Provider Mindset Quotes

Life has a tendency to provide a person with what they need in order to grow. Our beliefs, what we value in life, provide the roadmap for the type of life that we experience. A period of personal unhappiness reveals that our values are misplaced and we are on the wrong path. Unless a person changes their values and ideas, they will continue to experience discontentment.

Except in a very few matches, usually with world-class performers, there is a point in every match (and in some cases it's right at the beginning) when the loser decides he's going to lose. And after that, everything he does will be aimed at providing an explanation of why he will have lost. He may throw himself at the ball (so he will be able to say he's done his best against a superior opponent). He may dispute calls (so he will be able to say he's been robbed). He may swear at himself and throw his racket (so he can say it was apparent all along he wasn't in top form). His energies go not into winning but into producing an explanation, an excuse, a justification for losing.

Bloom concludes, “After forty years of intensive research on school learning in the United States as well as abroad, my major conclusion is: What any person in the world can learn, almost all persons can learn, if provided with the appropriate prior and current conditions of learning.

If you persuade yourself that you can do a certain thing, provided this thing be possible, you will do it however difficult it may be. If on the contrary you imagine that you cannot do the simplest thing in the world, it is impossible for you to do it, and molehills become for you unscalable mountains.

Think of money as energy like you would love and then the belief in the universe will provide all you have been dreaming of.

The mind provides a person with the mental fortitude to survive any physical or spiritual crisis. For the present time, I am satisfying myself by building a little shop in the back of my mind, a place where stillness resides and a jangle of thoughts can come and visit. I am building a room of my own, a room that I can retreat to when needed, a place where I am always welcomed regardless of the trappings of this ordinary and finite life. I do not need much as far as earthy rewards, but I certainly will not spurn food, drink, companionship, love, affection, friendship, or other physical, emotional, spiritual, aesthetic, and sensuous pleasures that find their way to my humble doorstep.

If you beg for money or resources, more begging will be increasingly required. Begging exacerbates void and lack. Instead of begging, find some people to provide value to and ensure that they pay you according to the value you provide. The creation of value will eliminate poverty and facilitate wealth - always.

I never teach my pupils. I only attempt to provide the conditions in which they can learn. Albert Einstein

When you give without needing anything in return, it provides you infinite flexibility and power.

Provide tremendous value to as many people as possible, and you will attract blessings into your life.

To Provide Care And Empathy, You Also Need To Receive Care”.

By adopting an agile mindset and providing improved engagement, collaboration, transparency, and adaptability via Scrum's values, roles, events, and artifacts, the results were excellent.

We need to move beyond the idea that an education is something that is provided for us and toward the idea that an education is something that we create for ourselves.—Stephen Downes (2010)

Approachable people . . . 1. Use body language to their advantage. 2. Are open-minded to new people and new experiences. 3. Encourage others to feel better about themselves. 4. Are willing to be told not what they want to hear, but what they need to hear. 5. Provide an inviting aura that is warm and comforting. 6. Realize that authenticity and transparency earn trust. 7. Intuitively tune into the feelings and needs of others. 8. Are emotionally steady and respond appropriately when they sense awkwardness or discomfort in others. 9. Radiate happiness and curbs cynicism. 10. Provide a safe environment for others to express themselves. 11. Make others feel valued and appreciated. 12. Listen and consider other people’s viewpoints and opinions.

Being top of your class does not necessarily guarantee that you will be top in life. Life requires much more than your ability to understand a concept, memorise it and reproduce it in an exam. Intelligence and excellence in life go beyond your ability to provide cut-and-paste answers.

Although Manmohan Singh, the helmsman, got the credit, it was Rao who took the tough and aggressive decisions and provided the energy and political support. He was shrewd and knew how to deal with dissent. The manner in which he pushed through the industrial policy in the cabinet is an example. At the same time, the reforms would not have happened without Manmohan Singh. To the extent that there was one, he created the road map. In a brilliant move, he set up a set of committees—bank reform under Narsimhan, tax reform under Chelliah, and insurance reform under Malhotra—and they provided crucial intellectual sustenance and legitimacy for reform measures in these areas. It needed Manmohan Singh to come and change the nation’s mind-set to growth. But Manmohan Singh is a reticent man and cautious by nature. On his own, without Rao’s constant support, he would not have done it. The new trade policy would not have come about as speedily without Chidambaram. Varma was a terror as the head of the steering committee and he provided the momentum for the implementation of the reforms for two years. He knew the system well, and he played it in favor of the reforms. Varma’s crucial contributions, I believe, have not been understood or appreciated. In the end, all three—Manmohan Singh, Chidambaram, and Varma—derived their strength from Narasimha Rao.

Silence doesn’t have to be a major pilgrimage into the wilderness in order to find a solitary space. Everyday tasks such as driving around town, folding laundry, preparing food, washing dishes, or taking walks can all provide a measure of solitude each day when approached with the right mindset and a commitment to shut off televisions, computers, tablets, smartphones, radios, and anything else that could interrupt silence.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

I’m always shocked when I run into people who don’t believe in God. I’ll even ask them, “How can you not believe that there’s a power greater than you who’s engineering this whole system of things?” Usually they’ll tell me something like, “Man, God is just some mythical fairy tale. God is no different than Santa Claus, the Easter Bunny, or the Tooth Fairy.” I disagree wholeheartedly, but that mind-set is honestly one of the reasons I don’t sell that junk about holiday headliners to my daughters. Maybe it’s the Witness influence on me, but to this day I’m not a fan of holidays. I think it’s a mistake to hype your kids on Santa Claus, the Easter Bunny, and the Tooth Fairy on one hand, and then try to sell them on God with the other. When they get older and realize Santa and the Easter Bunny aren’t real, it becomes too easy for them to dismiss God as well. “So you were lying to me about everybody else, but this God character is real?” they’ll say. “Yeah, right.” And then they’ll miss out on the affirmation, confidence, and faith that religion can provide when they’re older and really need it.

More often than not, the people around me weren’t simply deciding to give up. They were living in a culture of dependency that had been passed down from birth. My mother and grandmother gave in to the culture. And they expected me to figure out the best way to live on that same track, to game the system and not even try to escape. My friend Ben agrees. 'Most of the time, what you see in the housing projects are generations of families,' he says. 'People accustomed to this lifestyle. It becomes comfortable, so they don’t move away, and even their children stay and raise kids in the same environment.' In neighborhoods like the ones where Ben and I grew up, there is no perceived incentive to advance. After all, the checks for housing and the food stamps and assistance arrive every month. This is why the system must be reformed. Welfare should exist only for a certain period of time, unless you’re disabled and can’t physically work. It should not last for a generation or more. There are millions of jobs open, without enough people to fill them or, rather, without enough people who have the necessary skills and training. This is where the government should come in, providing incentives for real-world training and educating recipients about a life beyond government dependence.

I Am My Teacher (Sonnet 1234) I teach myself when I need to learn something, I correct myself when I make mistakes. No two year old shaped as 40, 50, 60 or 70, Has the maturity to provide me moral guidance. I taught myself electronics when I fell for it, I taught myself music in my youthful high. I taught myself languages in sheer obsession, I taught myself aeronautics when I wanted to fly. Critics mail, I should add "biggest ego" to my bio, I thank them all for an astounding revelation. If I actually behaved befitting my capacity, Half your legends will lose their reputation. You only see the tip of the ice-berg, Fullness of the Himalayas you'll never see. I chose to put many of my passions aside, One path, one mission - one answer to calamity.

Our delight in each other did not happen because he is the perfect man, or because he “loves me like Christ loves the church,” or because he is “sensitive to all my needs.” It didn’t happen because he takes the trash out, or cleans up after himself, or has always made a good living, providing me with all the things most women take for granted. It didn’t happen because he is a strong spiritual leader and always does the right thing. It happened and continues to happen because of the choices I make every day. I never have a chip on my shoulder, no matter how offended I have a right to be—and I do have reasons to be offended regularly. Every day, I remember to view myself as the woman God gave this man. This mind-set helps me be just that: a gift, a playmate, his helper.

CHAPTER THREE IN ONE PAGE Multitrack     1. Multitracking = considering more than one option simultaneously.     •  The naming firm Lexicon widens its options by assigning a task to multiple small teams, including an “excursion team” that considers a related task from a very different domain.     2. When you consider multiple options simultaneously, you learn the “shape” of the problem.     •  When designers created ads simultaneously, they scored higher on creativity and effectiveness.     3. Multitracking also keeps egos in check—and can actually be faster!     •  When you develop only one option, your ego is tied up in it.     •  Eisenhardt’s research on Silicon Valley firms: Multitracking minimized politics and provided a built-in fallback plan.     4. While decision paralysis may be a concern for people who consider many options, we’re pushing for only one or two extra. And the payoff can be huge.     •  We’re not advocating 24 kinds of jam. When the German firm considered two or more alternatives, it made six times as many “very good” decisions.     5. Beware “sham options.”     •  Kissinger: “Nuclear war, present policy, or surrender.”     •  One diagnostic: If people on your team disagree about the options, you have real options.     6. Toggle between the prevention and promotion mindsets.     •  Prevention focus = avoiding negative outcomes. Promotion focus = pursuing positive outcomes.     •  Companies who used both mindsets performed much better after a recession.     •  Doreen’s husband, Frank, prompted her to think about boosting happiness, not just limiting stress.     7. Push for “this AND that” rather than “this OR that.

You Are Not Your Jersey “Avoid having your ego so close to your position that when your position falls, your ego goes with it.” - Colin Powell The New Zealand All Blacks (national rugby team) have a mantra: “Leave the jersey in a better place”. It means, this is not your jersey, you are part of something bigger but do your best while you wear the jersey. It provides a valuable lesson about enjoying your moment in the sun but letting go to pursue another one once your time ends. When I played in Toulouse they had the same mindset. The club only contracted a certain number of players each year and there was a set number of locker spaces. Each locker was numbered in such a way that was not associated with a jersey number and that was also the number you wore on your club sportswear. Some numbers were 00, others were 85 and mine was 71. When I joined the coach explained to me in French that this was not my number, but I was part of a tradition that spanned decades. My interpretation still remains, “You are not your jersey.

threat condition state. Although Sheepdogs operate in “yellow,” they’re prepared to escalate to “orange” or “red” in a moment’s notice. Though the warrior trains for violence and can withstand the psychological impact of violence, he/ she abhors violence. Identifying and diffusing a threat is the largest segment of the Unbeatable Mind warrior training. Only when all else fails will the warrior engage in a violence to end the threat. When this happens, he/he terrifies their opponent with an offensive mind. Exercise Think about a violent and vicious animal - wolverine, lion, or bear. Sit in silence and begin your breath control. Count backwards from 100. At 50, invoke the image and psychological energy of your chosen animal. Feel the animal’s ferocious attack energy. Feel the animal’s emotions as it seeks to protect its offspring. Imagine yourself fighting a violent criminal with the same psychic animal. Now, practice turning this energy on and off, like a light switch. Repeat this exercise daily for a month. This will cultivate an offensive mind-set and provide an enormous amount of psychological energy to be used in the event of a violent encounter.

in my name to train young women for global leadership. Wellesley’s twelfth and thirteenth presidents, Diana Chapman Walsh and Kim Bottomly, embraced the idea and, over several years, helped put the pieces together. In January 2010, I traveled to Massachusetts for the inaugural session. The Albright Institute was founded on the belief that a student doesn’t have to major in international relations to have a global mind-set. By giving young women the chance to work in partnership with peers from a variety of disciplines and countries, we encourage them to see differences of perspective as a strength and even as a tool to help solve complex problems. To that end, we provide an intense course of study over a three-week period between the fall and spring semesters, complemented by summer internships. Of the hundreds of Wellesley juniors and seniors who apply annually, forty are selected. In the first two weeks of each session, we offer classes run by professors, former government officials, nonprofit leaders, and businesspeople. During the final seven days, the fellows work in teams to analyze and make recommendations regarding a thorny international problem. At the end, they present their findings, which we pick apart and discuss.

Your story isn’t powerful enough if all it does is lead the horse to water; it has to inspire the horse to drink, too. On social media, the only story that can achieve that goal is one told with native content. Native content amps up your story’s power. It is crafted to mimic everything that makes a platform attractive and valuable to a consumer—the aesthetics, the design, and the tone. It also offers the same value as the other content that people come to the platform to consume. Email marketing was a form of native content. It worked well during the 1990s because people were already on email; if you told your story natively and provided consumers with something they valued on that platform, you got their attention. And if you jabbed enough to put them in a purchasing mind-set, you converted. The rules are the same now that people spend their time on social media. It can’t tell you what story to tell, but it can inform you how your consumer wants to hear it, when he wants to hear it, and what will most make him want to buy from you. For example, supermarkets or fast-casual restaurants know from radio data that one of the ideal times to run an ad on the radio is around 5:00 P.M., when moms are picking up the kids and deciding what to make for dinner, and even whether they have the energy to cook. Social gives you the same kind of insight. Maybe the data tells you that you should post on Facebook early in the morning before people settle

Changing what we think is always a sticky process, especially when it comes to religion. When new information becomes available, we cringe under an orthodox mindset, particularly when we challenge ideas and beliefs that have been “set in stone” for decades. Thomas Kuhn coined the term paradigm shift to represent this often-painful transition to a new way of thinking in science. He argued that “normal science” represented a consensus of thought among scientists when certain precepts were taken as truths during a given period. He believed that when new information emerges, old ideas clash with new ones, causing a crisis. Once the basic truths are challenged, the crisis ends in either revolution (where the information provides new understanding) or dismissal (where the information is rejected as unsound). The information age that we live in today has likely surprised all of us as members of the LDS Church at one time or another as we encounter new ideas that revise or even contradict our previous understanding of various aspects of Church history and teachings. This experience is similar to that of the Copernican Revolution, which Kuhn uses as one of his primary examples to illustrate how a paradigm shift works. Using similar instruments and comparable celestial data as those before them, Copernicus and others revolutionized the heavens by describing the earth as orbiting the sun (heliocentric) rather than the sun as orbiting the earth (geocentric). Because the geocentric model was so ingrained in the popular (and scientific!) understanding, the new, heliocentric idea was almost impossible to grasp. Paradigm shifts also occur in religion and particularly within Mormonism. One major difference between Kuhn’s theory of paradigm shift and the changes that occur within Mormonism lies in the fact that Mormonism privileges personal revelation, which is something that cannot be institutionally implemented or decreed (unlike a scientific law). Regular members have varying degrees of religious experience, knowledge, and understanding dependent upon many factors (but, importantly, not “faithfulness” or “worthiness,” or so forth). When members are faced with new information, the experience of processing that information may occur only privately. As such, different members can have distinct experiences with and reactions to the new information they receive. This short preface uses the example of seer stones to examine the idea of how new information enters into the lives of average Mormons. We have all seen or know of friends or family who experience a crisis of faith upon learning new information about the Church, its members, and our history. Perhaps there are those reading who have undergone this difficult and unsettling experience. Anyone who has felt overwhelmed at the continual emergence of new information understands the gravity of these massive paradigm shifts and the potentially significant impact they can have on our lives. By looking at just one example, this preface will provide a helpful way to think about new information and how to deal with it when it arrives.

1.      Establishing artificial time constraints: Allow the person being targeted to feel that there is an end in sight. 2.      Accommodating nonverbals: Ensure that both your body language as well as your voice is non-threatening.           3.      Slower rate of speech: Don’t oversell and talk too fast. You lose credibility quickly and come on too strong and threatening. 4.      Sympathy or assistance theme: Human beings are genetically coded to provide assistance and help. It also appeals to their ego that they may know more than you. 5.      Ego suspension: Most likely the hardest technique but without a doubt the most effective. Don’t build yourself up, build someone else up and you will have strong rapport. 6.      Validate others: Human beings crave being connected and accepted. Validation feeds this need and few give it. Be the great validator and have instant, great rapport. 7.      Ask… How? When? Why? : When you want to dig deep and make a connection, there is no better or safer way than asking these questions. They will tell you what they are willing to talk about. 8.      Connect with quid pro quo: Some people are just more guarded than others. Allow them to feel comfortable by giving a little about you. Don’t overdo it. 9.      Gift giving (reciprocal altruism): Human beings are genetically coded to reciprocate gifts given. Give a gift, either intangible or material, and seek a conversation and rapport in return. 10.  Managing expectations: Avoid both disappointment as well as the look of a bad salesman by ensuring that your methods are focused on benefitting the targeted individual and not you. Ultimately you will win, but your mindset needs to focus on them. You now have the top ten secrets on how to build rapport with anyone in just a few minutes.  There is nothing in these pages that

Thus, a mindset of responsiveness considers time efficiency from the customer’s or requestor’s point of view rather than cost-efficiency from the service provider’s point of view.

We need to move beyond the idea that an education is something that is provided for us and toward the idea that an education is something that we create for ourselves.—Stephen Downes (2010)[20]

Design is expected to provide something "new" or "beautiful" or "special". When we look at the things around us with such a mindset, those things outside "design" are viewed as being "normal" or "ugly" in contrast.

The power of science is seen in the cumulative and coordinated nature of scientific work; each generation in science builds on the work of workers who came before, and each generation organizes its energies via collaboration and public discussion. This social organization permits the scientific strategy to function at the level of social groups; the dialogue between the speculative voice and the critical voice can literally be a dialogue, rather than something internalized in the mind-set of the individual scientist. These social groups can include some individuals who are not especially open-minded-who are very wedded to their own ideas-provided that the group as a whole retains flexibility and responsiveness to evidence.

Only big goals will provide you with the motivational fuel. This is the fuel required to get over all those obstacles and temporary failures. This is the reason why you wake up and look forward to the day ahead.

Getting left of bang requires two things. The first is a mindset and mentality to actively search your area for people that don’t fit in. The second is the knowledge to know what causes someone to stand out from the crowd. I hope that this book and the webpages that accompany these pages help provide you with what you need to do both.

The Twelve Behaviors 1.​Focus on customers and growth (serve customers well and aggressively pursue growth). 2.​Lead impactfully (think like a leader and serve as a role model). 3.​Get results (consistently meet any commitments that you make). 4.​Make people better (encourage excellence in peers, subordinates, and/or managers). 5.​Champion change (drive continuous improvement in our operations). 6.​Foster teamwork and diversity (define success in terms of the entire team). 7.​Adopt a global mind-set (view the business from all relevant perspectives, and see the world in terms of integrated value chains). 8.​Take risks intelligently (recognize that we must take greater but smarter risks to generate better returns). 9.​Be self-aware (recognize your behavior and how it affects those around you). 10.​Communicate effectively (provide information to others in a timely, concise, and thoughtful way). 11.​Think in an integrative fashion (make more holistic decisions beyond your own bailiwick by applying intuition, experience, and judgment to the available data). 12.​Develop technical or functional excellence (be capable and effective in your particular area of expertise).

To begin the Lean-Agile journey and instill new habits into the culture, everyone must adopt the values, mindset, and principles provided by SAFe, Lean thinking, and the Agile Manifesto. This new mindset creates the foundation needed for a successful Lean-Agile transformation.

God is responsible for everything we have, everything we achieve, every blessing in our lives. He reminds us of this by asking us to simply live on most of what He provides. We’re able to show our thankfulness to Him by setting aside some of those gifts to give back to Him and His kingdom.

It is far more effective to arrange classroom furniture and move about the room while teaching in ways that ensures proximity to all students at various points in the lesson. This movement will proactively decrease acting-out behavior, rather than putting teachers in the position of reactively responding to inappropriate behavior. Marzano states that “desk arrangements should provide access to any student within four steps from where the teacher spends most of his time” (2007, p. 121). Students’ social-emotional development can be improved by proactively setting up the room for student academic and behavioral success. As we saw in the cycles of deficit mindset and growth mindset in Chapter 1, the fewer instances when we need to address misbehavior, the more we can affirm appropriate behavior, and the more likely we are to reverse the cycle of deficit mindset. Room arrangement and teacher proximity is an important first step in creating a positive learning environment.

Get a Dual Perspective "Having a dual perspective means thinking not just in terms of what you want to say and hear but also in terms of the other person’s interests." - Conversationally Speaking, page 9 A dual perspective requires humility. Humility is to consider others better than yourself. Humble people ask questions like, “How can I benefit this person?” or “How can I empathize with this person’s feelings?” People ought to consider their conversation partner’s interests and seek every way to cater your words to their betterment. Here’s a practical way to accentuate a dual perspective… Ask the other person what activities interest him/her and find an activity you both enjoy. Seek to benefit the other person and then look for mutual benefit. For instance, your acquaintance expresses his interest in golf, theatre, and investing to you. If you despise theatre and investing, talk about golf. Common interests fuel conversation. If all the activities your conversation partner enjoys are boring to you, suck it up. Practice humility and engage in their interests. You may learn something new! Not every conversation will provide mutual benefit and not every conversation should provide mutual benefit. Even still, you should always seek this mutual outcome. Conversation requires engagement from two parties. The quicker you arrive at a topic you both enjoy, the easier it is to continue conversation. This dual perspective mindset initially benefits others and will normally reciprocate benefit to you.

What any person in the world can learn, almost all persons can learn, if provided with the appropriate prior and current conditions of learning.

Leaders fail,” Paul explains, “by coming in saying, ‘Here’s the vision. Now you go execute what I see.’ That’s just wrong in our view of the world.” Continuing, he says, “Although leaders should provide a mission or context and point toward what is possible, what humble, good leaders also do is to help people see.

She lives in the presence of wonder at their thoughts and abilities and therefore provides space for them to create and grow and for her to create and grow in response to them.

Your PBM comes from your content/unique value proposition, as we discussed in the last chapter, and a process of self-evaluation. It involves finding out what’s really in a name—your name. It calls for you to identify your uniqueness and how you can put that uniqueness to work. It’s not a specific task so much as the cultivation of a mind-set. What do you want people to think when they hear or read your name? What product or service can you best provide? Take your skills, combine them with your passions, and find out where in the market, or within your own company, they can best be applied.

I fully enjoyed “Imagineer Your Future” by Les LaMotte. This is a wonderful manual with an underlying Christian base that teaches how anyone can learn the principles of becoming an “Imagineer” like Les. The book begins by explaining the author’s own spiritual, life, and career journey that produced in him an Imagineer mindset. His grandfathers specific teaching the principles of a simple kite that in 50 years turned into his Xtra Lite Display System with five US patents and several international that opened sales in over 36 countries. The author explains, “To call yourself an Imagineer means you lead a complex life, schooled in enlightenment and problem solving with many hundreds of ideas of the past, present, and future technology, all while living your life in various stages of your own growth, development, and experience.” This creative and colorful book filled with photographs and illustrations has 20 sections ranging from important principles gleaned from childhood to helping the reader take necessary self assessments before launching into higher education without a well thought through plan. These sections are color coded using side tabs and there are vertical chapter titles present that allow the reader to quickly comb through the concepts and chapters that are most relevant to them. Dollar icons are present throughout to indicate where an Excel sheet is available to download free on LaMotte’s website. An Imagineer symbol targets areas of specific learning opportunities. To make this process even easier, the reader is provided with fill in the blank lists and links to online Core Passion assessments so they can discover their actual motivations in light of their gifts and how to apply their five top core passions to complete their own Imagineer journey. I really enjoyed how the author weaves his own experiences throughout each section and the heartfelt mentions of well known individuals that have Imagineered throughout recent and ongoing history. Les provides his own amazing pointers on how to stay on the path to leading a fulfilling life of an Imagineer. If you are looking for a cross between a creative and easy to understand manual on becoming an Imagineer and a heartfelt journey traveling the road to success this is the choice for you.

Step 1 – Identifying habits throughout our lives and understanding why these have manifested. Step 2 – Change our mindset and learn how to break those habits through self-reflection, honesty and mindful eating techniques. Step 3 – Implement practical knowledge solutions to provide you with a detailed basic education in nutrition., along with practical tips and meal ideas.

The most important behavior on your part involves dedicating a disproportionate share of your own time, attention, and discretionary resources to creating new business models. Existing businesses, and the leaders in charge of them, face little difficulty in articulating their needs, building a case for their support, and attracting people. Entrepreneurial initiatives, on the other hand, are usually seen as marginal or unimportant in their early stages. Unless you personally allocate to them disproportionate attention, disproportionate resources, and disproportionate talent, they will get squeezed by the existing business to the extent that they never have a chance to take off. Your challenge is to provide counterpressure to the inertial forces that lead your people to constantly attend to the demands of today’s business. [...] By disproportionate resources, we mean budget, access to operating capacity or operating assets, and, most vitally, the very best people. Ironically, these are the very resources that are highly desired by managers of the existing business, who are apt to hotly contest any other claim on them. Like the payment of disproportionate attention, the disproportionate allocation of resources to new business models has its costs. Every dollar and every hour of operations capacity allocated disproportionately to entrepreneurial initiatives is money and time denied the existing business. Disproportionate allocation must be a deliberate process, with commitment of resources being visibly recognized as a matter of strategic choice, not a struggle between long- and short-term goals. [...] Finally, you must be prepared for your organization’s top talent to work on entrepreneurial initiatives. This can create a painful dilemma. When top talent works on an entrepreneurial initiative, the current business is weakened accordingly. However, if only mediocre talent is assigned to the difficult task of new business development, the ventures are doomed. Furthermore, allowing ventures to be run by mediocre people sends an even stronger signal to the rest of the business about your real priorities. The smart people in the firm will recognize that business development is not truly a priority for you, and they will organize their own priorities accordingly. The message: If you don’t walk the talk, only the dumb people will listen.

Bloom concludes, “After forty years of intensive research on school learning in the United States as well as abroad, my major conclusion is: What any person in the world can learn, almost all persons can learn, if provided with the appropriate prior and current conditions of learning.” He’s not counting the 2 to 3 percent of children who have severe impairments, and he’s not counting the top 1 to 2 percent of children at the other extreme that include children like Michael. He is counting everybody else.

Ironically, I wasn’t falling back asleep because I was worried about not falling back asleep—a common cause of insomnia. Once I realized my rumination was itself a distraction, I began to deal with it in a healthier manner. Specifically, if I woke up, I’d repeat a simple mantra, “The body gets what the body needs.” That subtle mind-set shift took the pressure off by no longer making sleep a requirement. My job was to provide my body with the proper time and place to rest—what happened next was out of my control. I started to think of waking up in the middle of the night as a chance to read on my Kindle and stopped worrying about when I’d fall back asleep.2 I assured myself that if I wasn’t tired enough to fall asleep right at that moment, it was because my body had already gotten enough rest. I let my mind relax without worry.

The first job or duty of a parent is to provide the emotional needs of a child, the second is to provide the learning needs of the child and the last job is the motivational needs of the child. If as a parent you don't get these three duties right, you wouldn't get every other duty (inbetween) right

You are responsible for any underachieving person in your Care Their failure? That's on you. Their success? That's on you. Their day to day life is on you...except if you don't WANT that! Then, It's okay to LET THEM BE. If you choose to do the work however, you are not ALLOWED to blink let alone STOP. You are practically in a RELATIONSHIP with an underachieving child, husband, wife or friend that entails you GETTING USED. And yes you may need some USING yourself. That's where it hurts. Underachieving Persons are everywhere and all over because it takes SUSTAINABLE work to get to them. Your work isn't to do everything and anything for them. Far from it. They are doing poorer than expected ONLY because they CONSCIOUSLY OR UNCONSCIOUSLY choose to. So they would BLEED you dry and tire you out until you can get them to CHOOSE to FLY instead of SINK in their real or imagined PAIN. Your efforts should be to EVOKE emotions that make them make the BEAUTIFUL CHOICE to negate the OLD CHOICE. FOR THIS, all you need is an AGREEMENT. Get them to AGREE in the presence of a witness. Consider the SKILLS they need to LEARN. Provided REQUIRED resources. GIVE them enough time to COME THROUGH. The AGREEMENT is the MOST IMPORTANT. A solid AGREEMENT. If you have the capacity to get them to AGREE you have made more progress than you ever will forcing a change in their attitudes by using CONTROL tactics. It's why sitting them down works. It's why providing guidance works. It's why punishment doesn't...especially if it doesn't elicit a SOLID AGREEMENT. Without an AGREEMENT all your effort may come to waste or still their achievement will be lower than expected. Well, a miracle could happen. Say they make the choice on their own. Or as a result of a divine encounter. And Yes, they aren't foolish. Just people who have sworn to be mediocre...unconsciously or unconsciously!

You see, because parents contribute to their children's underachievement, many teachers “Judge, Lecture and Compete” with them as a way of working on the case. Instead of this, you should Support, mentor and Partner. The idea is to Support not judge. Mentor not Lecture and Partner not Compete. Judging parents wouldn’t get you anywhere especially if those parents are underachievers themselves. Instead look out for ways to support them say by providing the needed information for them to do better. Instead of lecturing them it is better to mentor them –plus you would automatically gain a position as a mentor instead of a critic and they would look up to you as such and lastly, remember, these children are theirs so don’t compete with them on that, instead partner with them concerning these students. In Medical School, there is said to be a protocol taught to nurses and doctors and other relevant hospital personnel to deal with upset persons. It contains 6 steps or ideas , you should look into the protocol and come up with something similar. What better place is there to learn how upset persons who usually are the cause of their problems are than the hospital

After he had reviewed in his mind all of his former interviews, he made another discovery so important in nature that it should become known to every man who is engaged in the business of selling life insurance. He discovered that life insurance is sold to the life insurance salesman himself. Sold before he ever calls upon his prospective buyer. Sold by his own mental attitude. His own faith. His own conviction that every man should provide himself with this sort of economic security.

With the importance of resetting the entropy each time a steam engine goes through a cycle, you might wonder what would happen if the entropy reset were to fail. That’s tantamount to the steam engine not expelling adequate waste heat, and so with each cycle the engine would get hotter until it would overheat and break down. If a steam engine were to suffer such a fate it might prove inconvenient but, assuming there were no injuries, would likely not drive anyone into an existential crisis. Yet the very same physics is central to whether life and mind can persist indefinitely far into the future. The reason is that what holds for the steam engine holds for you. It is likely that you don’t consider yourself to be a steam engine or perhaps even a physical contraption. I, too, only rarely use those terms to describe myself. But think about it: your life involves processes no less cyclical than those of the steam engine. Day after day, your body burns the food you eat and the air you breathe to provide energy for your internal workings and your external activities. Even the very act of thinking—molecular motion taking place in your brain—is powered by these energy-conversion processes. And so, much like the steam engine, you could not survive without resetting your entropy by purging excess waste heat to the environment. Indeed, that’s what you do. That’s what we all do. All the time. It’s why, for example, the military’s infrared goggles designed to “see” the heat we all continually expel do a good job of helping soldiers spot enemy combatants at night. We can now appreciate more fully Russell’s mind-set when imagining the far future. We are all waging a relentless battle to resist the persistent accumulation of waste, the unstoppable rise of entropy. For us to survive, the environment must absorb and carry away all the waste, all the entropy, we generate. Which raises the question, Does the environment—by which we now mean the observable universe—provide a bottomless pit for absorbing such waste? Can life dance the entropic two-step indefinitely? Or might there come a time when the universe is, in effect, stuffed and so is unable to absorb the waste heat generated by the very activities that define us, bringing an end to life and mind? In the lachrymose phrasing of Russell, is it true that “all the labors of the ages, all the devotion, all the inspiration, all the noonday brightness of human genius, are destined to extinction in the vast death of the solar system, and that the whole temple of Man’s achievement must inevitably be buried beneath the debris of a universe in ruins”?

Only then, imagine alternative solutions: At the end of the day, you'll need not only to identify problems to solve for some set of customers, but you'll also need to provide solutions they will buy. I suggest that each month, you choose one or two of the problems you've identified and imagine as many alternative ways to solve them as you can. An app? A service? A product? Perhaps engage your friends or fellow employees in doing so.

By 2021, Henco had opened offices up and down the Pacific coast of Latin America and had become one of Latin America's most honored companies for its employee‐focused work culture. Having never differentiated its offering based on price, and having never employed a sales force, Henco has grown rapidly and consistently by identifying problems that its clients have, and then providing superior service that addresses those problems.

Attraction is an idea that comes from the linear mindset of separation: what you want is “over there,” and you must make it come to you with will and cleverness. In a unified world, instead of attracting something, you notice it already existing in your reality, and you keep paying attention to it. No effort required. Third, because you use will when attracting something, no matter how happy you make your personal vibration, you instantly disconnect from the experiences of unity, love, being provided for, and how the universe is always win-win-win. When willpower surfaces, the ego is back, thinking it’s running the show, reinforcing the idea of isolation and difficulty.

Business leaders like Andy Jassy provided leadership guidance and wisdom, but really created an environment for technical leaders to flourish and add business value, not just code. This experience cemented my belief in developers as great potential business leaders—a foundational element of the Ask Your Developer mindset.

Stanford psychology professor Dr. Carol Dweck is the internationally recognized pioneer of the concept of “growth mindset” as a way to continually grow, learn, and persevere in our efforts.14 Dweck found that kids who are told they’re “smart” actually underperform in subsequent tasks, by choosing easier tasks to avoid evidence that they are not smart, which Dweck calls having a “fixed mindset.” In contrast, Dweck found, kids who are praised not for their smarts but for their effort—with praise specific to the effort made, and not overblown—develop what Dweck calls a “growth mindset.” They learn that their effort is what led to their success, and if they continue to try, over time they’ll improve and achieve more things. These kids end up taking on tougher things, and feel better about themselves. “Emphasizing effort gives a child a variable that they can control,” Dweck has explained.15 “They come to see themselves as in control of their success. Emphasizing natural intelligence takes it out of the child’s control, and it provides no good recipe for responding to a failure

Astrology Course 101: The Ultimate Guide for Beginners to Professional Level Astrology Course - You should approach astrology with an open mind and a critical viewpoint if you're interested in knowing more about it. Here are some tips to get you started learning about astrology: Know Its Nature: A belief system that has not been proven by science is astrology. The scientific community discredits it as a pseudoscience because none of its tenets are supported by empirical data. Consider astrology as a sort of entertainment or personal belief rather than as a science. Basic Knowledge: Learn the basic principles of astrology, such as the meanings of the zodiac signs, natal charts, planets, aspects, and houses, before moving on. There are numerous publications, websites, and educational programmes that can offer a solid foundation. Analyze Your Natal Chart: Your birth date, time, and location can be used to make your own natal chart. You may create your chart for free with the aid of several online tools and programmes. A map of the celestial bodies' positions at the moment of your birth is called your natal chart. Analyze Your Natal Chart: Spend some time studying your natal chart once you have one. Find out what each house's planets mean and how they interact with one another. Your personality, weaknesses, and prospective life path will all be revealed by this. Observe Your Sun, Moon, and Rising Signs by Reading This: Your Sunrise (or Ascendant) sign affects your outward behavior, while your Moon sign and Sun sign both reflect your emotional nature. A more complete understanding of these signs might give you a better understanding of your astrological profile. Consult with Expert Astrologers: Consider speaking with a qualified astrologer if you want a more thorough examination of your chart or if you have specific queries. Based on your chart, they can provide unique insights and interpretations. Use astrology to reflect on yourself: Astrology is a useful tool for introspection and personal development. Examine how your own experiences and emotions align with the astrological insights. Use it to gain a deeper understanding of who you are and the course of your life. Keep in Mind That Symbolism: Numerous people have called astrology a symbolic language. Astrologers interpret the locations and aspects of celestial bodies as symbols in their own unique ways. It does not accurately describe how the cosmos affects your life. Learn to Think Critically: Keep a critical mindset while you research astrology. Recognise that connections drawn by astrology lack scientific support and that correlation does not imply causation. Consider several points of view and be willing to be skeptical. Respect for Various Beliefs: Regarding astrology, people hold a variety of beliefs and practices. Even if they differ from your own, respect other people's decisions and ideas. For some people, astrology holds significant personal value. Science and balance: Astrology is not a replacement for critical thinking or decision-making based on evidence. Use more trustworthy information and logic while making crucial life decisions. In Conclusion - Astrology has the potential to be a fascinating and contemplative activity that provides insights into personality and self-awareness. But it's crucial to approach it from a well-informed and impartial standpoint, mindful of its limitations and cognizant that it is largely a belief system rather than a science. For More Details : Click Here

The notion that unemployment benefits shouldn’t be provided, as they might foster a dependency mindset, reflects a conservative paranoia.

The system needs to be managed, not the people. We don’t need to do more things or implement difficult frameworks, methods, or models; we need to learn how to allow people to give their best effort to the company by providing the correct structures. It’s a path of trial and error to find the best way for each company. The Agile principles and mindset can serve as a guide. The tools and practices work sometimes, but not every time. The only way to move forward is through continuous learning. The companies that learn faster than the others will be the winners. HR has the power to design the structures that either support people to perform or make it difficult to contribute in creative and innovative ways. If HR holds onto the old, traditional approach, the consequence will be rigid and fixed organizations chained to ineffective systems and processes. HR can either support or hinder the change toward a more Agile organization, which is why HR needs to go first! By providing different structures and focusing on customer value instead of rules, HR can lead companies through change that no other department is capable of.

Ecosystems require organizations that are constantly on the lookout for new possibilities, constantly scanning the horizon for new opportunities to make cross-sectoral plays and forge cooperative partnerships with others. Organizations can only be open to those possibilities and opportunities when their employees are curious and open minded. And employees are most likely to be curious and open minded when their leaders are holistically looking out for their best interests and actively searching for ways to provide them with everything they need. This is clearly most relevant to those within the senior ranks of your organization, but it really applies to everyone who serves in key roles. Above all, servant leadership helps organizations adopt all of the ideals that the ecosystem economy demands: openness, entrepreneurialism, decisiveness, a fail-fast mindset, long-term thinking, and more.

Paige Goepfert is a managing director of the Andersen Private Client Services team and works with ultra-high-net-worth families, family offices, business owners, and executives on tax planning and income tax compliance. Paige says that, “before considering the tax implications of a family office, family office principals are well served to think about the catalysts for and objectives of their family office. The structure, including how the management services are going to be provided and the type of entity formed for the management company, will determine the tax impact. “A common mistake I see is when families initially contemplate forming a family office solely because of the tax benefits they hope to obtain. While there may be tax benefits from a family office structure, anticipated tax benefits should not be the catalyst for setting up a family office . . . We [also] sometimes see families stuck in a certain mindset even when their goals and tax laws are constantly changing. For example, an older family member may feel like they have already given too much to the next generation or their grandchildren and, on principle, will not consider what they are leaving

People don’t change providers because of lower prices. They change because the new provider offers a better relationship.

Level Up Focus on your growth Walk away from toxicity Prioritise your well-being Don’t take anyone’s bullshit Surround yourself with good energy Choose healing and be proud of your scars Tell “them” EYO! Educate your Opinion Don’t apologise for your boundaries You don’t have to justify your “No” Build up your inner strengths Take time to be silly and laugh Provide yourself happiness Create opportunities Make “it” happen Nurture yourself Level up!

God's knowledge surpasses our understanding. He knows what we need, not just in the present moment but throughout our entire journey. He knows the desires of your heart, the dreams you hold, and the struggles you face. Nothing escapes His loving attention. Just as He cares for each animal in nature, He will take care of you. He is aware of your needs before you even express them, and He stands ready to supply them according to His perfect wisdom and timing. Embracing the idea that God knows and supplies your needs requires a shift in your mindset and a deepening of your trust. It means recognizing that your Heavenly Father is not bound by the limitations of this world. In fact, He often works in ways that defy human understanding, providing for our needs in ways we could never have anticipated.

On being Single. How many times have we heard people asking “So why are you single?” “Oh no! What happened!?” I haven’t heard anyone ask “So why are you in a relationship? Oh no what happened?!” As if being in a relationship is a standard of happiness or the only way to be “in” and being single is a “curse” of some sort. Now let’s change the narrative. Maybe this “single” person chose not to carry the emotional baggage and shit of other people. Maybe she was able to finally gather her courage and leave the demon in hell. OR… maybe that person is just really happy on her own, has a good relationship with herself and provides her own happiness. Many a partner isn’t a necessity for her but just an option. Maybe she feels COMPLETE just by being with herself. Maybe she is her own HERO and rather than be stoned — her strength and independence should be CELEBRATED. May we learn to upgrade our mindset, transform our mental landscape and overcome limiting beliefs. EYO! (Educate Your Opinion) and peace!

The difference is that in the brains of healthy people the two hemispheres can still communicate, so the stories are more reliable. But the impulse is identical. When we ask why something happened or why things are the way they are, we’re acting on a biologically driven, neurologically wired need to understand what’s happening around us. Otherwise, our experiences would seem random, leaving us with no way of knowing how to navigate through life. That’s the Narrator. Its job is to interpret all the raw data of experience and offer it back to us in a way that connects the dots. It provides the explanatory glue that holds it all together.15 And it’s got a mind of its own.

Empirically, it is advised when the Board suggests implementing a change, it’s essential to provide valuable alternatives if such a suggestion does not align with the goal sought to be achieved. Transparency and effective communication is the key for strategic decision-making. Facing challenging situations in the pursuit requires that professionals offer well-analyzed options to the Board ensuring that the company's best interests are upheld. Setting aside personal biases and egos is crucial for aligning with the Board’s common vision. Presenting a professional opinion backed by thorough analysis is the cornerstone of effective decision-making. Clearly outlining trade-offs and potential impacts guides informed choices. Approach decisions with a collaborative mindset, focusing on the organization's long-term success.

When individuals perform below their usual capabilities, a growth mindset can provide a pathway for improvement.

Take a new book, jot down your motivations. Our motivations fuel our actions, abilities, and achievements provide energy and empowerment, fostering a composed and calculated approach to reaching our goals.

A growth mindset can be a guiding force when individuals underperform as it can provide a constructive framework for improvement.

A growth mindset provides a new lens through which individuals view themselves, fostering a positive and productive outlook on personal potential and influencing their interactions with others.

Because she had not only observed him up close at trial on a daily basis but interviewed him twice providing great insight into Oswald’s killer. In addition, Kilgallen could check not only his background but investigate discrepancies in statements he made to the Warren Commission since she was the first reporter to read them, and since Ruby was still alive, the potential existed to interview him again. This strategy was unique, far afield from that conducted by any reporter or investigative body consumed with targeting Oswald as the key to unlocking the mysteries of the JFK assassination when Kilgallen believed he was not. In addition, after interviewing Ruby twice, Kilgallen had gained a soft spot for his plight, some sympathy for the man who shot Oswald. Whatever she heard during the twin interviews caused her to wonder if Ruby was a patsy, used and then discarded. Recall what she wrote after the second interview: “I went out into the almost empty lunchroom corridor wondering what I really believed about this man.” Kilgallen’s actions while pursuing the investigation indicated she had taken on the task of defending Ruby herself. She was standing up for him, demanding justice, becoming his paladin. She wondered if he had fair treatment, if his constitutional rights to a fair trial were honored. Armed with this mindset, Kilgallen was in fighting mode determined to leave no avenue of interest unturned. Kilgallen’s siding with Ruby’s defense team at his trial evidenced proof of Kilgallen’s focus on Ruby. She also attempted to aid the defense by securing more information from the FBI about Oswald. Then Kilgallen exposed only Ruby’s testimony at the Warren Commission before its intended release instead of the thousands of pages of pertinent information about others associated with the assassinations. It also appears likely she flew to New Orleans based

Viewing things from a lower starting point provides a clearer perspective while simultaneously expediting the journey towards goals. This principle extends beyond the individual, encompassing society as a whole. Through collaborative overcoming of challenges, we can achieve significant social impact, bringing about positive changes that benefit everyone. This mindset encourages us not to perceive obstacles as insurmountable barriers but as steps towards realizing a greater vision for a better society.

Want to be a Freelancer? Do You want to be a Freelancer? If so, first of all - You need to be well-versed in the subject you want to freelance on. If you can be good at a few things, you will get more work as a freelancer. Most of the clients on this platform are foreigners. So to communicate with them you have to master the English language very well. How to Start Freelancing? To start working as a freelancer you need to work step by step from the very beginning. Find a specific task or skill that you want to excel at. Must practice speaking or communication in English. Create your own freelancing account. You have to decide how much money you will take in exchange for the work. Choose the Topic that Suits You - There are many types of jobs that can be done on the freelancing marketplace. Both fairly easy and difficult jobs are available on this platform. Easy jobs include data entry, article writing, and jobs for which a large number of bids are received due to which these jobs have to be rushed and competition is high. Difficult jobs include high-quality expensive jobs like web development, web design, graphics design, and software development. Which have higher remuneration. Now you have to decide what kind of work you will do in freelancing. Everything You Need to Train - The first thing you need to train is patience. Without patience, you can never survive on this platform. There are quite a number of freelancing service providers in our country who provide coaching through various courses. You can complete your training through coaching if you want. You will need a good laptop or computer with an internet connection for regular practice. A minimum of basic computer knowledge is essential for learning the job, along with the ability to speak English. You have to focus hard on the subject you want to master and develop a mindset to stick with it. Incorporate what you have learned and done into your portfolio, gain an understanding of the marketplaces, be disciplined, and work on time. Work to Gain Experience - Your path to freelancing may not be smooth. But it should not stop there. Just as in life, there are various problems, pains, and dangers, so it is in the case of freelancing. At first, you may not get job offers or get results as expected. So don't be impatient, you have to strengthen yourself mentally. Because you are in the first step of gaining your experience. Don't just think of yourself as a freelancer, think of yourself as a student who needs experience, not money. So if you make a mistake at work, try to learn from it. You can Reduce the Unemployment rate by Teaching others to Work - Apart from earning income by teaching others to work, you can reduce the unemployment rate by contributing to the economic development of the country. Day by day the country's job market is deteriorating due to which the number of unemployed is increasing every year. Many youths have lost their whole lives, lost precious time of their lives in the pursuit of government jobs. If you are thinking of making your career permanently as a freelancer then you can train those youngsters and form a team of yours. By doing this you can help create employment for millions of youth and increase your income. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.

A common source of disappointment and frustration for parents is the letdown that happens soon after diagnosis. Parents seek diagnostic evaluations both to better understand their child and also to have that child be eligile for services. Many, if not most, parents are not aware that it can take months to find and secure these resources and to get an actual appointment. Additionally, the cost of these services is often far greater than anticipated. One parent, who participated in in-depth interviews by researchers interested in the partnership between parents and providers, had this to say, "It felt like you were being taken to the edge of a cliff. You've been given the diagnosis, you got shoved off the end, and then it was, 'Oh by the way, we haven't got the parachute. You'll need to get that for yourself.' You feel like you finally got there, and you're quite happy, you're ready to fly - but then all the sudden you don't have the rest of the equipment you need to fly with.

The best leader cannot provide the necessary constant renewal if he or she lacks entrepreneurial skills.

Principles are what provide the foundational traction needed prior to accentuating the person.

Faith confessions you can declare to sell your house for the right price, which God has set, to have the funds to buy another house: • "I trust God to establish the price of my house and to bring the right buyer who will pay the full price." (Psalm 66:10) • "I confess that God is my provider and will supply all my needs according to His riches in glory, including the right buyer for my house." (Philippians 4:19) • "I believe that God has already prepared the way for my house to sell and for me to purchase a new home." (Deuteronomy 31:8) • "I confess that I will trust God's timing and plan for the sale of my house and not grow weary or anxious." (Psalm 37:7-9) Remember to hold on to these confessions with faith and patience, trusting that God's plan is perfect. Keep seeking Him and His guidance in your journey to selling your house and buying a new one!

Silver linings are, in essence, the construct of hope. They give us something to look forward to, focus on, and strive for. They inspire change by providing a glimpse of a better future. A silver lining is not the same as being in denial or having rose-colored glasses. It is the ability to find hope amid darkness, to see possibility where others see despair. Being an optimist can be a challenging mindset to maintain in moments of negativity. For this reason, those with the space to envision the silver linings must do so. Furthermore, when we cannot find them ourselves, we can rely on each other to help us cope until we can.

If you understand the experiences you need to provide customers, that tells you what you need to integrate and how you have to integrate it in order to provide experiences to get the job done.

The Parable of the Sheep and the Goats, far from providing a template for an “us and them” brand of theology, actually provides us with the opposite. For the goats found themselves peering into the windows of the Kingdom from the outside, precisely because of their devotion to this “us and them” mindset. They did not perceive Christ in the poor, wandering stranger, or in the condemned man locked behind prison bars! They could not perceive His presence in the least of the least, and it was this inability that landed them on the “goat list”. They could not believe that Christ had “other sheep” from a Gentile flock, and so treated them with contempt and hostility.

Building a relationship begins with attitudinal preparation, a conscious process of building the right kind of mind-set.

Innovation, though, starts not by providing answers but by asking questions. To be innovative, these questions focus on having empathy for those we serve.

CHAPTER THREE IN ONE PAGE Multitrack 1. Multitracking = considering more than one option simultaneously.     •  The naming firm Lexicon widens its options by assigning a task to multiple small teams, including an “excursion team” that considers a related task from a very different domain. 2. When you consider multiple options simultaneously, you learn the “shape” of the problem. • When designers created ads simultaneously, they scored higher on creativity and effectiveness. 3. Multitracking also keeps egos in check—and can actually be faster! • When you develop only one option, your ego is tied up in it.     •  Eisenhardt’s research on Silicon Valley firms: Multitracking minimized politics and provided a built-in fallback plan. 4. While decision paralysis may be a concern for people who consider many options, we’re pushing for only one or two extra. And the payoff can be huge.     •  We’re not advocating 24 kinds of jam. When the German firm considered two or more alternatives, it made six times as many “very good” decisions. 5. Beware “sham options.” • Kissinger: “Nuclear war, present policy, or surrender.”     •  One diagnostic: If people on your team disagree about the options, you have real options. 6. Toggle between the prevention and promotion mindsets. • Prevention focus = avoiding negative outcomes. Promotion focus = pursuing positive outcomes. • Companies who used both mindsets performed much better after a recession. • Doreen’s husband, Frank, prompted her to think about boosting happiness, not just limiting stress. 7. Push for “this AND that” rather than “this OR that.

A leader’s purpose is to provide knowledge and generate trust through kindness. This will provide a foundation that allows others to make choices, right or wrong, and grow in a positive manner from the experience.

Physical Fitness Fitness is a critical but often overlooked factor that affects your chances of survival in a combat situation. Even skilled fighters with the proper mindset and high levels of situational awareness can lose a fight simply because they run out of energy. In order to maintain adequate levels of combat fitness, you do not need to achieve the same fitness level as a professional or Olympic athlete. Rather, the key is merely to stay healthy, maintain a decent level of cardiovascular endurance, running speed, functional strength and coordination. Popular commercial fitness programs don’t always focus on the most useful abilities needed for combat. For example, many people jog but how many also run sprints to build speed? Simply being able to run fast without falling is one of the most critical survival skills in a gunfight or emergency situation, yet most people rarely practice sprinting. For those interested in combat fitness, Special Tactics provides a range of books and courses on the subject.

This book explores the causes and consequences of Iran’s dangerous increase in strength and aggression as it reacts to the dwindling presence of the United States in the Middle East and takes advantage of the favorable treatment the Iran nuclear deal provided. It will expose Iran’s role as an exporter of terror worldwide and its ultimate ambition to fulfill Shiite Islam’s apocalyptic prophecies of taking over Jerusalem for the arrival of the Mahdi. It will explore the implications of Islam, its tenets and its mind-sets, and will provide an overview of Sharia law, which controls the radical Muslim’s mind, whether he is the Grand Ayatollah of Iran or a foot soldier in ISIS’s jihadist army. Ultimately, however, this book’s goal is to reveal the existence, nature, and danger of the unholy alliance that has developed between Iran, Syria, Russia, and terror organizations around the globe. President Obama has consistently failed to name our enemy. He desires to create a modern international community based on mutual respect, international security, and global prosperity. This is a false narrative, plain and simple. How can these things be achieved when the United States faces a serious security threat? Only after we understand the true nature of the enemy we are facing will we be in a position to effectively combat it.

Teachers greatly influence how students perceive and approach struggle in the mathematics classroom. Even young students can learn to value struggle as an expected and natural part of learning, as demonstrated by the class motto of one first-grade math class: If you are not struggling, you are not learning. Teachers must accept that struggle is important to students' learning of mathematics, convey this message to students, and provide time for them to try to work through their uncertainties. Unfortunately, this may not be enough, since some students will still simply shut down in the face of frustration, proclaim, 'I don't know,' and give up. Dweck (2006) has shown that students with a fixed mindset--that is, those who believe that intelligence (especially math ability) is an innate trait--are more likely to give up when they encounter difficulties because they believe that learning mathematics should come naturally. By contrast, students with a growth mindset--that is, those who believe that intelligence can be developed through effort--are likely to persevere through a struggle because they see challenging work as an opportunity to learn and grow.

What is the book (or books) you’ve given most as a gift, and why? Or what are one to three books that have greatly influenced your life? Man’s Search for Meaning by Viktor E. Frankl. He introduces the insights that he learned from surviving imprisonment in a Nazi concentration camp. He outlines methods to discover deep meaning and purpose in life. The Tao Te Ching by Lao Tzu. His 81 Zen teachings are the foundation for the religion of Taoism, aimed at understanding “the way of virtues.” Lao Tzu’s depth of teachings are complicated to decode and provide foundations for wisdom. Mind Gym by Gary Mack is a book that strips down the esoteric nature of applied sport psychology. Gary introduces a variety of mindset training principles and makes them extremely easy to understand and practice. What purchase of $ 100 or less has most positively impacted your life in the last six months (or in recent memory)? A book for my son: Inch and Miles, written by coach John Wooden. We read it together on a regular basis. The joy that I get from hearing him understand Coach Wooden’s insights is fantastically rewarding.

The culture of making is more about a mindset than a lifestyle. Makers have a curiosity for the built world around them. Understanding where things come from, how they are made, the potential of their function now and beyond, and what it takes to make something not only provides a context to appreciate the object at hand but is essential to imagining infinite possibilities for the future.

Mirroring provides social cues through body language and behavior which enable us to develop more empathy and understanding for others.

I disagree with the adage, “The road to hell is paved with good intentions.” Good intentions are powerful mindsets which will drive your actions to accomplish the results you want. Setting good intentions sets you up for success by providing you with a vision and a plan to “get ‘er done” and make it happen!

What a Business Strategy Should Do •   Keep our focus on the customer, with an eye to the competition and the rest of the strategic environment •   Provide our team with a continuing stream of options •   Enable rapid switching between options •   Encourage initiative at all levels—in particular, an execute-and-communicate (“shoot and scoot”) mindset rather than one of ask-and-wait •   Harmonize our efforts to achieve the future we have in mind.

If we direct our intention toward doing (when possible) that which seems meaningful right now and noticing that any outcome is enough, we might discover a terribly obvious yet effective strategy for perpetual contentment. Of course to do this—to open ourselves up to changing and living according to the meaning of the present month or moment—is a frightening proposition. If we do, we will surely witness our tastes and whims recycle and transform. We will watch as our personalities modify in subtle ways. And although a small number of passions might stay with us throughout our lives, many more will certainly fall away or be replaced. In other words, to admit that in this second I am not a static being is to admit that I will be something different tomorrow, something unknown a year from now, and possibly something unrecognizable to myself in a decade. This notion is uncomfortable because it forces us to countenance the passing of time, the fading of past selves, our eventual physical death. To change is to vacate the past and move ever-closer to the end of our story. It’s no wonder that we bury our proverbial talons in the interests, attributes, memories, and tendencies of our past selves and insist that “who we are” has long been established. But what might we become if we accept that, in the grammar of the universe, our nature is verb-like, transitory, ever-moving? We might become anything. The possibilities are endless and exciting. It seems natural to hold tightly onto the past. We tend to feel that if don’t have the past, we don’t have anything. Our pasts provide all of the context with which we are equipped to navigate the present. Without our memories and stories, we would indeed be directionless and alone. But it seems that we often overcompensate, desperately clinging to the “good old days”, trying to relive them in our minds, and simultaneously attempting to freeze the present moment, to capture the past before it becomes the past. This latter point can be plainly observed in our modern tendency to photograph even the most mundane of moments and to record hours of video that we’ll never revisit. But if we spend significant amounts of time trying to immortalize and live vicariously through the past, we may relinquish a measure of ability to see the possibilities of the present and future. We may cease to fully capitalize on the surrounding opportunities for novel experience, reflection, and appreciation. We may eschew the potential to become a marvelously different-yet-somehow-still-the-same version of ourselves.

While scholarly research provides extensive information, the real Jesus, the man who voiced various timeless insights on life, can only be revealed when life is understood better than the common mindset of our time allows.

Ultimately, faith provides the greatest foundation for an open mind-set. The reason I don't have to prove my worth is that I am loved by God no matter what. The reason I can be open to tomorrow is that God is already there.

When people hold on to a fixed mindset, it’s often for a reason. At some point in their lives it served a good purpose for them. It told them who they were or who they wanted to be (a smart, talented child) and it told them how to be that (perform well). In this way, it provided a formula for self-esteem and a path to love and respect from others. The idea that they are worthy and will be loved is crucial for children, and—if a child is unsure about being valued or loved—the fixed mindset appears to offer a simple, straightforward route to this. Psychologists Karen Horney and Carl Rogers, working in the mid-1900s, both proposed theories of children’s emotional development. They believed that when young children feel insecure about being accepted by their parents, they experience great anxiety. They feel lost and alone in a complicated world. Since they’re only a few years old, they can’t simply reject their parents and say, “I think I’ll go it alone.” They have to find a way to feel safe and to win their parents over. Both Horney and Rogers proposed that children do this by creating or imagining other “selves,” ones that their parents might like better. These new selves are what they think the parents are looking for and what may win them the parents’ acceptance. Often, these steps are good adjustments to the family situation at the time, bringing the child some security and hope. The problem is that this new self—this all-competent, strong, good self that they now try to be—is likely to be a fixed-mindset self. Over time, the fixed traits may come to be the person’s sense of who they are, and validating these traits may come to be the main source of their self-esteem. Mindset change asks people to give this up. As you can imagine, it’s not easy to just let go of something that has felt like your “self” for many years and that has given you your route to self-esteem. And it’s especially not easy to replace it with a mindset that tells you to embrace all the things that have felt threatening: challenge, struggle, criticism, setbacks.