Routine Success Quotes

Life is like topography, Hobbes. There are summits of happiness and success, flat stretches of boring routine and valleys of frustration and failure.

The key to personal development lies in your daily routine.

You will never change your life until you change something you do daily. The secret of your success is found in your daily routine.

Even the smallest changes in our daily routine can create incredible ripple effects that expand our vision of what is possible.

You'll never change your life until you change something you do daily. The secret of your success is found in your daily routine.

A daily routine built on good habits and disciplines separates the most successful among us from everyone else. A routine is exceptionally powerful.

Creativity is the brain's invisible muscle -- that when used and excercised routinely -- becomes better and stronger.

The value of routine; trusting your swing.

every day, it’s something to reflect on and think about ‘How do I become less competitive in order that I can become more successful?

If you are bored, you’re doing yourself a tremendous disservice. Open your mind, break-free from your conditioned routine, and reignite the flames of excitement and discover.

Children of her type contrive the purest philosophies. Ada had worked out her own little system. Hardly a week had elapsed since Van’s arrival when he was found worthy of being initiated in her web of wisdom. An individual’s life consisted of certain classified things: "real things" which were unfrequent and priceless, simply "things" which formed the routine stuff of life; and "ghost things," also called "fogs," such as fever, toothache, dreadful disappointments, and death. Three or more things occurring at the same time formed a "tower," or, if they came in immediate succession, they made a "bridge." "Real towers" and "real bridges" were the joys of life, and when the towers came in a series, one experienced supreme rapture; it almost never happened, though. In some circumstances, in a certain light, a neutral "thing" might look or even actually become "real" or else, conversely, it might coagulate into a fetid "fog." When the joy and the joyless happened to be intermixed, simultaneously or along the ramp of duration, one was confronted with "ruined towers" and "broken bridges.

Change doesn't come without invitation. You won't discover it in routine. And you won't create an all-new and better you if you wait for someone else to give you permission. Transformation begins - and ends - inside of you.

If you want an average, successful life, it doesn’t take much planning. Just stay out of trouble, go to school, and apply for jobs you might like. But if you want something extraordinary, you have two paths: 1) Become the best at one specific thing. 2) Become very good (top 25%) at two or more things. The

the real secret of world-class performers is not the daily routines that they develop, but that they stick to them. That they show up, even when they don’t feel like it. Call it drive, call it passion, or call it grit; whatever you call it, it must come from deep within.

Your health is the most important commodity that you have. Without it, everything will fall apart - relationships, financial wellbeing, career, school, and so on. It is very important to take good care of yourself.

It's a poem about moths. But it's also a poem about psychopaths. I get it copied. And stick it in a frame. And now it glowers redoubtably above my desk:an entomological keepsake of the horizons of existence. And the brutal, star-crossed wisdom of those who seek them out. i was talking to a moth the other evening he was trying to break into an electric bulb and fry himself on the wires why do you fellows pull this stunt i asked him because it is the conventional thing for moths or why if that had been an uncovered candle instead of an electric light bulb you would now be a small unsightly cinder have you no sense plenty of it he answered but at times we get tired of using it we get bored with routine and crave beauty and excitement fire is beautiful and we know that if we get too close it will kill us but what does that matter it is better to be happy for a moment and be burned up with beauty than to live a long time and be bored all the while so we wad all our life up into one little roll and then we shoot the roll that is what life is for it is better to be part of beauty our attitude toward life is come easy go easy we are like human beings used to be before they became too civilized to enjoy themselves and before i could argue him out of his philosophy he went and immolated himself on a patent cigar lighter i do not agree with him myself i would rather have half the happiness and twice the longevity but at the same time i wish there was something i wanted as badly as he wanted to fry himself

It was in fact the ordinary nature of everything preceding the event that prevented me from truly believing it had happened, absorbing it, incorporating it, getting past it. I recognize now that there was nothing unusual in this: confronted with sudden disaster we all focus on how unremarkable the circumstances were in which the unthinkable occurred, the clear blue sky from which the plane fell, the routine errand that ended on the shoulder with the car in flames, the swings where the children were playing as usual when the rattlesnake struck from the ivy. "He was on his way home from work — happy, successful, healthy — and then, gone," I read in the account of a psychiatric nurse whose husband was killed in a highway accident. In 1966 I happened to interview many people who had been living in Honolulu on the morning of December 7, 1941; without exception, these people began their accounts of Pearl Harbor by telling me what an "ordinary Sunday morning" it had been. "It was just an ordinary beautiful September day," people still say when asked to describe the morning in New York when American Airlines 11 and United Airlines 175 got flown into the World Trade towers. Even the report of the 9/11 Commission opened on this insistently premonitory and yet still dumbstruck narrative note: "Tuesday, September 11, 2001, dawned temperate and nearly cloudless in the eastern United States.

Creativity always comes a surprise to us; therefore we can never count on it and we dare not believe in it until it has happened. In other words, we would not consciously engage upon tasks whose success clearly requires that creativity be forthcoming. Hence, the only way in which we can bring our creative resources fully into play is by misjudging the nature of the task, by presenting it to ourselves as more routine, simple, undemanding of genuine creativity that it will turn out to be

How you wake up each day and your morning routine (or lack thereof) dramatically affects your levels of success in every single area of your life. Focused, productive, successful mornings generate focused, productive, successful days—which inevitably create a successful life—in the same way that unfocused, unproductive, and mediocre mornings generate unfocused, unproductive, and mediocre days, and ultimately a mediocre quality of life. By simply changing the way you wake up in the morning, you can transform any area of your life, faster than you ever thought possible.

Stop walking through the motions of a conditioned routine and start consciously taking action on your visualized intent.

The key to developing a deep work habit is to move beyond good intentions and add routines and rituals to your working life designed to minimize the amount of your limited willpower necessary to transition into and maintain a state of unbroken concentration.

With managing a business, you need to Invest in good software and or good data mining systems. Run your numbers routinely. Take a look at your revenues - when is the money typically coming in, from where, can you identify any patterns in your revenues? Then take a look at your expenses - analyze the numbers and identify patterns. Why? Because Identifying patterns and extracting actionable items from your revenue and expense data will result in the clarity you need to make good business decisions.

You will never change your life until you change something you do daily. The secret of your success is found in your daily routine.

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.

Having the big picture in mind enables us to overcome the day to day routines that attempt to distract us from pursuing our dream.

The very word ‘success’ has become contaminated by our ideas of someone extraordinary, very rich, etc., and that’s really unhelpful…. Ultimately, to be properly successful is to be at peace as well.

The most successful people in history—the ones many refer to as “geniuses” in their fields, masters of their crafts—had one thing in common, other than talent: Most adhered to rigid (and specific) routines.

Boredom is a symptom of a conditioned and closed mind. If you are bored, you’re doing yourself a tremendous disservice. Open your mind, break-free from your conditioned routine, and reignite the flames of excitement and discovery.

What is a professional, anyway? A professional is someone who can keep working at a high level of effort and ethics, no matter what is going on—for good or ill—around him or inside him. A professional shows up every day. A professional plays hurt. A professional takes neither success nor failure personally.

If you’re feeling frustrated with your progress toward your goals, it’s tempting to focus on what you lack that other people seem to have, to obsess over followers, engagement, traffic, or any other benchmark. The reality is that numbers don’t necessarily measure success, and they’re certainly not a requirement for fulfillment.

** Take up meditation. Set a timer for 15 minutes, close your eyes and focus on your breathing. When your mind wanders, redirect your thoughts to your breathing. Increase your time spent meditating until you can meditate for a full hour each morning.

Unless you allow yourself to seek your inner depths; the surfacial affairs of life shall always engross you in mundane Routines... Arise and stand apart... for true growth...

These four characteristics — simplicity, frequent interaction, focus on the future, and self-tracking — are the foundation for a successful “performance management” routine.

You will never change your life until you change something you do daily. The secret of your success is found in your daily routine.” – John C. Maxwell

A professional plays hurt. A professional takes neither success nor failure personally. In

It is best to call it the 3 2 2 Regimen. It is a 7 step morning routine that is grouped into 3 sets: 3 - Reflect, Read, and Write 2 - Plan and Prepare 2 - Exercise and Eat

Goals without routines are wishes; routines without goals are aimless. The most successful business leaders have a clear vision and the disciplines (routines) to make it a reality.

In today's globalized world nothing is sure. Routines are falling; stereotypes are breaking. Life has never been as piquant as it is now. So go out of your way; leave your cocoon. Do that crazy thing and be happy you did it.

Some of the most successful people I know have slowly nurtured small, engaged networks of people who provide tremendous value to each other. All of the most fulfilled people I know focus more on the quality of their connections than the quantity of them.

Where there were once several competing approaches to medicine, there is now only one that matters to most hospitals, insurers, and the vast majority of the public. One that has been shaped to a great degree by the successful development of potent cures that followed the discovery of sulfa drugs. Aspiring caregivers today are chosen as much (or more) for their scientific abilities, their talent for mastering these manifold technological and pharmaceutical advances as for their interpersonal skills. A century ago most physicians were careful, conservative observers who provided comfort to patients and their families. Today they act: They prescribe, they treat, they cure. They routinely perform what were once considered miracles. The result, in the view of some, has been a shift in the profession from caregiver to technician. The powerful new drugs changed how care was given as well as who gave it.

Eventually we figured out it was best to concentrate on these tiny moments of success and build them into mental triggers. We worked them into a routine. There’s a series of things we do before every race that are designed to give Michael a sense of building victory.

It is believed by many that the military life is one of adventure and excitement. In truth, that life more often consists of long periods of routine, even boredom, with only brief intervals of challenge and danger. Enemies seldom seek out their opponents. The warrior must become a hunter, searching and stalking with craft and patience. Successes are often achieved by a confluence of small things: stray facts, unwary or overheard conversations, logistical vectors. If the hunter is persistent, the pattern will become visible, and the enemy will be found. Only then will the routine be broken by combat. It's not supervising, therefore, that those seeking sometimes weary of long and arduous pursuits. They are relieved when the enemy appears of his own accord, standing firm and issuing a challenge.

The reality for those in the successful inner circle is simply “the mundanity of excellence”: a smoothly applied routine of using finely tuned resources with the confidence that one knows how to make them pay off. To those in the outer tiers, even those in the second competitive rank, there seems to be some mysterious quality that the successful possess, and this sense of difference generates a barrier of anxiety which makes it all the more impassable.

Ensure you have done each day’s portion of the heavy responsibilities resting on you. Never delay your success!

If you set your goals ridiculously high and it’s a failure, you will fail above everyone else’s success.” —James Cameron

Every time you comfort your child or walk them through a routine, you are helping form these connections.

The next two sources of influence that routinely act on you are equally easy to spot. The people who surround you both motivate and enable your habits.

So I think, every day, it’s something to reflect on and think about ‘How do I become less competitive in order that I can become more successful?

Success, however you define it, is achievable if you collect the right field-tested beliefs and habits.

How you wake up each day and your morning routine (or lack thereof) dramatically affects your levels of success in every single area of your life.

Leadership expert John C. Maxwell said, “You will never change your life until you change something you do daily. The secret of your success is found in your daily routine.

Motivational author John C. Maxwell says, “You will never change your life until you change something you do daily. The secret of your success is found in your daily routine.

You don’t have to add time to your day to learn new habits; you just have to replace the old habits. To do so, you need to recognize the counterproductive routines you’ve fallen into.

Routine shortens and variety lengthens time, and it is therefore in the power of men to do something to regulate its pace. A life with many landmarks, a life which is much subdivided when those subdivisions are not of the same kind, and when new and diverse interests, impressions, and labours follow each other in swift and distinct successions, seems the most long…

The trouble is, we have up-close access to women who excel in each individual sphere. With social media and its carefully selected messaging, we see career women killing it, craft moms slaying it, chef moms nailing it, Christian leaders working it. We register their beautiful yards, homemade green chile enchiladas, themed birthday parties, eight-week Bible study series, chore charts, ab routines, “10 Tips for a Happy Marriage,” career best practices, volunteer work, and Family Fun Night ideas. We make note of their achievements, cataloging their successes and observing their talents. Then we combine the best of everything we see, every woman we admire in every genre, and conclude: I should be all of that. It is certifiably insane.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

How you wake up each day and your morning routine (or lack thereof) dramatically affects your levels of success in every single area of your life. Focused, productive, successful mornings generate focused, productive, successful days—which inevitably create a successful life—in the same way that unfocused, unproductive, and mediocre mornings generate unfocused, unproductive, and mediocre days, and ultimately a mediocre quality of life.

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

One of the central tenets of the Western worldview is that one should always be engaged in some kind of outward task. Thus, the Westerner structures his time—including, sometimes, even his leisure time—as a series of discrete programmed activities which he must submit to in order to tick off from an actual or virtual list. One need only observe the expression on his face as he ploughs through yet another family outing, cultural event, or gruelling exercise routine to realise that his aim in life is not so much to live in the present moment as it is to work down a never-ending list. If one asks him how he is doing, he is most likely to respond with an artificial smile, and something along the lines of, ‘Fine, thank you – very busy of course!’ In many cases, he is not fine at all, but confused, exhausted, and fundamentally unhappy. In contrast, most people living in a country such as Kenya in Africa do not share in the Western worldview that it is noble or worthwhile to spend all of one’s time rushing around from one task to the next. When Westerners go to Kenya and do as they are wont to do, they are met with peels of laughter and cries of ‘mzungu’, which is Swahili for ‘Westerner’. The literal translation of ‘mzungu’ is ‘one who moves around’, ‘to go round and round’, or ‘to turn around in circles’.

You don’t have to do the same things you’ve always done, if it no longer feels good to do them. Give yourself permission to try something different, something new. Give yourself permission to break away from routine and obligation. Permission to explore, and to soar.

The state’s exclusive claim to violence to uphold its rule of law is, according to many, the very essence of statehood. For instance, in 1919, the eminent German sociologist Max Weber defined the state as “a human community that (successfully) claims the monopoly of the legitimate use of physical force within a given territory.”6 This definition remains widely used today, and states that cannot maintain a monopoly of force and endure civil war or frequent violent crime are routinely described as “weak,” “fragile,” or “failed” states.

If you set your goals ridiculously high and it’s a failure, you will fail above everyone else’s success.” —James Cameron “If you find yourself in a fair fight, you didn’t plan your mission properly.” —Colonel David Hackworth “Not my circus. Not my monkeys.” —Polish proverb

When you run a business, your business is totally different from others. This means your lifestyle, your routine and what you make out of your business is totally different. You lead a different life compared to those in your neighborhood and the people you knew around your business circle.

For instance, have you ever been going about your business, enjoying your life, when all of sudden you made a stupid choice or series of small choices that ultimately sabotaged your hard work and momentum, all for no apparent reason? You didn’t intend to sabotage yourself, but by not thinking about your decisions—weighing the risks and potential outcomes—you found yourself facing unintended consequences. Nobody intends to become obese, go through bankruptcy, or get a divorce, but often (if not always) those consequences are the result of a series of small, poor choices. Elephants Don’t Bite Have you ever been bitten by an elephant? How about a mosquito? It’s the little things in life that will bite you. Occasionally, we see big mistakes threaten to destroy a career or reputation in an instant—the famous comedian who rants racial slurs during a stand-up routine, the drunken anti-Semitic antics of a once-celebrated humanitarian, the anti-gay-rights senator caught soliciting gay sex in a restroom, the admired female tennis player who uncharacteristically threatens an official with a tirade of expletives. Clearly, these types of poor choices have major repercussions. But even if you’ve pulled such a whopper in your past, it’s not extraordinary massive steps backward or the tragic single moments that we’re concerned with here. For most of us, it’s the frequent, small, and seemingly inconsequential choices that are of grave concern. I’m talking about the decisions you think don’t make any difference at all. It’s the little things that inevitably and predictably derail your success. Whether they’re bone-headed maneuvers, no-biggie behaviors, or are disguised as positive choices (those are especially insidious), these seemingly insignificant decisions can completely throw you off course because you’re not mindful of them. You get overwhelmed, space out, and are unaware of the little actions that take you way off course. The Compound Effect works, all right. It always works, remember? But in this case it works against you because you’re doing… you’re sleepwalking.

You can trace every success (or failure) in your life back to a habit. What you do on a daily basis largely determines what you’ll achieve in life. Habits create routine, and let’s face it—most of us run our lives by some sort of routine. We get up in the morning and follow a preset pattern: Take a shower, brush our teeth, get dressed, make breakfast, drive to work, do work and then go home. Some of us choose to follow self-improvement habits: Set goals, read inspirational books, work on important projects and ignore wasteful distractions. Others choose self-destructive habits: Do the bare minimum, dull creativity through low-quality entertainment, eat junk food and blame others for their failures in life.

cellular activity in your tumor . . . well, prognosis can range from six months to . . . um, it’s difficult to say. Although certainly there have been some successful cases . . .” “Okay then,” I said, grabbing my bag off the back of the chair. “I’ll be in touch.” “Elizabeth! I’d really like you to meet with a counselor—” I left before he had a chance to finish, the taste of cold pennies on my tongue, as though I’d consented to chemo and already started injecting liquid poison into my bloodstream. Oncologists, nurses, radiologists, palliative care specialists: I was all too familiar with the cancer routine, and I wasn’t interested. Not one bit. My twin brother, Paul, once told me that there’s healthy denial,

Like airlines, we routinely overbook ourselves, fearful of any unused capacity, confident that we can fit everything in. We fear that if we don’t cram as much as possible into our day, we might miss out on something fabulous, important, special, or career advancing. But there are no rollover minutes in life. We don’t get to keep all that time we “save.” It’s actually a very costly way to live.

My makeup routine always starts with a clean and moisturized face. My skin care routine is simple. I use a face wash at home and soap and water when traveling. I put on eye cream and then moisturizer with at least SPF 15 for a sunny day. In the evening, I cleanse my face to take off any makeup I may have been wearing that day, and then I put on an eye cream and night cream. Always wear sunscreen! If

Carrying their flints and torches, Native Americans were living in balance with Nature—but they had their thumbs on the scale. Shaped for their comfort and convenience, the American landscape had come to fit their lives like comfortable clothing. It was a highly successful and stable system, if “stable” is the appropriate word for a regime that involves routinely enshrouding miles of countryside in smoke and ash.

Thieving was not a sheer absurdity. It was a form of human industry, perverse indeed, but still an industry exercised in an industrious world; it was work undertaken for the same reason as the work in potteries, in coal mines, in fields, in tool-grinding shops. It was labour, whose practical difference from the other forms of labour consisted in the nature of its risk, which did not lie in ankylosis, or lead poisoning, or fire-damp, or gritty dust, but in what may be briefly defined in its own special phraseology as "Seven years' hard". Chief Inspector Heat was, of course, not insensible to the gravity of moral differences. But neither were the thieves he had been looking after. They submitted to the severe sanction of a morality familiar to Chief Inspector Heat with a certain resignation. They were his fellow citizens gone wrong because of imperfect education, Chief Inspector Heat believed; but allowing for that difference, he could understand the mind of a burglar, because, as a matter of fact, the mind and the instincts of a burglar are of the same kind as the mind and the instincts of a police officer. Both recognize the same conventions, and have a working knowledge of each other's methods and of the routine of their respective trades. They understand each other, which is advantageous to both, and establishes a sort of amenity in their relations. Products of the same machine, one classed as useful and the other as noxious, they take the machine for granted in different ways, but with a seriousness essentially the same. The mind of Chief Inspector Heat was inaccessible to ideas of revolt. But his thieves were not rebels. His bodily vigour, his cool, inflexible manner, his courage, and his fairness, had secured for him much respect and some adulation in the sphere of his early successes. He had felt himself revered and admired. And Chief Inspector Heat, arrested within six paces of the anarchist nicknamed the Professor, gave a thought of regret to the world of thieves--sane, without morbid ideals, working by routine, respectful of constituted authorities, free from all taint of hate and despair.

Hundreds of habits influence our days—they guide how we get dressed in the morning, talk to our kids, and fall asleep at night; they impact what we eat for lunch, how we do business, and whether we exercise or have a beer after work. Each of them has a different cue and offers a unique reward. Some are simple and others are complex, drawing upon emotional triggers and offering subtle neurochemical prizes. But every habit, no matter its complexity, is malleable. The most addicted alcoholics can become sober. The most dysfunctional companies can transform themselves. A high school dropout can become a successful manager. However, to modify a habit, you must decide to change it. You must consciously accept the hard work of identifying the cues and rewards that drive the habits’ routines, and find alternatives. You must know you have control and be self-conscious enough to use it

One particularly dramatic demonstration of how alcoholics’ cues and rewards can be transferred to new routines occurred in 2007, when Mueller, the German neurologist, and his colleagues at the University of Magdeburg implanted small electrical devices inside the brains of five alcoholics who had repeatedly tried to give up booze.3.21 The alcoholics in the study had each spent at least six months in rehab without success. One of them had been through detox more than sixty times.

The Goldilocks Rule states that humans experience peak motivation when working on tasks that are right on the edge of their current abilities. The greatest threat to success is not failure but boredom. As habits become routine, they become less interesting and less satisfying. We get bored. Anyone can work hard when they feel motivated. It’s the ability to keep going when work isn’t exciting that makes the difference. Professionals stick to the schedule; amateurs let life get in the way.

To the men and women who changed Cheryl Hersha's life, she was a continuation of the research that had first been conducted in the late nineteenth and early twentieth centuries by Dr. Morton Prince. He encountered a woman named Miss Beauchamp, a nursing student who was referred to the psychiatrist because of health problems. As he worked with her, Prince discovered that she had four separate personalities (dissociated ego states) that existed independently of one another within the same body. Though he tried, Dr. Prince never understood Miss Beauchamp, nor was he able to help her. When he died, his wife had the woman committed to an insane asylum for the rest of her life. However, Prince's careful documentation of Beauchamp's symptoms, actions and family history (extreme child abuse beginning before the age of seven) provided information needed to develop the techniques for contemporary, routinely successful treatment of what would be called Multiple Personality Disorder.

You really don’t believe that anything can have a value of its own beyond what function it serves for human beings?” Resaint said. “Value to who?” Resaint asked Halyard to imagine a planet in some remote galaxy—a lush, seething, glittering planet covered with stratospheric waterfalls, great land-sponges bouncing through the valleys, corals budding in perfect niveous hexagons, humming lichens glued to pink crystals, prismatic jellyfish breaching from the rivers, titanic lilies relying on tornadoes to spread their pollen—a planet full of complex, interconnected life but devoid of consciousness. “Are you telling me that, if an asteroid smashed into this planet and reduced every inch of its surface to dust, nothing would be lost? Because nobody in particular would miss it?” “But the universe is bloody huge—stuff like that must happen every minute. You can’t go on strike over it. Honestly it sounds to me to like your real enemy isn’t climate change or habitat loss, it’s entropy. You don’t like the idea that everything eventually crumbles. Well, it does. If you’re this worried about species extinction, wait until you hear about the heat death of the universe.” “I would be upset about the heat death of the universe too if human beings were accelerating the rate of it by a hundred times or more.” “And if a species’ position with respect to us doesn’t matter— you know, those amoebae they found that live at the bottom of the Mariana Trench, if they’re just as important as Chiu Chiu or my parents’ dog, even though nobody ever gets anywhere near them—if distance in space doesn’t matter, why should distance in time? If we don’t care about whether their lives overlap with our lives, why even worry about whether they exist simultaneously with us? Your favorite wasp—Adelo-midgy-midgy—” “Adelognathus marginatum—” “It did exist. It always will have existed. Extinction can’t take that away. It went through its nasty little routine over and over again for millions and millions of years. The show was a big success. So why is it important that it’s still running at the same time you are? Isn’t that centering the whole thing on human beings, which is exactly what we’re not supposed to be doing? I mean, for that matter—reality is all just numbers anyway, right? I mean underneath? That’s what people say now. So why are you so down on the scans? Hacks aside. Why is it so crucial that these animals exist right now in an ostensibly meat-based format, just because we do? My point is you talk about extinction as if you’re taking this enlightened post-human View from Nowhere but if we really get down to it you’re definitely taking a View from Karin Resaint two arms two legs one head born Basel Switzerland year of our lord two-thousand-and-when-ever.” But Resaint wasn’t listening anymore.

We start the day demotivated & tired due to our inability to bring joy & excitement to our working environment. Most of the days are exact reflection of previous days, & we become slaves to our routines. We do whatever is necessary, keep following the old successful formula - think for today & to justify our actions, surround ourselves with yes-men, block every new idea which challenges our intellect & avoid every action which requires a change in our routine. Soon our approach to work becomes so stationary that catching-up with growth becomes an impossible task

When you try to break a bad habit or form a positive one, you’re naturally going to feel awkward or uncomfortable at first because you have to actively make decisions about your behavior. Your brain has already been programmed to function in a certain way, so it will resist the change and, as a result, make the new behavior feel wrong and even frightening. The best thing to do in order to successfully reprogram your behavior is to embrace that awkward feeling of wrongness. It will take a while for your new routine to feel right or natural, so just accept that and keep chugging along. It’s a bit like starting to wear eyeglasses for the first time. You start out feeling uncomfortable and overly conscious of that foreign object sitting atop your nose, but you get used to that feeling with continued wear, such that sooner or later you don’t even notice it when your eyeglasses are on. Eventually, the behavior you want will be wired into your basal ganglia and you can go back to autopilot as an improved version of yourself. Before that happens, though, habit formation will start with feelings of unease rather than feelings of excitement and comfort.

The key to being a minimalist is making a routine out of just about everything that is not core to your mission. When decisions are automatic, you skip the conscious deliberation and associated brain activity. You move straight from encountering a situation (e.g., I need to get dressed) to performing an action (e.g., putting on the same shirt as I do every day) without expending energy in between. In a sense, you are cheating fatigue, saving your mental muscle for things that actually matter to you. The more decisions you make automatic, the more energy you’ll have for the work you deem important.

The Logic of the Double or Triple Threat On “career advice,” Scott has written the following, which is slightly trimmed for space here. This is effectively my mantra, and you’ll see why I bring it up: If you want an average, successful life, it doesn’t take much planning. Just stay out of trouble, go to school, and apply for jobs you might like. But if you want something extraordinary, you have two paths: 1) Become the best at one specific thing. 2) Become very good (top 25%) at two or more things. The first strategy is difficult to the point of near impossibility. Few people will ever play in the NBA or make a platinum album. I don’t recommend anyone even try. The second strategy is fairly easy. Everyone has at least a few areas in which they could be in the top 25% with some effort. In my case, I can draw better than most people, but I’m hardly an artist. And I’m not any funnier than the average standup comedian who never makes it big, but I’m funnier than most people. The magic is that few people can draw well and write jokes. It’s the combination of the two that makes what I do so rare. And when you add in my business background, suddenly I had a topic that few cartoonists could hope to understand without living it.

You can write great books," the great man continued. "Or you can have kids. It's up to you." [...] Writing was a practice. The more you wrote, the better a writer you became, and the more books you produced. Excellence plus productivity, that was the formula for sustained success, and time was the coefficient of both. Children, the great man said, were notorious thieves of time. [...] Writers need to be irresponsible, ultimately, to everything but the writing, free of commitments to everything but the daily word count. Children, by contrast, needed stability, consistency, routine, and above all, commitment. In short, he was saying, children are the opposite of writing.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

If you’re just snoozing every day until the last possible moment you have to head off to work, show up for school, or take care of your family, and then coming home and zoning out in front of the television until you go to bed (this used to be my daily routine), I’ve got to ask you:  When are you going to develop yourself into the person you need to be to create the levels of health, wealth, happiness, success, and freedom that you truly want and deserve? When are you going to actually live your life instead of numbly going through the motions looking for every possible distraction to escape reality? What if your reality—your life—could finally be something that you can’t wait to be conscious for?

The twentieth-century mystic Thomas Merton wrote, “There can be an intense egoism in following everybody else. People are in a hurry to magnify themselves by imitating what is popular—and too lazy to think of anything better. Hurry ruins saints as well as artists. They want quick success, and they are in such a haste to get it that they cannot take time to be true to themselves. And when the madness is upon them, they argue that their very haste is a species of integrity.”20 Merton elegantly articulates how the pressure of the create-on-demand world can cause us to look sideways at our peers and competitors instead of looking ahead. The process of discovering and refining your voice takes time. Unnecessary Creation grants you the space to discover your unique aptitudes and passions through a process of trial, error, and play that won’t often be afforded to you otherwise. Initiating a project with no parameters and no expectations from others also forces you to stay self-aware while learning to listen to and follow your intuition. Both of these are crucial skills for discovering your voice. It’s completely understandable if you’re thinking, “But wait—I hardly have time to breathe, and now you want me to cram something else into my schedule, just for my own enjoyment?” It’s true that every decision about where we spend our time has an opportunity cost, and dedicating time to Unnecessary Creation seems like a remarkably inefficient choice. In truth, it is inefficient. Consider, however, the opportunity cost of spending your life only on pragmatics. You dedicate your time to pleasing everyone else and delivering on their expectations, but you never get around to discovering your deeper aptitudes and creative capacities. Nothing is worth that.

The hard-fought victories in America's checkered history were won neither with parchment nor with words, but with guns, with blood, and with unimaginable suffering. Slavery, like Nazism and other totalitarian horrors, was vanquished by flying steel, by heartbreak, and by brute force—by whites and blacks who together smashed the institutions that had hijacked American liberty and perverted it for their own profit. But triggers are ultimately pulled by men, and successful campaigns require their practitioners to carry with them more than merely bombs and water. 'Europe was created by history,' Margaret Thatcher liked to say, but 'America was created by philosophy.' That philosophy, established by the founding generation and routinely recruited by the excluded ever since, remains extraordinarily potent—a North Star for wandering discontents within America's borders and without.

Echoing right-wing racist rhetoric, liberal organizations routinely smear "illegitimate," nonpacifist resistance as senseless and the work of irrational "thugs." And yet it is precisely marginalized groups utilizing these tactics--poor women of color defending their right to land and housing; trans* street workers and indigenous peoples fighting back against murder and violence; black and brown struggles against white supremacist violence--that have waged the most powerful and successful uprisings in US history. It is extremely advantageous to the powers that be for these groups to be deterred from the risks of militant self-defense, resistance, or attack. We refuse a politics that infantilizes nonwhite and/or nonmale groups, and believes that the are incapable of fighting for their own liberation, as the old saying goes, by any means necessary. Original pamphlet: Who is Oakland. April 2012. Quoted in: Dangerous Allies. Taking Sides.

It seems strange that George Burns and Gracie Allen would be discovered, as radio properties, by the British. They were doing a vaudeville tour in England, playing to packed houses everywhere. The British just loved Gracie; her routines became so well known during the six-month trip that the audience would sometimes shout out the punchline in unison. They were aided in this by radio, using the infant medium to promote their stage shows, doing short bits from their act on various BBC stations as they traveled. From the beginning, Gracie had severe mike fright. She never really lost her fear of the microphone, Burns would say in interviews and in his books, but she always coped with it. Returning home, they auditioned for NBC and Grape Nuts in 1930. But the agency executive thought Gracie would be “too squeaky” on the air, and they lost the job. It was an irony: a few years later, the same product would be carrying their radio show, then one of the most successful in the nation.

I still had moments when my nerves got to me, but whenever I’d start to get anxious, Kyla Ross would remind me, “Simone, just do what you do in practice.” And before I went out for each event, she’d high-five me and say, “Just like practice, Simone!” I’d say the same thing to her when it was her turn to go up. “Just like practice” became our catchphrase. As I walked onto the mat to do my floor exercise, I held on to that phrase like it was a lifeline, because I was about to perform a difficult move I’d come up with in practice—a double flip in the layout position with a half twist out. The way it happened was, I’d landed short on a double layout full out earlier that year during training, and I’d strained my calf muscle on the backward landing. Aimee didn’t want me to risk a more severe injury, so she suggested I do the double layout—body straight with legs together and fully extended as I flipped twice in the air—then add a half twist at the end. That extra half twist meant I’d have to master a very tricky blind forward landing, but it would put less stress on my calves. I thought the new combination sounded incredibly cool, so I started playing around with it until I was landing the skill 95 percent of the time. At the next Nationals Camp, I demonstrated the move for Martha and she thought it looked really good, so we went ahead and added it to the second tumbling pass of my floor routine. I’d already performed the combination at national meets that year, but doing it at Worlds was different. That’s because when a completely new skill is executed successfully at a season-ending championship like Worlds or the Olympics, the move will forever after be known by the name of the gymnast who first performed it. Talk about high stakes! I’ll cut to the chase: I nailed the move, which is how it came to be known as the Biles. How awesome is that! (The only problem is, when I see another gymnast perform the move now, I pray they don’t get hurt. I know it’s not logical, but because the move is named after me, I’d feel as if it was my fault.)

All 250 + episodes to date can be found at tim.blog/ podcast and itunes.com/ timferriss Jamie Foxx on Workout Routines, Success Habits, and Untold Hollywood Stories (# 124)—tim.blog/ jamie The Scariest Navy SEAL I’ve Ever Met . . . and What He Taught Me (# 107)—tim.blog/ jocko Arnold Schwarzenegger on Psychological Warfare (and Much More) (# 60)—tim.blog/ arnold Dom D’Agostino on Fasting, Ketosis, and the End of Cancer (# 117)—tim.blog/ dom2 Tony Robbins on Morning Routines, Peak Performance, and Mastering Money (# 37)—tim.blog/ tony How to Design a Life—Debbie Millman (# 214)—tim.blog/ debbie Tony Robbins—On Achievement Versus Fulfillment (# 178)—tim.blog/ tony2 Kevin Rose (# 1)—tim.blog/ kevinrose [If you want to hear how bad a first episode can be, this delivers. Drunkenness didn’t help matters.] Charles Poliquin on Strength Training, Shredding Body Fat, and Increasing Testosterone and Sex Drive (# 91)—tim.blog/ charles Mr. Money Mustache—Living Beautifully on $ 25–27K Per Year (# 221)—tim.blog/ mustache Lessons from Warren Buffett, Bobby Fischer, and Other Outliers (# 219)—tim.blog/ buffett Exploring Smart Drugs, Fasting, and Fat Loss—Dr. Rhonda Patrick (# 237)—tim.blog/ rhonda 5 Morning Rituals That Help Me Win the Day (# 105)—tim.blog/ rituals David Heinemeier Hansson: The Power of Being Outspoken (# 195)—tim.blog/ dhh Lessons from Geniuses, Billionaires, and Tinkerers (# 173)—tim.blog/ chrisyoung The Secrets of Gymnastic Strength Training (# 158)—tim.blog/ gst Becoming the Best Version of You (# 210)—tim.blog/ best The Science of Strength and Simplicity with Pavel Tsatsouline (# 55)—tim.blog/ pavel Tony Robbins (Part 2) on Morning Routines, Peak Performance, and Mastering Money (# 38)—tim.blog/ tony How Seth Godin Manages His Life—Rules, Principles, and Obsessions (# 138)—tim.blog/ seth The Relationship Episode: Sex, Love, Polyamory, Marriage, and More (with Esther Perel) (# 241)—tim.blog/ esther The Quiet Master of Cryptocurrency—Nick Szabo (# 244)—tim.blog/ crypto Joshua Waitzkin (# 2)—tim.blog/ josh The Benevolent Dictator of the Internet, Matt Mullenweg (# 61)—tim.blog/ matt Ricardo Semler—The Seven-Day Weekend and How to Break the Rules (# 229)—tim.blog/ ricardo

Alex Honnold, free solo climbing phenom: The Last of the Mohicans soundtrack Rolf Potts, author of Vagabonding and others: ambitones like The Zen Effect in the key of C for 30 minutes, made by Rolfe Kent, the composer of music for movies like Sideways, Wedding Crashers, and Legally Blonde Matt Mullenweg, lead developer of WordPress, CEO of Automattic: “Everyday” by A$AP Rocky and “One Dance” by Drake Amelia Boone, the world’s most successful female obstacle course racer: “Tonight Tonight” by the Smashing Pumpkins and “Keep Your Eyes Open” by NEEDTOBREATHE Chris Young, mathematician and experimental chef: Paul Oakenfold’s “Live at the Rojan in Shanghai,” Pete Tong’s Essential Mix Jason Silva, TV and YouTube philosopher: “Time” from the Inception soundtrack by Hans Zimmer Chris Sacca: “Harlem Shake” by Baauer and “Lift Off” by Jay Z and Kanye West, featuring Beyoncé. “I can bang through an amazing amount of email with the Harlem Shake going on in the background.” Tim Ferriss: Currently I’m listening to “Circulation” by Beats Antique and “Black Out the Sun” by Sevendust, depending on whether I need flow or a jumpstart.

Woody Allen once said that 80 percent of success is showing up. Having written and directed fifty films in almost as many years, Allen clearly knows something about accomplishment. How, when, and where you show up is the single most important factor in executing on your ideas. That’s why so many creative visionaries stick to a daily routine. Choreographer Twyla Tharp gets up at the crack of dawn every day and hails a cab to go to the gym—a ritual she calls her “trigger moment.” Painter Ross Bleckner reads the paper, meditates, and then gets to the studio by 8 a.m. so that he can work in the calm quiet of the early morning. Writer Ernest Hemingway wrote five hundred words a day, come hell or high water. Truly great creative achievements require hundreds, if not thousands, of hours of work, and we have to make time every single day to put in those hours. Routines help us do this by setting expectations about availability, aligning our workflow with our energy levels, and getting our minds into a regular rhythm of creating. At the end of the day—or, really, from the beginning—building a routine is all about persistence and consistency. Don’t wait for inspiration; create a framework for it.

The transmission of the meaning of an institution is based on the social recognition of that institution as a “permanent” solution to a “permanent” problem of the given collectivity. Therefore, potential actors of institutionalized actions must be systematically acquainted with these meanings. This necessitates some form of “educational” process. The institutional meanings must be impressed powerfully and unforgettably upon the consciousness of the individual. Since human beings are frequently sluggish and forgetful, there must also be procedures by which these meanings can be reimpressed? and rememorized, if necessary by coercive and generally unpleasant means. Furthermore, since human beings are frequently stupid, institutional meanings tend to become simplified in the process of transmission, so that the given collection of institutional “formulae” can be readily learned and memorized by successive generations. The “formula” character of institutional meanings ensures their memorability. We have here on the level of sedimented meanings the same processes of routinization and trivialization that we have already noted in the discussion of institutionalization. Again, the stylized form in which heroic feats enter a tradition is a useful illustration.

There is a third premise of the recovery movement that I do endorse enthusiastically: The patterns of problems in childhood that recur into adulthood are significant. They can be found by exploring your past, by looking into the corners of your childhood. Coming to grips with your childhood will not yield insight into how you became the adult you are: The causal links between childhood events and what you have now become are simply too weak. Coming to grips with your childhood will not make your adult problems go away: Working through the past does not seem to be any sort of cure for troubles. Coming to grips with your childhood will not make you feel any better for long, nor will it raise your self-esteem. Coming to grips with childhood is a different and special voyage. The sages urged us to know ourselves, and Plato warned us that the unexamined life is not worth living. Knowledge acquired on this voyage is about patterns, about the tapestry that we have woven. It is not knowledge about causes. Are there consistent mistakes we have made and still make? In the flush of victory, do I forget my friends—in the Little League and when I got that last big raise? (People have always told me I'm a good loser but a bad winner.) Do I usually succeed in one domain but fail in another? (I wish I could get along with the people I really love as well as I do with my employers.) Does a surprising emotion arise again and again? (I always pick fights with people I love right before they have to go away.) Does my body often betray me? (I get a lot of colds when big projects are due.) You probably want to know why you are a bad winner, why you get colds when others expect a lot of you, and why you react to abandonment with anger. You will not find out. As important and magnetic as the “why” questions are, they are questions that psychology cannot now answer. One of the two clearest findings of one hundred years of therapy is that satisfactory answers to the great “why” questions are not easily found; maybe in fifty years things will be different; maybe never. When purveyors of the evils of “toxic shame” tell you that they know it comes from parental abuse, don't believe them. No one knows any such thing. Be skeptical even of your own “Aha!” experiences: When you unearth the fury you felt that first kindergarten day, do not assume that you have found the source of your lifelong terror of abandonment. The causal links may be illusions, and humility is in order here. The other clearest finding of the whole therapeutic endeavor, however, is that change is within our grasp, almost routine, throughout adult life. So even if why we are what we are is a mystery, how to change ourselves is not. Mind the pattern. A pattern of mistakes is a call to change your life. The rest of the tapestry is not determined by what has been woven before. The weaver herself, blessed with knowledge and with freedom, can change—if not the material she must work with—the design of what comes next.

Which brings me to my very last leading lesson for you: Live now. Truthfully, it’s something I struggle with every day. Being a choreographer, I need to constantly envision the future--what a routine might look like before it’s ever danced. You see a blank dance floor; I see bodies moving across it in an intricately woven series of moves. I suppose this is a good thing for a guy who competes on Dancing with the Stars, but it’s not such a good thing for my well-being. That “forward thinking” began to bleed into my everyday life as well, and for a long time, I would find myself in a constant state of worry about the future. I was anxious and relatively unhappy considering all my successes, and I didn’t know why. The day would fly by and I wouldn’t even remember what I did, because I was just going through the motions. Then it dawned on me: I wasn’t in the moment. It’s good to have goals for the future and it’s good to learn from the past, but life is happening now. You cannot let it rush by you unseized or unacknowledged. You have to make a real, conscious effort to be in the present and not let your thoughts drift to other places and times. Your mind is an instrument, a tool. It is there to be used for specific tasks, and when the task is completed, you lay it down. This is a tough thing for me. I’m an overthinker. Many of us are. My mind gets racing a thousand miles a minute and I get anxious about my work, my career, or where I need to be in thirty minutes. Every day I need to shut down this machine and simply be still.

CELEBRATE YOUR SUCCESS The more you praise and celebrate your life, the more there is in life to celebrate. —Oprah Winfrey How do you know if your scrappy effort was successful? There’s positive movement—cause to celebrate. It either moves your intention forward or you come closer to achieving your goal. You will know it worked because you feel the win, big or small. I’m a huge believer in champagne moments (or celebratory beer, ice cream, night on the town, whatever your preference). You have to celebrate! This journey is supposed to be fun. Stop and take the time to recognize and enjoy the big wins, little wins, and everything in between. Research shows there is bonus value to celebrating. In her article “Getting Results Through Others,” Loraine Kasprzak writes, quoting her coauthor Jean Oursler, “When others have worked hard to achieve the desired results, celebrate it! ‘It’s important to celebrate because our brains need a memorable reference point—also called a reward—to make the whole journey worthwhile.’” Celebrating creates a positive benchmark in your brain for future reference. According to an article in the Journal of Staff Development by Richard DuFour: Ritual and ceremony help us experience the unseen webs of significance that tie a community together. There may be grand ceremonies for special occasions, but organizations [and individuals] also need simple rituals that infuse meaning and purpose into daily routine. Without ritual and ceremony, transitions become incomplete, a clutter of comings and goings. Life becomes an endless set of Wednesdays. An endless set of Wednesdays? Yuck. Who needs that? Whether you are an individual, a small team, or a large organization, celebrate your scrappy wins as part of the experience and enjoy the ride.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

Smart Sexy Money is About Your Money As an accomplished entrepreneur with a history that spans more than fourteen years, Annette Wise is constantly looking for ways to give back to her community. Using enterprising efforts, she qualified for $125,000 in startup funding to develop a specialized residential facility that allows developmentally disabled adults to live in the community after almost a lifetime of living in a state institution. In doing so, she has provided steady employment in her community for the last thirteen years. After dedicating years to her residential facility, Annette began to see clearly the difficulty business owners face in planning for retirement successfully. Searching high and low to find answers, she took control of financial uncertainty and in less than 2 years, she became a Full Life Agent, licensed Registered Representative, Investment Advisor Representative and Limited Principal. Her focus is on building an extensive list of clients that depend on her for smart retirement guidance, thorough college planning, detailed business continuation, and business exit strategies. Clients have come to rely on Annette for insight on tax advantaged savings and retirement options. Annette’s primary goal is to help her clients understand more than just concepts, but to easily understand how money works, the consequences of their decisions and how they work in conjunction with their desires and goal. Ever the curious soul who is always up for a challenge, Annette is routinely resourceful at finding sensible means to a sometimes-challenging end. She believes in infinite possibilities as well as in sharing her knowledge with others. She is the go-to source for “Smart Wealth Solutions.” Among Annette’s proudest accomplishments are her two wonderful sons, Michael III and Matthew. As a single mom, they have been her inspiration and joy. She is forever grateful to the greatest brothers in the world- Andrew and Anthony Wise, for assistance in grooming them into amazing young men.

You might expect that if you spent such an extended period in twelve different households, what you would gather is twelve different ideas about how to raise children: there would be the strict parents and the lax parents and the hyperinvolved parents and the mellow parents and on and on. What Lareau found, however, is something much different. There were only two parenting “philosophies,” and they divided almost perfectly along class lines. The wealthier parents raised their kids one way, and the poorer parents raised their kids another way. The wealthier parents were heavily involved in their children’s free time, shuttling them from one activity to the next, quizzing them about their teachers and coaches and teammates. One of the well-off children Lareau followed played on a baseball team, two soccer teams, a swim team, and a basketball team in the summer, as well as playing in an orchestra and taking piano lessons. That kind of intensive scheduling was almost entirely absent from the lives of the poor children. Play for them wasn’t soccer practice twice a week. It was making up games outside with their siblings and other kids in the neighborhood. What a child did was considered by his or her parents as something separate from the adult world and not particularly consequential. One girl from a working-class family—Katie Brindle—sang in a choir after school. But she signed up for it herself and walked to choir practice on her own. Lareau writes: What Mrs. Brindle doesn’t do that is routine for middle-class mothers is view her daughter’s interest in singing as a signal to look for other ways to help her develop that interest into a formal talent. Similarly Mrs. Brindle does not discuss Katie’s interest in drama or express regret that she cannot afford to cultivate her daughter’s talent. Instead she frames Katie’s skills and interests as character traits—singing and acting are part of what makes Katie “Katie.” She sees the shows her daughter puts on as “cute” and as a way for Katie to “get attention.

I’ve been discussing elite attitudes toward democracy. I sketched a line from the first democratic revolution, with its fear and contempt for the rascal multitude who were asking for ridiculous things like universal education, health care, and democratization of law, wanting to be ruled by countrymen like themselves who know the people’s sores, not by knights and gentlemen who just oppress them. From there to the second major democratic revolution establishing the US Constitution, which was, as discussed last time, a Framers’ Coup, the title of the main scholarly work, a coup by elites that the author describes as a conservative counterrevolution against excessive democracy. On to the twentieth century and such leading progressive theorists of democracy as Walter Lippmann, Edward Bernays, Harold Lasswell, and Reinhold Niebuhr, and their conception that the public has to be put in its place. They’re spectators, not participants. The responsible men, the elite, have to be protected from the trampling and the roar of the bewildered herd, who have to be kept in line with necessary illusions, emotionally potent oversimplifications, and, in general, engineering of consent, which has become a gigantic industry devoted to some aspects of the task, while responsible intellectuals take care of others. The men of best quality through the ages have to be self-indoctrinated, as Orwell discussed. They must internalize the understanding that there are certain things it just wouldn’t do to say. It must be so fully internalized that it becomes as routine as taking a breath. What else could anyone possibly believe? As long as all of this is in place, the system functions properly, with no crises. This picture, I think, captures crucial features of thought control in the more free societies, but it is misleading in essential ways. Most importantly, it largely omitted the constant popular struggles to extend the range of democracy, with many successes. Even in the last generation, there have been quite substantial successes. Such successes typically lead to a reaction. Those with power and privilege don’t relinquish it easily. The neoliberal period that we’re now enduring, long in planning, is such a reaction.

I returned to my daily routine of service in the board of war, and a punctual attendance in Congress, every day, in all their hours. I returned, also, to my almost daily exhortations to the institution of Governments in the States, and a declaration of independence. I soon found there was a whispering among the partisans in opposition to independence, that I was interested; that I held an office under the new government of Massachusetts; that I was afraid of losing it, if we did not declare independence; and that I consequently ought not to be attended to. This they circulated so successfully, that they got it insinuated among the members of the legislature in Maryland, where their friends were powerful enough to give an instruction to their delegates in Congress, warning them against listening to the advice of interested persons, and manifestly pointing me out to the understanding of every one. This instruction was read in Congress. It produced no other effect upon me than a laughing letter to my friend, Mr. Chase, who regarded it no more than I did. These chuckles I was informed of, and witnessed for many weeks, and at length they broke out in a very extraordinary manner. When I had been speaking one day on the subject of independence, or the institution of governments, which I always considered as the same thing, a gentleman of great fortune and high rank arose and said, he should move, that no person who held any office under a new government should be admitted to vote on any such question, as they were interested persons. I wondered at the simplicity of this motion, but knew very well what to do with it. I rose from my seat with great coolness and deliberation; so far from expressing or feeling any resentment, I really felt gay, though as it happened, I preserved an unusual gravity in my countenance and air, and said, “Mr. President, I will second the gentleman’s motion, and I recommend it to the honorable gentleman to second another which I should make, namely, that no gentleman who holds any office under the old or present government should be admitted to vote on any such question, as they were interested persons.” The moment when this was pronounced, it flew like an electric stroke through every countenance in the room, for the gentleman who made the motion held as high an office under the old government as I did under the new, and many other members present held offices under the royal government. My friends accordingly were delighted with my retaliation, and the friends of my antagonist were mortified at his indiscretion in exposing himself to such a retort.

Thomas (his middle name) is a fifth-grader at the highly competitive P.S. 334, the Anderson School on West 84th in New York City. Slim as they get, Thomas recently had his long sandy-blond hair cut short to look like the new James Bond (he took a photo of Daniel Craig to the barber). Unlike Bond, he prefers a uniform of cargo pants and a T-shirt emblazoned with a photo of one of his heroes: Frank Zappa. Thomas hangs out with five friends from the Anderson School. They are “the smart kids.” Thomas is one of them, and he likes belonging. Since Thomas could walk, he has constantly heard that he’s smart. Not just from his parents but from any adult who has come in contact with this precocious child. When he applied to Anderson for kindergarten, his intelligence was statistically confirmed. The school is reserved for the top 1 percent of all applicants, and an IQ test is required. Thomas didn’t just score in the top 1 percent. He scored in the top 1 percent of the top 1 percent. But as Thomas has progressed through school, this self-awareness that he’s smart hasn’t always translated into fearless confidence when attacking his schoolwork. In fact, Thomas’s father noticed just the opposite. “Thomas didn’t want to try things he wouldn’t be successful at,” his father says. “Some things came very quickly to him, but when they didn’t, he gave up almost immediately, concluding, ‘I’m not good at this.’ ” With no more than a glance, Thomas was dividing the world into two—things he was naturally good at and things he wasn’t. For instance, in the early grades, Thomas wasn’t very good at spelling, so he simply demurred from spelling out loud. When Thomas took his first look at fractions, he balked. The biggest hurdle came in third grade. He was supposed to learn cursive penmanship, but he wouldn’t even try for weeks. By then, his teacher was demanding homework be completed in cursive. Rather than play catch-up on his penmanship, Thomas refused outright. Thomas’s father tried to reason with him. “Look, just because you’re smart doesn’t mean you don’t have to put out some effort.” (Eventually, Thomas mastered cursive, but not without a lot of cajoling from his father.) Why does this child, who is measurably at the very top of the charts, lack confidence about his ability to tackle routine school challenges? Thomas is not alone. For a few decades, it’s been noted that a large percentage of all gifted students (those who score in the top 10 percent on aptitude tests) severely underestimate their own abilities. Those afflicted with this lack of perceived competence adopt lower standards for success and expect less of themselves. They underrate the importance of effort, and they overrate how much help they need from a parent.