Risk Management Quotes

We have no future because our present is too volatile. We have only risk management. The spinning of the given moment's scenarios. Pattern recognition.

People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.

We have no idea, now, of who or what the inhabitants of our future might be. In that sense, we have no future. Not in the sense that our grandparents had a future, or thought they did. Fully imagined cultural futures were the luxury of another day, one in which 'now' was of some greater duration. For us, of course, things can change so abruptly, so violently, so profoundly, that futures like our grandparents' have insufficient 'now' to stand on. We have no future because our present is too volatile. ... We have only risk management. The spinning of the given moment's scenarios. Pattern recognition

Effective risk management and compliance are essential for protecting the company's assets and reputation.

Fortifying the company involves incorporating risk management considerations into strategic planning and decision making processes.

By embracing a holistic approach to risk management and conducting regular risk assessments, board members can ensure that their company is prepared to face a wide range of challenges

Not taking risks one doesn't understand is often the best form of risk management.

Regular risk assessments are a critical component of a holistic risk management strategy.

If the company is going to thrive financially, then the board must inquire about the effectiveness of financial controls and risk management practices.

There is always risk, so learn to manage risk instead of avoiding it.

it is not the manager’s job to prevent risks. It is the manager’s job to make it safe to take them.

Fortifying the company involves assessing the vulnerabilities of critical infrastructure and implementing safeguards.

Risk management and cybersecurity have transcended their traditional roles as mere compliance functions and have become fundamental pillars of good corporate governance.

Fortifying the company involves managing supply chain risks to ensure continuity of operations and avoid disruptions.

By making risk management everyone's domain, companies can create a more robust defense against potential threats.

Fortifying the company may involve diversifying suppliers and establishing contingency plans to mitigate supply chain disruptions.

Once risks are identified, they must be assessed in terms of their likelihood and potential impact. This allows the company to prioritize risks and allocate resources accordingly.

For businesses to survive, they will need to build organizational resilience for climate change, cyber, technology, and space as part of a broader existential risk management strategy.

I believe the best managers acknowledge and make room for what they do not know—not just because humility is a virtue but because until one adopts that mindset, the most striking breakthroughs cannot occur. I believe that managers must loosen the controls, not tighten them. They must accept risk; they must trust the people they work with and strive to clear the path for them; and always, they must pay attention to and engage with anything that creates fear. Moreover, successful leaders embrace the reality that their models may be wrong or incomplete. Only when we admit what we don’t know can we ever hope to learn it.

I believe in energies. Good energy has served me well. Being fair with others, compassionate towards them, remaining humble, and making a difference to someone are just a few of the things that I have seen create good energy. Beautiful things. Human things. I do my best to surround myself with these types of things, to generate an atmosphere thick with such energy. It has kept me safe in many situations. I have taken risks in the past, and managed to avoid harm by the protection of the good energy I have created around me. I believe that ugliness creates more ugliness. And no matter how touched by ugliness you are, you do not have to give in to it and start spreading it beyond yourself. I have seen this sickness and what it does to a person, and those around them.

By actively overseeing and providing guidance on risk management and cybersecurity, the board demonstrates its commitment to protecting the company's assets, reputation, and long-term success.

In today's volatile business landscape, characterized by rapid technological advancements, geopolitical uncertainties, and evolving regulatory frameworks, companies must adopt a proactive and holistic approach to risk management and cybersecurity.

You don't manage the truth. You tell the truth.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

Sometimes you just have to know when the battle you’re fighting is one best walked away from, than fought to the cold, bitter end.

A robust cybersecurity framework is essential to protect a company's digital assets, sensitive data, and critical infrastructure.

Matthew kept hinting that his desire - for blood, chiefly- was so strong that it put everything else at risk. But vampires weren’t the only creatures who had to manage such strong impulses. Much of what qualified as magic was simply desire in action. Witchcraft was different- that took spells and rituals. But magic? A wish, a need, a hunger too strong to be denied- these could turn into deeds when they cross a witch’s mind.

You can’t sell it outside if you can’t sell it inside.

Fortifying the company involves implementing quality control measures to ensure product safety and customer satisfaction.

You live in a grim universe.” “That’s risk management for you.

Insurance is important in business. It just makes sense that we share risk for low probability high impact events.

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

Management’s job is not to prevent risk but to build the ability to recover.

Every business should own, at minimum, a general liability insurance policy. The business needs to protect itself and mitigate against risk.

When a beginner wins he feels brilliant and invincible Then he takes wild risk and loses everything.

The beauty myth sets it up this way: A high rating as an art object is the most valuable tribute a woman can exact from her lover. If he appreciates her face and body because it is hers, that is next to worthless. It is very neat: The myth contrives to make women offend men by scrutinizing honest appreciation when they give it; it can make men offend women merely by giving them honest appreciation. It can manage to contaminate the sentence "You're beautiful," which is next to "I love you" in expressing a bond of regard between a woman and a man. A man cannot tell a woman that he loves to look at her without risking making her unhappy. If he never tells her, she is destined to be unhappy. And the "luckiest" woman of all, told she is loved because she's "beautiful," is often tormented because she lacks the security of being desired because she looks like who she lovably is.

Deep knowledge of the company's industry is essential for understanding the competitive landscape, regulatory environment, and emerging trends. Board members with industry experience can provide valuable insights and guidance on strategic decision-making, risk management, and growth opportunities.

She came before she could stop herself, a small pop of release. Panting, she ripped the goggles off and found Peabody gaping at her. "It wasn't a walk on a quiet beach," Eve managed. "I could see that. What was it, exactly?" "A couple of mostly naked guys and a big satin bed." Eve blew out a breath, set the goggles down. "Who'd have thought she relaxed with sex fantasies?" "Ah, Lieutenant. Sir. As your aide, I believe it's my responsibility to test that unit. For evidence control." Eve tucked her tongue in her cheek. "Peabody, I couldn't let you take that kind of risk." "I'm a cop, sir. Risk is my life.

To stay vigorous, a company needs to provide a stimulating and challenging environment for all these types: the dreamer, the entrepreneur, the professional manager, and the leader. If it doesn't, it risks becoming yet another mediocre corporation.

In essence, a blitz play in football is a microcosm of corporate governance principles. It showcases the importance of coordination in mind body and spirit, clear roles, strategic planning, risk management, and performance evaluation – all critical elements in ensuring a company's success and sustainability.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

Those who dare take risks shall fulfill their passions.

Decision making and problem solving are not the same. To solve a problem, one needs to find a solution. To make a decision, one needs to make a choice.

Everything in life has some risk, and what you have to actually learn to do is how to navigate it.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

The first step to solving any problem is to accept one’s own accountability for creating it.

In business, supply chains risks are not only correlated to the competition or to collaborators or to customers. Supply chain risk is also correlated to all of the companies and industries using the same imputs as your business.

Maintaining sustainability (in its broadest sense) may be contingent on humanity’s ability to manage and problem-solve ourselves out of the most complex, systemic, and existential risks.

True leaders live their values everywhere, not just in the workplace.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

Business people need to understand the psychology of risk more than the mathematics of risk.

company leaders need to provide their company with a self-organizing and semi-autonomous immune system. Effective risk management isn't about a siloed approach focusing on isolated threats. We have to think more broadly. Effective risk management requires a holistic approach that transcends a siloed focus on isolated threats. In today's interconnected business landscape, risks are rarely confined to a single department or function. Instead, they often ripple across the organization, impacting multiple areas simultaneously.

To competently perform rectifying security service, two critical incident response elements are necessary: information and organization.

Regulatory compliance is critical to managing risk.

Two things happen when your objectives are too broad—you don’t achieve the right results and you lose a lot of your resources. You want to avoid both of those.

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

Discovering a cure for a disease is one thing, but making that cure available to everyone so it can actually be used to eradicate the problem is another thing.

A well-planned budget will save you from any kind of unexpected surprises.

Risk parity is already inherent in the permaculture investing approach. Nature already figured out risk parity through millions of years of Research & Development. In learning from nature, we also learn to employ natures risk parity as part of our approach.

You cannot predict how another person is going to behave in a relationship. You can risk-assess, you can be cautious, you can make sensible decisions about who you choose to trust and invite into your life and heart. But you can’t manage the untruly variables of another living, breathing human. To choose to love is to take a risk. Always. That’s why it’s called falling – no one meanders-with-a-compass-and-Ordnance-Survey-map into love.

How do they manage to go on living?.....By loving life. And-in spite of everything-by loving God. By having enough faith to start over again and again; enough faith to risk having our hearts break all over again. That's the true meaning of faith. It's the deepest kind of heroism.

Jean-Jacques Rousseau defined civilization as when people build fences. A very perceptive observation. And it’s true—all civilization is the product of a fenced-in lack of freedom. The Australian Aborigines are the exception, though. They managed to maintain a fenceless civilization until the seventeenth century. They’re dyed-in-the-wool free. They go where they want, when they want, doing what they want. Their lives are a literal journey. Walkabout is a perfect metaphor for their lives. When the English came and built fences to pen in their cattle, the Aborigines couldn’t fathom it. And, ignorant to the end of the principle at work, they were classified as dangerous and antisocial and were driven away, to the outback. So I want you to be careful. The people who build high, strong fences are the ones who survive the best. You deny that reality only at the risk of being driven into the wilderness yourself.

If the research is done for brand awareness and the results don't show any rosy picture, then maybe you want to share those results with your marketing head who can include more brand awareness strategies in her marketing plan.

During the time of stress, the “fight-or-flight” response is on and the self-repair mechanism is disabled. It is then when we say that the immunity of the body goes down and the body is exposed to the risk for disease. Meditation activates relaxation, when the sympathetic nervous system is turned off and the parasympathetic nervous system is turned on, and natural healing starts.

Put it out," said Dimitri. "Put it out or she dies." Lissa finally found her voice, even with her air cut off. "Don't listen to him," she gasped out." He's going to kill us anyway." But behind her, the heat died out. Shadows fell across Dimitri's face once again. Christian wouldn't risk her, even though she was right. It hardly seemed to matter. "Actually," said Dimitri, voice peasant amid and grim scene, "I'd rather you two stay alive. At least for a little while longer." I felt Lissa's face move to a frown. I wouldn't have been surprised if Christian's did too, judging from the confusion in his voice. He couldn't even manage a snarky comment. He could only ask the obvious: "Why?" Dimitri's eyes gleamed. "Because I need you to be bait for Rose.

The secret killer of innovation is shame. You can’t measure it, but it is there. Every time someone holds back on a new idea, fails to give their manager much needed feedback, and is afraid to speak up in front of a client you can be sure shame played a part. That deep fear we all have of being wrong, of being belittled and of feeling less than, is what stops us taking the very risks required to move our companies forward. If you want a culture of creativity and innovation, where sensible risks are embraced on both a market and individual level, start by developing the ability of managers to cultivate an openness to vulnerability in their teams. And this, paradoxically perhaps, requires first that they are vulnerable themselves. This notion that the leader needs to be “in charge” and to “know all the answers” is both dated and destructive. Its impact on others is the sense that they know less, and that they are less than. A recipe for risk aversion if ever I have heard it. Shame becomes fear. Fear leads to risk aversion. Risk aversion kills innovation.

Very often the test of one's allegiance to a cause or to a people is precisely the willingness to stay the course when things are boring, to run the risk of repeating an old argument just one more time, or of going one more round with a hostile or (much worse) indifferent audience. I first became involved with the Czech opposition in 1968 when it was an intoxicating and celebrated cause. Then, during the depressing 1970s and 1980s I was a member of a routine committee that tried with limited success to help the reduced forces of Czech dissent to stay nourished (and published). The most pregnant moment of that commitment was one that I managed to miss at the time: I passed an afternoon with Zdenek Mlynar, exiled former secretary of the Czech Communist Party, who in the bleak early 1950s in Moscow had formed a friendship with a young Russian militant with an evident sense of irony named Mikhail Sergeyevitch Gorbachev. In 1988 I was arrested in Prague for attending a meeting of one of Vaclav Havel's 'Charter 77' committees. That outwardly exciting experience was interesting precisely because of its almost Zen-like tedium. I had gone to Prague determined to be the first visiting writer not to make use of the name Franz Kafka, but the numbing bureaucracy got the better of me. When I asked why I was being detained, I was told that I had no need to know the reason! Totalitarianism is itself a cliché (as well as a tundra of pulverizing boredom) and it forced the cliché upon me in turn. I did have to mention Kafka in my eventual story. The regime fell not very much later, as I had slightly foreseen in that same piece that it would. (I had happened to notice that the young Czechs arrested with us were not at all frightened by the police, as their older mentors had been and still were, and also that the police themselves were almost fatigued by their job. This was totalitarianism practically yawning itself to death.) A couple of years after that I was overcome to be invited to an official reception in Prague, to thank those who had been consistent friends through the stultifying years of what 'The Party' had so perfectly termed 'normalization.' As with my tiny moment with Nelson Mandela, a whole historic stretch of nothingness and depression, combined with the long and deep insult of having to be pushed around by boring and mediocre people, could be at least partially canceled and annealed by one flash of humor and charm and generosity.

And of course Brian was far more upset about separation from those two blond moppets than about leaving Louise. There shouldn't be any problem loving both, but for some reason certain men choose; like good mutual-fund managers minimizing risk while maximizing portfolio yield, they take everything they once invested in their wives and sink it into their children instead. What is it? Do they seem safer, because they need you? Because you can never become their ex-father, as I think I might become your ex-wife?

The hoopoe said: 'Your heart's congealed like ice; When will you free yourself from cowardice? Since you have such a short time to live here, What difference does it make? What should you fear? The world is filth and sin, and homeless men Must enter it and homeless leave again. They die, as worms, in squalid pain; if we Must perish in this quest, that, certainly, Is better than a life of filth and grief. If this great search is vain, if my belief Is groundless, it is right that I should die. So many errors throng the world - then why Should we not risk this quest? To suffer blame For love is better than a life of shame. No one has reached this goal, so why appeal To those whose blindness claims it is unreal? I'd rather die deceived by dreams than give My heart to home and trade and never live. We've been and heard so much - what have we learned? Not for one moment has the self been spurned; Fools gather round and hinder our release. When will their stale, insistent whining cease? We have no freedom to achieve our goal Until from Self and fools we free the soul. To be admitted past the veil you must Be dead to all the crowd considers just. Once past the veil you understand the Way From which the crowd's glib courtiers blindly stray. If you have any will, leave women's stories, And even if this search for hidden glories Proves blasphemy at last, be sure our quest Is not mere talk but an exacting test. The fruit of love's great tree is poverty; Whoever knows this knows humility. When love has pitched his tent in someone's breast, That man despairs of life and knows no rest. Love's pain will murder him and blandly ask A surgeon's fee for managing the task - The water that he drinks brings pain, his bread Is turned to blood immediately shed; Though he is weak, faint, feebler than an ant, Love forces him to be her combatant; He cannot take one mouthful unaware That he is floundering in a sea of care.

One day, you hear someone shouting rudely at a teammate. If you do nothing, you risk sending the message that you tolerate this kind of behavior. Instead, defuse tensions in the moment by asking the shouter to calm down or help them leave the room. Later, in private, tell them that what they did is unacceptable.

Sally picked up her suitcase and began carrying it toward the open window. "Put the suitcase down, step away from it slowly, and nobody gets hurt," Jen ground out as she came out of the closet. "I'm sorry, Jen, but I can't let you leave. So I'll risk your wrath and do whatever it takes to keep your cranky, sulky, continually pissed off butt in Romania." Jen took a step towards Sally and the suitcase that was now teetering dangerously on the ledge of the open window. "Back the hell off, Jennifer Adams." Sally tilted the suitcase back as if to let it fall. Jen continued to take slow, measured steps towards Sally, thinking that her usually mild mannered friend wouldn't dare let go of the suitcase…She was wrong, so very wrong. Sally didn't just let go of the suitcase, she gave it a huge shove just as Jen lunged to grab it. Sally jumped back, slapping her hands over her mouth. She was nearly as surprised with herself as Jen was. "What…how… why," Jen sputtered as she stared at Sally incredulously. "You bitch," she finally managed to spit out.

Explanations involving conspiracy, greed, and even stupidity are easier to generate and accept than more complex explanations that may be closer to the truth. A bit of wisdom called Hanlon's Razor advises us 'Never attribute to malice that which can be adequately explained by stupidity.' I would add a clumsier but more accurate corollary to this: 'Never attribute to malice or stupidity that which can be explained by moderately rational individuals following incentives in a complex system of interactions.' People behaving with no central coordination and acting in their own best interest can still create results that appear to some to be clear proof of conspiracy or a plague of ignorance.

Nature likes to overinsure itself. Layers of redundancy are the central risk management property of natural systems. We humans have two kidneys (this may even include accountants), extra spare parts, and extra capacity in many, many things (say, lungs, neural system, arterial apparatus), while human design tends to be spare and inversely redundant, so to speak—we have a historical track record of engaging in debt, which is the opposite of redundancy (fifty thousand in extra cash in the bank or, better, under the mattress, is redundancy; owing the bank an equivalent amount, that is, debt, is the opposite of redundancy). Redundancy is ambiguous because it seems like a waste if nothing unusual happens. Except that something unusual happens—usually.

How did Homo sapiens manage to cross this critical threshold, eventually founding cities comprising tens of thousands of inhabitants and empires ruling hundreds of millions? The secret was probably the appearance of fiction. Large numbers of strangers can cooperate successfully by believing in common myths. Any large-scale human cooperation – whether a modern state, a medieval church, an ancient city or an archaic tribe – is rooted in common myths that exist only in people’s collective imagination. Churches are rooted in common religious myths. Two Catholics who have never met can nevertheless go together on crusade or pool funds to build a hospital because they both believe that God was incarnated in human flesh and allowed Himself to be crucified to redeem our sins. States are rooted in common national myths. Two Serbs who have never met might risk their lives to save one another because both believe in the existence of the Serbian nation, the Serbian homeland and the Serbian flag. Judicial systems are rooted in common legal myths. Two lawyers who have never met can nevertheless combine efforts to defend a complete stranger because they both believe in the existence of laws, justice, human rights – and the money paid out in fees.

Wait,” I repeated. The darkness vanished, leaving Rhysand in his solid form as he grinned. “Yes?” I raised my chin as high as I could manage. “Just two weeks?” “Just two weeks,” he purred, and knelt before me. “Two teensy, tiny weeks with me every month is all I ask.” “Why? And what are to … to be the terms?” I said, fighting past the dizziness. “Ah,” he said, adjusting the lapel of his obsidian tunic. “If I told you those things, there’d be no fun in it, would there?” I looked at my ruined arm. Lucien might never come, might decide I wasn’t worth risking his life any further, not now that he’d been punished for it. And if Amarantha’s healers cut off my arm … Nesta would have done the same for me, for Elain. And Tamlin had done so much for me, for my family; even if he had lied about the Treaty, about sparing me from its terms, he’d still saved my life that day against the naga, and saved it again by sending me away from the manor. I couldn’t think entirely of the enormity of what I was about to give—or else I might refuse again. I met Rhysand’s gaze. “Five days.” “You’re going to bargain?” Rhysand laughed under his breath. “Ten days.” I held his stare with all my strength. “A week.” Rhysand was silent for a long moment, his eyes traveling across my body and my face before he murmured: “A week it is.” “Then it’s a deal

Anyway, I think I made a bit of progress." "How did you manage that?" "Well, they liked that you served in the First Army, and that you saved their prince's life." "After he risked his own life rescuing us?" "I may have taken some liberties with the details." "Oh, Nikolai will love that. Is there more?" "I told them you hate herring." "Why?" "And that you love plum cake. And that Ana Kuya took a switch to you when you ruined your spring slippers in puddles." I winced. "Why would you tell them all that?' "I wanted to make you human," he said. "All they see when they look at you is the Sun Summoner. They see a threat, another powerful Grisha like the Darkling. I want them to see a daughter or a sister or a friend. I want them to see Alina." I felt a lump rise in my throat. "Do you practice being wonderful?" "Daily," he said with a grin. Then he winked. "But I prefer 'useful.

There is risk, known and unknown, in all aspects of life. We often consider the loss of life the only serious risk. Unless we are genuinely aware, we calculate the danger arising from our own physical and emotional states and from external conditions based on incomplete information. If we believe we can manage those risks, we accept them. Whether these choices are born of delusion or reality comes out in the end.

One man can go where a group cannot, and manage on very little, particularly a rough adventurer such as he. More the point, he risks only himself when he goes: you much consider that in your charge is an inexpressibly valuable dragon, whose loss must be of greater importance than even this mission." "Oh, pray, let us be gone at once," said the inexpressibly valuable dragon, when Laurence had carried the question, still unresolved, back to him. "It sounds very exciting to me.

If you’re an adrenaline junkie, I understand why you’d find that exciting. But I’m not, and I don’t. To me, the only good reason to take a risk is that there’s a decent possibility of a reward that outweighs the hazard. Exploring the edge of the universe and pushing the boundaries of human knowledge and capability strike me as pretty significant rewards, so I accept the risks of being an astronaut, but with an abundance of caution: I want to understand them, manage them and reduce them as much as possible. It’s almost comical that astronauts are stereotyped as daredevils and cowboys. As a rule, we’re highly methodical and detail-oriented. Our passion isn’t for thrills but for the grindstone, and pressing our noses to it. We have to: we’re responsible for equipment that has cost taxpayers many millions of dollars, and the best insurance policy we have on our lives is our own dedication to training. Studying, simulating, practicing until responses become automatic—astronauts don’t do all this only to fulfill NASA’s requirements. Training is something we do to reduce the odds that we’ll die.

Rather than trying to prevent all errors, we should assume, as is almost always the case, that our people’s intentions are good and that they want to solve problems. Give them responsibility, let the mistakes happen, and let people fix them. If there is fear, there is a reason—our job is to find the reason and to remedy it. Management’s job is not to prevent risk but to build the ability to recover.

Let the workers in these plants get the same wages -- all the workers, all presidents, all executives, all directors, all managers, all bankers -- yes, and all generals and all admirals and all officers and all politicians and all government office holders -- everyone in the nation be restricted to a total monthly income not to exceed that paid to the soldier in the trenches!   Let all these kings and tycoons and masters of business and all those workers in industry and all our senators and governors and majors pay half of their monthly $30 wage to their families and pay war risk insurance and buy Liberty Bonds.   Why shouldn't they?   They aren't running any risk of being killed or of having their bodies mangled or their minds shattered. They aren't sleeping in muddy trenches. They aren't hungry. The soldiers are!   Give capital and industry and labor thirty days to think it over and you will find, by that time, there will be no war. That will smash the war racket -- that and nothing else.   Maybe

Because women tend to turn their anger inward and blame themselves, they tend to become depressed and their self-esteem is lowered. This, in turn, causes them to become more dependent and less willing to risk rejection or abandonment if they were to stand up for themselves by asserting their will, their opinions, or their needs. Men often defend themselves against hurt by putting up a wall of nonchalant indifference. This appearance of independence often adds to a woman's fear of rejection, causing her to want to reach out to achieve comfort and reconciliation. Giving in, taking the blame, and losing herself more in the relationship seem to be a small price to pay for the acceptance and love of her partner. As you can see, both extremes anger in and anger out-create potential problems. While neither sex is wrong in the way they deal with their anger, each could benefit from observing how the other sex copes with their anger. Most men, especially abusive ones, could benefit from learning to contain their anger more instead of automatically striking back, and could use the rather female ability to empathise with others and seek diplomatic resolutions to problems. Many women, on the other hand, could benefit from acknowledging their anger and giving themselves permission to act it out in constructive ways instead of automatically talking themselves out of it, blaming themselves, or allowing a man to blame them. Instead of giving in to keep the peace, it would be far healthier for most women to stand up for their needs, their opinions, and their beliefs.

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.

True friendship is a sacred, important thing, and it happens when we drop down into that deeper level of who we are, when we cross over into the broken, fragile parts of ourselves. We have to give something up in order to get friendship like that. We have to give up our need to be perceived as perfect. We have to give up our ability to control what people think of us. We have to overcome the fear that when they see the depths of who we are, they’ll leave. But what we give up is nothing in comparison to what this kind of friendship gives to us. Friendship is about risk. Love is about risk. If we can control it and manage it and manufacture it, then it’s something else, but if it’s really love, really friendship, it’s a little scary around the edges.

The husband and wife who open another delicatessen store or another Mexican restaurant in the American suburb surely take a risk. But are they entrepreneurs? All they do is what has been done many times before. They gamble on the increasing popularity of eating out in their area, but create neither a new satisfaction nor new consumer demand. Seen under this perspective they are surely not entrepreneurs even though theirs is a new venture. McDonald’s, however, was entrepreneurship. It did not invent anything, to be sure. Its final product was what any decent American restaurant had produced years ago. But by applying management concepts and management techniques (asking, What is “value” to the customer?), standardizing the “product,” designing process and tools, and by basing training on the analysis of the work to be done and then setting the standards it required, McDonald’s both drastically upgraded the yield from resources, and created a new market and a new customer. This is entrepreneurship.

Obviously, the fate of our own species concerns us disproportionately. But at the risk of sounding anti-human—some of my best friends are humans!—I will say that it is not, in the end, what’s most worth attending to. Right now, in the amazing moment that to us counts as the present, we are deciding, without quite meaning to, which evolutionary pathways will remain open and which will forever be closed. No other creature has ever managed this, and it will, unfortunately, be our most enduring legacy. The Sixth Extinction will continue to determine the course of life long after everything people have written and painted and built has been ground into dust and giant rats have—or have not—inherited the earth.

When a worker is injured at an IBP plant in Texas, he or she is immediately presented with a waiver. Signing the waiver means forever surrendering the right to sue IBP on any grounds. Workers who sign the waiver may receive medical care under IBP's Workplace Injury Settlement Program. Or they may not. Once workers sign, IBP and its company-approved doctors have control over the job-related medical treatment - for life. Under the program's terms, seeking treatment from an independent physician can be grounds for losing all medical benefits. Workers who refuse to sign the IBP waiver not only risk getting no medical care from the company, but also risk being fired on the spot...Injured workers almost always sign the waiver. The pressure to do so is immense. An IBP medical case manager will literally bring the waiver to a hospital emergency room in order to obtain an injured worker's signature. When Lonita Leal's right hand was mangled by a hamburger grinder at the IBP plant in Amarillo, a case manager talked her into signing the waiver with her left hand as she waited in the hospital for surgery. When Duane Mullin had both hands crushed in a hammer mill at the same plant, an IBP representative persuaded him to sign the waiver with a pen held in his mouth.

The sooner we associate long hours and multitasking with incompetence and carelessness the better. The next time you hear boasts of executives pulling an all-nighter or holding conference calls in their cars, be sure to offer your condolences; it's grim being stuck in sweatshops run by managers too ignorant to understand productivity and risk. Working people like this is as smart as running your factory without maintenance. In manufacturing and engineering businesses, everyone learns that the top priority is asset integrity: protecting the machinery on which the business depends. In knowledge-based economies, that machinery is the mind.

The U.S. has so many rules and regulations, because of fear of being sued, that kids give up on the opportunity for personal exploration. A pool has to be fenced so that it’s not an ‘attractive nuisance.’ Most New Guineans don’t have pools, but even the rivers that we frequented didn’t have signs saying ‘Jump at your own risk,’ because it’s obvious. Why would I jump unless I’m prepared for the consequences? Responsibility in the U.S. has been taken from the person acting and has been placed on the owner of the land or the builder of the house. Most Americans want to blame someone other than themselves as much as possible. In New Guinea I was able to grow up, play creatively, and explore the outdoors and nature freely, with the obligatory element of risk, however well managed, that is absent from the average risk-averse American childhood. I had the richest upbringing possible, an upbringing inconceivable for Americans.

If you don’t drink coffee, you should think about two to four cups a day. It can make you more alert, happier, and more productive. It might even make you live longer. Coffee can also make you more likely to exercise, and it contains beneficial antioxidants and other substances associated with decreased risk of stroke (especially in women), Parkinson’s disease, and dementia. Coffee is also associated with decreased risk of abnormal heart rhythms, type 2 diabetes, and certain cancers.12, 13 Any one of those benefits of coffee would be persuasive, but cumulatively they’re a no-brainer. An hour ago I considered doing some writing for this book, but I didn’t have the necessary energy or focus to sit down and start working. I did, however, have enough energy to fix myself a cup of coffee. A few sips into it, I was happier to be working than I would have been doing whatever lazy thing was my alternative. Coffee literally makes me enjoy work. No willpower needed. Coffee also allows you to manage your energy levels so you have the most when you need it. My experience is that coffee drinkers have higher highs and lower lows, energywise, than non–coffee drinkers, but that trade-off works. I can guarantee that my best thinking goes into my job, while saving my dull-brain hours for household chores and other simple tasks. The biggest downside of coffee is that once you get addicted to caffeine, you can get a “coffee headache” if you go too long without a cup. Luckily, coffee is one of the most abundant beverages on earth, so you rarely have to worry about being without it. Coffee costs money, takes time, gives you coffee breath, and makes you pee too often. It can also make you jittery and nervous if you have too much. But if success is your dream and operating at peak mental performance is something you want, coffee is a good bet. I highly recommend it. In fact, I recommend it so strongly that I literally feel sorry for anyone who hasn’t developed the habit.

Several years ago, researchers at the University of Minnesota identified 568 men and women over the age of seventy who were living independently but were at high risk of becoming disabled because of chronic health problems, recent illness, or cognitive changes. With their permission, the researchers randomly assigned half of them to see a team of geriatric nurses and doctors—a team dedicated to the art and science of managing old age. The others were asked to see their usual physician, who was notified of their high-risk status. Within eighteen months, 10 percent of the patients in both groups had died. But the patients who had seen a geriatrics team were a quarter less likely to become disabled and half as likely to develop depression. They were 40 percent less likely to require home health services. These were stunning results. If scientists came up with a device—call it an automatic defrailer—that wouldn’t extend your life but would slash the likelihood you’d end up in a nursing home or miserable with depression, we’d be clamoring for it. We wouldn’t care if doctors had to open up your chest and plug the thing into your heart. We’d have pink-ribbon campaigns to get one for every person over seventy-five. Congress would be holding hearings demanding to know why forty-year-olds couldn’t get them installed. Medical students would be jockeying to become defrailulation specialists, and Wall Street would be bidding up company stock prices. Instead, it was just geriatrics. The geriatric teams weren’t doing lung biopsies or back surgery or insertion of automatic defrailers. What they did was to simplify medications. They saw that arthritis was controlled. They made sure toenails were trimmed and meals were square. They looked for worrisome signs of isolation and had a social worker check that the patient’s home was safe. How do we reward this kind of work? Chad Boult, the geriatrician who was the lead investigator of the University of Minnesota study, can tell you. A few months after he published the results, demonstrating how much better people’s lives were with specialized geriatric care, the university closed the division of geriatrics.

I just came from Bunker Hill,’ I told Sam. ‘Hel offered me a reunion with my mother.’ I managed to tell her the story. Samirah reached out as if to touch my arm, then apparently changed her mind. ‘I’m so sorry, Magnus. But Hel lies. You can’t trust her. She’s just like my father, only colder. You made the right choice.’ ‘Yeah … still. You ever do the right thing, and you know it’s the right thing, but it leaves you feeling horrible?’ ‘You’ve just described most days of my life.’ Sam pulled up her hood. ‘When I became a Valkyrie … I’m still not sure why I fought that frost giant. The kids at Malcolm X were terrible to me. The usual garbage: they asked me if I was a terrorist. They yanked off my hijab. They slipped disgusting notes and pictures into my locker. When that giant attacked … I could’ve pretended to be just another mortal and got myself to safety. But I didn’t even think about running away. Why did I risk my life for those kids?’ I smiled. ‘What?’ she demanded. ‘Somebody once told me that a hero’s bravery has to be unplanned – a genuine response to a crisis. It has to come from the heart, without any thought of reward.’ Sam huffed. ‘That somebody sounds pretty smug.’ ‘Maybe you didn’t need to come here,’ I decided. ‘Maybe I did. To understand why we’re a good team.

1. Where in your life or your work are you currently pursuing comfort, when what’s called for is a little discomfort? Pursuing the life projects that matter to you the most will almost always entail not feeling fully in control of your time, immune to the painful assaults of reality, or confident about the future. It means embarking on ventures that might fail, perhaps because you’ll find you lacked sufficient talent; it means risking embarrassment, holding difficult conversations, disappointing others, and getting so deep into relationships that additional suffering—when bad things happen to those you care about—is all but guaranteed. And so we naturally tend to make decisions about our daily use of time that prioritize anxiety-avoidance instead. Procrastination, distraction, commitment-phobia, clearing the decks, and taking on too many projects at once are all ways of trying to maintain the illusion that you’re in charge of things. In a subtler way, so too is compulsive worrying, which offers its own gloomy but comforting sense that you’re doing something constructive to try to stay in control. James Hollis recommends asking of every significant decision in life: “Does this choice diminish me, or enlarge me?” The question circumvents the urge to make decisions in the service of alleviating anxiety and instead helps you make contact with your deeper intentions for your time. If you’re trying to decide whether to leave a given job or relationship, say, or to redouble your commitment to it, asking what would make you happiest is likely to lure you toward the most comfortable option, or else leave you paralyzed by indecision. But you usually know, intuitively, whether remaining in a relationship or job would present the kind of challenges that will help you grow as a person (enlargement) or the kind that will cause your soul to shrivel with every passing week (diminishment). Choose uncomfortable enlargement over comfortable diminishment whenever you can.

Rachel's voice is fierce. The Commander will send out scouts. We should-" "Oh, he sent out scouts," Willow says. "Five of them. And they were doing a good job of searching the city. Unfortunately for them, all they managed to find was me." "You killed them?" Ian asks. "No. I invited them over for dinner." She smacks his shoulder. "the sun is almost down. By the time the Commander realizes his scouts aren't coming back, it will be too dark to send more. He can't risk us seeing torchlight, and they can't search these ruins without light." "You scare me a little," Ian says, but his voice is full of admiration. Adam steps closer to Willow. "She's good at everything she does." Quinn clears his throat." Maybe we should get back to the problem?" "We can't travel at night," I say. "We need light as well. But we can leave at dawn, and-" "They'll leave at dawn, too," Adam says. "And if they're that close already, there's no way we can outrun them. Not with children and elderly and the wagons." "Which is why we're going to create a barrier between us," I say. "Something they can't cross." Rachel meets my eyes, and her smile is cold and bright. "Fire." I match her smile with one of my own. "Fire. And when the army finally gets past the blaze, we won't be where they expect, because we're leaving the main road behind." "What are we waiting for?" Willow asks. "Let's go burn something down.

Baghra,” Nikolai said, “how are you this evening?” “Still old and blind,” she snarled. “And charming,” Nikolai drawled. “Never forget charming.” “Whelp.” “Hag.” “What do you want, pest?” “I’ve brought someone to visit,” Nikolai said, giving me a push. Why was I so nervous? “Hello, Baghra,” I managed. She paused, motionless. “The little Saint,” she murmured, “returned to save us all.” “Well, she did almost die trying to rid us of your cursed spawn,” Nikolai said lightly. I blinked. So Nikolai knew Baghra was the Darkling’s mother. “Couldn’t even manage martyrdom right, could you?” Baghra waved me in. “Come in and shut the door, girl. You’re letting the heat out.” I grinned at this familiar refrain. “And you,” she spat in Nikolai’s direction. “Go somewhere you’re wanted.” “That’s hardly limiting,” he said. “Alina, I’ll be back to fetch you for dinner, but should you grow restless, do feel free to run screaming from the room or take a dagger to her. Whatever seems most fitting at the time.” “Are you still here?” snapped Baghra. “I go but hope to remain in your heart,” he said solemnly. Then he winked and disappeared. “Wretched boy.” “You like him,” I said in disbelief. Baghra scowled. “Greedy. Arrogant. Takes too many risks.” “You almost sound concerned.” “You like him too, little Saint,” she said with a leer in her voice. “I do,” I admitted. “He’s been kind when he might have been cruel. It’s refreshing.” “He laughs too much.” “There are worse traits.

Optimists Optimism is normal, but some fortunate people are more optimistic than the rest of us. If you are genetically endowed with an optimistic bias, you hardly need to be told that you are a lucky person—you already feel fortunate. An optimistic attitude is largely inherited, and it is part of a general disposition for well-being, which may also include a preference for seeing the bright side of everything. If you were allowed one wish for your child, seriously consider wishing him or her optimism. Optimists are normally cheerful and happy, and therefore popular; they are resilient in adapting to failures and hardships, their chances of clinical depression are reduced, their immune system is stronger, they take better care of their health, they feel healthier than others and are in fact likely to live longer. A study of people who exaggerate their expected life span beyond actuarial predictions showed that they work longer hours, are more optimistic about their future income, are more likely to remarry after divorce (the classic “triumph of hope over experience”), and are more prone to bet on individual stocks. Of course, the blessings of optimism are offered only to individuals who are only mildly biased and who are able to “accentuate the positive” without losing track of reality. Optimistic individuals play a disproportionate role in shaping our lives. Their decisions make a difference; they are the inventors, the entrepreneurs, the political and military leaders—not average people. They got to where they are by seeking challenges and taking risks. They are talented and they have been lucky, almost certainly luckier than they acknowledge. They are probably optimistic by temperament; a survey of founders of small businesses concluded that entrepreneurs are more sanguine than midlevel managers about life in general. Their experiences of success have confirmed their faith in their judgment and in their ability to control events. Their self-confidence is reinforced by the admiration of others. This reasoning leads to a hypothesis: the people who have the greatest influence on the lives of others are likely to be optimistic and overconfident, and to take more risks than they realize.

While making money was good, having meaningful work and meaningful relationships was far better. To me, meaningful work is being on a mission I become engrossed in, and meaningful relationships are those I have with people I care deeply about and who care deeply about me. Think about it: It’s senseless to have making money as your goal as money has no intrinsic value—its value comes from what it can buy, and it can’t buy everything. It’s smarter to start with what you really want, which are your real goals, and then work back to what you need to attain them. Money will be one of the things you need, but it’s not the only one and certainly not the most important one once you get past having the amount you need to get what you really want. When thinking about the things you really want, it pays to think of their relative values so you weigh them properly. In my case, I wanted meaningful work and meaningful relationships equally, and I valued money less—as long as I had enough to take care of my basic needs. In thinking about the relative importance of great relationships and money, it was clear that relationships were more important because there is no amount of money I would take in exchange for a meaningful relationship, because there is nothing I could buy with that money that would be more valuable. So, for me, meaningful work and meaningful relationships were and still are my primary goals and everything I did was for them. Making money was an incidental consequence of that. In the late 1970s, I began sending my observations about the markets to clients via telex. The genesis of these Daily Observations (“ Grains and Oilseeds,” “Livestock and Meats,” “Economy and Financial Markets”) was pretty simple: While our primary business was in managing risk exposures, our clients also called to pick my brain about the markets. Taking those calls became time-consuming, so I decided it would be more efficient to write down my thoughts every day so others could understand my logic and help improve it. It was a good discipline since it forced me to research and reflect every day. It also became a key channel of communication for our business. Today, almost forty years and ten thousand publications later, our Daily Observations are read, reflected on, and argued about by clients and policymakers around the world. I’m still writing them, along with others at Bridgewater, and expect to continue to write them until people don’t care to read them or I die.

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

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