress. It illuminates why we give in to temptation and how we can find the strength to resist. It demonstrates the importance of understanding the limits of self-control,

Years ago, I happened upon a television program of a “prosperity gospel” preacher, with perfectly coiffed mauve hair, perched on a rhinestone-spackled golden throne, talking about how wonderful it is to be a Christian. Even if Christianity proved to be untrue, she said, she would still want to be a Christian, because it’s the best way to live. It occurred to me that that is an easy perspective to have, on television, from a golden throne. It’s a much more difficult perspective to have if one is being crucified by one’s neighbors in Sudan for refusing to repudiate the name of Christ. Then, if it turns out not to be true, it seems to be a crazy way to live. In reality, this woman’s gospel—and those like it—are more akin to a Canaanite fertility religion than to the gospel of Jesus Christ. And the kingdom she announces is more like that of Pharaoh than like that of Christ. David’s throne needs no rhinestone. But the prosperity gospel proclaimed in full gaudiness in the example above is on full display in more tasteful and culturally appropriate forms. The idea of the respectability of Christian witness in a Christian America that is defined by morality and success, not by the gospel of crucifixion and resurrection, is just another example of importing Jesus to maintain one’s best life now. Jesus could have remained beloved in Nazareth, by healing some people and levitating some chairs, and keeping quiet about how different his kingdom is. But Jesus persistently has to wreck everything, and the illusions of Christian America are no more immune than the illusions of Israelite Galilee. If we see the universe as the Bible sees it, we will not try to “reclaim” some lost golden age. We will see an invisible conflict of the kingdoms, a satanic horror show being invaded by the reign of Christ. This will drive us to see who our real enemies are, and they are not the cultural and sexual prisoners-of-war all around us. If we seek the kingdom, we will see the devil. And this makes us much less sophisticated, much less at home in modern America.

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

No revolution can be successful without organization and money. "The downtrodden masses" usually provide little of the former and none of the latter. But Insiders at the top can arrange for both.   What did these people possibly have to gain in financing the Russian Revolution? What did they have to gain by keeping it alive and afloat, or, during the 1920's by pouring millions of dollars into what Lenin called his New Economic Program, thus saving the Soviets from collapse?   Why would these "capitalists" do all this? If your goal is global conquest, you have to start somewhere. It may or may not have been coincidental, but Russia was the one major European country without a central bank. In Russia, for the first time, the Communist conspiracy gained a geographical homeland from which to launch assaults against the other nations of the world. The West now had an enemy.   In the Bolshevik Revolution we have some of the world's richest and most powerful men financing a movement which claims its very existence is based on the concept of stripping of their wealth men like the Rothschilds, Rockefellers, Schiffs, Warburgs, Morgans, Harrimans, and Milners. But obviously these men have no fear of international Communism. It is only logical to assume that if they financed it and do not fear it, it must be because they control it. Can there be any other explanation that makes sense? Remember that for over 150 years it has been standard operating procedure of the Rothschilds and their allies to control both sides of every conflict. You must have an "enemy" if you are going to collect from the King. The East-West balance-of-power politics is used as one of the main excuses for the socialization of America. Although it was not their main purpose, by nationalization of Russia the Insiders bought themselves an enormous piece of real estate, complete with mineral rights, for somewhere between $30 and $40 million.   ----  

The critical infrastructure of Indigenous worlds is, fundamentally, about responsibility and being a good relative. But our responsibilities do not happen only in the realm of political transformation. Caretaking, which we address in the introduction and in Part III, is the basis, too, for vibrant economies that must work fluidly with political structures to reinforce the world we seek to build beyond capitalism. We must thus have faith in our own forms of Indigenous political economy, the critical infrastructures that Huson speaks of so eloquently. We must rigorously study, theorize, enact, and experiment with these forms. While it covers ambitious terrain, The Red Deal at its base provides a program for study, theorization, action, and experimentation. But we must do the work. And the cold, hard truth is that we must not only be willing to do the work on a small scale whenever it suits us—in our own lives, in our families, or even in The Red Nation. We must be willing, as our fearless Wet’suwet’en relatives have done, to enforce these orders on a large scale. In conversation, our The Red Nation comrade Nick Estes stated, “I don’t want to just honor the treaties. I want to enforce them.” We can and should implement these programs in our own communities to alleviate suffering and protect what lands we are still able to caretake under colonial rule. To survive extinction, however, we must enforce Indigenous orders in and amongst those who have made it clear they will not stop their plunder until we are all dead. Settler and imperial nations, military superpowers, multinational corporations, and members of the ruling class are enemies of the Earth and the greatest danger to our future. How will we enforce Indigenous political, scientific, and economic orders to successfully prevent our mass ruin? This is the challenge we confront and pose in The Red Deal, and it is the challenge that all who take up The Red Deal must also confront.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

George Romney’s private-sector experience typified the business world of his time. His executive career took place within a single company, American Motors Corporation, where his success rested on the dogged (and prescient) pursuit of more fuel-efficient cars.41 Rooted in a particular locale, the industrial Midwest, AMC was built on a philosophy of civic engagement. Romney dismissed the “rugged individualism” touted by conservatives as “nothing but a political banner to cover up greed.”42 Nor was this dismissal just cheap talk: He once returned a substantial bonus that he regarded as excessive.43 Prosperity was not an individual product, in Romney’s view; it was generated through bargaining and compromises among stakeholders (managers, workers, public officials, and the local community) as well as through individual initiative. When George Romney turned to politics, he carried this understanding with him. Romney exemplified the moderate perspective characteristic of many high-profile Republicans of his day. He stressed the importance of private initiative and decentralized governance, and worried about the power of unions. Yet he also believed that government had a vital role to play in securing prosperity for all. He once famously called UAW head Walter Reuther “the most dangerous man in Detroit,” but then, characteristically, developed a good working relationship with him.44 Elected governor in 1962 after working to update Michigan’s constitution, he broke with conservatives in his own party and worked across party lines to raise the minimum wage, enact an income tax, double state education expenditures during his first five years in office, and introduce more generous programs for the poor and unemployed.45 He signed into law a bill giving teachers collective bargaining rights.46 At a time when conservatives were turning to the antigovernment individualism of Barry Goldwater, Romney called on the GOP to make the insurance of equal opportunity a top priority. As

Creating “Correct” Children in the Classroom One of the most popular discipline programs in American schools is called Assertive Discipline. It teaches teachers to inflict the old “obey or suffer” method of control on students. Here you disguise the threat of punishment by calling it a choice the child is making. As in, “You have a choice, you can either finish your homework or miss the outing this weekend.” Then when the child chooses to try to protect his dignity against this form of terrorism, by refusing to do his homework, you tell him he has chosen his logical, natural consequence of being excluded from the outing. Putting it this way helps the parent or teacher mitigate against the bad feelings and guilt that would otherwise arise to tell the adult that they are operating outside the principles of compassionate relating. This insidious method is even worse than outand-out punishing, where you can at least rebel against your punisher. The use of this mind game teaches the child the false, crazy-making belief that they wanted something bad or painful to happen to them. These programs also have the stated intention of getting the child to be angry with himself for making a poor choice. In this smoke and mirrors game, the children are “causing” everything to happen and the teachers are the puppets of the children’s choices. The only ones who are not taking responsibility for their actions are the adults. Another popular coercive strategy is to use “peer pressure” to create compliance. For instance, a teacher tells her class that if anyone misbehaves then they all won’t get their pizza party. What a great way to turn children against each other. All this is done to help (translation: compel) children to behave themselves. But of course they are not behaving themselves: they are being “behaved” by the adults. Well-meaning teachers and parents try to teach children to be motivated (translation: do boring or aversive stuff without questioning why), responsible (translation: thoughtless conformity to the house rules) people. When surveys are conducted in which fourth-graders are asked what being good means, over 90% answer “being quiet.” And when teachers are asked what happens in a successful classroom, the answer is, “the teacher is able to keep the students on task” (translation: in line, doing what they are told). Consulting firms measuring teacher competence consider this a major criterion of teacher effectiveness. In other words if the students are quietly doing what they were told the teacher is evaluated as good. However my understanding of ‘real learning’ with twenty to forty children is that it is quite naturally a bit noisy and messy. Otherwise children are just playing a nice game of school, based on indoctrination and little integrated retained education. Both punishments and rewards foster a preoccupation with a narrow egocentric self-interest that undermines good values. All little Johnny is thinking about is “How much will you give me if I do X? How can I avoid getting punished if I do Y? What do they want me to do and what happens to me if I don’t do it?” Instead we could teach him to ask, “What kind of person do I want to be and what kind of community do I want to help make?” And Mom is thinking “You didn’t do what I wanted, so now I’m going to make something unpleasant happen to you, for your own good to help you fit into our (dominance/submission based) society.” This contributes to a culture of coercion and prevents a community of compassion. And as we are learning on the global level with our war on terrorism, as you use your energy and resources to punish people you run out of energy and resources to protect people. And even if children look well-behaved, they are not behaving themselves They are being behaved by controlling parents and teachers.