Recognize Your Manager Quotes

Emotional intelligence is your ability to recognize and understand emotions in yourself and others, and your ability to use this awareness to manage your behavior and relationships.

To take good care of ourselves, we must go back and take care of the wounded child inside of us. You have to practice going back to your wounded child every day. You have to embrace him or her terderly, like a big brother or a big sister. You have to talk to him, talk to her. And you can write a letter to the Little child in you, of two or three pages, to that you recognize his or her presence, and will do everything you can to heal his or her wounds.

But if renting all those movies had taught me anything more than how to lose myself in them, it was that you only actually have perfectly profound little moments like that in real life if you recognize them yourself, do all the fancy shot work and editing in your head, usually in the very seconds that whatever is happening is happening. And even if you do manage to do so, just about never does anyone else you’re with at the time experience that exact same kind of moment, and it’s impossible to explain it as it’s happening, and then the moment is over.

Even when we have realized oneness and nothingness, we still have our personal lives to manage, bodies to take care of, and mouths to feed, and you will know which one is yours and which ones are others', so you won't put food into another person's mouth when you are hungry. Also you won't kiss a rattlesnake or hug a cactus no matter how strong an affinity you feel toward them. But at the same time, we know these apparent separations are functional, not fundamental, and should be recognized as such without mistaking one for the other. I would call this apparent separation "functional ego," or you can call it your "character," which is the collection of your beliefs, habits, and other people's expectations.

Recognize, manage and master your beliefs. They aren’t genetic. They are choices. Choose ones that serve you.

Are you all right?" he says tentatively. I am not all right. I was beginning to feel that I had finally found a place to stay, a place that was not so unstable or corrupt or controlling that I could actually belong there. You would think that I would have learned by now—such a place does not exist. "No," I say. He starts to move around the stone block, toward me. "What is it?" "What is it." I laugh. "Let me put it this way: I just found out you're not the worst person I know." I drop into a crouch and push my fingers through my hair. I feel numb and terrified of my own numbness. The Bureau is responsible for my parents' deaths. Why do I have to keep repeating it to myself to believe it? What's wrong with me? "Oh," he says. "I'm . . . sorry?" All I can manage is a small grunt. "You know what Mom told me once?" he says, and the way he says Mom, like he didn't betray her, sets my teeth on edge. "She said that everyone has some evil inside them, and the first step to loving anyone is to recognize the same evil in ourselves, so we're able to forgive them.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

Jason shot to his feet, nostrils flaring. Ben stopped dead. The cafeteria went still. Everyone watched the boys square off. "Im not a violent person, Blue." Jason bit off the words. "But Ive had enough of your mouth. Ill kick your ass right here." Ben's jaw tightened. "You think so, rich boy?" "You heard me." A vein was bulging in Jason's neck. Ben's breathing quickened. The tiniest spark of gold flickered in his irises. My stomach backflipped. Oh my God! He's going to flare! "Get him out of here!" I hissed at Shelton and Hi. "Hurry!" Recognizing the danger, Hi jumped to his feet, planted both hands on Ben's chest and pushed him towards the door, whispering, "Use your head, use your head, use your head!" Ben tried to hold his ground, but Shelton joined the effort. "Get it together! People are watching. Dont lose control!" Slowly, the duo managed to back Ben away, but his glare never strayed from Jason. At the exit, Ben shrugged free, and stalked down the hall alone. I took my first breath since Jason stood. Crisis averted, but only barely.

I’m attached to you, you idiot. You’re my best friend, and my brother by blood. No one who loves you expects you to be perfect. If by some miracle you managed it, we wouldn’t recognize you.

Be aware of the cost of constant connection. If your focus is always on others—and quenching your appetite for information and external validation—you will miss out on the opportunity to mine the potential of your own mind. Recognize

If you cannot find it within you to withstand the negative in your life, you'll never manage to recognize the good

Empathy requires us to step outside of our own agendas long enough to develop an understanding of the other person's perspective. It can be rightly stated that no relationship will be whole without ongoing displays of empathy.

As a manager, the one signal you need to steadily send to your people is how important they are to you. In fact, nothing is more important to you. Realize your influence, and use it wisely. Be there for your people. Find out who they are. Recognize the effects you have on them and how you can make them grow taller.

When they had understood the hoopoe's words, A clamour of complaint rose from the birds: 'Although we recognize you as our guide, You must accept - it cannot be denied - We are a wretched, flimsy crew at best, And lack the bare essentials for this quest. Our feathers and our wings, our bodies' strength Are quite unequal to the journey's length; For one of us to reach the Simorgh's throne Would be miraculous, a thing unknown. [...] He seems like Solomon, and we like ants; How can mere ants climb from their darkened pit Up to the Simorgh's realm? And is it fit That beggars try the glory of a king? How ever could they manage such a thing?' The hoopoe answered them: 'How can love thrive in hearts impoverished and half alive? "Beggars," you say - such niggling poverty Will not encourage truth or charity. A man whose eyes love opens risks his soul - His dancing breaks beyond the mind's control. [...] Your heart is not a mirror bright and clear If there the Simorgh's form does not appear; No one can bear His beauty face to face, And for this reason, of His perfect grace, He makes a mirror in our hearts - look there To see Him, search your hearts with anxious care.

Leaders approach conflict with an eye for resolution. When handled effectively, successful confrontations raise team performance. To manage conflict effectively, you must begin by recognizing there are three sides to every story: Yours / Theirs / The Truth

Humility grounds a person in the realization that life is not always fair, yet it can be manageable. Genuinely humble people are psychologically secure because they do not require others to dote on them, nor do they try to position themselves for favored treatment. Even as they lay down the wish to play God, they also choose not toe allow another human to assume the position of a god over them.

Those that recognize the inevitability of change stand to benefit the most from it.

Emotional quotient or EQ, which is the other name for emotional intelligence, is the ability to recognize, discern, and manage emotions.

Nothing in your world is going to change unless you change. Because even if something changes you won't recognize it. You will still perceive it with an unchanged and out-dated vision.

Magnus, his silver mask pushed back into his hair, intercepted the New York vampires before they could fully depart. Alec heard Magnus pitch his voice low. Alec felt guilty for listening in, but he couldn’t just turn off his Shadowhunter instincts. “How are you, Raphael?” asked Magnus. “Annoyed,” said Raphael. “As usual.” “I’m familiar with the emotion,” said Magnus. “I experience it whenever we speak. What I meant was, I know that you and Ragnor were often in contact.” There was a beat, in which Magnus studied Raphael with an expression of concern, and Raphael regarded Magnus with obvious scorn. “Oh, you’re asking if I am prostrate with grief over the warlock that the Shadowhunters killed?” Alec opened his mouth to point out the evil Shadowhunter Sebastian Morgenstern had killed the warlock Ragnor Fell in the recent war, as he had killed Alec’s own brother. Then he remembered Raphael sitting alone and texting a number saved as RF, and never getting any texts back. Ragnor Fell. Alec felt a sudden and unexpected pang of sympathy for Raphael, recognizing his loneliness. He was at a party surrounded by hundreds of people, and there he sat texting a dead man over and over, knowing he’d never get a message back. There must have been very few people in Raphael’s life he’d ever counted as friends. “I do not like it,” said Raphael, “when Shadowhunters murder my colleagues, but it’s not as if that hasn’t happened before. It happens all the time. It’s their hobby. Thank you for asking. Of course one wishes to break down on a heart-shaped sofa and weep into one’s lace handkerchief, but I am somehow managing to hold it together. After all, I still have a warlock contact.” Magnus inclined his head with a slight smile. “Tessa Gray,” said Raphael. “Very dignified lady. Very well-read. I think you know her?” Magnus made a face at him. “It’s not being a sass-monkey that I object to. That I like. It’s the joyless attitude. One of the chief pleasures of life is mocking others, so occasionally show some glee about doing it. Have some joie de vivre.” “I’m undead,” said Raphael. “What about joie de unvivre?” Raphael eyed him coldly. Magnus gestured his own question aside, his rings and trails of leftover magic leaving a sweep of sparks in the night air, and sighed. “Tessa,” Magnus said with a long exhale. “She is a harbinger of ill news and I will be annoyed with her for dumping this problem in my lap for weeks. At least.” “What problem? Are you in trouble?” asked Raphael. “Nothing I can’t handle,” said Magnus. “Pity,” said Raphael. “I was planning to point and laugh. Well, time to go. I’d say good luck with your dead-body bad-news thing, but . . . I don’t care.” “Take care of yourself, Raphael,” said Magnus. Raphael waved a dismissive hand over his shoulder. “I always do.

Bad luck alone does not embitter us that badly . . . nor does the feeling that our affairs might have been better managed move us out of range of ordinary disappointment; it is when we recognize that the loss has been caused in great part by others; that it needn't have happened; that there is an enemy out there who has stolen our loaf, soured our wine, infected our book of splendid verse with filthy rhymes; then we are filled with resentment and would hang the villains from that bough we would have lounged in liquorous love beneath had the tree not been cut down by greedy and dim-witted loggers in the pay of the lumber interests. Watch out, then, watch out for us, be on your guard, look sharp, both ways, when we learn--we, in any numbers--when we find who is forcing us--wife, children, Commies, fat cats, Jews--to give up life in order to survive. It is this condition in men that makes them ideal candidates for the Party of the disappointed People.

Rather than reacting to every obstacle or dashed expectation, incorporate the event into your overall plan. Real life setbacks like rejections, broken promises, and unfair disadvantages will happen. Rethink the meaning behind the emotional triggers and how your reaction will further your purpose. Manage emotions by recognizing their place, but do not allow them to control your moves.

If you can recognize the differences between those roles and that it is much more important that you are a good designer/manager of your life than a good worker in it, you will be on the right path.

What may appear initially to be a daunting task will be much easier to manage over time as you consistently strive to recognize and follow feelings prompted by the Spirit. Your confidence in the direction you receive from the Holy Ghost will also become stronger. I witness that as you gain experience and success in being guided by the Spirit, your confidence in the impressions you feel can become more certain than your dependence on what you see or hear.

Getting things done, and feeling good about it, means being willing to recognize, acknowledge, and appropriately manage all the things that have your consciousness engaged. Mastering the art of stress-free productivity requires it.

It doesn’t matter how much authority or power a feedback giver has; the receivers are in control of what they do and don’t let in, how they make sense of what they’re hearing, and whether they choose to change. Pushing harder rarely opens the door to genuine learning. The focus should not be on teaching feedback givers to give. The focus—at work and at home—should be on feedback receivers, helping us all to become more skillful learners. The real leverage is creating pull. Creating pull is about mastering the skills required to drive our own learning; it’s about how to recognize and manage our resistance, how to engage in feedback conversations with confidence and curiosity, and even when the feedback seems wrong, how to find insight that might help us grow. It’s also about how to stand up for who we are and how we see the world, and ask for what we need. It’s about how to learn from feedback—yes, even when it is off base, unfair, poorly delivered, and frankly, you’re not in the mood.

In his business, some customers come in and buy a suit, but what they're really buying is confidence for that job interview that's coming up. The older businessman browsing new cuff links and ties is actually looking for a way to show he's made it. The woman shopping for socks and underwear for her husband isn't there to buy socks and underwear-she's there to show her man how special he is, how much she recognizes and appreciates his uniqueness. If she wanted socks and underwear for him, she could go to any department store at the mall. The manager at this men's store realized the psychology of his particular clientele.

Make for yourself a world you can believe in. It sounds simple, I know. But it’s not. Listen, there are a million worlds you could make for yourself. Everyone you know has a completely different one—the woman in 5G, that cab driver over there, you. Sure, there are overlaps, but only in the details. Some people make their worlds around what they think reality is like. They convince themselves that they had nothing to do with their worlds’ creations or continuations. Some make their worlds without knowing it. Their universes are just sesame seeds and three-day weekends and dial tones and skinned knees and physics and driftwood and emerald earrings and books dropped in bathtubs and holes in guitars and plastic and empathy and hardwood and heavy water and high black stockings and the history of the Vikings and brass and obsolescence and burnt hair and collapsed souffles and the impossibility of not falling in love in an art museum with the person standing next to you looking at the same painting and all the other things that just happen and are. But you want to make for yourself a world that is deliberately and meticulously personalized. A theater for your life, if I could put it like that. Don’t live an accident. Don’t call a knife a knife. Live a life that has never been lived before, in which everything you experience is yours and only yours. Make accidents on purpose. Call a knife a name by which only you will recognize it. Now I’m not a very smart man, but I’m not a dumb one, either. So listen: If you can manage what I’ve told you, as I was never able to, you will give your life meaning.

Stop it,” Nicholas said. “I know what it is you’re doing—” “The moment I knew you had that inclination, that you were a natural…I recognized myself in you,” Ironwood said. “My father. His father. All forged in the same fire. And when you fought so hard to leave our family’s service, I knew for certain; for a true Ironwood cannot bear stagnation, or to be held against his will. You made your brother seem like nothing more than a yearling. He never had the grit he needed to manage the family—that grit which has kept me searching for the astrolabe all these long years. That which brought you here tonight.” Nicholas startled at the word brother.

They were also taught a three-step process for practicing the new mindset whenever they felt stressed. The first step is to acknowledge stress when you experience it. Simply allow yourself to notice the stress, including how it affects your body. The second step is to welcome the stress by recognizing that it’s a response to something you care about. Can you connect to the positive motivation behind the stress? What is at stake here, and why does it matter to you? The third step is to make use of the energy that stress gives you, instead of wasting that energy trying to manage your stress. What can you do right now that reflects your goals and values?

Perfectionism is an enemy of good time management. If you are one of those people who needs to finish every project with absolutely no imperfections, you are undoubtedly wasting a great deal of time. Learn to recognize what is "good enough" and which activities don't demand absolute precision, and revise your approach accordingly.

They had found out. Before I could panic, I made myself stretch my fingers wide and take a calming breath. You already knew this was bound to happen. At least that’s what I told myself. The more I thought about it, the more I should have been appreciative that the people at the chapel in Las Vegas hadn’t recognized him. Or that people on the street had been oblivious and hadn’t seen us going in and out of there. Or that the receptionist at the acupuncturist hadn’t snapped a picture on her phone and posted it online. Because I might not understand all people, much less most of them, but I understood nosey folks. And nosey folks would do something like that without a second thought. Yet, I reminded myself that there was nothing to be embarrassed about. It would be fine. So, one gossip site posted about us getting married. Whoop-de-do. There was probably a thousand sites just like it. I briefly thought about Diana hearing about it, but I’d deal with that later. There was no use in getting scared now. She was the only one whose reaction I cared about. My mom and sisters’ opinions and feelings weren’t exactly registering at the top of my list now… or ever. I made myself shove them to the back of my thoughts. I was tired of being mad and upset; it affected my work. Plus, they’d made me sad and mad enough times in my life. I wasn’t going to let them ruin another day. Picking my phone up again, I quickly texted Aiden back, swallowing my nausea at the same time. Me: Who told you? Not even two minutes passed before my phone dinged with a response. Miranda: Trevor’s blowing up my phone. Eww. Trevor. Me: We knew it was going to happen eventually, right? Good luck with Trev. I’m glad he doesn’t have my number. And I was even gladder there wasn’t a home phone; otherwise, I’m positive he would have been blowing it up too. I managed to get back to looking at images on the screen for a few more minutes—a bit more distracted than usual—when the phone beeped again. It was Aiden/Miranda. I should really change his contact name. Miranda: Good luck? I’m not answering his calls. What? Me: That psycho will come visit if you don’t. Was that me being selfish? Yes. Did I care? No. Aiden: I know. Uh. Me: You’re always at practice… Aiden: Have fun. This asshole! I almost laughed, but before I could, he sent me another message. Aiden: I’ll get back to him in a couple days. Don’t worry. Snorting, I texted back. Me: I’m not worried. If he drops by, I’ll set him up in your room. Aiden: You genuinely scare me. Me: You don’t know how many times you barely made it through the day alive, for the record. He didn’t text me back after that

As you renew your mental dimension, you reinforce your personal management (Habit 3). As you plan, you force your mind to recognize high leverage Quadrant II activities, priority goals, and activities to maximize the use of your time and energy, and you organize and execute your activities around your priorities. As you become involved in continuing education, you increase your knowledge base and you increase your options. Your economic security does not lie in your job; it lies in your own power to produce—to think, to learn, to create, to adapt. That’s true financial independence. It’s not having wealth; it’s having the power to produce wealth. It’s intrinsic.

I used to think the truth would be easy to recognize. Undebatable, like your shoe size or the location of the duodenum, but I don't think that anymore. Now I think the truth is more like one of those shape-shifting villains in a sci-fi movie. It somehow manages to be a whole bunch of different things -- opposite things -- at exactly the same time.

As actor and comedian Lily Tomlin once said, “The road to success is always under construction.” So don’t allow yourself to be detoured from getting to your ONE Thing. Pave your way with the right people and place. BIG IDEAS Start saying “no.” Always remember that when you say yes to something, you’re saying no to everything else. It’s the essence of keeping a commitment. Start turning down other requests outright or saying, “No, for now” to distractions so that nothing detracts you from getting to your top priority. Learning to say no can and will liberate you. It’s how you’ll find the time for your ONE Thing. Accept chaos. Recognize that pursuing your ONE Thing moves other things to the back burner. Loose ends can feel like snares, creating tangles in your path. This kind of chaos is unavoidable. Make peace with it. Learn to deal with it. The success you have accomplishing your ONE Thing will continually prove you made the right decision. Manage your energy. Don’t sacrifice your health by trying to take on too much. Your body is an amazing machine, but it doesn’t come with a warranty, you can’t trade it in, and repairs can be costly. It’s important to manage your energy so you can do what you must do, achieve what you want to achieve, and live the life you want to live. Take ownership of your environment. Make sure that the people around you and your physical surroundings support your goals. The right people in your life and the right physical environment on your daily path will support your efforts to get to your ONE Thing. When both are in alignment with your ONE Thing, they will supply the optimism and physical lift you need to make your ONE Thing happen. Screenwriter Leo Rosten pulled everything together for us when he said, “I cannot believe that the purpose of life is to be happy. I think the purpose of life is to be useful, to be responsible, to be compassionate. It is, above all, to matter, to count, to stand for something, to have made some difference that you lived at all.” Live with Purpose, Live by Priority, and Live for Productivity. Follow these three for the same reason you make the three commitments and avoid the four thieves—because you want to leave your mark. You want your life to matter. 18

Effective life management isn’t about finding more time to fill; it’s about recognizing you don’t have to do anything you do not choose to do. Hiding a choice behind a “have to” is irresponsible. Everything filling the white space in your life is there because you chose to put it there. We always have the power to say, “No.” We just need to be ready to live with the consequences.

You only actually have perfectly profound little moments like that in real life in you recognize them yourself, do all the fancy shot work and editing in your head, usually in the very seconds that whatever is happening is happening. And even if you do manage to do so, just about never does anyone else you're with at the time experience that exact same kind of moment, and it's impossible to explain it as it's happening, and then the moment is over.

Are you from Hapsburg?" He seemed to think about it for a second or two, then gave a small nod. "I thought I recognized the accent." The scowl was back full force. "You are an expert on accents?" He managed to sound sarcastic. "No. My Uncle Otto was from Hapsburg." He blinked again, and the scowl wilted around the edges. "You are not German." He sounded very sure. "My father's family is; from Baden-Baden on the edge of the Black Forest but Uncle Otto was from Hamburg. "You said only your uncle had the accent." "By the time I came along, most of the family, except for my grandmother, had been in this country so long there was no accent, but Uncle Otto never lost his." "He's dead now." Olaf made it half question, half statement. I nodded. "How did he die?" "Grandma Blake says Aunt Gertrude nagged him to death." His lips twitched. "Women are tyrants if a man allows it." His voice was a touch softer now.

For instance, it tends to be easier for us to picture how frequently eating a load of greasy fast food meals is going to risk our heart health, but it’s harder for us to recognize how not exercising can place us at the same health risk. While we may actively avoid those oily take-out in an attempt to maintain a healthy lifestyle, we aren’t as likely to start an exercise regimen to support that same goal. It just doesn’t have the same psychological impact.

How much brainpower does the Navy—or any organization, for that matter—waste because those in charge don’t recognize the full potential hiding at the low end of the hierarchy? If we stopped pinning labels on people and stopped treating them as if they were stupid, they would perform better. Why not instead assume that everyone is inherently talented, and then spur them to live up to those expectations? Too idealistic? On the contrary, that’s exactly how Benfold became the best damn ship in the U.S. Navy.

I looked at him and the other two people whose names I’d just learned. “So . . . so this is home then?” Akinli looked at me, perplexed, then turned to Ben and Julie. “She said some girls left her here and told her it was home. That’s all she knows. She doesn’t even know you.” Julie wiped at her tears, trying to calm herself. He moved his eyes back to me as quickly as he could manage. “Kahlen? You remember me, right?” I stared into this face, searching for something familiar. I didn’t recognize the angle of his chin, the length of his fingers. I didn’t know the slope of his shoulder or the shape of his lips. “Akinli, right?” I asked. This poor boy. I pitied him in the depths of my heart. Clearly, he’d already been going through something, and I could see the last scrap of fight he had in him dying with those words. “Yes.” “I don’t remember ever seeing you before in my life. I’m sorry.” He pressed his lips together as if he was swallowing the urge to cry. “But,” I said, “I know your voice. I know it as if it were my own.

Creating pull is about mastering the skills required to drive our own learning; it’s about how to recognize and manage our resistance, how to engage in feedback conversations with confidence and curiosity, and even when the feedback seems wrong, how to find insight that might help us grow. It’s also about how to stand up for who we are and how we see the world, and ask for what we need. It’s about how to learn from feedback—yes, even when it is off base, unfair, poorly delivered, and frankly, you’re not in the mood.

strive to become emotion scientists. You could be brilliant, with an IQ that Einstein would envy, but if you’re unable to recognize your emotions and see how they’re affecting your behavior, all that cognitive firepower won’t do you as much good as you might imagine. A gifted child who doesn’t have the permission to feel, along with the vocabulary to express those feelings and the ability to understand them, won’t be able to manage complicated emotions around friendships and academics, limiting his or her potential.

9.1 Understand that you and the people you manage will go through a process of personal evolution. a. Recognize that personal evolution should be relatively rapid and a natural consequence of discovering one’s strengths and weaknesses; as a result, career paths are not planned at the outset. b. Understand that training guides the process of personal evolution. c. Teach your people to fish rather than give them fish, even if that means letting them make some mistakes. d. Recognize that experience creates internalized learning that book learning can’t replace.

Sometimes, she said, she could recognize a place just by the quality of the light. In Lisbon, the light at the end of spring leans madly over the houses, white and humid, and just a little bit salty. In Rio de Janeiro, in the season that the locals instinctively call ‘autumn’, and that the Europeans insist disdainfully is just a figment of their imagination, the light becomes gentler, like a shimmer of silk, sometimes accompanied by a humid grayness, which hangs over the streets, and then sinks down gently into the squares and gardens. In the drenched land of the Pantanal in Mato Grosso, really early in the morning, the blue parrots cross the sky and they shake a clear, slow light from their wings, a light that little by little settles on the waters, grows and spreads and seems to sing. In the forests of Taman Negara in Malaysia, the light is like a liquid, which sticks to your skin, and has a taste and a smell. It’s noisy in Goa, and harsh. In Berlin the sun is always laughing, at least during those moments when it manages to break through the clouds, like in those ecological stickers against nuclear power. Even in the most unlikely skies, Ângela Lúcia is able to discern shines that mustn’t be forgotten; until she visited Scandinavia she’d believed that in that part of the world during the winter months light was nothing but the figment of people’s imagination. But no, the clouds would occasionally light up with great flashes of hope. She said this, and stood up, adopting a dramatic pose: ‘And Egypt? In Cairo? Have you ever been to Cairo?… To the pyramids of Giza?…’ She lifted her hands and declaimed: ‘The light, majestic, falls; so potent, so alive, that it seems to settle on everything like a sort of luminous mist.

Excerpt from page 113 [On Malaysia's Prime Minster's anti-capitalism and anti-globalization policies in September 1997] "Ah, excuse me, Mahathir, but what planet are you living on? You talk about participating in globalization as if it were a choice you had. Globalization isn't a choice. It's a reality. There is just one global market today, and the only way you can grown at the speed your people want to grow is by tapping into the global stock and bond markets, by seeking out multinationals to invest in your country and by selling into the global trading systems what your factories produce. And the most basic truth about globalization is: No one is in charge. You keep looking for someone to complain to, someone to take the heat off your markets, someone to blame. Well, guess what, Mahathir, there's no one on the other end of the phone!" "The Electronic Heard cuts no one any slack... The herd is not infallible. It makes mistakes too. It overreacts and it overshoots. But if your fundamentals are basically sound, the herd will eventually recognize this and come back. They herd is never stupid for too long. In the end, it always responds to good governance and good economic management.

You see, the thing about working with pirates is that they know what they are doing. They already know more than you do because they are sailing and raiding. They are the experts in your organization, and you need to get them on your side, not turn them against you. Here is how to deal with a pirate ship model in ten simple steps: 1. Respect the pirates. (They know how to execute.) 2. Invite the pirates to the table. Recognize their wins. 3. Ask the pirates to report on what they see and hear. 4. Ask the pirates to report on their wins and losses. 5. Ask the pirates how you can help them win more....

Can we train ourselves to be a good partner in a relationship? A good business partner? Can we train ourselves to do better at managing our finances? Absolutely. Honey, you can always be the best version of yourself if you put the time in. But if you are getting into these relationships with whoever comes your way and still not developing yourself, you are going to fail every time. Focusing on readying yourself will also give you the discernment to recognize who might be the right partner in the first place. I don’t want you to lose the fight, honey, so stay out of the ring until you’re ready to be there.

Hey...you okay?" I recognized the voice-how had my dreams known his voice?-but when he crouched down next to me, I skittered away. "Don't touch me!" I snapped. He held up his hands to show he was harmless. "Okay, okay," he said with a smirk. "You were the one chasing me." I glared at him. It was an impressive show of restraint on my part, when the truth was that having him physically in front of me was wreaking havoc on my body and my brain. My heart was pounding fast, and my mind played a loop of every moment we'd shared in my dreams. I forced myself to remember he was a stranger. Quite possibly a dangerous stranger. I needed answers from him, but I also needed to stay strong. "I'm sorry," he said. "I thought you were hurt." "I am hurt. I twisted my ankle." "Maybe you shouldn't be chasing strange men through the woods, then." "Maybe you shouldn't pretend you don't know who I am." His eyes widened in shock for a moment. "You reme-" Then he twitched his head briefly to the side, as if flicking away an unwanted thought, and his face relaxed. Only the clenched muscle in his jaw gave away any tension. "You must be mistaken. I don't think we've ever met." "Really? You look at most girls like you were caught with your hand in their purse?" "I don't know what you're talking-" "And then you ran away. Full speed, even though you knew I was trying to catch up with you. That's not normal. That's not how you act with a stranger." The man pursed his lips and pressed his right fist to his temple, a gesture I'd seen him make so many times I almost lost my grip. Somehow I managed to stay steely eyed. He lowered his fist and smiled, though the smile didn't reach his eyes. "I reacted poorly," he said stiffly. "I don't have a good answer for why, other than I like to keep to myself. I only came back because you were hurt, and it seemed irresponsible to leave a girl all alone in the middle of nowhere. But if you'd rather I left..." "No. "Fine. Let's take a look at your ankle.

I could come down for a couple of days, Daniel,but I'd like to bring someone." "Someone?" Daniel's senses sharpened. He leaned forward with the cigar smoldering in his hand. "Who might this someone be?" Recognizing the tone, Grant crunched o a corn chip. "An artist I know who's doing some painting in New England, in Winty Point at the moment. I think she'd be interested in your house." She, Daniel thought with an irrepressible grin.Just because he'd managed to comfortably establish his children didn't mean he had to give up the satisfying hobby of matchmaking. Young people needed to be guided in such matters-or shoved along.And Grant-though he was a Campbell-was by way of being family... "An artist...aye,that's interesting. Always room for one more,son. Bring her along. An artist," he repeated, tapping out his cigar. "Young and pretty, too, I'm sure." "She's nearly seventy," Grant countered easily,crossing his ankles as he leaned against the wall. "A little dumpy, has a face like a frog.Her paintings are timeless, tremendous emotional content and physicality.I'm crazy about her." He paused, imagining Daniel's wide face turning a deep puce. "Genuine emotion transcends age and physical beauty, don't you agree?" Daniel choked, then found his voice. The boy needed help,a great deal of help. "You come early Friday,son. We'll need some time to talk." He stared hard the bookshelf across the room. "Seventy, you say?" "Close.But then true sensuality is ageless. Why just last night she and I-" "No,don't tell me," Daniel interrupted hastily. "We'll have a long talk when you get here. A long talk," he added after a deep breath. "Has Shelby-No, never mind," he decided. "Friday," Daniel said in a firmer tone. "We'll see about all this on Friday." "We'll be there." Grant hung up, then leaning against the doorjamb, laughed until he hurt. That should keep the old boy on his toes until Friday, Grant thought. Still grinning, he headed for the stairs. He'd work until dark-until Gennie.

John Isidore said, “I found a spider.” The three androids glanced up, momentarily moving their attention from the TV screen to him. “Let’s see it,” Pris said. She held out her hand. Roy Baty said, “Don’t talk while Buster is on.” “I’ve never seen a spider,” Pris said. She cupped the medicine bottle in her palms, surveying the creature within. “All those legs. Why’s it need so many legs, J. R.?” “That’s the way spiders are,” Isidore said, his heart pounding; he had difficulty breathing. “Eight legs.” Rising to her feet, Pris said, “You know what I think, J. R.? I think it doesn’t need all those legs.” “Eight?” Irmgard Baty said. “Why couldn’t it get by on four? Cut four off and see.” Impulsively opening her purse, she produced a pair of clean, sharp cuticle scissors, which she passed to Pris. A weird terror struck at J. R. Isidore. Carrying the medicine bottle into the kitchen, Pris seated herself at J. R. Isidore’s breakfast table. She removed the lid from the bottle and dumped the spider out. “It probably won’t be able to run as fast,” she said, “but there’s nothing for it to catch around here anyhow. It’ll die anyway.” She reached for the scissors. “Please,” Isidore said. Pris glanced up inquiringly. “Is it worth something?” “Don’t mutilate it,” he said wheezingly. Imploringly. With the scissors, Pris snipped off one of the spider’s legs. In the living room Buster Friendly on the TV screen said, “Take a look at this enlargement of a section of background. This is the sky you usually see. Wait, I’ll have Earl Parameter, head of my research staff, explain their virtually world-shaking discovery to you.” Pris clipped off another leg, restraining the spider with the edge of her hand. She was smiling. “Blowups of the video pictures,” a new voice from the TV said, “when subjected to rigorous laboratory scrutiny, reveal that the gray backdrop of sky and daytime moon against which Mercer moves is not only not Terran—it is artificial.” “You’re missing it!” Irmgard called anxiously to Pris; she rushed to the kitchen door, saw what Pris had begun doing. “Oh, do that afterward,” she said coaxingly. “This is so important, what they’re saying; it proves that everything we believed—” “Be quiet,” Roy Baty said. “—is true,” Irmgard finished. The TV set continued, “The ‘moon’ is painted; in the enlargements, one of which you see now on your screen, brush strokes show. And there is even some evidence that the scraggly weeds and dismal, sterile soil—perhaps even the stones hurled at Mercer by unseen alleged parties—are equally faked. It is quite possible in fact that the ‘stones’ are made of soft plastic, causing no authentic wounds.” “In other words,” Buster Friendly broke in, “Wilbur Mercer is not suffering at all.” The research chief said, “We at last managed, Mr. Friendly, to track down a former Hollywood special-effects man, a Mr. Wade Cortot, who flatly states, from his years of experience, that the figure of ‘Mercer’ could well be merely some bit player marching across a sound stage. Cortot has gone so far as to declare that he recognizes the stage as one used by a now out-of-business minor moviemaker with whom Cortot had various dealings several decades ago.” “So according to Cortot,” Buster Friendly said, “there can be virtually no doubt.” Pris had now cut three legs from the spider, which crept about miserably on the kitchen table, seeking a way out, a path to freedom. It found none.

Well, guys”—he spread his arms—“I could thank Reyna all day long. She has given so much to the legion. She’s been the best mentor and friend. She can never be replaced. On the other hand, I’m up here all alone now, and we have an empty praetor’s chair. So I’d like to take nominations for—” Lavinia started the chant: “HA-ZEL! HA-ZEL!” The crowd quickly joined in. Hazel’s eyes widened. She tried to resist when those sitting around her pulled her to her feet, but her Fifth Cohort fan club had evidently been preparing for this possibility. One of them produced a shield, which they hoisted Hazel onto like a saddle. They raised her overhead and marched her to the middle of the senate floor, turning her around and chanting, “HAZEL! HAZEL!” Reyna clapped and yelled right along with them. Only Frank tried to remain neutral, though he had to hide his smile behind his fist. “Okay, settle down!” he called at last. “We have one nomination. Are there any other—?” “HAZEL! HAZEL!” “Any objections?” “HAZEL! HAZEL!” “Then I recognize the will of the Twelfth Legion. Hazel Levesque, you are hereby promoted to praetor!” More wild cheering. Hazel looked dazed as she was dressed in Reyna’s old cloak and badge of office, then led to her chair. Seeing Frank and Hazel side by side, I had to smile. They looked so right together—wise and strong and brave. The perfect praetors. Rome’s future was in good hands. “Thank you,” Hazel managed at last. “I—I’ll do everything I can to be worthy of your trust. Here’s the thing, though. This leaves the Fifth Cohort without a centurion, so—” The entire Fifth Cohort started chanting in unison: “LAVINIA! LAVINIA!” “What?” Lavinia’s face turned pinker than her hair. “Oh, no. I don’t do leadership!” “LAVINIA! LAVINIA!” “Is this a joke? Guys, I—” “Lavinia Asimov!” Hazel said with a smile. “The Fifth Cohort read my mind. As my first act as praetor, for your unparalleled heroism in the Battle of San Francisco Bay, I hereby promote you to centurion—unless my fellow praetor has any objections?” “None,” Frank said. “Then come forward, Lavinia!

The actual proof of this Unborn which perfectly manages [everything] is that, as you’re all turned this way listening to me talk, if out back there’s the cawing of crows, the chirping of sparrows or the rustling of the wind, even though you’re not deliberately trying to hear each of these sounds, you recognize and distinguish each one. The voices of the crows and sparrows, the rustling of the wind—you hear them without making any mistake about them, and that’s what’s called hearing with the Unborn. In this way, all things are perfectly managed with the Unborn. This is the actual proof of the Unborn. Conclusively realize that what’s unborn and marvelously illuminating is truly the Buddha Mind,

What’s the best way to manage rock stars, the people whom you can count on to deliver great results year after year? You need to recognize them to keep them happy. For too many bosses, “recognition” means “promotion.” But in most cases, this is a big mistake. Promotion often puts these people in roles they are not as well-suited for or don’t want. The key is to recognize their contribution in other ways. It may be a bonus or a raise. Or, if they like public speaking, get them to present at your all-hands meetings or other big events. If they like teaching, get them to help new people learn their roles faster. Or if they are shy, make sure that you and others on the team thank them privately for the work they do.

It can be tough to recognize that you need to leave something behind to be able to get where you want to go. Sometimes the reason we have carried something in our pack for so long is that someone we trusted told us we would need it. Even when it has become obvious the advice given us does not match our experience, it can be difficult to reconcile the advice with the reality of our situation. Consequently, many will continue carrying unnecessary burdens. While this added weight might be manageable walking on flat ground when the terrain becomes more demanding and the pace more important, it will become increasingly difficult to keep up. This is why an approach to life that worked at one point does not always work at another point. If you are seeking to maximize your life, you cannot do so without making tough choices.

When I was a young man I worked for a very good company that was very well run by very nice people who knew what they were doing. There was a lot of affection and we made everybody a lot of money. We would have walked into fire for Harold, our Chairman, and Carl, our President. Then they sold our division, and all that firewalking really did take place. The ultrasenior managers did fine, because they had one purpose—to get out of it with a conestoga of cash. The middle management did a lot less fine, because their purpose was different. Their purpose was to die protecting the executive wagon train on its way out of town. We all recognize that kind of story, and know it’s right around the bend for every one of us. And yet, we all line up every day prepared to lay down our lives for our leaders. Why? Why, when we know that, in the end, it is likely to end in tears—for us, not for them.

She gives just enough hints about him to make you wonder why he became so villainous. And if he dies, I’ll never learnt the answer.” Oliver eyes her closely. “Perhaps he was born villainous.” “No one is born villainous.” “Oh?” he said with raised eyebrow. “So we’re all born good?” “Neither. We start as animals, with an animal’s needs and desires. It takes parents and teachers and other good examples to show us how to restrain those needs and desires, when necessary, for the greater good. But it’s still our choice whether to heed that education or to do as we please.” “For a woman who loves murder and mayhem, you’re quite the philosopher.” “I like to understand how things work. Why people behave as they do.” He digested that for a moment. “I happen to think that some of us, like Rockton, are born with a wicked bent.” She chose her words carefully. “That certainly provides Rockton with a convenient excuse for his behavior.” His features turned stony. “What do you mean?” “Being moral and disciplined is hard work. Being wicked requires no effort at all-one merely indulges every desire and impulse, no matter how hurtful or immoral. By claiming to be born wicked, Rockton ensures that he doesn’t have to struggle to be god. He can just protest that he can’t help himself.” “Perhaps he can’t,” he clipped out. “Or maybe he’s simply unwilling to fight his impulses. And I want to know the reason for that. That’s why I keep reading Minerva’s books.” Did Oliver actually believe he’d been born irredeemably wicked? How tragic! It lent a hopelessness to his life that helped to explain his mindless pursuit of pleasure. “I can tell you the reason for Rockton’s villainy.” Oliver rose to round the desk. Propping his hip on the edge near her, he reached out to tuck a tendril of hair behind her ear. A sweet shudder swept over her. Why must he have this effect on her? It simply wasn’t fair. “Oh?” she managed. “Rockton knows he can’t have everything he wants,” he said hoarsely, his hand drifting to her cheek. “He can’t have the heroine, for example. She would never tolerate his…wicked impulses. Yet he still wants her. And his wanting consumes him.” Her breath lodged in her throat. It had been days since he’d touched her, and she hadn’t forgotten what it was like for one minute. To have him this near, saying such things… She fought for control over her volatile emotions. “His wanting consumes him precisely because he can’t have her. If he thought he could, he wouldn’t want her after all.” “Not true.” His voice deepening, he stroked the line of her jaw with a tenderness that roused an ache in her chest. “Even Rockton recognizes when a woman is unlike any other. Her very goodness in the face of his villainy bewitches him. He thinks if he can just possess that goodness, then the dark cloud lying on his soul will lift, and he’ll have something other than villainy to sustain him.” “Then he’s mistaken.” Her pulse trebled as his finger swept the hollow of her throat. “The only person who can lift the dark cloud on his soul is himself.” He paused in his caress. “So he’s doomed, then?” “No!” Her gaze flew to his. “No one is doomed, and certainly not Rockton. There’s still hope for him. There is always hope.” His eyes burned with a feverish light, and before she could look away, he bent to kiss her. It was soft, tender…delicious. Someone moaned, she wasn’t sure who. All she knew was that his mouth was on hers again, molding it, tasting it, making her hungry in the way that only he seemed able to do. “Maria…” he breathed. Seizing her by the arms, he drew her up into his embrace. “My God, I’ve thought of nothing but you since that day in the carriage.

In discovering the basic principle of the nature of man, Frankl described an accurate self-map from which he began to develop the first and most basic habit of a highly effective person in any environment, the habit of proactivity. While the word proactivity is now fairly common in management literature, it is a word you won’t find in most dictionaries. It means more than merely taking initiative. It means that as human beings, we are responsible for our own lives. Our behavior is a function of our decisions, not our conditions. We can subordinate feelings to values. We have the initiative and the responsibility to make things happen. Look at the word responsibility—“response-ability”—the ability to choose your response. Highly proactive people recognize that responsibility. They do not blame circumstances, conditions, or conditioning for their behavior. Their behavior is a product of their own conscious choice, based on values, rather than a product of their conditions, based on feeling.

Distinguish between you as the designer of your machine and you as a worker with your machine. One of the hardest things for people to do is to objectively look down on themselves within their circumstances (i.e., their machine) so that they can act as the machine’s designer and manager. Most people remain stuck in the perspective of being a worker within the machine. If you can recognize the differences between those roles and that it is much more important that you are a good designer/manager of your life than a good worker in it, you will be on the right path. To be successful, the “designer/manager you” has to be objective about what the “worker you” is really like, not believing in him more than he deserves, or putting him in jobs he shouldn’t be in. Instead of having this strategic perspective, most people operate emotionally and in the moment; their lives are a series of undirected emotional experiences, going from one thing to the next. If you want to look back on your life and feel you’ve achieved what you wanted to, you can’t operate that way.

In addition to work, ADHD can significantly impact family life and relationships. The effects of ADHD on relationships are not necessarily negative; in fact, they can bring out many positive attributes. Loved ones may feel energized around you and recognize that your sense of spontaneity and creative expression brings a lot of joy into their lives. On the flip side, friends and family may complain about imbalanced relationships, issues with intimacy, and/or fraught dynamics. If you get easily sidetracked, you may be late to dates with friends and family (or completely forget to meet). You may forget to respond to emails, calls, and test. Family and friends may take these behaviors personally. This can feel hurtful to you when you are trying your best with a brain that works differently than theirs. Of course, this does not have anything to do with how much you care for your loved ones, so communicating what you're going through and strengthening your organizational skills to respect important commitments can keep your treasured relationships humming along smoothly.

I'm sorry I looked. Or saw, I guess. I didn't go digging through your book. The pages fell out." "Yeah. I kinda figured that might have been what happened." He scuffed one heel against the cement. "The book fell out of my bag again...and,well..." And,well, there he was,forgiven. "Zippers," I said. "One of mankind's better inventions. Your bag has one; I've seen it." "You see much, Grasshopper." I blinked at him. "C'mon. Kung Fu?" He let go of his knees and sliced both hands through the air in a choppy spiral. "Shaolin monk fighting against injustice while searching for his long-lost brother in the Old West?" I shook my head. "Nope.Sorry."" "Sad. I bet you wouldn't recognize 'Live long and prosper,' either." "Nope." "How did I know? My dad got me into seventies TV.It's awfully brilliant. Or brilliantly awful, maybe." He had relaxed and was looking monumentally pleased with seventies television or himself or something. You're awfully beautiful, Alex Bainbridge. I managed to keep that one to myself,but... "You're really good." That one got away from me. "Your drawing, I mean.

A well-heeled housewife confided that all the husbands in her social circle had recently accepted jobs in China, and were now commuting between Cupertino and Shanghai, partly because their quiet styles prevented them from advancing locally. The American companies “think they can’t handle business,” she said, “because of presentation. In business, you have to put a lot of nonsense together and present it. My husband always just makes his point and that’s the end of it. When you look at big companies, almost none of the top executives are Asians. They hire someone who doesn’t know anything about the business, but maybe he can make a good presentation.” A software engineer told me how overlooked he felt at work in comparison to other people, “especially people from European origin, who speak without thinking.” In China, he said, “If you’re quiet, you’re seen as being wise. It’s completely different here. Here people like to speak out. Even if they have an idea, not completely mature yet, people still speak out. If I could be better in communication, my work would be much more recognized. Even though my manager appreciates me, he still doesn’t know I have done work so wonderful.

PULL BEATS PUSH Training managers how to give feedback—how to push more effectively—can be helpful. But if the receiver isn’t willing or able to absorb the feedback, then there’s only so far persistence or even skillful delivery can go. It doesn’t matter how much authority or power a feedback giver has; the receivers are in control of what they do and don’t let in, how they make sense of what they’re hearing, and whether they choose to change. Pushing harder rarely opens the door to genuine learning. The focus should not be on teaching feedback givers to give. The focus—at work and at home—should be on feedback receivers, helping us all to become more skillful learners. The real leverage is creating pull. Creating pull is about mastering the skills required to drive our own learning; it’s about how to recognize and manage our resistance, how to engage in feedback conversations with confidence and curiosity, and even when the feedback seems wrong, how to find insight that might help us grow. It’s also about how to stand up for who we are and how we see the world, and ask for what we need. It’s about how to learn from feedback—yes, even when it is off base, unfair, poorly delivered, and frankly, you’re not in the mood.

You don't have to say that," she insisted. "I mean - I'll understand, if you hate me." "I could never hate you, Bee. I just...I miss you." There was no reproach in Connor's words, only a weary, unflinching truth. "I miss you, too." she said, and meant it. Beatrice's tears were coming more freely now, but that wasn't surprising. Nothing in life hurt more than hurting the people you loved. Yet Beatrice knew she had to say all of this. She and Connor had loved each other too fiercely for her to let him go without a proper goodbye. "I am...forever changed by you," she added, her voice catching. "I gave you part of my heart a long time ago, and I've never gotten it back." "You don't need it back." His voice was rough with unshed tears. "I swear that I'll keep it safe. Everywhere I go, that part of you will come with me, and I will guard and treasure it. Always." A sob escaped her chest. She hurt for Connor and with Connor and because of Connor, all at once. This wasn't how breakups were meant to go. In the movies they always seemed so hateful, with people yelling and throwing things at each other. They weren't meant to be like this, tender and gentle and full of heartache. "Okay," she replied, through her tears. "That part of my heart is yours to keep." Connor stepped back, loosening his hand from hers, and Beatrice felt the thread between them pull taut and finally snap. She imagined that she could hear it - a crisp sort of sound, like the stem of a rose being snapped in two. Her body felt strangely sore, or maybe it was her heart that felt sore, recognizing the parts of it that she had given away, forever. "You're such an amazing person, Connor. I hope you find someone who deserves you." Again he attempted a crooked smile. "It won't be easy on her, trying to live up to the queen. For a small person, you cast quite the shadow," he said, and then his features grew serious once more. "Bee - if you ever need me, I'll be there for you. You know that, right?" She swallowed against a lump in her throat. "The same promise holds for me, too. I'm always here if you need me." As she spoke, the steel panel began to lift back into the ceiling. Beatrice straightened her shoulders beneath the cool silk of the gown, drew in a breath. Somehow she managed to gather up the tattered shreds of her self-control, as if she wasn't a young woman who'd just said goodbye to her first love - to her best friend. As of she wasn't a young woman at all, but a queen.

You know, Silas shouldn’t have something so indecent like this lying about,” Ann said. “One of the children might see it.” She brightened. “I know! We should put some clothes on it! That would make it all right, don’t you think?” “Oh, by all means. Do clothe the woman,” Louisa said, laughter bubbling up from the back of her throat. Ann flitted around the room looking for something appropriate. “Ah, this’ll be fine,” she said, her back to Louisa. She fooled with the thing a bit, then turned and held it up for Louisa’s approval. It took Louisa a second to recognize what Ann had chosen to clothe the poor beleaguered fertility goddess in, but as soon as she did, she burst into laughter. Silas’s drawers. Ann had clothed the carving in Silas’s dirty drawers. After that, Louisa couldn’t stop laughing. Ann had tied the legs around the carving’s neck so that the back side of the unlaced drawers covered her front. It was truly a site to behold. And when Ann looked at her in all innocence, obviously unaware that the lady’s clothing was as indecent as the lady herself, Louisa laughed so hard her sides hurt. “Louisa, are you alright?” Ann asked as she went to her friend’s side. “I swear, you’re behaving strange today. Really strange.” Louisa couldn’t even speak. All she could do was laugh and point at the carving. “This?” Ann asked as she held the carving up. “What’s wrong? Don’t you like her fine woolen dress?” Louisa erupted in more peals of laughter. Unfortunately, it was just at that moment, when Louisa was laughing herself to death and Ann was waving the carving about in the air, that Silas chose to make his untimely entrance. “What are you females going in here?” his raspy male voice roared from the doorway, making them both jump. Ann dropped the carving at once, watching as it rolled across the wooden floor, losing its exotic gown in the process. Louisa managed to rein in her laughter, though a few chuckles still bubbled out of her. “We wasn’t doin’ nothin’, truly,” Ann began to babble. “Louisa said . . . I mean . . . we thought . . .” “It’s all right, Ann.” Louisa faced Silas, laughter still in her eyes. But when she saw his livid expression and reddened face, she sobered at once. “I’m sure Silas knows better than to blame you.” “We was just tryin’ to help.” Bending to pick up the carving, Ann held it out to Silas. “Honestly, Mr. Dumm—” Silas made a choking sound as he saw what Ann held in her hands. “Get out.” Snatching the carving from her, he tossed it across the room. “I said get out of here! Now!

In a 1997 showdown billed as the final battle for supremacy between natural and artificial intelligence, IBM supercomputer Deep Blue defeated Garry Kasparov. Deep Blue evaluated two hundred million positions per second. That is a tiny fraction of possible chess positions—the number of possible game sequences is more than atoms in the observable universe—but plenty enough to beat the best human. According to Kasparov, “Today the free chess app on your mobile phone is stronger than me.” He is not being rhetorical. “Anything we can do, and we know how to do it, machines will do it better,” he said at a recent lecture. “If we can codify it, and pass it to computers, they will do it better.” Still, losing to Deep Blue gave him an idea. In playing computers, he recognized what artificial intelligence scholars call Moravec’s paradox: machines and humans frequently have opposite strengths and weaknesses. There is a saying that “chess is 99 percent tactics.” Tactics are short combinations of moves that players use to get an immediate advantage on the board. When players study all those patterns, they are mastering tactics. Bigger-picture planning in chess—how to manage the little battles to win the war—is called strategy. As Susan Polgar has written, “you can get a lot further by being very good in tactics”—that is, knowing a lot of patterns—“and have only a basic understanding of strategy.

Coley and I had to separate to get around a girl who was mostly eclipsed by the size of the power she was carrying some sort of project about World War II—a picture of Hitler doing his mustachioed Sieg heil, a gaunt concentration camp victim, a couple of American soldiers smoking cigarettes and scowling at the camera, the captions beneath each photo in glitter-bubble letters. If this had been the movie version of my life, I knew, somebody who did teenage stuff well, some director, would have lingered on that poster and maybe even have swelled some poignant music, out is in slow motion as the hallway continued on at regular speed around us, backlit the three of us—Coley and the poster board chick and me—and in doing so tried to make some statement about teenage frivolity and prom season as it stacked up against something authentic and horrible like war. But if renting all those movies had taught me anything more than how to lose myself in them, it was that you only actually have perfectly profound little moments like that in real life if you recognize them yourself, do all the fancy shot work and editing in your head, usually in the very seconds that whatever is happening is happening. And even if you do manage to do so, just about never does anyone else you’re with at the time experience that exact same kind of moment, and it’s impossible to explain as it’s happening, and then the moment is over.

Coley and I had to separate to get around a girl who was mostly eclipsed by the size of the poster she was carrying, some sort of project about World War Two—a picture of Hitler doing his mustachioed Sieg heil, a gaunt concentration-camp victim, a couple of American soldiers smoking cigarettes and scowling at the camera, the captions beneath each photo in glitter-bubble letters. If this had been the movie version of my life, I knew, somebody who did teenage stuff well, some director, would have lingered on that poster and maybe even have swelled some sort of poignant music, put us in slow motion as the hallway continued on at regular speed around us, backlit the three of us—Coley and the posterboard chick and me—and in doing so tried to make some statement about teenage frivolity and prom season as it stacked up against something authentic and horrible like war. But if renting all those movies had taught me anything more than how to lose myself in them, it was that you only actually have perfectly profound little moments like that in real life if you recognize them yourself, do all the fancy shot work and editing in your head, usually in the very seconds that whatever is happening is happening. And even if you do manage to do so, just about never does anyone else you’re with at the time experience that exact same kind of moment, and it’s impossible to explain it as it’s happening, and then the moment is over.

Here are four more strategies to help you stack the deck in your favor when seeking a raise or a promotion: ✓ DO YOUR RESEARCH: Understand your market value and, more important, your value to the company. Be prepared to explain, candidly and concretely, what you feel you’re doing that you’re not being compensated for. Have confidence in your own worth. ✓ ASK TO BE PAID FOR THE JOB YOU’RE ACTUALLY DOING: If your responsibilities have increased but you haven’t been recognized since, say, you’ve taken over for the manager who left several months earlier, approach your new boss and say, “I’ve been effectively doing this person’s job since she departed and I’d like to formally assume her position.” Have a conversation. Express that you feel confident you can grow in this role and create value for the organization. ✓ PROVE YOUR WORTH: To earn an increase in salary, you need to be increasing your responsibilities and performing at a higher level than when you were hired. ✓ DON’T NEGOTIATE IF YOUR BOSS SAYS NO: Typically no means no when it comes to this type of discussion. If your boss says no, you have two choices: you either accept the rationale, think about it, and grow based on the feedback, or you leave. This is a good time to be reflective. Ask why you haven’t earned the increase. You may not walk away with a new title or more money, but hopefully you’ll learn something that will help you correct your course moving forward.

Navigate “This Is Too Hard for Me” Thinking Anxious perfectionists like to feel very on top of things. When they think, “This is too hard for me,” they often treat it as fact, instead of recognizing it as potentially just another anxiety-induced false alarm. Remember, if you’re anxiety-prone, then by definition your anxiety system is predisposed to false alarms—that is, registering dangers that aren’t there. Thoughts are just thoughts; the problem is that we accept thoughts as true, and confuse feelings with facts. Part of the reason this happens is memory bias: Your brain will tend to remember events from the past that match your current mood. Because current mood has such a powerful effect on thoughts, consciously trying to recall evidence that you’re skilled and talented probably won’t feel very authentic or convincing when you’re feeling down. If you know this is how your brain works, then you can discount some of the negative thoughts you have when you’re in a deflated mood. Your thoughts will naturally improve when your mood improves. Therefore, regaining confidence is often just a matter of being patient and waiting for a negative or anxious mood to pass. Experiment: Have there been any times in the past when you’ve had “this is too hard for me” thoughts, those thoughts have been a false alarm, and you’ve managed to do the thing you feared was too hard for you? Identify one example. Your example doesn’t need to be something huge. A small example will do.

…we encourage you to trust your coping plan over the long haul. It is useful to acknowledge your small and daily successes, such as facing things you would typically avoid. There will likely be daily examples of slipups, too, but, similar to looking at a garden, we encourage you to focus on the flowers as much, if not more so, than you do the weeds. As an aside, both of us have taken up bike riding in the past few years. In our appreciation of the multiday, grand stage races in Europe, such as the Tour de France, we have seen a metaphor that helps to illustrate the goal of coping with ADHD. These multiple stage bike races last from 3 or 4 days on up to 3 weeks. Different days are spent climbing steep mountain roads, traversing long flat stages of over a hundred miles that end in all out sprints to the finish line, and individual time trials where each rider goes out alone and covers the distance as quickly as possible, known as “the race of truth.” The grand champion of a multiday race, however, is the rider whose cumulative time for all the stages is the fastest. That is, if you ride well enough, day-in and day-out, you will be a champion even though you may not be the first rider to cross the finish line on any single day’s race. Similarly, managing ADHD is an endurance sport. You need not cope perfectly all day, every day. The goal is to make progress, cope well enough, handle setbacks without giving up, and over time you will recognize your victory. Just keep pedaling.

Here's a resume of crucial knowledge you should have in today's world but universities are not providing: Financial - Not just on management, but also on how to profit, how to manage and control flows of income; Linguistic - In today's world, speaking only a language is prove of lack of education. Knowing two languages is a basic necessity, and knowing three languages is essential, while knowing four is merely the ideal situation. Which four languages? Chinese, English, Spanish, and another of your choice, just for fun; Intellectual - It's not about what you know; it’s all about how you think about what you know. Therefore, it's ridiculous to think that there’s only one answer and one way to examine our life. Most students are extremely dumb because they lack the ability to educate themselves, despite their certificates or where they’ve studied. They never read with an intention in mind. And as they graduate, they become completely futile as individuals. This situation is the same all over the world. Millions are graduating every year, without any significant knowledge to live with. Their books are often outdated once they graduate and they're unable to learn by themselves and develop the necessary skills to adjust to the economic society in which we live. Maybe they can keep a job for 3 or 5 years of their life, but then are surprised to lose it and never finding a suitable job again. The world is changing very fast and most people can’t or are unwilling to recognize this fact.

PRIORITIZE BEING PRESENT Today’s challenge is to keep your focus and preserve the sanctity of mind required to create, and to ultimately make an impact in what matters most to you. This can only happen when you capitalize on the here and now. To do this, alternate periods of connectedness with periods of truly being present: Be aware of the cost of constant connection. If your focus is always on others—and quenching your appetite for information and external validation—you will miss out on the opportunity to mine the potential of your own mind. Recognize when you’re tuning in to the stream for the wrong reasons. We often look to our devices for a sense of reassurance. Become more aware of the insecurity that pulls you away from the present. You cannot imagine what will be if you are constantly concerned with what already is. Create windows of non-stimulation in your day. Make this time sacred and use it to focus on a separate list of two or three things that are important to you over the long term. Use this time to think, to digest what you’ve learned, and to plan. Listen to your gut as much as you listen to others. With all the new sources of communication and amplification, don’t let yourself be persuaded by the volume of the masses. Nothing should resonate more loudly than your own intuition. Stay open to the possibilities of serendipity. The most important connections—whether with people, ideas, or mistakes that lead to key realizations—often spring from unexpected circumstances. By being fully present where you are, you let chance (and the curious universe we live in) work its magic. You are the steward of your own potential. The resources within you—and around you—are only tapped when you recognize their value and develop ways to use them. Whatever the future of technology may hold, the greatest leaders will be those most capable of tuning in to themselves and harnessing the full power of their own minds.

No,” she croaked, trying to shrink away from him. “You’re not supposed to be here. Don’t come near me; you’ll catch it. Please go—” “Quiet,” Kev said, sitting on the edge of the mattress. He caught Win as she tried to roll away, and settled his hand on her forehead. He felt the burning pulse beneath her fragile skin, the veins lit with raging fever. As Win struggled to push him away, Kev was alarmed by how feeble she had grown. Already. “Don’t,” she sobbed, writhing. Weak tears slid from her eyes. “Please don’t touch me. I don’t want you here. I don’t want you to get sick. Oh, please go. … ” Kev pulled her up against him, her body living flame beneath the thin layer of her nightgown, the pale silk of her hair streaming over both of them. And he cradled her head in one of his hands, the powerful battered hand of a bare-knuckle fighter. “You’re mad,” he said in a low voice, “if you think I would leave you now. I’ll see you safe and well no matter what it takes.” “I won’t live through this,” she whispered. Kev was shocked by the words, and even more by his own reaction to them. “I’m going to die,” she said, “and I won’t take you with me.” Kev gripped her more closely, letting her fitful breaths blow against his face. No matter how she writhed, he wouldn’t let go. He breathed the air from her, taking it deep into his own lungs. “Stop,” she cried, trying desperately to twist away from him. The exertion caused her flush to darken. “This is madness. … Oh, you stubborn wretch, let me go!” “Never.” Kev smoothed her wild, fine hair, the strands darkening where her tears had tracked. “Easy,” he murmured. “Don’t exhaust yourself. Rest.” Win’s struggles slowed as she recognized the futility of resisting him. “You’re so strong,” she said faintly, the words born not of praise, but damnation. “You’re so strong. … ” “Yes,” Kev said, gently using a corner of the bed linens to dry her face. “I’m a brute, and you’ve always known it, haven’t you?” “Yes,” she whispered. “And you’re going to do as I say.” He cradled her against his chest and gave her some water. She took a few painful sips. “Can’t,” she managed, turning her face away. “More,” he insisted, bringing the cup back to her lips. “Let me sleep, please—” “After you drink more.

Maybe nostalgia is itself the problem. A Democrat I met in Macon during a conversation we had about the local enthusiasm for Trump told me that “people want to go back to Mayberry”, the setting of the beloved old Andy Griffith Show. (As it happens, the actual model for Mayberry, Mount Airy, a bedraggled town in North Carolina, has gone all in on the Trump revolution, as the Washington Post recently reported.) Maybe it’s also true, as my liberal friends believe, that what people in this part of the country secretly long to go back to are the days when the Klan was riding high or when Quantrill was terrorizing the people of neighboring Kansas, or when Dred Scott was losing his famous court case. For sure, there is a streak of that ugly sentiment in the Trump phenomenon. But I want to suggest something different: that the nostalgic urge does not necessarily have to be a reactionary one. There is nothing un-progressive about wanting your town to thrive, about recognizing that it isn’t thriving today, about figuring out that the mid-century, liberal way worked better. For me, at least, that is how nostalgia unfolds. When I drive around this part of the country, I always do so with a WPA guidebook in hand, the better to help me locate the architectural achievements of the Roosevelt years. I used to patronize a list of restaurants supposedly favored by Harry Truman (they are slowly disappearing). And these days, as I pass Trump sign after Trump sign, I wonder what has made so many of Truman’s people cast their lot with this blustering would-be caudillo. Maybe what I’m pining for is a liberal Magic Kingdom, a non-racist midwest where things function again. For a countryside dotted with small towns where the business district has reasonable job-creating businesses in it, taverns too. For a state where the giant chain stores haven’t succeeded in putting everyone out of business. For an economy where workers can form unions and buy new cars every couple of years, where farmers enjoy the protection of the laws, and where corporate management has not been permitted to use every trick available to them to drive down wages and play desperate cities off one against the other. Maybe it’s just an impossible utopia, a shimmering Mayberry dream. But somehow I don’t think so.

They heard Hugo ask if the plan for the hors d'oeuvres was still in operation, and they heard Colette ask about plucking the feathers off crows, and they heard Kevin complain that he didn't know whether to hold the birdpaper in his right hand or his left hand, and they heard Mr. Lesko insult Mrs. Morrow, and the bearded man sing a song to the woman with the crow-shaped hat, and they heard a man call for Bruce and a woman call for her mother and dozens of people whisper to and shout at, argue with and agree upon, angrily accuse and meekly defend, furiously compliment and kindly insult dozens of other people, both inside and outside the Hotel Denouement, whose names the Baudelaires recognized, forgot, and had never heard before. Each story had its story, and each story's story was unfathomable in the Baudelaire orphans' short journey, and many of the stories' stories are unfathomable to me, even after all these lonely years and all this lonely research. Perhaps some of these stories are clearer to you, because you have spied upon the people involved. Perhaps Mrs. Bass has changed her name and lives near you, or perhaps Mr. Remora's name is the same, and he lives far away. Perhaps Nero now works as a grocery store clerk, or Geraldine Julienne now teaches arts and crafts. Perhaps Charles and Sir are no longer partners, and you have had the occasion to study one of them as he sat across from you on a bus, or perhaps Hugo, Colette, and Kevin are still comrades, and you have followed these unfathomable people after noticing that one of them used both hands equally. Perhaps Mr. Lesko is now your neighbor, or Mrs. Morrow is now your sister, or your mother, or your aunt or wife or even your husband. Perhaps the noise you hear outside your door is a bearded man trying to climb into your window, or perhaps it is a woman in a crow-shaped hat hailing a taxi. Perhaps you have spotted the managers of the Hotel Denouement, or the judges of the High Court, or the waiters of Cafe Salmonella or the Anxious Clown, or perhaps you have met an expert on injustice or become one yourself. Perhaps the people in your unfathomable life, and their unfathomable stories, are clear to you as you make your way in the world, but when the elevator stopped for the last time, and the doors slid open to reveal the tilted roof of the Hotel Denouement, the Baudelaires felt as if they were balancing very delicately on a mysterious and perplexing heap of unfathomable mysteries.

It was an imprudent idea to begin with.” “I shan’t argue with you on that point.” Rose scoffed at him. “You don’t get to play morally superior with me, Grey. I may have been stupid enough to conspire against you, but you didn’t even recognize someone you’ve known for years! If one of us must be the bigger idiot, I think it must be you!” Oh dear God. She covered her mouth with her hand. What had she just said? Dark arched brows pulled together tightly over stormy blue eyes. “You’re right,” he agreed. “I am an idiot, but only because I allowed this ridiculous ruse past the point when I realized your identity.” Rose froze-like a damp leaf on an icy pond. “You knew?” And yet he continued to pretend…oh, he was worse than she by far. “Of course I knew.” He glowered at her. “Blindfold me and I would know the scent of your skin, the exact color and texture of your skin. Do you not realize that I know the color of your eyes right down to the flecks of gold that light their depths?” Heart pounding, stomach churning in shock, Rose could only stare at him. How could he say such things to her and sound so disgusted? “When?” Her voice was a ragged whisper. “When did you know?” “I suspected before but tried to deny it. The morning after we last met I took one look at your sweet mouth and knew there couldn’t be two women in the world, let alone London with the same delectable bottom lip.” It hurt. Oh, she hadn’t thought hearing him say such wonderful things could hurt so much! She pressed a hand to her chest. “You suspected and yet you made love to me any way.” “Made love?” He snorted. “That’s a girl’s term, Rose. What you and I did…it was something far worse than making trite love.” Worse? How could he malign what had transpired between them. “So you regret it, despite your own choice to continue with the charade.” “What I regret,” he growled, suddenly moving toward her, “is your sudden attack of conscience.” He was mad. She took a step back. “I don’t understand you.” “If only you had managed to keep your guilt where it belonged.” A ravaged smile curved his lips as he shook his head. “We might have continued on, with neither being the wiser, but now we must endure the rest of the Season together, knowing what we can no longer have.” “Then you admit you have feelings for me.” He laughed hollowly. “So many I can scarce discern them all.” It was a hollow victory at best. “If you care for me and I for you, then why can we not reveal our feelings? You have but to ask and I’m yours.

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.

I think that's quite true. and in fact the people who understand this the best are those who are carrying out the control and domination in the more free societies. like the U.S. and England, where popular struggles have have won a lot of freedoms over the years and the state has limited capacity to coerce. It is very striking that it's precisely in those societies that elite groups—the business world, state managers and so on—recognized early on that they are going to have to develop massive methods of control of attitude and opinion, because you cannot control people by force anymore and therefore you have to modify their consciousness so that they don't perceive that they are living under conditions of alienation, oppression, subordination and so on. In fact, that's what probably a couple trillion dollars are spent on each year in the U.S., very self-consciously, from the framing of television advertisements for two-year olds to what you are taught in graduate school economics programs. It's designed to create a consciousness of subordination and it's also intended specifically and pretty consciously to suppress normal human emotions. Normal human emotions are sympathy and solidarity, not just for people but for stranded dolphins. It's just a normal reaction for people. If you go back to the classical political economists, people like Adam Smith, this was just taken for granted as the core of human nature and society. One of the main concentrations of advertising and education is to drive that out of your mind. And it's very conscious. In fact, it's conscious in social policy right in front of our eyes today. Take the effort to destroy Social Security. Well, what's the point of that? There's a lot of scam about financial problems, which is all total nonsense. And, of course, they want Wall Street to make a killing. Underlying it all is something much deeper. Social Security is based on a human emotion and it's a natural human emotion which has to be driven out of people minds, namely the emotion that you care about other people. You care. It's a social and community responsibility to care whether a disabled widow across town has enough food to eat, or whether a kid across the street can go to school. You have to get that out of people's heads. You have to make them say, "Look, you are a personal, rational wealth maximizer. If that disabled widow didn't prepare for her own future, it's her problem not your problem. It's not your fault she doesn't have enough to eat so why should you care?

Wake up every day, expecting not to know what's going to happen, and look for the events to unfold with curiosity. Instead of stressing and managing, just be present at anything that pops up with the intention of approaching it with your best efforts. Whatever happens in the process of spiritual awakening is going to be unpredictable and moving forward, if you're just the one who notices it, not fighting or making a big project out there. •       You may have emotional swings, energetic swings, psychic openings, and other unwanted shifts that, as you knew, feel unfamiliar to your personality. Be the beholder. Don't feel like you have something to fix or alter. They're going to pass. •       If you have severe trauma in your history and have never had therapy, it might be very useful to release the pains of memories that arise around the events. Therapy teaches you how to express, bear witness, release, and move forward. Your therapist needn't know much about kundalini as long as he or she doesn't discount that part of your process. What you want to focus on is the release of trauma-related issues, and you want an experienced and compassionate therapist who sees your spiritual orientation as a motivation and support for the healing process. •       This process represents your chance to wake up to your true nature. Some people wake up first, and then experience the emergence of a kundalini; others have the kundalini process going through as a preparation for the emergence. The appearance happens to do the job of wiping out, so is part of either pattern. Waking up means realizing that whoever looks through your eyes, lives through your senses, listens to your thoughts, and is present at every moment of your experience, whether good or bad, is recognized or remembered. This is a bright, conscious, detached and unconditionally loving presence that is universal and eternal and is totally free from all the conditions and memories you associate with as a personal identity. But as long as you believe in all of your personal conditions and stories, emotions, and thoughts, you have to experience life filtered by them. This programmed mind is what makes the game of life to be varied and suspense-filled but it also causes suffering and fear of death. When we are in Samadhi and Satori encounters, we glimpse the Truth about the vast, limitless space that is the foundation for our being. It is called gnosis (knowledge) or the One by the early Gnostics. Some spiritual teachings like Advaita Vedanta and Zen go straight for realization, while others see it as a gradual path through years of spiritual practices. Anyway, the ending is the same. As Shakespeare said, when you know who you are, the world becomes a stage and you the player, and life is more light and thoughts less intrusive, and the kundalini process settles down into a mellow pleasantness. •       Give up places to go and to be with people that cause you discomfort.

Unconditional blame is the tendency to explain all difficulties exclusively as the consequence of forces beyond your influence, to see yourself as an absolute victim of external circumstances. Every person suffers the impact of factors beyond his control, so we are all, in a sense, victims. We are not, however, absolute victims. We have the ability to respond to our circumstances and influence how they affect us. In contrast, the unconditional blamer defines his victim-identity by his helplessness, disowning any power to manage his life and assigning causality only to that which is beyond his control. Unconditional blamers believe that their problems are always someone else’s fault, and that there’s nothing they could have done to prevent them. Consequently, they believe that there’s nothing they should do to address them. Unconditional blamers feel innocent, unfairly burdened by others who do things they “shouldn’t” do because of maliciousness or stupidity. According to the unconditional blamer, these others “ought” to fix the problems they created. Blamers live in a state of self-righteous indignation, trying to control people around them with their accusations and angry demands. What the unconditional blamer does not see is that in order to claim innocence, he has to relinquish his power. If he is not part of the problem, he cannot be part of the solution. In fact, rather than being the main character of his life, the blamer is a spectator. Watching his own suffering from the sidelines, he feels “safe” because his misery is always somebody else’s fault. Blame is a tranquilizer. It soothes the blamer, sheltering him from accountability for his life. But like any drug, its soothing effect quickly turns sour, miring him in resignation and resentment. In order to avoid anxiety and guilt, the blamer must disown his freedom and power and see himself as a plaything of others. The blamer feels victimized at work. His job is fraught with letdowns, betrayals, disappointments, and resentments. He feels that he is expected to fix problems he didn’t create, yet his efforts are never recognized. So he shields himself with justifications. Breakdowns are never his fault, nor are solutions his responsibility. He is not accountable because it is always other people who failed to do what they should have done. Managers don’t give him direction as they should, employees don’t support him as they should, colleagues don’t cooperate with him as they should, customers demand much more than they should, suppliers don’t respond as they should, senior executives don’t lead the organization as they should, administration systems don’t work as they should—the whole company is a mess. In addition, the economy is weak, the job market tough, the taxes confiscatory, the regulations crippling, the interest rates exorbitant, and the competition fierce (especially because of those evil foreigners who pay unfairly low wages). And if it weren’t difficult enough to survive in this environment, everybody demands extraordinary results. The blamer never tires of reciting his tune, “Life is not fair!

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Unlike John Lasseter’s bosses at Disney, Bezos was open to the entrepreneurial contributions of Amazon’s individual employees—even when those ideas were outside what Wall Street (and even his own board of directors) considered the company’s core business. AWS represents precisely the kind of value creation any CEO or shareholder would want from their employees. Want your employees to come up with multibillion-dollar ideas while on the job? You have to attract professionals with the founder mind-set and then harness their entrepreneurial impulses for your company. As Intuit CEO Brad Smith told us, “A leader’s job is not to put greatness into people, but rather to recognize that it already exists, and to create the environment where that greatness can emerge and grow.

1. Recognize that putting shitty thoughts in your mind will give you a shitty life. 2. Remember that if you throw shit at others, it will come back and hit you in the face. 3. Understand that forgiveness will wash out all your shitty thoughts and will clean out all the waste in your mind.

1. Winning too much: The need to win at all costs and in all situations—when it matters, when it doesn’t, and when it’s totally beside the point. 2. Adding too much value: The overwhelming desire to add our two cents to every discussion. 3. Passing judgment: The need to rate others and impose our standards on them. 4. Making destructive comments: The needless sarcasms and cutting remarks that we think make us sound sharp and witty. 5. Starting with “No,” “But,” or “However”: The overuse of these negative qualifiers which secretly say to everyone, “I’m right. You’re wrong.” 6. Telling the world how smart we are: The need to show people we’re smarter than they think we are. 7. Speaking when angry: Using emotional volatility as a management tool. 8. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts even when we weren’t asked. 9. Withholding information: The refusal to share information in order to maintain an advantage over others. 10. Failing to give proper recognition: The inability to praise and reward. 11. Claiming credit that we don’t deserve: The most annoying way to overestimate our contribution to any success. 12. Making excuses: The need to reposition our annoying behavior as a permanent fixture so people excuse us for it. 13. Clinging to the past: The need to deflect blame away from ourselves and onto events and people from our past; a subset of blaming everyone else. 14. Playing favorites: Failing to see that we are treating someone unfairly. 15. Refusing to express regret: The inability to take responsibility for our actions, admit we’re wrong, or recognize how our actions affect others. 16. Not listening: The most passive-aggressive form of disrespect for colleagues. 17. Failing to express gratitude: The most basic form of bad manners. 18. Punishing the messenger: The misguided need to attack the innocent who are usually only trying to help us. 19. Passing the buck: The need to blame everyone but ourselves. 20. An excessive need to be “me”: Exalting our faults as virtues simply because they’re who we are.

Carla might recognize herself in the lean girls against the bar, the girls in slender-cut suits with silver rings on each finger and thumb who looked so compact and secretive, so much as if all their essences were perfectly locked and kept, and only if you managed to please them could you unlock their fingers and pry them out. They smelled of a different perfume, they never quite met your eyes except in a swift and thorough appraisal whose conclusion you became aware of immediately when their eyes averted without the longed-for approving smile. You longed to go with them to secret apartments in the suburbs or condos on the lakeshore and there have their fingers brush down your back and have their maroon mouths kiss your thighs.

Disarming and conquering your fear begins with recognizing its presence, accepting it, and taking action to manage it. And fear grips not just those who have lost their jobs, but all those who are part of their circle of influence—spouses, children, parents, and friends.

Next time I expect you to act a little friendlier and remember that we would like to get out of here before we die.” He rises to leave but I stand quickly as well, leaning over the table and shoving my finger in his face. “And next time you try and remember that you’re not my pimp, I’m not one of your girls and if you want my help you’ll watch the way you talk to me. Understood?” This is a moment in my life when I seriously wonder if I’m going to get slapped. I’m mouthing off to a Stable Boy from The Hive, a guy whose job it is to keep women in line, doing what they’re told and making the very testy, very violent men at the top of his food chain happy. He minds the coffers and the coins all have PMS. It can’t be an easy job. It could easily be one he manages with an iron fist. His jaw works under the taught skin of his face. It clenches and releases as he chews on what I’ve said. He carefully, dispassionately considers me. His calm is freaking me out. I’d rather he was yelling. I’d almost rather he hit me. Eventually what he does is smile. “Understood, Kitten.” he replies, his voice low and rough. His eyes bore into me with a heat that I recognize. A hunger I’ve seen before.

Stay Interview Questions 1. What about your job makes you jump out of bed in the morning? 2. What makes you hit the snooze button? 3. If you were to win the lottery and resign, what would you miss the most about your job? 4. What one change in your current role would make you consider leaving this job? 5. If you had a magic wand, what would be the one thing you would change about this department, team, organization? 6. As your manager, what could I do a little more of or a little less of? 7. If you had to go back to a position in your past and stay for an extended period of time, which one would it be and why? 8. What do you need to learn to work at your best? 9. What makes for a great day? 10. What can we do to make your job more satisfying? 11. What can we do to support your career goals? 12. Do you get enough recognition? How do you like to be recognized? 13. What do you want to learn this year?

Humble people are dignified, not because they believe their behavior can be an effective tool to control others, but because they have made dignity a part of their character.

Of all organizations, it was oddly enough Wal-Mart that best recognized the complex nature of the circumstances, according to a case study from Harvard’s Kennedy School of Government. Briefed on what was developing, the giant discount retailer’s chief executive officer, Lee Scott, issued a simple edict. “This company will respond to the level of this disaster,” he was remembered to have said in a meeting with his upper management. “A lot of you are going to have to make decisions above your level. Make the best decision that you can with the information that’s available to you at the time, and, above all, do the right thing.” As one of the officers at the meeting later recalled, “That was it.” The edict was passed down to store managers and set the tone for how people were expected to react. On

But that’s what our society’s built on. Most people strive for this kind of life.” “Safety is very nice, but isn’t it also incredibly boring? How much do you miss out on because you’re following a known path? Shouldn’t life be a challenge? Shouldn’t we try to discover, to experiment as much as possible? Instead, we spend our days doing monotonous work and then at the end ask where all the time went. Sure, you have weekends and holidays to recover from work, but you’re often so exhausted you don’t have the energy to go explore.” “But there are also people who feel comfortable in their job.” “You mean the lucky few who were able to turn their passion into a profession? I don’t hate my job. And I know I should be grateful to even have a job, especially in these difficult economic times, and so on, and so on. But ultimately we just spend way too much time at work. And when you think about it, most of it’s just repetition and serves only to profit the company. You can slave away for years working for a company, and if you’re lucky, you’ll get recognized for it. But once you can no longer do what they ask, they get rid of you! It happened to my aunt. She was at the same company for forty years, was committed to the company, and never complained when she put in overtime. Then came new management, and she was laid off. Since then, she’s been taking pills made by Lagussa . . .” “But I think many people want security and structure in their lives. Look around: we all work, day after day. That’s how our system functions. If people were so unhappy with this situation, our free society would have undergone radical change a long time ago.” “Free society? You’re free only if you obey the rules—that’s not true freedom. The minute you want to follow a different path, you’re faced with limitations. A lot of people are afraid of that. We’re also distracted enough to never even consider if we’re happy or not. I only recently read that last year Germans watched an average of almost four hours of TV a day. On average! That doesn’t leave much time for reflection. Most go to work, where they have used their mind or body for the benefit of a company, and then they come home. Before they go to bed, they veg on the couch and watch lame TV shows that promise glamour and adventure—which very few people will ever experience. The shows are sold as reality. Then there are religions and substitute religions, and every now and then publicly organized mass drunkenness like Oktoberfest, all of which makes people lazy and content.” “So if it’s a big conspiracy, then who’s behind it? I don’t think business leaders meet regularly in Frankenstein’s castle to discuss how to keep people subdued.” “I

Correlations made by big data are likely to reinforce negative bias. Because big data often relies on historical data or at least the status quo, it can easily reproduce discrimination against disadvantaged racial and ethnic minorities. The propensity models used in many algorithms can bake in a bias against someone who lived in the zip code of a low-income neighborhood at any point in his or her life. If an algorithm used by human resources companies queries your social graph and positively weighs candidates with the most existing connections to a workforce, it makes it more difficult to break in in the first place. In effect, these algorithms can hide bias behind a curtain of code. Big data is, by its nature, soulless and uncreative. It nudges us this way and that for reasons we are not meant to understand. It strips us of our privacy and puts our mistakes, secrets, and scandals on public display. It reinforces stereotypes and historical bias. And it is largely unregulated because we need it for economic growth and because efforts to try to regulate it have tended not to work; the technologies are too far-reaching and are not built to recognize the national boundaries of our world’s 196 sovereign nation-states. Yet would it be best to try to shut down these technologies entirely if we could? No. Big data simultaneously helps solve global challenges while creating an entirely new set of challenges. It’s our best chance at feeding 9 billion people, and it will help solve the problem of linguistic division that is so old its explanation dates back to the Old Testament and the Tower of Babel. Big data technologies will enable us to discover cancerous cells at 1 percent the size of what can be detected using today’s technologies, saving tens of millions of lives. The best approach to big data might be one put forward by the Obama campaign’s chief technology officer, Michael Slaby, who said, “There’s going to be a constant mix between your qualitative experience and your quantitative experience. And at times, they’re going to be at odds with each other, and at times they’re going to be in line. And I think it’s all about the blend. It’s kind of like you have a mixing board, and you have to turn one up sometimes, and turn down the other. And you never want to be just one or the other, because if it’s just one, then you lose some of the soul.” Slaby has made an impressive career out of developing big data tools, but even he recognizes that these tools work best when governed by human judgment. The choices we make about how we manage data will be as important as the decisions about managing land during the agricultural age and managing industry during the industrial age. We have a short window of time—just a few years, I think—before a set of norms set in that will be nearly impossible to reverse. Let’s hope humans accept the responsibility for making these decisions and don’t leave it to the machines.

You have an accent I do not recognize," he was saying. 'Tis certainly not local…." "Really, Lord Gareth — you should rest, not try to talk. Save your strength." "My dear angel, I can assure you I'd much rather talk to you, than lie here in silence and wonder if I shall live to see the next sunrise. I ... do not wish to be alone with my thoughts at the moment. Pray, amuse me, would you?" She sighed. "Very well, then. I'm from Boston." "County of Lincolnshire?" "Colony of Massachusetts." His smile faded. "Ah, yes ... Boston."  The town's name fell wearily from his lips and he let his eyes drift shut, as though that single word had drained him of his remaining strength. "You're a long way from home, aren't you?" "Farther, perhaps, than I should be," she said, cryptically. He seemed not to hear her. "I had a brother who died over there last year, fighting the rebels.... He was a captain in the Fourth. I miss him dreadfully." Juliet leaned the side of her face against the squab and took a deep, bracing breath. If this man died, he would never know just who the little girl playing so contentedly with his cravat was. He would never know that the stranger who was caring for him during his final moments was the woman his brother had loved, would never know just why she — a long way from home, indeed — had come to England. It was now or never. "Yes," she whispered, tracing a thin crack in the squab near her face. "So do I." "Sorry?" "I said, yes. I miss him too." "Forgive me, but I don't quite understand...."  And then he blanched and stiffened as the truth hit him with debilitating force. His eyes widened, their lazy dreaminess fading. His head rose halfway out of her lap. He stared at her and blinked, and in the sudden, charged silence that filled the coach, Juliet heard the pounding tattoo of her own heart, felt his gaze boring into the underside of her chin as his mind, dulled by pain and shock, quickly put the pieces together. Boston. Juliet. I miss him, too. He gave an incredulous little laugh. "No," he said, slowly shaking his head, as though he suspected he was the butt of some horrible joke or worse, knew she was telling the truth and could not find a way to accept it. He scrutinized her features, his gaze moving over every aspect of her face. "We all thought ... I mean, Lucien said he tried to locate you ... No, I am hallucinating, I must be!  You cannot be the same Juliet. Not his Juliet —" "I am," she said quietly. "His Juliet. And now I've come to England to throw myself on the mercy of his family, as he bade me to do should anything happen to him." "But this is just too extraordinary, I cannot believe —" Juliet was gazing out the window into the darkness again. "He told you about me, then?" "Told us? His letters home were filled with nothing but declarations of love for his 'colonial maiden,' his 'fair Juliet' — he said he was going to marry you. I ... you ... dear God, you have shocked my poor brain into speechlessness, Miss Paige. I do not believe you are here, in the flesh!" "Believe it," she said, miserably. "If Charles had lived, you and I would have been brother and sister. Don't die, Lord Gareth. I have no wish to see yet another de Montforte brother into an early grave." He settled back against her arm and flung one bloodstained wrist across his eyes, his body shaking. For a moment she thought the shock of her revelation had killed him. But no. Beneath the lace of his sleeve she could see his gleaming grin, and Juliet realized that he was not dying but convulsing with giddy, helpless mirth. For the life of her, she did not see what was so funny. "Then this baby —" he managed, sliding his wrist up his brow to peer up at her with gleaming eyes — "this baby —" "Is your niece.

Learn That Your Feelings Are as Important as Theirs. Some of us can’t see our own feelings because we have learned somewhere along the way that other people’s feelings are more important than ours. For example, it was always assumed that your father would move in with your family when his health began to fail. But now that he has, his constant demands and crankiness are beginning to take a toll, especially on top of managing his medications and frequent doctor’s visits. You are exhausted and frustrated, and wonder why your brother isn’t willing to do his share. Yet you don’t raise it with parent or sibling. “It’s hard, but it’s not that hard,” you reason. “Besides, I don’t want to rock the boat.” Your girlfriend calls and says she can’t have dinner on Friday after all. She’s wondering whether Saturday is okay. She says a friend of hers is in town and wants to see a movie on Friday. You say, “Sure, if that’s better for you.” Although you said yes, Saturday is actually not as good for you, because you had planned to go to a baseball game. Still, you’d rather see your girlfriend, so you give your ticket away. In each of these situations, you’ve chosen to put someone else’s feelings ahead of your own. Does this make sense? Is your father’s frustration or your brother’s peace of mind more important than yours? Is your girlfriend’s desire to see a movie with her friend more important than your desire to see a baseball game? Why is it that they express their feelings and preferences, but you cope with yours privately? There are several reasons why you may choose to honor others’ feelings even when it means dishonoring your own. The implicit rule you are following is that you should put other people’s happiness before your own. If your friends or loved ones or colleagues don’t get their way, they’ll feel bad, and then you’ll have to deal with the consequences. That may be true, but it’s unfair to you. Their anger is no better or worse than yours. “Well, it’s just easier not to rock the boat,” you think. “I don’t like it when they’re mad at me.” If you’re thinking this, then you are undervaluing your own feelings and interests. Friends, neighbors, and bosses will recognize this and begin to see you as someone they can manipulate. When you are more concerned about others’ feelings than your own, you teach others to ignore your feelings too. And beware: one of the reasons you haven’t raised the issue is that you don’t want to jeopardize the relationship. Yet by not raising it, the resentment you feel will grow and slowly erode the relationship anyway.

There’s honor in soldiering on when you feel like giving up and giving in. Then there’s the wisdom to know when your health and very life are at stake. College kids and young professionals don’t dare tell the truth and risk their scholarships or contracts. Kids in youth sports think they’re invincible, don’t want to be accused of being cowards, and don’t recognize when they could have been seriously hurt. It falls to us adults to do the right thing, to stand in the gap, and to do everything in our power to guarantee that nothing close to what happened to me—and so many others—ever happens to a player who has been entrusted to us.

Meredith Etherington-Smith Meredith Etherington-Smith became an editor of Paris Vogue in London and GQ magazine in the United States during the 1970s. During the 1980s, she served as deputy and features editor of Harpers & Queen magazine and has since become a leading art critic. Currently, she is editor in chief of Christie’s magazine. She is also a noted artist biographer; her book on Salvador Dali, The Persistence of Memory, was an international bestseller and was translated into a dozen languages. Her drawing room that morning was much like any comfortable, slightly formal drawing room to be found in country houses throughout England: the paintings, hung on pale yellow walls, were better; the furniture, chintz-covered; the flowers, natural garden bouquets. It was charming. And so was she, as she swooped in from a room beyond. I had never seen pictures of her without any makeup, with just-washed hair and dressed in jeans and a white T-shirt. She looked more vital, more beautiful, than any photograph had ever managed to convey. She was, in a word, staggering; here was the most famous woman in the world up close, relaxed, funny, and warm. The tragic Diana, the royal Diana, the wronged Diana: a clever, interesting person who wasn’t afraid to say she didn’t know how an auction sale worked, and would it be possible to work with me on it? “Of course, ma’am,” I said. “It’s your sale, and if you would like, then we’ll work on it together to make the most money we can for your charities.” “So what do we do next?” she asked me. “First, I think you had better choose the clothes for sale.” The next time I saw her drawing room, Paul Burrell, her butler, had wheeled in rack after rack of jeweled, sequined, embroidered, and lacy dresses, almost all of which I recognized from photographs of the Princess at some state event or gala evening. The visible relics of a royal life that had ended. The Princess, in another pair of immaculately pressed jeans and a stripy shirt, looked so different from these formal meringues that it was almost laughable. I think at that point the germ of an idea entered my mind: that sometime, when I had gotten to know her better and she trusted me, I would like to see photographs of the “new” Princess Diana--a modern woman unencumbered by the protocol of royal dress. Eventually, this idea led to putting together the suite of pictures of this sea-change princess with Mario Testino. I didn’t want her to wear jewels; I wanted virtually no makeup and completely natural hair. “But Meredith, I always have people do my hair and makeup,” she explained. “Yes ma’am, but I think it is time for a change--I want Mario to capture your speed, and electricity, the real you and not the Princess.” She laughed and agreed, but she did turn up at the historic shoot laden with her turquoise leather jewel boxes. We never opened them. Hair and makeup took ten minutes, and she came out of the dressing room looking breathtaking. The pictures are famous now; they caused a sensation at the time. My favorite memory of Princess Diana is when I brought the work prints round to Kensington Palace for her to look at. She was so keen to see them that she raced down the stairs and grabbed them. She went silent for a moment or two as she looked at these vivid, radiant images. Then she turned to me and said, “But these are really me. I’ve been set free and these show it. Don’t you think,” she asked me, “that I look a bit like Marilyn Monroe in some of them?” And laughed.

You could be brilliant, with an IQ that Einstein would envy, but if you’re unable to recognize your emotions and see how they’re affecting your behavior, all that cognitive firepower won’t do you as much good as you might imagine. A gifted child who doesn’t have the permission to feel, along with the vocabulary to express those feelings and the ability to understand them, won’t be able to manage complicated emotions around friendships and academics, limiting his or her potential.

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

He identified six major factors that determine knowledge worker productivity: The ability to define their task. The autonomy to manage their own time. The need for continuing innovation. The need for constant teaching and learning. An emphasis on the quality of the work produced over quantity. The requirement that creative workers be recognized by the organization as assets rather than costs to be minimized. Sounds pretty great, right? There’s just one problem. As Drucker put it, “each of these requirements (except perhaps the last one) is almost the exact opposite of what is needed to increase the productivity of manual workers.” Yikes. He’s right. How can we, as creatives, excel in workplaces that equate performance with metrics like the