Real Time Level 2 Quotes

I'm not blind, okay? On a purely physical level? Yeah, you're pretty sexy-- and that suit you have to wear all the time doesn't hurt. But even if you didn't have that 'I kill you if I touch you' thing going on, you are definitely not my type. And more importantly, I'm not some perverted asshole," he says. "I take my job seriously. I get real shit done in this world, and I like to think people respect me for it.

For 2 billion years this is all the life there was on earth, but in that time the stromatolites raised the oxygen level in the atmosphere to 20 percent—enough to allow the development of other, more complex life-forms: me, for instance. My gratitude was real.

Fitbit is a company that knows the value of Shadow Testing. Founded by Eric Friedman and James Park in September 2008, Fitbit makes a small clip-on exercise and sleep data-gathering device. The Fitbit device tracks your activity levels throughout the day and night, then automatically uploads your data to the Web, where it analyzes your health, fitness, and sleep patterns. It’s a neat concept, but creating new hardware is time-consuming, expensive, and fraught with risk, so here’s what Friedman and Park did. The same day they announced the Fitbit idea to the world, they started allowing customers to preorder a Fitbit on their Web site, based on little more than a description of what the device would do and a few renderings of what the product would look like. The billing system collected names, addresses, and verified credit card numbers, but no charges were actually processed until the product was ready to ship, which gave the company an out in case their plans fell through. Orders started rolling in, and one month later, investors had the confidence to pony up $2 million dollars to make the Fitbit a reality. A year later, the first real Fitbit was shipped to customers. That’s the power of Shadow Testing.

People who create successful strategic relationships demonstrate 10 essential character traits:    1. Authentic. They are genuine, honest, and transparent. They are cognizant of (and willing to admit to) their strengths and weaknesses.    2. Trustworthy. They build relationships on mutual trust. They have a good reputation based on real results. They have integrity: their word is their bond. People must know, like, and trust you before sharing their valuable social capital.    3. Respectful. They are appreciative of the time and efforts of others. They treat subordinates with the same level of respect as they do supervisors.    4. Caring. They like to help others succeed. They’re a source of mutual support and encouragement. They pay attention to the feelings of others and have good hearts.    5. Listening. They ask good questions, and they are eager to learn about others—what’s important to them, what they’re working on, what they’re looking for, and what they need—so they can be of help.    6. Engaged. They are active participants in life. They are interesting and passionate about what they do. They are solution minded, and they have great “gut” instincts.    7. Patient. They recognize that relationships need to be cultivated over time. They invest time in maintaining their relationships with others.    8. Intelligent. They are intelligent in the help they offer. They pass along opportunities at every chance possible, and they make thoughtful, useful introductions. They’re not ego driven. They don’t criticize others or burn bridges in relationships.    9. Sociable. They are nice, likeable, and helpful. They enjoy being with people, and they are happy to connect with others from all walks of life, social strata, political persuasions, religions, and diverse backgrounds. They are sources of positive energy.   10. Connected. They are part of their own network of excellent strategic relationships.

Thich Nhat Hanh, the Vietnamese Zen Buddhist monk who has been called the “world’s calmest man,” has spent a lifetime exploring how to live in kairos, albeit by a different name. He has taught it as mindfulness or maintaining “beginner’s mind.” He has written: “Mindfulness helps you go home to the present. And every time you go there and recognize a condition of happiness that you have, happiness comes.”2 This focus on being in the moment affects the way he does everything. He takes a full hour to drink a cup of tea with the other monks every day. He explains: “Suppose you are drinking a cup of tea. When you hold your cup, you may like to breathe in, to bring your mind back to your body, and you become fully present. And when you are truly there, something else is also there—life, represented by the cup of tea. In that moment you are real, and the cup of tea is real. You are not lost in the past, in the future, in your projects, in your worries. You are free from all of these afflictions. And in that state of being free, you enjoy your tea. That is the moment of happiness, and of peace.” Pay attention through the day for your own kairos moments. Write them down in your journal. Think about what triggered that moment and what brought you out of it. Now that you know what triggers the moment, try to re-create it. Training yourself to tune into kairos will not only enable you to achieve a higher level of contribution but also make you happier.

In the elaborate con that is American electoral politics, the Republican voter has long been the easiest mark in the game, the biggest dope in the room. Everyone inside the Beltway knows this. The Republican voters themselves are the only ones who never saw it. Elections are about a lot of things, but at the highest level, they’re about money. The people who sponsor election campaigns, who pay the hundreds of millions of dollars to fund the candidates’ charter jets and TV ads and 25-piece marching bands, those people have concrete needs. They want tax breaks, federal contracts, regulatory relief, cheap financing, free security for shipping lanes, antitrust waivers and dozens of other things. They mostly don’t care about abortion or gay marriage or school vouchers or any of the social issues the rest of us spend our time arguing about. It’s about money for them, and as far as that goes, the CEO class has had a brilliantly winning electoral strategy for a generation. They donate heavily to both parties, essentially hiring two different sets of politicians to market their needs to the population. The Republicans give them everything that they want, while the Democrats only give them mostly everything. They get everything from the Republicans because you don’t have to make a single concession to a Republican voter. All you have to do to secure a Republican vote is show lots of pictures of gay people kissing or black kids with their pants pulled down or Mexican babies at an emergency room. Then you push forward some dingbat like Michele Bachmann or Sarah Palin to reassure everyone that the Republican Party knows who the real Americans are. Call it the “Rove 1-2.” That’s literally all it’s taken to secure decades of Republican votes, a few patriotic words and a little over-the-pants rubbing. Policywise, a typical Republican voter never even asks a politician to go to second base. While we always got free trade agreements and wars and bailouts and mass deregulation of industry and lots of other stuff the donors definitely wanted, we didn’t get Roe v. Wade overturned or prayer in schools or balanced budgets or censorship of movies and video games or any of a dozen other things Republican voters said they wanted.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

As a society we are only now getting close to where Dogen was eight hundred years ago. We are watching all our most basic assumptions about life, the universe, and everything come undone, just like Dogen saw his world fall apart when his parents died. Religions don’t seem to mean much anymore, except maybe to small groups of fanatics. You can hardly get a full-time job, and even if you do, there’s no stability. A college degree means very little. The Internet has leveled things so much that the opinions of the greatest scientists in the world about global climate change are presented as being equal to those of some dude who read part of the Bible and took it literally. The news industry has collapsed so that it’s hard to tell a fake headline from a real one. Money isn’t money anymore; it’s numbers stored in computers. Everything is changing so rapidly that none of us can hope to keep up. All this uncertainty has a lot of us scrambling for something certain to hang on to. But if you think I’m gonna tell you that Dogen provides us with that certainty, think again. He actually gives us something far more useful. Dogen gives us a way to be okay with uncertainty. This isn’t just something Buddhists need; it’s something we all need. We humans can be certainty junkies. We’ll believe in the most ridiculous nonsense to avoid the suffering that comes from not knowing something. It’s like part of our brain is dedicated to compulsive dot-connecting. I think we’re wired to want to be certain. You have to know if that’s a rope or a snake, if the guy with the chains all over his chest is a gangster or a fan of bad seventies movies. Being certain means being safe. The downfall is that we humans think about a lot of stuff that’s not actually real. We crave certainty in areas where there can never be any. That’s when we start in with believing the crazy stuff. Dogen is interesting because he tries to cut right to the heart of this. He gets into what is real and what is not. Probably the main reason he’s so difficult to read is that Dogen is trying to say things that can’t actually be said. So he has to bend language to the point where it almost breaks. He’s often using language itself to show the limitations of language. Even the very first readers of his writings must have found them difficult. Dogen understood both that words always ultimately fail to describe reality and that we human beings must rely on words anyway. So he tried to use words to write about that which is beyond words. This isn’t really a discrepancy. You use words, but you remain aware of their limitations. My teacher used to say, “People like explanations.” We do. They’re comforting. When the explanation is reasonably correct, it’s useful.

Ronan's trying to wake up the world. I'm trying to think of how to talk him out of it, but what he's talking about is a world where she never fell asleep. A world where Matthew's just a kid. A world where it doesn't matter what Hennessy does, if something happens to her. A level playing field. I don't think it's a good idea, but it's not like I can't see the appeal, because now I'm biased, I'm too biased to be clear." Declan shook his head a little. "I said I would never become my father, anything like him. And now look at me. At us." Ah, there it was. It took no effort to remember the way he'd looked at her the first moment he realized she was a dream. "I'm a dream," Jordan said. "I'm not your dream." Declan put his chin in his hand and looked back out the window; that, too, would be a good portrait. Perhaps it was just because she liked looking at him that she thought each pose would make a good one. A series. What a future that idea promised, nights upon nights like this, him sitting there, her standing here. "By the time we're married," Declan said eventually, "I want you to have applied for a different studio in this place because this man's paintings are very ugly." Her pulse gently skipped two beats before continuing on as before. "I don't have a social security number of my own, Pozzi." "I'll buy you one," Declan said. "You can wear it in place of a ring." The two of them looked at each other past the canvas on her easel. Finally, he said, voice soft, "I should see the painting now." "Are you sure?" "It's time, Jordan." Putting his jacket to the side, he stood. He waited. He would not come around to look without an invite. It's time, Jordan. Jordan had never been truly honest with anyone who didn't wear Hennessy's face. Showing him this painting, this original, felt like being more honest than she had ever been in her life. She stepped back to give him room. Declan took it in. His eyes flickered to and from the likeness, from the jacket on Portrait Declan's leg to the real jacket he'd left behind on the chair. She watched his gaze follow the line edge she had taken such care to paint, that subtle electricity of complementary colors at the edge of his form. "It's very good," Declan muttered. "Jordan, it's very good." "I thought it might be." "I don't know if it's a sweetmetal. But you're very good." "I thought I might be." "The next one will be even better." "I think it might be." "And in ten years your scandalous masterpiece will get you thrown out of France, too," he said. "And later you can triumphantly sell it to the Met. Children will write papers about you. People like me will tell stories about you to their dates at museums to make them think they're interesting." She kissed him. He kissed her. And this kiss, too, got all wrapped up in the art-making of the portrait sitting on the easel beside them, getting all mixed in with all the other sights and sounds and feelings that had become part of the process. It was very good.

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The goal was ambitious. Public interest was high. Experts were eager to contribute. Money was readily available. Armed with every ingredient for success, Samuel Pierpont Langley set out in the early 1900s to be the first man to pilot an airplane. Highly regarded, he was a senior officer at the Smithsonian Institution, a mathematics professor who had also worked at Harvard. His friends included some of the most powerful men in government and business, including Andrew Carnegie and Alexander Graham Bell. Langley was given a $50,000 grant from the War Department to fund his project, a tremendous amount of money for the time. He pulled together the best minds of the day, a veritable dream team of talent and know-how. Langley and his team used the finest materials, and the press followed him everywhere. People all over the country were riveted to the story, waiting to read that he had achieved his goal. With the team he had gathered and ample resources, his success was guaranteed. Or was it? A few hundred miles away, Wilbur and Orville Wright were working on their own flying machine. Their passion to fly was so intense that it inspired the enthusiasm and commitment of a dedicated group in their hometown of Dayton, Ohio. There was no funding for their venture. No government grants. No high-level connections. Not a single person on the team had an advanced degree or even a college education, not even Wilbur or Orville. But the team banded together in a humble bicycle shop and made their vision real. On December 17, 1903, a small group witnessed a man take flight for the first time in history. How did the Wright brothers succeed where a better-equipped, better-funded and better-educated team could not? It wasn’t luck. Both the Wright brothers and Langley were highly motivated. Both had a strong work ethic. Both had keen scientific minds. They were pursuing exactly the same goal, but only the Wright brothers were able to inspire those around them and truly lead their team to develop a technology that would change the world. Only the Wright brothers started with Why. 2.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

always close my books with my 10 Commandments for Looking Young and Feeling Great. 1. Thou shalt love thyself. Self-love is essential to survival. There is no successful, authentic relationship with others without self-love. We cannot water the land from a dry well. Self-love is not selfish or self-indulgent. We have to take care of our needs first so we can give to others from abundance. 2. Thou shalt take responsibility for thine own health and well-being. If you want to be healthy, have more energy, and feel great, you must take the time to learn what is involved and apply it to your own life. You have to watch what goes into your mouth, how much exercise and physical activity you get, and what thoughts you’re thinking throughout the day. 3. Thou shalt sleep. Sleep and rest is the body’s way of recharging the system. Sleep is the easiest yet most underrated activity for healing the body. Lack of sleep definitely saps your glow and instantly ages you, giving you puffy red eyes with dark circles under them. 4.Thou shalt detoxify and cleanse the body. Detoxifying the body means ridding the body of wastes and toxins so that you can speed up weight loss and restore great health. Releasing toxins releases weight. 5. Thou shalt remember that a healthy body is a sexy body. Real women’s bodies look beautiful! A healthy body is a beautiful body. It’s about getting healthy and having style and confidence and wearing clothes that match your body type. 6. Thou shalt eat healthy, natural, whole foods. Healthy eating can turn back the hands of time and return the body to a more youthful state. When you eat natural foods, you simply look and feel better. You keep the body clean at the cellular level and look radiant despite your age. Eating healthy should be part of your “beauty regimen.” 7. Thou shalt embrace healthy aging. The goal is not to stop the aging process but to embrace it. Healthy aging is staying healthy as you age, which is looking and feeling great despite your age. 8. Thou shalt commit to a lifestyle change. Losing weight permanently requires a commitment to changes . . . in your thinking, your lifestyle, your mind-set. It requires gaining knowledge and making permanent changes in your life for the better! 9. Thou shalt embrace the journey. This is a journey that will change your life; it’s not a diet but a lifestyle! Be kind and supportive to yourself. Learn to applaud yourself for the smallest accomplishment. And when you slip up sometimes, know that it is okay; it is called being human. 10. Thou shalt live, love, and laugh. Laughter is still good for the soul. Live your life with passion! Never give up on your dreams! And most important . . . love! Remember that love never fails! Now that you have experienced the power of healthy living, be sure to share your success story with others and help them to reclaim their health and vitality.

THE DIET-GO-ROUND LOW-CALORIE DIETS Diets began by limiting the number of calories consumed in a day. But restricting calories depleted energy, so people craved high-calorie fat and sugar as energizing emergency fuel. LOW-FAT DIETS High-calorie fats were targeted. Restricting fat left people hungry, however, and they again craved more fats and sugars. FAKE FAT Synthetic low-cal fats were invented. People could now replace butter with margarine, but without calories it didn’t deliver the energy and satisfaction people needed. They still craved real fat and sugar. THE DIET GO-ROUND GRAPEFRUIT DIETS Banking on the antioxidant and fat-emulsifying properties of grapefruit, dieters could eat real fat again, as long as they ate a grapefruit first. But even grapefruits were no match for the high-fat American diet. SUGAR BLUES The more America restricted fat in any way to lose weight, the more the body rebounded by storing fat, and craving and bingeing on fats and sugars. Sugar was now to blame! SUGAR FREE High-calorie sugars were replaced with no-calorie synthetic sweeteners. The mind was happy but the body was starving as diet drinks replaced meals. People eventually binged on excess calories from other sources, such as protein. HIGH-PROTEIN DIETS The new diet let people eat all the protein they wanted without noticing the restriction of carbs and sugar. Energy came from fat stores and dieters lost weight. But without carbs, they soon experienced low energy and craved and binged on carbs. HIGH-CARB DIETS Carb-craving America was ripe for high-carb diets. You could now lose weight and eat up to 80 percent carbs—but they had to be slow-burning, complex carbs. Fast-paced America was addicted to fast energy, however, and high-carb diets soon became high-sugar diets. LOW CHOLESTEROL The combination of sugar, fat, and stress raised cholesterol to dangerous levels. The solution: Reemphasize complex carbs and reduce all animal fats. Once again, dieters felt restricted and began craving and bingeing on fats and sugars. EXERCISE Diets weren’t working, so exercise became the cholesterol cure-all. It worked for a time, but people didn’t like to “work out.” Within 25 years, no more than 20 percent of Americans would do it regularly. VEGETARIANISM With heart disease and cancers on the rise, red meat was targeted. Vegetarianism came into fashion but was rarely followed correctly. People lived on pasta and bread, and blood sugars and energy levels went out of control. GRAZING High-carb diets were causing energy and blood sugar problems. If you ate every 2 hours, energy was propped up and fast-paced America could keep speeding. Fatigue became chronic fatigue, however, with depression and anxiety to follow. FOOD COMBINING By eating fats, proteins, and carbs separately, digestion improved and a host of digestive, energy, and weight problems were helped temporarily. But the rules for what you could eat together led to more frequent small meals. People eventually slipped back to their old ways and old problems. THE ZONE Aimed at fixing blood sugar levels, this diet balanced intake of proteins, fats, and carbs. It worked, but again restricted certain kinds of carbs, so it didn’t last, and America was again craving emergency fuel. COFFEE TO THE RESCUE Exhausted and with a million things to do, America turned to legal stimulants like coffee for energy. But borrowed energy must be paid back, and many are still living in debt. FULL CIRCLE Frustrated, America is turning to new crash diets and a wave of high-protein diets. It is time to break this man-made cycle with the simplicity of nature’s own 3-Season Diet. If you let nature feed you, you will not starve or crave anything.

6:10–18 Spiritual Warfare, FAITH’S WARFARE. Paul admonishes us to put on the whole armor of God in order to stand against the forces of hell. It is clear that our warfare is not against physical forces, but against invisible powers who have clearly defined levels of authority in a real, though invisible, sphere of activity. Paul, however, not only warns us of a clearly defined structure in the invisible realm; he instructs us to take up the whole armor of God in order to maintain a “battle-stance” against this unseen satanic structure. All of this armor is not just a passive protection in facing the enemy; it is to be used offensively against these satanic forces. Note Paul’s final directive: we are to “pray in the Spirit at all times and on every occasion” (v. 18). Thus, prayer is not so much a weapon, or even a part of the armor, as it is the means by which we engage in the battle itself and the purpose for which we are armed. To put on the armor of God is to prepare for battle. Prayer is the battle itself, with God’s Word being our chief weapon employed against Satan during our struggle. (*/2 Kgs 6:8–17) D.E.

An accurate budget must be built on a base of thorough research. You must do research on your community to find out what it will cost to get a church off the ground. You need to solidly answer questions such as:, What will the cost of living in this community be?, What will my salary be? How about salaries for additional staff?, How much will it cost to rent space for the church to meet in?, How much will it cost to operate a business in this city (office rent, phones, computer equipment, copy equipment, and so on)? Talk with other pastors in the community. Find out what their start-up costs were and what they are currently spending to maintain and operate the church. Other pastors can be a valuable resource for you on many levels. The worst mistake you can make is to start the budget process by viewing economic realities through a rose-colored lens. If you speculate too much or cut corners in this area, you’ll end up paying dearly down the road. Remember, God never intended for you to go it alone. There are people and resources out there to help you prepare. Ask others for help. God receives no glory when you are scraping the bottom to do His work. So don’t think too small. Church planting is an all or nothing venture. You can’t just partially commit. You have to fully commit, and often that means with your wallet. Don’t underestimate the importance of having a base of prayer partners. You need prayers as desperately as you need money. You need prayers as desperately as you need money. An unhealthy launch may occur when a new church begins as the result of a church split, when a planter is disobedient in following God, or when there is a lack of funding or solid strategy. Finding the right teammates to help you on this journey is serious business. The people you bring on to your staff will either propel you down the road toward fulfilling the vision for your church or serve as speed bumps along the way. You should never be afraid to ask potential staff members to join you—even if it means a salary cut, a drastic position change or a significant new challenge for them. When you ask someone to join your staff, you are not asking that person to make a sacrifice. (If you have that mentality, you need to work to change it.) Instead, you are offering that person the opportunity of a lifetime. There are three things that every new church must have before it can be a real church: (1) a lead pastor, (2) a start date, and (3) a worship leader. Hire a person at the part-time level before bringing him or her on full time. When hiring a new staff person, make sure he or she possesses the three C's: Character, Chemistry & Competency Hiring staff precedes growth, not vice versa. Hire slow, fire fast. Never hire staff when you can find a volunteer. Launch as publicly as possible, with as many people as possible. There are two things you are looking for in a start date: (1) a date on which you have the potential to reach as many people as possible, and (2) a date that precedes a period of time in which people, in general, are unlikely to be traveling out of town. You need steppingstones to get you from where you are to your launch date. Monthly services are real services that you begin holding three to six months prior to your launch date. They are the absolute best strategic precursor to your launch. Monthly services give you the invaluable opportunity to test-drive your systems, your staff and, to an extent, even your service style. At the same time, you are doing real ministry with the people in attendance. These services should mirror as closely as possible what your service will look like on the launch date. Let your target demographic group be the strongest deciding factor in settling on a location: Hotel ballrooms, Movie theaters, Comedy clubs, Public-school auditoriums, Performing-arts theaters, Available church meeting spaces, College auditoriums, Corporate conference space.

learning—we have learned how to increase productivity, the outputs that can be produced with any inputs. There are two aspects of learning that we can distinguish: an improvement in best practices, reflected in increases in productivity of firms that marshal all available knowledge and technology, and improvements in the productivity of firms as they catch up to best practices. In fact, the distinction may be somewhat artificial; there may be no firm that has employed best practices in every aspect of its activities. One firm may be catching up with another in some dimension, but the second firm may be catching up with the first in others. In developing countries, almost all firms may be catching up with global best practices; but the real difference between developing and developed countries is the larger fraction of firms that are significantly below global best practices and the larger gap between their productivity and that of the best-performing firms. While we are concerned in this book with both aspects of learning, it is especially the learning associated with catching up that we believe has been given short shrift in the economics literature, and which is central to improvements in standards of living, especially in developing countries. But as we noted in chapter 1, the two are closely related; because of the improvements in best practices by the most innovative firms, most other firms are always engaged in a process of catching up. While the evidence of Solow and the work that followed demonstrated (what to many seems obvious) the importance of learning for increases in standards of living, to further explicate the role of learning, the first three sections of this chapter marshal other macro- and microeconomic evidence. In particular, we stress the pervasive gap between best practices and the productivity of most firms. We argue that this gap is far more important than the traditional allocative inefficiencies upon which most of economics has focused and is related to learning—or more accurately, the lack of learning. The final section provides a theoretical context within which to think about the sources of sustained increases in standards of living, employing the familiar distinction of movements of the production possibilities curve and movements toward the production possibilities curve. Using this framework, we explain why it is that we ascribe such importance to learning. Macroeconomic Perspectives There are several empirical arguments that can be brought to bear to support our conclusion concerning the importance of learning. The first is a simple argument: In theory, leading-edge technology is globally available. Thus, with sufficient capital and trained labor (or sufficient mobility for capital and trained labor), all countries should enjoy comparable standards of living. The only difference would be the rents associated with ownership of intellectual property rights and factor supplies. Yet there is an enormous divergence in economic performance and standards of living across national economies, far greater than can be explained by differences in factor supplies.1 And this includes many low-performing economies with high levels of capital intensity (especially among formerly socialist economies) and highly trained labor forces. Table 2.1 presents a comparison of formerly socialist countries with similar nonsocialist economies in the immediate aftermath of the collapse of the state-controlled model of economic activity. TABLE 2.1 Quality of Life Comparisons, 1992–1994 (U.S. $) Source: Greenwald and Khan (2009), p. 30. In most of these cases, at the time communism was imposed after World War II, the subsequently socialist economies enjoyed higher levels of economic development than

Moreover, these changes occurred when most American households actually found their real incomes stagnant or declining. Median household income for the last four decades is shown in the chart above. But this graph, disturbing as it is, conceals a far worse reality. The top 10 percent did much better than everyone else; if you remove them, the numbers change dramatically. Economic analysis has found that “only the top 10 percent of the income distribution had real compensation growth equal to or above . . . productivity growth.”14 In fact, most gains went to the top 1 percent, while people in the bottom 90 percent either had declining household incomes or were able to increase their family incomes only by working longer hours. The productivity of workers continued to grow, particularly with the Internet revolution that began in the mid-1990s. But the benefits of productivity growth went almost entirely into the incomes of the top 1 percent and into corporate profits, both of which have grown to record highs as a fraction of GNP. In 2010 and 2011 corporate profits accounted for over 14 percent of total GNP, a historical record. In contrast, the share of US GNP paid as wages and salaries is at a historical low and has not kept pace with inflation since 2006.15 As I was working on this manuscript in late 2011, the US Census Bureau published the income statistics for 2010, when the US recovery officially began. The national poverty rate rose to 15.1 percent, its highest level in nearly twenty years; median household income declined by 2.3 percent. This decline, however, was very unequally distributed. The top tenth experienced a 1 percent decline; the bottom tenth, already desperately poor, saw its income decline 12 percent. America’s median household income peaked in 1999; by 2010 it had declined 7 percent. Average hourly income, which corrects for the number of hours worked, has barely changed in the last thirty years. Ranked by income equality, the US is now ninety-fifth in the world, just behind Nigeria, Iran, Cameroon, and the Ivory Coast. The UK has mimicked the US; even countries with low levels of inequality—including Denmark and Sweden—have seen an increasing gap since the crisis. This is not a distinguished record. And it’s not a statistical fluke. There is now a true, increasingly permanent underclass living in near-subsistence conditions in many wealthy states. There are now tens of millions of people in the US alone whose condition is little better than many people in much poorer nations. If you add up lifetime urban ghetto residents, illegal immigrants, migrant farm-workers, those whose criminal convictions sharply limit their ability to find work, those actually in prison, those with chronic drug-abuse problems, crippled veterans of America’s recently botched wars, children in foster care, the homeless, the long-term unemployed, and other severely disadvantaged groups, you get to tens of millions of people trapped in very harsh, very unfair conditions, in what is supposedly the wealthiest, fairest society on earth. At any given time, there are over two million people in US prisons; over ten million Americans have felony records and have served prison time for non-traffic offences. Many millions more now must work very long hours, and very hard, at minimum-wage jobs in agriculture, retailing, cleaning, and other low-wage service industries. Several million have been unemployed for years, exhausting their savings and morale. Twenty or thirty years ago, many of these people would have had—and some did have—high-wage jobs in manufacturing or construction. No more. But in addition to growing inequalities in income and wealth, America exhibits

In a subsequent study, this time in New York City, Pager and her colleagues fielded teams of White, Black, and Latinx testers to apply for real entry-level jobs. The testers were articulate, clean-cut, college-educated young men between the ages of twenty-two and twenty-six, similar in height, physical attractiveness, verbal skill, and interactional style and demeanor. The Latinx testers were US citizens of Puerto Rican descent and spoke without a Spanish accent. The testers were trained to present themselves in similar ways to potential employers as high school graduates with steady work experience in entry-level jobs. They applied for jobs in restaurants and retail sales, as warehouse workers, couriers, telemarketers, stockers, movers, customer service representatives, and other similar jobs available to someone with a high school degree and little previous experience. In applications to 171 employers, the White testers received a positive response (interview or job offer) 31 percent of the time, the Latinx testers received a positive response 25.2 percent of the time, and the Black testers, 15.2 percent of the time. Stated differently, the Black applicant had to search twice as long as the equally qualified White applicant before receiving a callback or a job offer.22

The major difference shows up when these monkeys are highly stressed (overaroused) for a long time. Then, compared to other monkeys, these more reactive monkeys seem anxious, depressed, and compulsive. If repeatedly upset, they show these behaviors more often, and at this point their neurotransmitters decrease. These behaviors and physical changes also show up in any monkey traumatized in childhood by being separated from its mother. Interestingly when first traumatized, what increases are the stress hormones like cortisol. But again, with time, especially with other stressors, like being isolated, the serotonin levels decline. Then the monkeys are permanently more reactive. The point to be realized from these two studies is that what creates the problem is chronic overarousal or stress or trauma in childhood—not the inherited trait. We saw the same point in chapter 2. Sensitive children experience more brief moments of arousal, with its increased adrenaline, but they’re fine if feeling secure. But when a sensitive child is insecure (or when any child is), short-term arousal turns to long-term arousal, with its increased cortisol. Eventually, serotonin is used up, too (according to the studies with monkeys). This research is important for HSPs. It makes very concrete why we need to avoid chronic overarousal. If our childhood programmed us to be threatened by everything, then we must do the inner work, usually in therapy, that will change that programming even if it takes years. Kramer cites evidence that a permanent susceptibility to overarousal and depression can develop and real harm can be done if serotonin levels are not returned to normal. So we want to stay secure, rested, and serotonin-strong. This keeps us ready to enjoy our trait’s advantages, the appreciation of the subtle. It means that the inevitable moments of overarousal do not lead to increased cortisol over days and decreased serotonin over months and years. If we have blown it, then we can still correct the situation. But it takes time, and we may want to use medication for a while to help make this correction.

The kingdom is the people under King Jesus who fellowship with one another and form churches. These churches are the politic of Jesus in this world. That is, a local church embodies—or is designed by God to embody—the kingdom vision of Jesus in such a way that it tells the kingdom story. That is a politic, a witness to the world of a new worship, a new law, a new king, a new social order, a new peace, a new justice, a new economics, and a new way of life. Engagement at the pulpit level to endorse or denounce a candidate is a minor chord in God’s masterpiece. Rather than spending our time with candidates, kingdom politics means we embody all that the country could be and far more than it is by living out what Jesus calls us to do. As John Howard Yoder has said, “If in society we believe in the rights of employees, then the church should be the first employer to deal with workers fairly. If in the wider society we call for the overcoming of racism or sexism or materialism, then the church should be the place where that possibility first becomes real.”2

CHAPTER ONE The Entrance into Jerusalem and the Cleansing of the Temple 1. The Entrance into Jerusalem Saint John’s Gospel speaks of three Passover feasts celebrated by Jesus in the course of his public ministry: the first, which is linked to the cleansing of the Temple (2:13-25), the Passover of the multiplication of the loaves (6:4), and finally the Passover of his death and Resurrection (for example, 12:1, 13:1), which became “his” great Passover, the basis for the Christian celebration of Easter, the Christian Passover. The Synoptics contain just one Passover feast—that of the Cross and Resurrection; indeed, in Saint Luke’s Gospel, Jesus’ path is presented as a single pilgrim ascent from Galilee to Jerusalem. To begin with, it is an “ascent” in a geographical sense: the Sea of Galilee is situated about 690 feet below sea level, whereas Jerusalem is on average 2500 feet above. The Synoptics each contain three prophecies of Jesus’ Passion as steps in this ascent, steps that at the same time point to the inner ascent that is accomplished in the outward climb: going up to the Temple as the place where God wished “his name [to] dwell”, in the words of the Book of Deuteronomy (12:11, 14:23). The ultimate goal of Jesus’ “ascent” is his self-offering on the Cross, which supplants the old sacrifices; it is the ascent that the Letter to the Hebrews describes as going up, not to a sanctuary made by human hands, but to heaven itself, into the presence of God (9:24). This ascent into God’s presence leads via the Cross—it is the ascent toward “loving to the end” (cf. Jn 13:1), which is the real mountain of God. The immediate goal of Jesus’ pilgrim journey is, of course, Jerusalem, the Holy City with its Temple, and the “Passover of the Jews”, as John calls it (2:13).

total lock on the history futures market by having a complete archive of human experiences, from the dawn of the fifth singularity on up. No more unknown extinct species. That should give us something to trade with the next-generation intelligences—the ones who aren’t our mind children and barely remember us. At the very least, it gives us a chance to live again, a long way out in deep time. Alternatively, it can be turned into a lifeboat. If we can’t compete with our creations, at least we’ve got somewhere to flee, those of us who want to. I’ve got agents working on a comet, out in the Oort cloud—we could move the archive to it, turn it into a generation ship with room for billions of evacuees running much slower than real time in archive space until we find a new world to settle.” “Is not sounding good to me,” Boris comments. He spares a worried glance for an oriental-looking woman who is watching their debate silently from the fringe. “Has it really gone that far?” asks Amber. “There are bailiffs hunting you in the inner system,” Pamela says bluntly. “After your bankruptcy proceedings, various corporates got the idea that you might be concealing something. The theory was that you were insane to take such a huge gamble on the mere possibility of there being an alien artifact within a few light years of home, so you had to have information above and beyond what you disclosed. Theories include your cat—hardware tokens were in vogue in the fifties—being the key to a suite of deposit accounts; the fuss mainly died down after Economics 2.0 took over, but some fairly sleazy conspiracy freaks refuse to let go.” She grins, frighteningly. “Which is why I suggested to your son that he make you an offer you can’t refuse.” “What’s that?” asks a voice from below knee level. Pamela looks down, an expression of deep distaste on her face.

In order for there to be honesty, real honesty at the level that can sometimes be uncomfortable, there has to be a strong foundation, absent of times when those involved uses a person’s past, problems or insecurities against the other.” Esau continued. “When that solid foundation exists, and you know that person would never do or say anything to intentionally hurt you, honesty, offered in love, from a pure space, can be good.” “Because that person’s intentions are clear,” Trinity echoed. “Yes.” “And I take it from your response, you’ve experienced something different?” “Absolutely,” Esau replied. “People tend to ask questions they don’t want the real answers to, whether personally or professionally. In those situations, it’s ‘no win’ because the intention of the question wasn’t from a sincere place.

Of course, the real reason for the difficulty is that the raw materials that were created for the use and benefit of all have been stolen by a small number, who refuse to allow them to be used for the purposes for which they were intended. This numerically insignificant minority refuse to allow the majority to work and produce the things they need; and what work they do graciously permit to be done is not done with the object of producing the necessaries of life for those who work, but for the purpose of creating profit for their masters. And then, strangest fact of all, the people who find it a hard struggle to live, or who exist in dreadful poverty and sometimes starve, instead of trying to understand the causes of their misery and to find out a remedy themselves, spend all their time applauding the Practical, Sensible, Level-headed Business-men, who bungle and mismanage their affairs, and pay them huge salaries for doing so. Sir Graball D’Encloseland, for instance, was a ‘Secretary of State’ and was paid £5,000 a year. When he first got the job the wages were only a beggarly £2,000, but as he found it impossible to exist on less than £100 a week he decided to raise his salary to that amount; and the foolish people who find it a hard struggle to live paid it willingly, and when they saw the beautiful motor car and the lovely clothes and jewellery he purchased for his wife with the money, and heard the Great Speech he made – telling them how the shortage of everything was caused by Over-production and Foreign Competition, they clapped their hands and went frantic with admiration. Their only regret was that there were no horses attached to the motor car, because if there had been, they could have taken them out and harnessed themselves to it instead.

If you haven’t already, pick one or two causes that have real meaning to you and give to them every month. Give however much time or money you can, but do it consistently so it becomes a habit, so it becomes part of who you are. Even five dollars a month counts. 2. Give one of your favorite things in the world away to someone who would totally love it. And if you can, do it without them knowing where it came from. 3. Leave a dollar more than you normally would every time you tip. Or ten. 4. If someone is being snarky, instead of sinking to their level and being snarky back, raise them up by giving them the love. 5. Smile, compliment, and crack people up as often as possible. 6.

Yoga, whether dualist or nondualist, is concerned with the elimination of suffering (duhkha). Here suffering does not mean the pain resulting from a cut or the emotional torment experienced through political oppression. These are simply manifestations of a deeper existential suffering. That suffering is the direct outcome of our habitual sense of being locked into a body-mind that is separate from all others. Yoga seeks to prevent future suffering of this kind by pointing the way to the unitary consciousness that is disclosed in ego-transcending ecstatic states. From the viewpoint of traditional Yoga, even the pleasure or well-being (sukha) experienced as a result of the regular performance of yogic postures, breath control, or meditation is suffused with suffering. First of all, the pleasure is bound to be only temporary, whereas the innate bliss (ānanda) of the Self is permanent. Second, pleasure is relative: We can compare our present sense of enjoyment with similar experiences at different times or by different people. Thus, our experience contains an element of envy. Third, there is always the hidden fear that a pleasurable state will come to an end, which is a reasonable assumption. Yoga is a systematic attempt to step out of this whole cycle of gain and loss. When the yogin or yoginī is in touch with the Reality beyond the bodymind, and when he or she has a taste of the unalloyed delight of the Self, all possible pleasures that derive from objects (rather than the Self) come to lose their fascination. The mind begins to be more equanimous. As the Bhagavad-Gītā (2.48), the most popular Hindu Yoga scripture, puts it: “Yoga is balance (samatva).” This notion of balance is intrinsic to Yoga and occurs on many levels of the yogic work. Its culmination is in the “vision of sameness” (sama-darshana), which is the graceful state in which we see everything in the same light. Everything stands revealed as the great Reality, and nothing excites us as being more valuable than anything else. We regard a piece of gold and a clump of clay or a beautiful person and an unattractive individual with the same even-temperedness. Nor are we puffed up by praise or deflated by blame. This condition, which is one of utter lucidity and serenity, must not be confused with one of the many types of ecstasy (samādhi) known to yogins. Ecstasies, visions, and psychic (paranormal) phenomena are not at all the point of spiritual life. They can and do occur when we earnestly devote ourselves to higher values, but they are by-products rather than the goal of authentic spirituality. They should certainly not be made the focus of our aspiration. Thus, Yoga is a comprehensive way of life in which the ultimate Reality, or Spirit, is given precedence over other concerns. It is a sacred path that conducts us, in the words of an ancient Upanishad, from the unreal to the Real, from falsehood to Truth, from the temporal to the Eternal.

First, articulate the kernel segments for which you don’t have a thoughtful point of view. Just knowing what you don’t know gives you permission for that confidence about the things that you do know, and in the process allows you be honest about what you don’t know. Heck, just whip out the list when a client asks a question about anything on it. They are fine with advice-givers who are human, and merely saying “no” from time to time can give real meaning to your “yes” statements. “Honestly, I’ve been asking that same question and I don’t think I have it figured out yet. [Reaching down] Here are my notes so far, and this will provide that opportunity to finally figure it out. Any thoughts along the way would be welcome. Thanks.” Second, determine all the methods that would motivate you, as a unique individual, to develop a given position. This might include a public speaking engagement, a repeatable section to include in proposals, an article you can place for publication, an interview with a journalist seeking expertise, a seminar you will teach, some internal training to prepare for, or a handout to be used at predictable conversation intersections when talking to clients in person. Third, group the topics by platform, order the topics in each group by descending level of importance, and assign a date to each item. About that: You cannot fully explore one of these topics and then craft the language to present it in less than two weeks; typically it requires a month or two. Fourth, ignite the research (less than you’ll guess) and insight generation (more than you’ll guess) by articulating a compressed 2,400–3,600 words for each topic. Fifth, begin what academia calls the peer review process. Release it to the brutal public for feedback, disagreement, and “this strikes me as right” commentary. If nobody reads your blog, that’s like winning a race with no opponents; you can just skip that and cast it far and wide instead. Email it to everyone not already tired of you and wait. Or just let that one cynical employee eagerly make you wince as they’ve always dreamed of doing. Sixth, over the following years, strip out what later seems like filler and replace it with more substance. Work on it long enough each time to make it shorter and shorter.

Description As one of the high level programming languages, Python is considered a vital feature for data structuring and code readability. Developers need to learn python 1 ,2 & 3 to qualify as experts. It is object-oriented and taps the potential of dynamic semantics. As a scripting format it reduces the costs of maintenance and lesser coding lines due to syntax assembly. Job responsibilities Writing server side applications is one of the dedicated duties of expected from a skilled worker in this field. If you enjoy working backend, then this is an ideal job for you. It involves: · Connecting 3rd party apps · Integrating them with python · Implement low latency apps · Interchange of data between users and servers · Knowledge of front side technologies · Security and data protection and storage Requisites to learn There are several training courses for beginners and advanced sessions for experienced workers. But you need to choose a really good coaching center to get the skills. DVS Technologies is an enabled Python Training in Bangalore is considered as one of the best in India. You will need to be acquainted with: · Integrated management/ development environment to study · A website or coaching institute to gather the knowledge · Install a python on your computer · Code every day to master the process · Become interactive Course details/benefits First select a good Python Training institute in Bangalore which has reputed tutors to help you to grasp the language and scripting process. There are several courses and if you are beginner then you will need to opt for the basic course. Then move on to the next advanced level to gain expertise in the full python stack. As you follow best practices, it will help you to get challenging projects. Key features of certification course and modules · Introduction to (Python) programming · Industry relevant content · Analyze data · Experiment with different techniques · Data Structures Web data access with python · Using database with this program DVS Technology USP: · Hands-on expert instructors: 24-hour training · Self-study videos · Real time project execution · Certification and placements · Flexible schedules · Support and access · Corporate training

To understand how you are percieved by others, ask: 1. What’s the general perception of me? 2. What could I do differently that would have the greatest impact on my success? Depending on the person, you’ll hear responses ranging from eye-opening and helpful to vague and confusing. If the person is uncomfortable, they may rely on job- or project-specific feedback. In that case, clarify: I appreciate that feedback. May I go up a level now and ask about the general perception of me as a leader/colleague/person? Manage your reaction. Resist the temptation to explain yourself, defend your actions, or reveal disappointment. Your interviewees will be looking to see what effect their feedback has on you in real time. The quality of your feedback will only be as good as your ability to remain comfortable while receiving it. Ask for details or examples if you need them. And end with a sincere thank-you.

Worshipers in meditation literally lose themselves in a sense of oneness with the universe, as shown by the quieting of their parietal lobes. The Franciscan nuns use the Latin of their faith to describe the experience, unio mystica (mystical union). Buddhists call it “unitary consciousness.” Newberg says that “Unity is . . . the foundational notion in pretty much every religious tradition . . . people often describe unity as more ‘fundamentally real’ than anything else they’ve ever experienced. More real than reality.” In a survey of 2,000 people who had enlightenment experiences, over 90% report that they’re more real than everyday reality. This sense of hyperreality may occur because in these states the energy saved by the 40% deactivation of the parietal lobe is redeployed to enhance attention. Newberg says, “It’s an efficiency exchange . . . energy normally used for drawing the boundary of self gets reallocated for attention. At that moment, as far as the brain can tell, you are one with everything.” Newberg notes that this produces a sense of awe. Meditators don’t feel alone. They describe a sense of connection with everyone and everything in the universe, part of an infinitely large picture. On the material level, like everyone else, you still have vibrant connections with family and friends. But you also have a source of social support that isn’t dependent on the availability of other human beings. As you merge with universal consciousness, you feel one with all beings and the universe itself. An overview of meditation studies by a panel of top experts shows that this opens up “what have been termed ‘nonlocal’ aspects of human consciousness . . . people report experiences of perceiving information that does not appear limited to the typical five senses or seems to extend across space and time, such as precognition, clairvoyance, and mind-matter interactions (described as ‘siddhis’ in the Hindu yogic traditions).

P2 - We are well on the way in a number of areas. Both billionaires and big Pharma are getting increasingly interested and money is starting to pour into research because it is clear we can see the light at the end of the tunnel which to investors equates to return on investment. Numerous factors will drive things forward and interest and awareness is increasing rapidly among both scientists, researchers and the general population as well as wealthy philanthropists. The greatest driving force of all is that the baby boomers are aging and this will place increasing demands on healthcare systems. Keep in mind that the average person costs more in medical expenditure in the last year of their life than all the other years put together. Also, the number of workers is declining in most developed countries which means that we need to keep the existing population working and productive as long as possible. Below are a list which are basically all technologies potentially leading to radical life extension with number 5 highlighted which I assume might well be possible in the second half of the century: 1. Biotechnology - e.g stem cell therapies, enhanced autophagy, pharmaceuticals, immunotherapies, etc 2. Nanotechnology - Methods of repairing the body at a cellular and molecular level such as nanobots. 3. Robotics - This could lead to the replacement of increasing numbers of body parts and tends to go hand in hand with AI and whole brain emulation. It can be argued that this is not life extension and that it is a path toward becoming a Cyborg but I don’t share that view because even today we don’t view a quadriplegic as less human if he has four bionic limbs and this will hold true as our technology progresses. 4. Gene Therapies - These could be classified under the first category but I prefer to look at it separately as it could impact the function of the body in very dramatic ways which would suppress genes that negatively impact us and enhance genes which increase our tendency toward longer and healthier lives. 5. Whole brain emulation and mindscaping - This is in effect mind transfer to a non biological host although it could equally apply to uploading the brain to a new biological brain created via tissue engineering this has the drawback that if the original brain continues to exist the second brain would have a separate existence in other words whilst you are identical at the time of upload increasing divergence over time will be inevitable but it means the consciousness could never die provided it is appropriately backed up. So what is the chance of success with any of these? My answer is that in order for us to fail to achieve radical life extension by the middle of the century requires that all of the above technologies must also fail to progress which simply won't happen and considering the current rate of development which is accelerating exponentially and then factoring in that only one or two of the above are needed to achieve life extension (although the end results would differ greatly) frankly I can’t see how we can fail to make enough progress within 10-20 years to add at least 20 to 30 years to current life expectancy from which point progress will rapidly accelerate due to increased funding turning aging at the very least into a manageable albeit a chronic incurable condition until the turn of the 22nd century. We must also factor in that there is also a possibility that we could find a faster route if a few more technologies like CRISPR were to be developed. Were that to happen things could move forward very rapidly. In the short term I'm confident that we will achieve significant positive results within a year or two in research on mice and that the knowledge acquired will then be transferred to humans within around a decade. According to ADG, a dystopian version of the post-aging world like in the film 'In Time' not plausible in the real world: "If you CAREFULLY watch just the first

And a million other distractions. Whenever that happens, I return my attention back to center. It’s like tuning to a radio station. I can easily lose the signal and let the dial wander to a different station, one filled with anxiety and stress. But I know what the bliss station feels like. I know the music it plays and how my body feels when I’m absorbed in it. Because I’ve been to the center so many times, I can usually find that station just a few minutes after I close my eyes. So I tune in there again now. I feel an immediate expansiveness in my consciousness, a sense of connection with the entire universe. I feel a sense of welcome, as though I’ve come home. I’m living at the address in consciousness where perfect well-being is the only reality. As I retune myself to center, another wave of bliss floods through my brain, mind, and body. I feel my consciousness lift out of my normal state, like a balloon rising in the wind, to meet and merge with a consciousness so vast and expansive that it has no end. I know that this is the same intelligence that runs the universe in such perfect order. It has a sense of rightness to it that all the cells in my body respond to. Every cell knows it’s come home, that it’s connected to the universal consciousness with which my mind has merged. The local reality field of my mind and body surrenders to union with the great nonlocal reality field of the universe. There is no room in this consciousness for worry, doubt, or fear. The anxious thoughts with which I began the meditation session are now left far behind me, as the balloon soars high above the world of ordinary local reality. My breath slows and deepens. Every breath is a connection with that great universal consciousness. Every inbreath flows out of that consciousness, while every outbreath flows into that consciousness. A warm feeling of well-being floods my body. Though the cool morning air felt chilly when I began the meditation, my body is now infused with the glow of connection. As I center myself again and again, I notice an intense glistening silver-white vortex of light above my head. I drift up through the portal. I find myself in a level of undifferentiated light. I look down at my mind, and it is flooded with that same white light. I am in Bliss Brain. Everything dissolves into the light. There’s no body, no me, no mind, no universe. Only the light. The light simply is. It has no beginning and no end. It stretches to infinity. It’s all there is; there’s nothing else in this real world of light other than the light. I lose myself in oneness with the light. 2.1. Entering Bliss Brain. There’s a tingling pressure in the center of my forehead where the connection to the light tunnel is strongest. Angelic music echoes in my brain, sound adding itself to light. My

The result is a capital market line of the sort that has become familiar to many of us, as shown in figure 6.1. Figure 6.1 A big problem for investment returns today stems from the starting point for this process: The riskless rate isn’t 4 percent; it’s closer to 1 percent.... Typical investors still want more return if they’re going to accept time risk, but with the starting point at 1+ percent, now 4 percent is the right rate for the ten-year (not 6 percent). They won’t go into stocks unless they get 6 to 7 percent. And junk bonds may not be worth it at yields below 7 percent. Real estate has to yield 8 percent or so. For buyouts to be attractive they have to appear to promise 15 percent, and so on. Thus, we now have a capital market line like the one shown in figure 6.2, which is (a) at a much lower level and (b) much flatter. Figure 6.2 The lower level of the line is explained by the low interest rates, the starting point for which is the low riskless rate.

We subsequently secured funding from the National Institute of Mental Health to compare the effects of EMDR with standard doses of Prozac or a placebo.2 Of our eighty-eight subjects thirty received EMDR, twenty-eight Prozac, and the rest the sugar pill. As often happens, the people on placebo did well. After eight weeks their 42 percent improvement was greater than that for many other treatments that are promoted as “evidence based.” The group on Prozac did slightly better than the placebo group, but barely so. This is typical of most studies of drugs for PTSD: Simply showing up brings about a 30 percent to 42 percent improvement; when drugs work, they add an additional 5 percent to 15 percent. However, the patients on EMDR did substantially better than those on either Prozac or the placebo: After eight EMDR sessions one in four were completely cured (their PTSD scores had dropped to negligible levels), compared with one in ten of the Prozac group. But the real difference occurred over time: When we interviewed our subjects eight months later, 60 percent of those who had received EMDR scored as being completely cured.

Is it good to feel ensnared by a man? Probably not. This is probably sick and wrong on a hundred levels. But it’s powerful and real all the same. I can’t fight it. I don’t know if I even want to. All this time he’s been staring into my eyes, unblinking, infinitely patient. Waiting for me to make my choice. There’s no choice to make. It already happened, without me knowing it. He captured me, and there’s no letting go.

I have pointed out that the concept current among most flying-saucer enthusiasts that the unidentified flying objects are simply craft used by visitors from another planet is naive. The explanation is too simple-minded to account for the diversity of the reported behavior of the occupants and their percieved interaction with human beings. Could this concept serve precisely a diversionary role in masking the real, infinitely more complex nature of the technology that gives rise to the sightings? [...] Here then, is a brief statement of five new propositions based upon the material we have reviewed so far: 1. The things we call unidentified flying objects are neither objects nor flying. They can dematerialize, as some reliable photographs seem to show, and they violate the laws of motion as we know them. 2. UFOs have been seen throughout history and have consistently recieved (or provided) their own explanation within the framework of each culture. In antiquity their occupants were regarded as gods; in medieval times, as magicians; in the nineteenth century, as scientific geniuses; in our own time, as interplanetary travelers. (Statements made by occupants of the 1897 airship included such declarations as "We are from Kansas" and even "We are from anywhere... but we'll be in Greece tomorrow.") 3. UFO reports are not necessarily caused by visits from space travelers. The phenomenon could be a manifestation of a much more complex technology. If time and space are not as simple in structure as physicists have assumed until now, then the question "where do they come from?" may be meaningless; they could come from a place in time. If consciousness can be manifested outside the body, then the range of hypotheses can be even wider. 4. The key to an understanding of the phenomenon lies in the psychic effects it produces (or the psychic awareness it makes possible) in its observers. Their lives are often deeply changed, and they develop unusual talents with which they may find it difficult to cope. The proportion of witnesses who do come forward and publish accounts of these experiences is quite low; most of them choose to remain silent. 5. Contact between human percipients and the UFO phenomenon always occurs under conditions controlled by the latter. Its characteristic feature is a factor of absurdity that leads to a rejection of the story by the upper layers of the target society and an absorption at a deep unconscious level of the symbols conveyed by the encounter. The mechanism of this resonance between the UFO symbol and the archetypes of the human unconscious has been abundantly demonstrated by Carl Jung, whose book Flying Saucers makes many references to the age-old significance of the signs in the sky. I am not regarding the phenomenon of the UFOs as the unknowable, uncontrollable game of a higher order of beings. Neither is it likely, in my view, that an encounter with UFOs would add to the human being anything it did not already possess. Everything works as if the phenomenon were the product of a technology that followed well-defined rules and patterns, though fantastic by ordinary human standards. It has so far posed no apparent threat to national defense and seems to be indifferent to the welfare of individual witnesses, leading many to assume that we may be dealing with a still-undiscovered natural occurrence ("It cannot be intelligent," say some people, "because it does not attack us!"). But its impact in shaping man's long-term creativity and unconscious impulses is probably enormous. The fact that we have no methodology to deal with such an impact is only an indication of how little we know about our own psychic world.

So let’s go down another level of niching and call our product…. “Time Management for B2B Outbound Sales Reps.” Following the same principles of specificity, now we know our sales people probably have very experienced deals and commissions. A single sale would easily net this salesman $500 (or more), so it would be easy to justify a $499 price tag. This is already a 25x increase in price for almost an identical product. I could stop here, but I’m going to go one step further. Let’s just niche down one last level…. “Time Management for B2B Outbound Power Tools & Gardening Sales Reps.” Boom. Think about it for a second, if you were a power tools outbound sales rep, you would think to yourself “This is made exactly for me” and would happily fork over maybe $1000 to $2000 for a time management program that could help you achieve your goal. The actual pieces of the program may be the same as the generic $19 course, but since they have been applied, and the sales messaging could speak so much to this avatar, they will find it more compelling and get more value from it in a real way.

ON THEIR WAY out, Nick held Huxley’s front door open for her. “Boyfriend, huh? I didn’t realize we had taken things to that level.” “Oh, I’m sorry—this is my first undercover operation,” Jordan said. “I’m a little unclear about the rules. Are we seeing other people in this fake relationship?” He followed her down the steps to the sidewalk. “You expect me to make this decision on the spot? I’m a man, Jordan; I can’t be pressured into these kinds of things.” She flashed him a sweet smile. “Lucky for you, it will all be over soon. Tomorrow you can have a fake freak-out over commitment issues that will lead to our fake breakup. After that, I think our characters will need some very real time apart.” She began walking toward the street.

novels [4]. It follows that authentic text—text written for native speakers—is inappropriate for unassisted ER by all but the most advanced learners. For this reason, many educators advocate the use of learner literature, that is, stories written specifically for L2 learners, or adapted from authentic text [5]. For learners of English, there are over 40 graded reader series, consisting of over 1650 books with a variety of difficulty levels and genres [6].However, the time and expense in producing graded readers results in high purchase costs and limited availability in languages other than English and common L2‘s like Spanish and French. At a cost of £2.50 for a short English reader in 2001 [7] purchasing several thousand readers to cater for a school wide ER program requires a significant monetary investment. More affordable options are required, especially for schools in developing nations. Day and Bamford [8] recommend several alternatives when learner literature is not available. These include children's and young adult books, stories written by learners, newspapers, magazines and comic books. Some educators advocate the use of authentic texts in preference to simplified texts. Berardo [9] claims that the language in learner literature is ―artificial and unvaried‖, ―unlike anything that the learner will encounter in the real world‖ and often ―do not reflect how the language is really used‖. Berardo does concede that simplified texts are ―useful for preparing learners for reading 'real' texts. ‖ 2. ASSISTED READING Due to the large proportion of unknown vocabulary, beginner and intermediate learners require assistance when using authentic text for ER. Two popular forms of assistance are dictionaries and glossing. There are pros and cons of each approach. 1 A group of words that share the same root word, e.g. , run, ran, runner, runs, running. Permission to make digital or hard copies of all or part of this work for personal or classroom use is granted without fee provided that copies are not made or distributed for profit or commercial advantage and that copies bear this notice and the full citation on the first page. To copy otherwise, or republish, to post on servers or to redistribute to lists, requires prior specific permission and/or a fee.NZCSRSC’11, April 18-21, 2011, Palmerston North, New Zealand

Driver Behavior & Safety Proper driving behavior is vital for the safety of drivers, passengers, pedestrians and is a means to achieve fewer road accidents, injuries and damage to vehicles. It plays a role in the cost of managing a fleet as it impacts fuel consumption, insurance rates, car maintenance and fines. It is also important for protecting a firm’s brand and reputation as most company- owned vehicles carry the company’s logo. Ituran’s solution for driver behavior and safety improves organizational driving culture and standards by encouraging safer and more responsible driving. The system which tracks and monitors driver behavior using an innovative multidimensional accelerometer sensor, produces (for each driver) an individual score based on their performance – sudden braking and acceleration, sharp turns, high-speed driving over speed bumps, erratic overtaking, speeding and more. The score allows fleet managers to compare driver performance, set safety benchmarks and hold each driver accountable for their action. Real-time monitoring identifies abnormal behavior mode—aggressive or dangerous—and alerts the driver using buzzer or human voice indication, and detects accidents in real time. When incidents or accidents occurs, a notification sent to a predefined recipient alerts management, and data collected both before and after accidents is automatically saved for future analysis. • Monitoring is provided through a dedicated application which is available to both fleet manager and driver (with different permission levels), allowing both to learn and improve • Improves organizational driving culture and standards and increases safety of drivers and passengers • Web-based reporting gives a birds-eye view of real-time driver data, especially in case of an accident • Detailed reports per individual driver include map references to where incidents have occurred • Comparative evaluation ranks driving according to several factors; the system automatically generates scores and a periodic assessment certificate for each driver and/or department Highlights 1. Measures and scores driver performance and allows to give personal motivational incentives 2. Improves driving culture by encouraging safer and more responsible driving throughout the organization 3. Minimizes the occurrence of accidents and protects the fleet from unnecessary wear & tear 4. Reduces expenses related to unsafe and unlawful driving: insurance, traffic tickets and fines See how it works:

In my opinion, the author-level metric can distort a real author's citation impact. For example, an author who has an h-index = 2 obtained on the basis of two published papers of which each is cited twenty times is more influential than an author who has an h-index = 3 obtained on the basis of three published papers of which each is cited three times.

What is the difference between an anxiety reaction and an anxiety attack? Perhaps it can best be explained by degree. The victim of an anxiety attack feels an overall loss of control, of being unable to cope with the situation that caused the symptoms. Thoughts such as “I’m afraid I’m going crazy” or “I’m afraid I’m going to pass out” or “I’m afraid I’m losing control” may occupy the victim’s mind. For those who suffer repeated anxiety attacks, fear of the anxiety symptoms, such as dizziness and sweating, may become as prominent as the fear of the event that causes the symptoms. If you experience a panic attack, follow the steps below to bring it under control. Please note that these steps are not designed to “cure” the panic attack, but they will help you handle it better when it occurs. If you like, jot down these six steps and keep them handy (in your purse or wallet). That way, you’ll have a plan of action the next time a panic attack occurs. 1. Accept the reality. Acknowledge that a panic attack is upon you. Admitting you are panicked does not mean agreeing to continue having panic attacks forever. All it means is that, for the moment, you have to accept the reality and learn to flow with it. Panic attacks do end, and with stress management, you will learn to control your anxiety. 2. Roll with the punch. Just as professional boxers are trained to roll with the punch instead of turning into it, so must you learn to go with the flow of the panic attack. Don’t deny your feelings. Roll with them, and do what you can to make yourself as comfortable as possible until your relaxation techniques bring down your extreme stress level. 3. Try to float with it. Learn to get in touch with your relaxation response, and use deep breathing and mental imagery to float through the panic experience. Go with the force, not against it, to create a sense of ease. Think of a surfer riding a wave. 4. Tell someone you trust. If you are with someone who is close to you, you may feel better if you let that person know you are experiencing an anxiety attack. This can relieve a lot of internal pressure on you (you won’t feel the need to cover up). 5. Use relaxation techniques to bring down your stress level. But this can only be applied once you have mastered the techniques. After you give yourself permission to roll with the attack, you can apply relaxation techniques to bring it down. An increase of even three degrees in hand temperature is enough to abort an anxiety attack. 6. Remember FEAR means FALSE EVIDENCE APPEARS REAL.

Guess you’re wondering why I wanted to see you,” the lieutenant said. “A little, yeah.” Linc didn’t bother to ask how Warren had gotten his address. “I realized last time we talked that I didn’t know your last name.” “That would be because I never mentioned it.” The other man chuckled. “Right. And I didn’t want to ask the Corellis. So, I, uh, ran your plates.” That was why he’d walked them to the hospital parking lot. “I was curious. No offense, but in this type of case you cover all your bases.” Linc knew what was coming. He folded his arms over his chest, listening more to the birds in the willow tree than to the lieutenant. “I got the basic screen. Full name, address, date of birth. You’re an organ donor. After that, nada. Level Five block. Access to subject information restricted.” Linc sighed. “That’s federal, isn’t it?” The lieutenant looked over at him. “But not the FBI. Those guys comb their hair. You with the agency? The army?” “Want me to lie?” “No, of course not.” Mike Warren seemed awfully pleased with himself. “I did get your last name. Nice to meet a real Bannon.” Linc braced himself, prepared to field irrelevant questions about his brother RJ and the Montgomery case, but the lieutenant seemed inclined to stop while he was ahead. “Look, I know your connection to Kenzie is personal. But that doesn’t mean you have nothing to contribute. Going forward, if you can help, it would be just between you and me. Totally off the record.” Linc knew what Mike Warren was getting at. Different databases, different protocols. Not a lot of sharing. The lieutenant was way out of his league, but he had the guts to ask. Linc respected that. “Happy to,” he replied. “But there are limits.” “I understand.” Mike Warren got up and looked toward Linc’s car. “Okay. I have to get back to the station. I’ll let you get back to whatever you were doing.” “Sorting socks.” The lieutenant grinned. “My apologies for the interruption.

However, AI researchers have shown that neural networks can still attain human-level performance on many remarkably complex tasks even if one ignores all these complexities and replaces real biological neurons with extremely simple simulated ones that are all identical and obey very simple rules. The currently most popular model for such an artificial neural network represents the state of each neuron by a single number and the strength of each synapse by a single number. In this model, each neuron updates its state at regular time steps by simply averaging together the inputs from all connected neurons, weighting them by the synaptic strengths, optionally adding a constant, and then applying what’s called an activation function to the result to compute its next state.*5 The easiest way to use a neural network as a function is to make it feedforward, with information flowing only in one direction, as in figure 2.9, plugging the input to the function into a layer of neurons at the top and extracting the output from a layer of neurons at the bottom.

PERSONAL COACHING TOOLKIT: POWER QUESTIONS TO ENHANCE YOUR THINKING STYLE Answer each of these questions in a journal or with a coach or friend who can listen objectively and give you the space to explore your answers without attempting to give you the answers. 1. Spend some time in meditation. The perfect dream for you is the one God uniquely equipped you for. Paint a picture of what the next level of success looks like for you. What is your real dream (not the downsized one)? 2. What would it mean to you to be able to accomplish that dream? Picture yourself living that vision. What does it feel like? 3. What gifts, talents, passions, or experiences will you draw on to reach your goal? 4. Think back to a time when you were at your best and reached a particularly meaningful goal. How did you do it? What did you learn about yourself? 5. Consider that meaningful goal you described in the last question. What enabled you to be at your best? Who were the people, circumstances, and other key factors surrounding your success? 6. How could you go about recreating similar circumstances to empower you to reach that “next level of success” you described in the first question? 7. Think back to a time when you failed to reach a goal. What personal factor(s) led you to fail? What external factor(s) led you to fail? What lesson(s) can you glean from these contributing factors to help you succeed when reaching future goals? 8. Realistically, when you look at the picture you painted in the first question, what are the most significant obstacles you might face? If you don’t know, take a look at role models who have already been where you aim to go and pinpoint the obstacles they faced. 9. How can you reduce the risk of those obstacles occurring as you move forward? How will you navigate around those obstacles if they occur? 10. Describe your best possible future self. Who is she and how does she approach life? Think Differently Be intentional about what you say to yourself when you fail as well as when you succeed. Choose hope. Dream big. Learn new skills. Believe all things are possible.