Project Success Quotes

When I thought about why I was sometimes reluctant to push myself, I realized that it was because I was afraid of failure - but in order to have more success, I needed to be willing to accept more failure.

You differ from a great man in only one respect: the great man was once a very little man, but he developed one important quality: he recognized the smallness and narrowness of his thoughts and actions. Under the pressure of some task that meant a great deal to him, he learned to see how his smallness, his pettiness endangered his happiness. In other words, a great man knows when and in what way he is a little man. A little man does not know he is little and is afraid to know. He hides his pettiness and narrowness behind illusions of strength and greatness, someone else's strength and greatness. He's proud of his great generals but not of himself. He admires an idea he has not had, not one he has had. The less he understands something, the more firmly he believes in it. And the better he understands an idea, the less he believes in it.

Unrealistic profit projections are not going to win you the trust of your investors.

[S]tudies show that one of the best ways to lift your mood is to engineer an easy success, such as tackling a long-delayed chore.

Your vision should be something that can equally inspire everyone who is associated with your project and not just you.

Entrepreneurs must organize their business for success by developing a project management mindset that allows them to plan, build, divide, and conquer.

until you become completely obsessed with your mission, no one will take you seriously. Until the world understands that you're not going away—that you are 100 percent committed and have complete and utter conviction and will persist in pursuing your project—you will not get the attention you need and the support you want.

In a split second of eternity, everything is changed, transfigured. A few bars of music, rising from an unfamiliar place, a touch of perfection in the flow of human dealings--I lean my head slowly to one side, reflect on the camellia on the moss on the temple, reflect on a cup of tea, while outside the wind is rustling foliage, the forward rush of life is crystalized in a brilliant jewel of a moment that knows neither projects nor future, human destiny is rescued from the pale succession of days, glows with light at last and, surpassing time, warms my tranquil heart.

It all starts with a tiny, stupid idea, then one thing leads to another, and suddenly, you find something amazing: yourself.

An admirable line of Pablo Neruda’s, “My creatures are born of a long denial,” seems to me the best definition of writing as a kind of exorcism, casting off invading creatures by projecting them into universal existence, keeping them on the other side of the bridge… It may be exaggerating to say that all completely successful short stories, especially fantastic stories, are products of neurosis, nightmares or hallucination neutralized through objectification and translated to a medium outside the neurotic terrain. This polarization can be found in any memorable short story, as if the author, wanting to rid himself of his creature as soon and as absolutely as possible, exorcises it the only way he can: by writing it.

Your life should consist of more than commuting, working, eating, surfing the Internet, sleeping and watching TV. Your life should be filled with purpose-driven experiences and projects that bring excitement, passion, energy, and authentic meaning and joy into your life.

You are a man of extreme passion, a hungry man not quite sure where his appetite lies, a deeply frustrated man striving to project his individuality against a backdrop of rigid conformity. You exist in a half-world suspended between two superstructures, one self-expression and the other self-destruction. You are strong, but there is a flaw in your strength, and unless you learn to control it the flaw will prove stronger than your strength and defeat you. The flaw? Explosive emotional reaction out of all proportion to the occasion. Why? Why this unreasonable anger at the sight of others who are happy or content, this growing contempt for people and the desire to hurt them? All right, you think they're fools, you despise them because their morals, their happiness is the source of your frustration and resentment. But these are dreadful enemies you carry within yourself--in time destructive as bullets. Mercifully, a bullet kills its victim. This other bacteria, permitted to age, does not kill a man but leaves in its wake the hulk of a creature torn and twisted; there is still fire within his being but it is kept alive by casting upon it faggots of scorn and hate. He may successfully accumulate, but he does not accumulate success, for he is his own enemy and is kept from truly enjoying his achievements.

Do the things you like to be happier, stronger & more successful. Only so is hard work replaced by dedication.

Start small and start immediately.

If you hold a candle close to you, its flame rises. And if you hold it away from you, its flame shrinks. The same way you hold a candle close to you, keep all your plans, aspirations, projects, and dreams close to you too. Do not share your plans or goals until you complete them, because as you hold your candle away from you — envy, jealousy, and resentment may put out your flame before it grows.

If fame is a curse, successful people―by definition―can’t be seen. Almost every person I admire has a quiet life at home with someone they love, working on projects they love―designing their life as they love.

Why do we insist on putting limitations on what people are capable of doing?

His management philosophy, tempered in his rain-dancing days, was always to give the project to whoever had the most to gain from success--or the most to lose from failure.

I should be more focused on the "first contact with intelligent aliens" thing or the "save all of humanity" thing, but gosh darn it, I can spend a moment to be happy about being right when everyone said I was wrong.

I think adversity magnifies behavior. Tend to be a control freak? You'll become more controlling. Eat for comfort? You'll eat more. And on the positive, if you tend to focus on solutions and celebrate small successes, that's what you'll do in adversity.

A city street equipped to handle strangers, and to make a safety asset, in itself, our of the presence of strangers, as the streets of successful city neighborhoods always do, must have three main qualities: First, there must be a clear demarcation between what is public space and what is private space. Public and private spaces cannot ooze into each other as they do typically in suburban settings or in projects. Second, there must be eyes upon the street, eyes belonging to those we might call the natural proprietors of the street. The buildings on a street equipped to handle strangers and to insure the safety of both residents and strangers, must be oriented to the street. They cannot turn their backs or blank sides on it and leave it blind. And third, the sidewalk must have users on it fairly continuously, both to add to the number of effective eyes on the street and to induce the people in buildings along the street to watch the sidewalks in sufficient numbers. Nobody enjoys sitting on a stoop or looking out a window at an empty street. Almost nobody does such a thing. Large numbers of people entertain themselves, off and on, by watching street activity.

When two things occur successively we call them cause and effect if we believe one event made the other one happen. If we think one event is the response to the other, we call it a reaction. If we feel that the two incidents are not related, we call it a mere coincidence. If we think someone deserved what happened, we call it retribution or reward, depending on whether the event was negative or positive for the recipient. If we cannot find a reason for the two events' occurring simultaneously or in close proximity, we call it an accident. Therefore, how we explain coincidences depends on how we see the world. Is everything connected, so that events create resonances like ripples across a net? Or do things merely co-occur and we give meaning to these co-occurrences based on our belief system? Lieh-tzu's answer: It's all in how you think.

My project was retarded by laws of nature. The world was not prepared for it. It was too far ahead of time. But the same laws will prevail in the end and make it a triumphal success.

You wanted to believe that getting older, growing up, would change everything, transform you into the amazing person you were meant to be. But what if it didn't? What if you had to stay you forever?

He’s ashamed of himself, because he left you when you were three, did nothing for you, and you ended up being very successful without him, and then you buy him stuff. You are not only a better person than he is, but you are kind and responsible where he is not, and you’re providing where he did not. Not just as his child, but as a woman, providing for him. Your goodness holds up a mirror to his ugliness, and that is too painful for him, so he has to project this onto you, by saying you make him feel less about himself. It’s nothing you did. It’s guilt.

IF you want to be a winner than follow one simple rule and feed it in your mind. Take each task and work as " Do it yourself project.

Expectation and disappointment are far from friends but they are close relations.

A market research project starts when you have the answers to the following questions: 1. Why are you researching? 2. What are you going to do with the results?

Having an objective for any project is highly important as we are living in a world full of data—some useful but mostly useless.

For identifying the objective of your market research project, it is highly advisable that you should zero in on the exact information you want to collect and from who.

If your objectives are too broad, they can dilute your project.

One market research project should have only one objective. More than one objective can affect the effectiveness of your research.

Never guess anything. You will make bad business decisions if you do that. If you don’t have data on something, start a research project on that topic.

Focus groups for business projects are kind of the same. In this, you are going to collect data from a group of your customers or potential customers rather than your friends.

Defining a good project is dependent on how well you can define your needs. The better you specify your requirements, the better the results of a project are going to be.

Exploratory market research is generally preferred in the early stages of a project when you are more interested in exploring a subject.

Interviews are a qualitative form of collecting data. The reason it generates good responses is because it’s way more personal than other forms of data gathering techniques.

A good survey design is very important for the success of your project. Make sure that you include a mix of open-ended as well as closed questions in it.

Your market research project is of no use if you are not going to use the results of it in your decision-making process.

Defining the time frame helps in finishing the project on time.

If you feel anxiety or depression, you are not in the present. You are either anxiously projecting the future or depressed and stuck in the past. The only thing you have any control over is the present moment; simple breathing exercises can make us calm and present instantly.

Another key commitment for succeeding with this strategy is to support your commitment to shutting down with a strict shutdown ritual that you use at the end of the workday to maximize the probability that you succeed. In more detail, this ritual should ensure that every incomplete task, goal, or project has been reviewed and that for each you have confirmed that either (1) you have a plan you trust for its completion, or (2) it’s captured in a place where it will be revisited when the time is right. The process should be an algorithm: a series of steps you always conduct, one after another. When you’re done, have a set phrase you say that indicates completion (to end my own ritual, I say, “Shutdown complete”). This final step sounds cheesy, but it provides a simple cue to your mind that it’s safe to release work-related thoughts for the rest of the day.

I cannot project the degree of hatred required to make those women run around in crusades against abortion. Hatred is what they certainly project, not love for the embryos, which is a piece of nonsense no one could experience, but hatred, a virulent hatred for an unnamed object...Their hatred is directed against human beings as such, against the mind, against reason, against ambition, against success, against love, against any value that brings happiness to human life. In compliance with the dishonesty that dominates today's intellectual field, they call themselves "pro-life.

A market research plan should include all the essential information about your current research project. In addition, remember to keep your plan short and include only the most important information there.

Many research organizations are regularly studying the market and publishing their results in the form of various reports and case studies. You can study these reports to get an understanding of your issue.

Always try to connect your decision-making to some sort of data. If you don’t have data, start a market research project and gain data on that topic. Don’t make any decision just on the basis of your “intuition.

Life is a do-it-yourself project.

If you fail to plan, you plan to fail

The propagandist naturally cannot reveal the true intentions of the principal for whom he acts... That would be to submit the projects to public discussion, to the scrutiny of public opinion, and thus to prevent their success... Propaganda must serve instead as a veil for such projects, masking true intentions.

Years from now no one will remember all the extra projects you took on or your meticulously organized garage. What they—and you—will recall is the time you said no to a work assignment to take your kids to the science museum or when you ignored household chores to enjoy the sunset.

in order to get to the next level of whatever you're doing, you must think and act in a wildly different way than you previously have been. You cannot get to the next phase of a project without a grander mind-set, more acceleration, and extra horsepower.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else.

The Problem Is the Problem A professional does not take success or failure personally. That’s Priority Number One for us now. That our project has crashed is not a reflection of our worth as human beings. It’s just a mistake. It’s a problem—and a problem can be solved.

Do not keep company with people who speak of careers. Not only are such people uninteresting in themselves; they also have no interest in anything interesting. . . . Keep company with people who are interested in the world outside themselves. The one who never asks you what you are working on; who never inquires as to the success of your latest project; who never uses the word career as a noun -- he is your friend.

I make a project and I panic. Which is good, it can be a method. First, panic. Second, conquer panic by working. Third, find ways to solve your doubts.

No matter how much success you have, there will always be people who hate themselves so much that they'll gladly project that hate onto you.

The most fulfilling human projects appeared inseparable from a degree of torment, the sources of our greatest joys lying awkwardly close to those of our greatest pains… Why? Because no one is able to produce a great work of art without experience, nor achieve a worldly position immediately, nor be a great lover at the first attempt; and in the interval between initial failure and subsequent success, in the gap between who we wish one day to be and who we are at present, must come pain, anxiety, envy and humiliation. We suffer because we cannot spontaneously master the ingredients of fulfillment. Nietzsche was striving to correct the belief that fulfillment must come easily or not at all, a belief ruinous in its effects, for it leads us to withdraw prematurely from challenges that might have been overcome if only we had been prepared for the savagery legitimately demanded by almost everything valuable.

Indecisiveness is the number one reason for failure. Lack of ability to make a decision in a timely manner causes most people to fail with their projects and plans. Identify this challenge and decide to no longer let it be a setback from your success.

Women are prepared to suffer for love; it's written into their birth certificates. Women are not prepared to have "everything," not success-type "everything." I mean, not when the "everything" isn't about living happily ever after with the prince (where even if it falls through and the prince runs away with the baby-sitter, there at least a precedent). There's no precedent for women getting their own "everything" and learning that it's not the answer. Especially when you got fame, money, and love by belting out how sad and lonely and beaten you were. Which is only a darker version fo the Hollywood "everything" in which the more vulnerability and ineptness you project onto the screen, the more fame, money, and love they load you with. They'll only give you "everything" if you appear to be totally confused. Which leaves you with very few friends.

To be successful in this field, you need to become a problem solver with good observation skills and a desire to create things. You never stop learning in this field. You face new challenges with every new project, many of which require innovative solutions that you must discover on your own.

Politicians in our times feed their clichés to television, where even those who wish to disagree repeat them. Television purports to challenge political language by conveying images, but the succession from one frame to another can hinder a sense of resolution. Everything happens fast, but nothing actually happens. Each story on televised news is ”breaking” until it is displaced by the next one. So we are hit by wave upon wave but never see the ocean. The effort to define the shape and significance of events requires words and concepts that elude us when we are entranced by visual stimuli. Watching televised news is sometimes little more than looking at someone who is also looking at a picture. We take this collective trance to be normal. We have slowly fallen into it. More than half a century ago, the classic novels of totalitarianism warned of the domination of screens, the suppression of books, the narrowing of vocabularies, and the associated difficulties of thought. In Ray Bradbury’s Fahrenheit 451, published in 1953, firemen find and burn books while most citizens watch interactive television. In George Orwell’s 1984, published in 1949, books are banned and television is two-way, allowing the government to observe citizens at all times. In 1984, the language of visual media is highly constrained, to starve the public of the concepts needed to think about the present, remember the past, and consider the future. One of the regime’s projects is to limit the language further by eliminating ever more words with each edition of the official dictionary. Staring at screens is perhaps unavoidable, but the two-dimensional world makes little sense unless we can draw upon a mental armory that we have developed somewhere else. When we repeat the same words and phrases that appear in the daily media, we accept the absence of a larger framework. To have such a framework requires more concepts, and having more concepts requires reading. So get the screens out of your room and surround yourself with books. The characters in Orwell’s and Bradbury’s books could not do this—but we still can.

Develop what you have. Project it to the world. God will put a star up there on you. Then the wise men will look for you as they looked for Christ. They are going to bring the gold, the frankinsence and the myrrh. Even if you are hiding in the sheep's pen, they will find you once the star directs them!

trying to micromanage employees slows decisions and kills individual initiative. Attempting to impose precise order on how a project in a department is accomplished stifles creativity and leads to a formulistic approach to business problems. Insisting

How are you more successful at dating than me,” he says, awed by the mystery of it all. “Easy,” I say. “I have lower standards. And no Flannery O’Connor to get in the way. And when I go out to bars, I don’t spend the whole time scowling at Yelp reviews and forcefully projecting DON’T TALK TO ME. Also, I am, arguably, gorgeous from certain angles.

At first I hoped that such a technically unsound project would collapse but I soon realized it was doomed to success. Almost anything in software can be implemented, sold, and even used given enough determination. There is nothing a mere scientist can say that will stand against the flood of a hundred million dollars. But there is one quality that cannot be purchased in this way - and that is reliability. The price of reliability is the pursuit of the utmost simplicity. It is a price which the very rich find most hard to pay.

Since the self, in maintaining its isolation and detachment does not commit itself to a creative relationship with the other and is preoccupied with the figures of phantasies, thought, memories, etc. (imagos), which cannot be directly observable by or directly expressed to others, anything (in a sense) is possible. Whatever failures or successes come the way of the false-self system, the self is able to remain uncommitted and undefined. In phantasy, the self can be anyone, anywhere, do anything, have everything. It is thus omnipotent and completely free - but only in phantasy. Once it commits itself to any real project it suffers the agonies of humiliation - not necessarily for any failure, but simply because it has to subject itself to necessity and contingency. It is omnipotent and free only in phantasy. The more this phantastic omnipotence and freedom are indulged, the more weak, helpless, and fettered it becomes in actuality. The illusion of omnipotence and freedom can be sustained only within the magic circle of its own shut-upness in phantasy. And in order that this attitude be not dissipated by the slightest intrusion of reality, phantasy and reality have to be kept apart.

I guess the basic difference is that animation is sequential in time but in spatially juxtaposed as comics are. Each successive frame of a movie is projected on exactly the same space--the screen--while each frame of comics must occupy a different space. Space does for comics what time does for film!

As it fantasizes, poetry comes across nature. The real, living world is the only project of the imagination which has once succeeded and which still goes on being endlessly successful. Look at it continuing, moment after moment a success. It is still real, still deep, utterly absorbing. It is not something you are disappointed in next morning. It serves the poet as example, even more than a sitter or a model.

Anything you might want to accomplish—executing a project at work, getting a new job, learning a new skill, starting a business—requires finding and putting to use the right information. Your professional success and quality of life depend directly on your ability to manage information effectively. According to the New York Times, the average person’s daily consumption of information now adds up to a remarkable 34 gigabytes.1 A separate study cited by the Times estimates that we consume the equivalent of 174 full newspapers’ worth of content each and every day, five times higher than in 1986.2 Instead of empowering us, this deluge of information often overwhelms us. Information Overload has become Information Exhaustion, taxing our mental resources and leaving us constantly anxious that we’re forgetting something.

The guiding visionary behind Project Spectrum is Howard Gardner, a psychologist at the Harvard School of Education.7 “The time has come,” Gardner told me, “to broaden our notion of the spectrum of talents. The single most important contribution education can make to a child’s development is to help him toward a field where his talents best suit him, where he will be satisfied and competent. We’ve completely lost sight of that. Instead we subject everyone to an education where, if you succeed, you will be best suited to be a college professor. And we evaluate everyone along the way according to whether they meet that narrow standard of success. We should spend less time ranking children and more time helping them to identify their natural competencies and gifts, and cultivate those. There are hundreds and hundreds of ways to succeed, and many, many different abilities that will help you get there.

But the compulsive overachievement of today's elite college students - the sense that they need to keep running as fast as they can - is not the only thing that keeps them from forming the deeper relationships that might relieve their anguish. Something more insidious is operating, too: a resistance to vulnerability, a fear of looking like the only one who isn't capable of handling the pressure. These are young people who have always succeeded at everything, in part by projecting the confidence that they always will. Now, as they get to college, the stakes are higher and the competition fiercer. Everybody thinks that they are the only one who's suffering, so nobody says anything, so everybody suffers. Everyone feels like a fraud; everybody thinks that everybody else is smarter than they are.

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed. In this view, people often (but not always) take on risky projects because they are overly optimistic about the odds they face. I will return to this idea several times in this book—it probably contributes to an explanation of why people litigate, why they start wars, and why they open small businesses.

As is now generally admitted, a Soviet bomb would not have been achieved for several years more but for the success of Soviet espionage in obtaining secret information from Western scientists associated with the Manhattan Project. That is to say, political ideas in the minds of certain capable physicists and others took the form of believing that to provide Stalin with the bomb was a contribution to world progress. They were wrong. And their decisions show, once again, that minds of high quality in other respects are not immune to political or ideological delirium....In the Soviet case, those involved thought they knew better than mere politicians like Churchill. They didn't.

Also, the technologically high-risk Apollo aerospace programme is considered a classic success story of megaproject planning and implementation. The cost overrun on this US$21 billion project was only 5 per cent. Few know, however, that the original budget estimate included US$8 billion of contingencies.18 By allowing for risk with foresight, the programme avoided ending up in the type of large cost overrun that destabilises many major projects during implementation. The Apollo approach, with its realistic view of risks, costs and contingencies, should be adopted in more major projects.

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

Social media has put an incredible pressure on the Facebook generation. We’ve made our lives so public to one another, and as a result we feel pressure to live up to a certain ideal version of ourselves. On social media, everyone is happy, and popular, and successful—or, at least, we think we need to look like we are. No matter how well off we are, how thin or pretty, we have our issues and insecurities. But none of that shows up online. We don’t like to reveal our weaknesses on social media. We don’t want to appear unhappy, or be a drag. Instead, we all post rose-colored versions of ourselves. We pretend we have more money than we do. We pretend we are popular. We pretend our lives are great. Your status update says I went to a totally awesome party last night! It won’t mention that you drank too much and puked and humiliated yourself in front of a girl you like. It says My sorority sisters are the best! It doesn’t say I feel lonely and don’t think they accept me. I’m not saying everyone should post about having a bad time. But pretending everything is perfect when it’s not doesn’t help anyone. The danger of these kinds of little white lies is that, in projecting the happiness and accomplishments we long for, we’re setting impossible standards for ourselves and others to live up to.

The results reveal the power of prestige: when the gold-starred player had the opportunity to contribute money first, he or she tended to contribute to, and thus cooperate in, the joint effort, and then the following player—the low-prestige person—usually did as well. So, everyone won. However, when the low-prestige player got to contribute money first (or not), he or she tended not to contribute to the joint project (not cooperate), and then, neither did the high-prestige player. Even

During the inevitable times when you feel like your work has no meaning, find meaning at home. If you need something more to feel creative or need extra cash, then moonlight: start dream projects after work hours. At some point in time, a successful side project can become your main project and you’ll be fortunate enough to make your work and your dreams become one. || You should always have meaning outside the workplace. Work to support your lifestyle — don’t live to support your work.

A boy adopts a hero for two reasons: because a hero captivates his soul and serves as a projection of his innermost self; and, because a hero seems to have solved many problems that may worry a boy, or at least demonstrates the capacity to solve them. The hero is an idealization of successful living, even though he may die in a story. The death may be gallant, brave, tragic, or perhaps even foolhardy. But living or dead, a hero is the stylistic embodiment of living on one’s own terms – noble terms, grand terms, exciting terms – terms, in short, that complement any youth’s uncorrupted, untamed, unabridged projection of what is possible to him in life

In all of these examples, it’s not just the change of environment or seeking of quiet that enables more depth. The dominant force is the psychology of committing so seriously to the task at hand. To put yourself in an exotic location to focus on a writing project, or to take a week off from work just to think, or to lock yourself in a hotel room until you complete an important invention: These gestures push your deep goal to a level of mental priority that helps unlock the needed mental resources. Sometimes to go deep, you must first go big.

Mr. Morris's poem is ushered into the world with a very florid birthday speech from the pen of the author of the too famous Poems and Ballads,—a circumstance, we apprehend, in no small degree prejudicial to its success. But we hasten to assure all persons whom the knowledge of Mr. Swinburne's enthusiasm may have led to mistrust the character of the work, that it has to our perception nothing in common with this gentleman's own productions, and that his article proves very little more than that his sympathies are wiser than his performance. If Mr. Morris's poem may be said to remind us of the manner of any other writer, it is simply of that of Chaucer; and to resemble Chaucer is a great safeguard against resembling Swinburne.

The trend toward narcissistic flair has been responsible in large part for smiting rock with the superstar virus, which revolves around the substituting of attitudes and flamboyant trappings, into which the audience can project their fantasies, for the simple desire to make music, get loose, knock the folks out or get ‘em up dancin.’ It’s not enough just to do those things anymore; what you must do instead if you want success on any large scale is figure a way of getting yourself associated in the audience’s mind with their pieties and their sense of “community,” i.e., ram it home that you’re one of THEM; or, alternately, deck and bake yourself into an image configuration so blatant or outrageous that you become a culture myth.

The Creed for the Sociopathic Obsessive Compulsive (Peter's Laws) 1. If anything can go wrong, Fix it!!! (To hell with Murphy!!) 2. When given a choice - Take Both!! 3. Multiple projects lead to multiple successes. 4. Start at the top, then work your way up. 5. Do it by the book... but be the author! 6. When forced to compromise, ask for more. 7. If you can't beat them, join them, then beat them. 8. If it's worth doing, it's got to be done right now. 9. If you can't win, change the rules. 10. If you can't change the rules, then ignore them. 11. Perfection is not optional. 12. When faced without a challenge, make one. 13. "No" simply means begin again at one level higher. 14. Don't walk when you can run. 15. Bureaucracy is a challenge to be conquered with a righteous attitude, a tolerance for stupidity, and a bulldozer when necessary. 16. When in doubt: THINK! 17. Patience is a virtue, but persistence to the point of success is a blessing. 18. The squeaky wheel gets replaced. 19. The faster you move, the slower time passes, the longer you live. 20. The best way to predict the future is to create it yourself!!

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.

Every person fails, nobody achieves everything that he or she set out to achieve. Nobody, regardless of how many personal triumphs they enjoy, no matter how rich or powerful they become, goes through life without encountering failure. You cannot fail unless a person valiantly tries to accomplish a task. The most audacious person readily attempts difficult projects, despite feeling uncertain if they can prevail. Successful people exhibit the character to respond positively to failure. Some failures prove instrumental in altering a person’s outlook, and their revised perspective leads to brilliant successes

The most fulfilling human projects appeared inseparable from a degree of torment, the sources of our greatest joys lying awkwardly close to those of our greatest pains… Why? Because no one is able to produce a great work of art without experience, nor achieve a worldly position immediately, nor be a great lover at the first attempt; and in the interval between initial failure and subsequent success, in the gap between who we wish one day to be and who we are at present, must come pain, anxiety, envy and humiliation. We suffer because we cannot spontaneously master the ingredients of fulfillment. Nietzsche was striving to correct the belief that fulfillment must come easily or not at all, a belief ruinous in its effects, for it leads us to withdraw prematurely from challenges that might have been overcome if only we had been prepared for the savagery legitimately demanded by almost everything valuable.

We talked about how easy it was to make the mistake of anthropomorphising animals, and projecting our own feelings and perceptions on to them, where they were inappropriate and didn't fit. We simply had no idea what it was like being an extremely large lizard, and neither for that matter did the lizard, becuase it was not self-conscious about being an extremely large lizard, it just got on with the business of being one. To react with revulsion to its behavior was to make the mistake of applying criteria that are only appropriate to the business of being human. We each make our own accommodation with the world and learn to survive in it in different ways. What works as successful behaviour for us does not work for lizards, and vice versa.

Creativity always comes as a surprise to us; therefore we can never count on it and we dare not believe in it until it has happened. In other words, we would not consciously engage upon tasks whose success clearly requires that creativity be forthcoming. Hence, the only way in which we can bring our creative resources fully into play is by misjudging the nature of the task, by presenting it to ourselves as more routine, simple, undemanding of genuine creativity than it will turn out to be. Or, put differently: since we necessarily underestimate our creativity, it is desirable that we underestimate to a roughly similar extent the difficulties of the tasks we face so as to be tricked by these two offsetting underestimates into undertaking tasks that we can, but otherwise would not dare, tackle. The principle is important enough to deserve a name: since we are apparently on the trail here of some sort of invisible or hidden hand that beneficially hides difficulties from us, I propose the Hiding Hand.

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.

The book ‘Outliers’ by Malcolm Gladwell talks about the 10,000-hour theory–that almost anyone can master a skill if they dedicate 10,000 hours to it. The same is true for your side hustle. If you put in the right hours–into the right places–then you can build a successful side hustle, too. The rate at which you put these hours in is up to you. Yes, if you go slower, then it will take longer. But compared to your other option–doing nothing at all–what’s the hurry? Here’s the tried and true technique I use to put the necessary time into any new project without overwhelming myself: Set aside 20 minutes–no more!–every single day to work on your project, and protect those 20 minutes with everything you have. Never let anything get in the way of this time.

WE MAY FEEL...BUT WE DON'T We may feel the need to change employment, but we don’t. We may feel the need to start a specific project, but we don’t. We may feel the need to pursue higher education, but we don’t We may feel the need to heal a broken relationship, but we don’t. We may feel the need to work to improve our spiritual lives, but we don’t. We may feel the need to take steps toward a healthier physical or emotional life for ourselves and/or our family, but again, we don’t. (This list could likely go on for eternity.) The desire for progression is innate, but the problem we face is that the actual act of progression is also a choice. Without embracing our inherent need for progress, for positive growth and/or change, we’ll still go on living. ...But at what cost?

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

One also, in our milieu, simply didn't meet enough Americans to form an opinion. And when one did—this was in the days of crew-cuts and short-legged pants—they, too, often really did sport crew-cuts and trousers that mysteriously ended several inches short of the instep. Why was that? It obviously wasn't poverty. A colleague of my father's had a daughter who got herself married and found that an American friend she had met on holiday had offered to pay the whole cost of the nuptial feast. I forget the name of this paladin, but he had a crew-cut and amputated trouser-bottoms and a cigar stub and he came from a place called Yonkers, which seemed to me a ridiculous name to give to a suburb. (I, who had survived Crapstone… ) Anyway, once again one received a Henry Jamesian impression of brash generosity without overmuch refinement. There was a boy at my boarding school called Warren Powers Laird Myers, the son of an officer stationed at one of the many U.S. Air Force bases in Cambridgeshire. Trousers at The Leys School were uniform and regulation, but he still managed to show a bit of shin and to buzz-cut his hair. 'I am not a Yankee,' he informed me (he was from Norfolk, Virginia). 'I am a CON-federate.' From what I was then gleaning of the news from Dixie, this was unpromising. In our ranks we also had Jamie Auchincloss, a sprig of the Kennedy-Bouvier family that was then occupying the White House. His trousers managed to avoid covering his ankles also, though the fact that he shared a parent with Jackie Kennedy meant that anything he did was accepted as fashionable by definition. The pants of a man I'll call Mr. 'Miller,' a visiting American master who skillfully introduced me to J.D. Salinger, were also falling short of their mark. Mr. Miller's great teacher-feature was that he saw sexual imagery absolutely everywhere and was slightly too fond of pointing it out [...]. Meanwhile, and as I mentioned much earlier, the dominant images projected from the United States were of the attack-dog-and-firehose kind, with swag-bellied cops lying about themselves and the political succession changed as much by bullets as by ballots.

Barrett said that when we’re dehydrated, we don’t necessarily feel thirsty—we feel exhausted. When we have something odd happening in our stomach, our body doesn’t quite know if we have a menstrual cramp or a stomachache or if we need to poop. We might not even be aware for a long period of time that our stomach hurts. And this isn’t unique to people with PTSD. It’s normal, everyday bodily dissociation that we all suffer from. If we find ourselves in a shitty mood, we might not necessarily be mad about a certain trigger. We could just be running at a metabolic deficit. Our body might be screaming “I NEED FUNYUNS” while we project our hangriness onto, say, this poor sweaty schmuck who’s breathing too loud in the elevator. But Barrett said that PTSD does make these inclinations worse. It affects a variety of systems in the body, throwing them all out of whack. Our hearts might beat faster. Our lungs might pump harder. Our body budget can get tipped off-balance more easily. And when it does, our reactions to these deficits can feel outsized. “Make sure that you get enough sleep, make sure you exercise, make sure that you eat in a healthful way,” she told me when I asked her what I could do to be a better person. When I countered that that didn’t seem like enough, she kindly offered, “You know, all you can do is take as much responsibility as you can. And sometimes it’s the attempt that matters, you know, more than the success.” Then she chuckled at herself. “That’s a very Jewish mother response!” So, first step of hacking my brain: sustaining it with enough oxygen and nutrients

From Hobbes to the slaveholders to the neoconservatives, the right has grown increasingly aware that any successful defense of the old regime must incorporate the lower orders in some capacity other than underlings or starstruck fans. The masses must either be able to locate themselves symbolically in the ruling class or be provided with real opportunities to become faux aristocrats themselves in the family, the factory, and the field. The former path makes for an upside-down populism, in which the lowest of the low see themselves projected in the highest of the high; the latter makes for a democratic feudalism, in which the husband or supervisor plays the part of a lord. The former path was pioneered by Hobbes, Maistre, and various prophets of racism and nationalism, the latter by Southern slaveholders, European imperialists, and Gilded Age apologists. (And neo–Gilded Age apologists: “There is no single elite in America,” writes David Brooks. “Everyone can be an aristocrat within his own Olympus.” 105) Occasionally, as in the writing of Werner Sombart, the two paths converge: ordinary people get to see themselves in the ruling class by virtue of belonging to a great nation among nations, and they also get to govern lesser beings through the exercise of imperial rule.

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?

Psychologists have devised some ingenious ways to help unpack the human "now." Consider how we run those jerky movie frames together into a smooth and continuous stream. This is known as the "phi phenomenon." The essence of phi shows up in experiments in a darkened room where two small spots are briefly lit in quick succession, at slightly separated locations. What the subjects report seeing is not a succession of spots, but a single spot moving continuously back and forth. Typically, the spots are illuminated for 150 milliseconds separated by an interval of fifty milliseconds. Evidently the brain somehow "fills in" the fifty-millisecond gap. Presumably this "hallucination" or embellishment occurs after the event, because until the second light flashes the subject cannot know the light is "supposed" to move. This hints that the human now is not simultaneous with the visual stimulus, but a bit delayed, allowing time for the brain to reconstruct a plausible fiction of what has happened a few milliseconds before. In a fascinating refinement of the experiment, the first spot is colored red, the second green. This clearly presents the brain with a problem. How will it join together the two discontinuous experiences—red spot, green spot—smoothly? By blending the colors seamlessly into one another? Or something else? In fact, subjects report seeing the spot change color abruptly in the middle of the imagined trajectory, and are even able to indicate exactly where using a pointer. This result leaves us wondering how the subject can apparently experience the "correct" color sensation before the green spot lights up. Is it a type of precognition? Commenting on this eerie phenomenon, the philosopher Nelson Goodman wrote suggestively: "The intervening motion is produced retrospectively, built only after the second flash occurs and projected backwards in time." In his book Consciousness Explained , philosopher Daniel Dennett points out that the illusion of color switch cannot actually be created by the brain until after the green spot appears. "But if the second spot is already 'in conscious experience,' wouldn't it be too late to interpose the illusory content between the conscious experience of the red spot and the conscious experience of the green spot?

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

I suspect that self-deception is similar to its cousins, overconfidence and optimism, and as with these other biases, it has both benefits and disadvantages. On the positive side, an unjustifiably elevated belief in ourselves can increase our general well-being by helping us cope with stress; it can increase our persistence while doing difficult or tedious tasks; and it can get us to try new and different experiences. We persist in deceiving ourselves in part to maintain a positive self-image. We gloss over our failures, highlight our successes (even when they’re not entirely our own), and love to blame other people and outside circumstances when our failures are undeniable. Like our friend the crab, we can use self-deception to boost our confidence when we might not otherwise feel bold. Positioning ourselves on the basis of our finer points can help us snag a date, finish a big project, or land a job. (I am not suggesting that you puff up your résumé, of course, but a little extra confidence can often work in our favor.) On the negative side, to the extent that an overly optimistic view of ourselves can form the basis of our actions, we may wrongly assume that things will turn out for the best and as a consequence not actively make the best decisions. Self-deception can also cause us to “enhance” our life stories with, say, a degree from a prestigious university, which can lead us to suffer a great deal when the truth is ultimately revealed. And, of course, there is the general cost of deception. When we and those around us are dishonest, we start suspecting everyone, and without trust our lives become more difficult in almost every way.

In particular, interrogative e-mails like these generate an initial instinct to dash off the quickest possible response that will clear the message—temporarily—out of your inbox. A quick response will, in the short term, provide you with some minor relief because you’re bouncing the responsibility implied by the message off your court and back onto the sender’s. This relief, however, is short-lived, as this responsibility will continue to bounce back again and again, continually sapping your time and attention. I suggest, therefore, that the right strategy when faced with a question of this type is to pause a moment before replying and take the time to answer the following key prompt: What is the project represented by this message, and what is the most efficient (in terms of messages generated) process for bringing this project to a successful conclusion? Once you’ve answered this question for yourself, replace a quick response with one that takes the time to describe the process you identified, points out the current step, and emphasizes the step that comes next. I call this the process-centric approach to e-mail, and it’s designed to minimize both the number of e-mails you receive and the amount of mental clutter they generate.