Seminar Learning Quotes

Literature could turn you into an asshole: he’d learned that teaching grad-school seminars. It could teach you to treat real people the way you did characters, as instruments of your own intellectual pleasure, cadavers on which to practice your critical faculties.

Entirely in accordance with what education is supposed to be. Education is the sum of what students teach each other in between lectures and seminars. You sit in each other's rooms and drink coffee - I suppose it would be vodka and Red Bull now - you share enthusiasms, you talk a lot of wank about politics, religion, art and the cosmos and then you go to bed, alone or together according to taste. I mean, how else do you learn anything, how else do you take your mind for a walk?

Okay, here’s a cheat I learned in a leadership seminar. It’s called active listening. Someone says something, a complaint, or a criticism, or they’re excited about something that happened to them. For a lot of us, our instinct is to offer a solution, or expand on an idea, to fix or offer something. The key is to think about how they’re feeling, be receptive to that, and parrot it back to them. They just got a new car, and they’re happy about it? A simple ‘that’s excellent’ or ‘you must be so proud’ works. It leaves room for them to keep talking, to know you’re listening. For your teammate who just lost someone she obviously cared about, just recognizing that she’s upset and she’s right to feel upset, that’s enough.

The idea that “it takes money to make money” is the thinking of financially unsophisticated people. It does not mean that they’re not intelligent. They have simply not learned the science of money making money. Money is only an idea. If you want more money, simply change your thinking. Every self-made person started small with an idea, and then turned it into something big. The same applies to investing. It takes only a few dollars to start and grow it into something big. I meet so many people who spend their lives chasing the big deal, or trying to amass a lot of money to get into a big deal, but to me that is foolish. Too often I have seen unsophisticated investors put their large nest egg into one deal and lose most of it rapidly. They may have been good workers, but they were not good investors. Education and wisdom about money are important. Start early. Buy a book. Go to a seminar. Practice. Start small. I turned $5,000 cash into a one-million-dollar asset producing $5,000 a month cash flow in less than six years. But I started learning as a kid. I encourage you to learn, because it’s not that hard. In fact, it’s pretty easy once you get the hang of it. I think I have made my message clear. It’s what is in your head that determines what is in your hands. Money is only an idea. There is a great book called Think and Grow Rich. The title is not Work Hard and Grow Rich. Learn to have money work hard for you, and your life will be easier and happier. Today, don’t play it safe. Play it smart.

But he (Nietzsche) never would be able to realize that he is like ordinary people and he should realize that too. For instance, if he were really a sage, he would say to himself "Go out into the street, go to the little people, be one of them and see how you like it, how much you enjoy being such a small thing. That is yourself." And so he would learn that he was not his own greatness.

You must not fear or hold back, count or be a miser with your thoughts and your feelings. It is also true that creation comes from an overflow, so you have to learn to intake, to imbibe, to receive, to nourish yourself, and not be afraid of fullness. The fullness is like a tidal wave which then carries you, sweeps you into experience and writing. Permit yourself to flow and overflow. Allow for the rise in temperature and all the expansions and intensifications. Something is always born of excess. Great art was born of great terror, great loneliness, great inhibitions, instabilities, and it always balances them.

A seminar’s value begins the moment we start attending, and the key to extracting the full value is putting what we learn there into practice the moment the course ends.

I don't want to be around people who accept me as is, in my unrefined state of becoming. I consistently want people around me who push and encourage me to be my ultimate best, who bring out the inner diamonds. I want to be around those intellectual giants who extract the gold within me, those who force me to read, to attend classes, seminars, conferences, and who steep me in an environment of perpetual growth and upward mobility. Not trying to be funny, but I've learned that I simply cannot afford to invest too much time around mediocrity. It's contagious.

And thus I learned that at Harvard, while knowing a great deal is the norm and knowing everything is the goal, appearing to know everything is an acceptable substitute. I pondered this great truth during the two-hour seminar. I was so buoyed up by it that I didn't pay enough attention to snorkeling up little bits of food in order to keep my nausea under control. I sailed right on into my next class, another seminar, confident that I could get through it without losing my lunch.

We attend too many seminars. We take too many classes. We buy too many books. We play too many audios in our cars. It's all wasted if we're unclear on what learning really is: Learning is not attending, listening, or reading. Learning is really about translating knowing what to do into doing what we know. It's about changing. If we have not changed we have not learned.

From the hood of his car, he hefted a large green insulated pack - the kind Fadlan's Falafel used for deliveries. "This is for you, Magnus. I hope you enjoy." The scent of fresh falafel wafted out. True, I'd eaten falafel just a few hours ago, but my stomach growled because ... well, more falafel. "Man, you're the best. I can't believe - Wait. You're in the middle of a fast and you brought me food? That seems wrong." "Just because I'm fasting doesn't mean you can't enjoy." He clapped me on my shoulder. "You'll be in my prayers. All of you." I knew he was sincere. Me, I was an atheist. I only prayed sarcastically to my own father for a better colour of boat. Learning about the existence of Norse deities and the Nine Worlds had just made me more convinced that there was no grand divine plan. What kind of God would allow Zeus and Odin to run around the same cosmos, both claiming to be the king of creation, smiting mortals with lightning bolts and giving motivational seminars? Bur Amir was a man of faith. He and Samirah believed in something bigger, a cosmic force that actually cared about humans. I suppose it was kind of comforting to know Amir had my back in the prayer department, even if I doubted there was anybody at the end of that line. "Thanks, man." I shook his hand one last time.

One way to meet like-minded people is to attend classes or seminars, join clubs, or simply study and learn a new vocabulary. Soon you will meet new friends.

In the end I signed up for a different Spanish film seminar, taught in Spanish, by an adjunct instructor. The adjunct instructor also said stupid things, but they were in Spanish, so you learned more.

Literature could turn you into an asshole; he’d learned that teaching grad-school seminars. It could teach you to treat real people the way you did characters, as instruments of your own intellectual pleasure, cadavers on which to practice your critical faculties.

We must first begin again to learn "'learning" and to know standards of measure. Cultural dissolution will not be abated by the mere introduction of newer and more convenient "textbooks." The youth must not wait until more fundamental acquaintance and actual contemplation are demanded of them from above, for it is precisely the other way around. It is the prerogative of a true and wakeful youth to develop exhortations to knowledge from out of itself, and to cling to these exhortations for itself, in order to construct the future. Whether one occasionally "reads a book" is a measure for the petite bourgeoisie. It does not ask whether today's man, who gets his "education" from "charts" and "magazines," from radio reports and movie theaters. whether such a confused, dizzy, and purely American man still knows, or can know, what "reading" means.

I like the name writing practices better than Creative Writing. As I have said, nobody can teach creative writing—run like mad from anybody who thinks he can. But one can teach practices, like finger exercises on the piano; one can share the tools of the trade, and what one has gleaned from the great writers: it is the great writers themselves who do the teaching, rather than the leader of a seminar. It doesn’t take long for the gifted student to realize that there are certain things the great writers always do, and certain things they never do; it is from these that we learn.

When you attend a seminar, do so with the resolve to part with every handout distributed. If you regret recycling it, take the same seminar again, and this time apply the learning. It’s paradoxical, but I believe that precisely because we hang on to such materials, we fail to put what we learn into practice.

Mafiosi don’t learn to do their jobs well in school, or by attending a human resources seminar. The values that make Mafia distinct and effective are not simply taught, but are ingrained from earliest childhood, altering the psychology of everyone involved: victims, perpetrators, and bystanders. It takes a village to raise a Mafia.

When I was in the advertising business, I used to offer free seminars to advertisers about how to create better ads (the material in this chapter being the content). That was not so long ago, but since then the Internet has ballooned to major significance. If I were selling advertising today, I’d have that seminar online. Think of how this cuts down on your travel expenses. I used to fly all over creation to deliver those seminars. And appointments were harder to get. The education-based marketing concept that you learned in Chapter Four works hand in glove with the ability to do things over the Internet. Here’s the pitch I’d do today: “How would you like to learn to make your advertising literally 10 times more effective? And you can do it right from the comfort of your favorite office chair.” It’s hard to resist such an offer. There are many examples I could give you to flesh out the model of turning your Web site into a community. The examples below are simple and some are even silly, but each shows how far this concept can go and how it helps you capture more leads and build a better brand.

I entered Princeton University as a graduate student in 1959, when the Department of Mathematics was housed in the old Fine Hall. This legendary facility was marvellous in stimulating interaction among the graduate students and between the graduate students and the faculty. The faculty offered few formal courses, and essentially none of them were at the beginning graduate level. Instead the students were expected to learn the necessary background material by reading books and papers and by organising seminars among themselves. It was a stimulating environment but not an easy one for a student like me, who had come with only a spotty background. Fortunately I had an excellent group of classmates, and in retrospect I think the "Princeton method" of that period was quite effective.

But why write such rotten scripts? If what you say is so, everybody’s where they want to be, even beggars with sores on their shins and starving children and guys being tortured in jails?” She nodded, watching me. I said, “I can’t accept that.” She waited a bit and then almost smiled. “Unacceptable?” She asked softly. And that rang a bell. “Unacceptable … ‘to accept the unacceptable.’ You said that, in the seminar. But I can’t remember why you said it.” “Yes you can,” she said, and waited. I drew a total blank this time, and I guess she knew it, because she gave me a nudge: “You say you don’t belong here. Is ‘here’—unacceptable?” “Yes,” I said without hesitation. “Then,” she asked, “why did you write this script?” “You mean—the me out there?” She nodded. I thought about that, and then mumbled, “I put it down to—curiosity? That’s all. I mean, throwing yourself into imperfect places, into pain and disappointment and well, the unacceptable—it just doesn’t make sense.” “It doesn’t?” “It sure doesn’t … unless …” I felt my eyes get big. “Unless those, uh, entities want to do what you said—to learn to accept the unacceptable. Even if they have to create it. That doesn’t make sense.” “It doesn’t? Suppose they can’t go on unless they learn that.” “Go on? Go on where?” She shrugs. “Everything living has to go on. Seed to shrub, shrub to tree, egg to bird.” “You mean—evolve. They have to learn to accept the unacceptable in order to evolve into—whatever’s next for them.” Surprisingly, she laughed. She said, “You keep on saying ‘they.

In his seminal book Antifragile, Nassim Nicholas Taleb shows how the linear model is wrong (or, at best, misleading) in everything from cybernetics, to derivatives, to medicine, to the jet engine. In each case history reveals that these innovations emerged as a consequence of a similar process utilized by the biologists at Unilever, and became encoded in heuristics (rules of thumb) and practical know-how. The problems were often too complex to solve theoretically, or via a blueprint, or in the seminar room. They were solved by failing, learning, and failing again.

I learned an amazing way to demonstrate the effectiveness of positive versus negative thinking from Jack Canfield, President of Self-Esteem Seminars, which I now use in my workshops. I ask someone to come up and stand facing the rest of the class. After making sure the person has no problems with her (or his) arms, I ask my volunteer to make a fist and extend either arm out to the side. I then tell her to resist, with as much strength as she can muster, as I stand facing her and attempt to push her arm down with my outstretched hand. Not once have I succeeded in pushing her arm down on my initial trial. I then ask her to put her arm down, close her eyes and repeat ten times the negative statement “I am a weak and unworthy person.” I tell her really to get into the feel of that statement. When she has repeated the statement ten times, I ask her to open her eyes and extend her arm again exactly as she had before. I remind her to resist as hard as she can. Immediately, I am able to bring down her arm. It is as though all strength has left her. I wish I could record the expressions on my volunteers’ faces when they find it impossible to resist my pressure. A few have made me do it again. “I wasn’t ready!” is their plea. Lo and behold, the same thing happens on the second try—the arm goes right down with little resistance. They are dumbfounded. I then ask the volunteer once again to close her eyes, and repeat ten times the positive statement “I am a strong and worthy person.” Again I tell her to really get into the feeling of the words. Once again I ask her to extend her arm and resist my pressure. To her amazement (and everyone else’s) I cannot budge the arm. In fact, it is more steadfast than the first time I tried to push it down. If I continue interspersing positive with negative, the same results occur. I can push the arm down after the negative statement, I am not able to push it down after the positive statement. By the way—for you skeptics out there—I tried this experiment when I was unaware of what the volunteer was saying. I left the room, and the class decided whether the statement should be negative or positive. It didn’t matter. Weak words meant a weak arm. Strong words meant a strong arm.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

As I said earlier, to admit and verbally declare love is to admit that we lack. But this goes further still, for Lacan suggests that we in fact admit that we are lacking in some way whenever we open our mouths to say something. As infants we opened our mouths to convey that we were lacking in food, nourishment, warmth, or attention, and we learned to speak to express our wants in such a way that they would be less at the mercy of the interpretations of those who cared for us, for our caregivers could not always figure out what it was we wanted and their ministrations often left a great deal to be desired. All speech is a request or demand for something we are missing, or at least to be heard and recognized as missing something, as lacking in some respect. Ultimately, as Lacan puts it, we are unconditionally asking to be heard, we are asking for our request to be recognized, we are asking to be responded to, we are asking to be loved.

As I said earlier, to admit and verbally declare that we love is to admit that we lack. But this goes further still, for Lacan suggests that we in fact admit that we are lacking in some way whenever we open our mouths to say something. As infants we opened our mouths to convey that we were lacking in food, nourishment, warmth, or attention, and we learned to speak to express our wants in such a way that they would be less at the mercy of the interpretations of those who cared for us, for our caregivers could not always figure out what it was we wanted and their ministrations often left a great deal to be desired. All speech is a request or demand for something we are missing, or at least to be heard and recognized as missing something, as lacking in some respect. Ultimately, as Lacan puts it, all speech constitutes a demand for love. Whenever we speak, we are unconditionally asking to be heard (Lacan, 2015, p. 356), we are asking for our request to be recognized, we are asking to be responded to, we are asking to be loved. This is one of the reasons why psychoanalysts must not speak too much during sessions, and should even avoid presenting themselves as the authors of the little they do say when possible, preferring to reiterate and punctuate the analysand’s speech. They must not reveal much about themselves, for when they do they are essentially asking or even begging (Lacan, 2015, p. 370) to be loved, which puts the shoe on the wrong foot, as it were; this is one of the many reasons why self-disclosure is such a bad idea. As we shall see, it is not so much in order to refuse to admit to be lacking that analysts must not speak so much, for analysis structurally puts analysts in the position of loving the analysand, and that loving itself reveals their lack. Analysts must not speak much in their own names or talk about themselves so as not to demand to be loved in return by their analysands.

The traditional reluctance in this country to confront the real nature of racism is once again illustrated by the manner in which the majority of American whites interpreted what the Kerner Commission had to say about white racism. It seems that they have taken the Kerner Report as a call merely to examine their individual attitudes. The examination of individual attitudes is, of course, an indispensable requirement if the influence of racism is to be neutralized, but it is neither the only nor the basic requirement. The Kerner Report took great pains to make a distinction between racist attitudes and racist behavior. In doing so, it was trying to point out that the fundamental problem lies in the racist behavior of American institutions toward Negroes, and that the behavior of these institutions is influenced more by overt racist actions of people than by their private attitudes. If so, then the basic requirement is for white Americans, while not ignoring the necessity for a revision of their private beliefs, to concentrate on actions that can lead to the ultimate democratization of American institutions. By focusing upon private attitudes alone, white Americans may come to rely on token individual gestures as a way of absolving themselves personally of racism, while ignoring the work that needs to be done within public institutions to eradicate social and economic problems and redistribute wealth and opportunity. I mean by this that there are many whites sitting around in drawing rooms and board rooms discussing their consciences and even donating a few dollars to honor the memory of Dr. King. But they are not prepared to fight politically for the kind of liberal Congress the country needs to eradicate some of the evils of racism, or for the massive programs needed for the social and economic reconstruction of the black and white poor, or for a revision of the tax structure whereby the real burden will be lifted from the shoulders of those who don't have it and placed on the shoulders of those who can afford it. Our time offers enough evidence to show that racism and intolerance are not unique American phenomena. The relationship between the upper and lower classes in India is in some ways more brutal than the operation of racism in America. And in Nigeria black tribes have recently been killing other black tribes in behalf of social and political privilege. But it is the nature of the society which determines whether such conflicts will last, whether racism and intolerance will remain as proper issues to be socially and politically organized. If the society is a just society, if it is one which places a premium on social justice and human rights, then racism and intolerance cannot survive —will, at least, be reduced to a minimum. While working with the NAACP some years ago to integrate the University of Texas, I was assailed with a battery of arguments as to why Negroes should not be let in. They would be raping white girls as soon as they came in; they were dirty and did not wash; they were dumb and could not learn; they were uncouth and ate with their fingers. These attitudes were not destroyed because the NAACP psychoanalyzed white students or held seminars to teach them about black people. They were destroyed because Thurgood Marshall got the Supreme Court to rule against and destroy the institution of segregated education. At that point, the private views of white students became irrelevant. So while there can be no argument that progress depends both on the revision of private attitudes and a change in institutions, the onus must be placed on institutional change. If the institutions of this society are altered to work for black people, to respond to their needs and legitimate aspirations, then it will ultimately be a matter of supreme indifference to them whether white people like them, or what white people whisper about them in the privacy of their drawing rooms.

Korie: Phil and Willie are so much alike. We went to a marriage seminar at our church one time, and Phil and Kay and Jase and Missy were there as well. Each of the couples took a personality test to see if their personalities were compatible. We all laughed because Phil and Willie scored high in the characteristics for having a dominant personality. They were almost identical in a lot of areas, but somewhat different in that Willie was high in the social category as well. I think Willie got that part of his personality from his mother. It’s funny because people look at the Robertsons and think Jase and Phil are just alike, and they are certainly similar in their love for ducks. But when we took the personality test, we saw that Jase’s personality is much more like his mother’s. So I guess it makes sense that Phil and Jase get along so well in the duck blind. They made a good team, just like Phil and Kay do at home. Kay has always said that Willie is a lot like Phil and even calls him “Phil Jr.” at times. While I wouldn’t go that far, I definitely saw the similarities. They both have strong, charismatic personalities. They are both big-picture guys with big ideas and deep beliefs. Whatever either of them is going in life, he does it all the way, and they are both very opinionated, which can sometimes be a challenge. Phil and Willie haven’t always been as close as they are now. As they grew, they recognized the attributes they have in common and learned to value one another’s differences and strengths. Willie says it couldn’t have happened until after he was thirty, though. He needed to grow up and mature, and Phil has gotten more relaxed as he’s gotten older. Willie loves to hunt with his dad and brothers, but there have been times when he’s had a hard time sitting in Phil’s blind. You can only have one leader in the duck blind, only one man who lines up the men and yells, “Cut ‘em!” when it’s time to shoot. Willie and Phil have both always been leaders, whether it’s in the blind or in business.

THE PAYOFF IS EXTRAORDINARY I was giving a seminar in Detroit a couple of years ago when a young man, about thirty years old, came up to me at the break. He told me that he had first come to my seminar and heard my “3 Percent Rule” about ten years ago. At that time, he had dropped out of college, was living at home, driving an old car, and earning about $20,000 a year as an office-to-office salesman. He decided after the seminar that he was going to apply the 3 Percent Rule to himself, and he did so immediately. He calculated 3 percent of his income of $20,000 would be $600. He began to buy sales books and read them every day. He invested in two audio-learning programs on sales and time management. He took one sales seminar. He invested the entire $600 in himself, in learning to become better. That year, his income went from $20,000 to $30,000, an increase of 50 percent. He said he could trace the increase with great accuracy to the things he had learned and applied from the books he had read and the audio programs he had listened to. So the following year, he invested 3 percent of $30,000, a total of $900, back into himself. That year, his income jumped from $30,000 to $50,000. He began to think, “If my income goes up at 50 percent per year by investing 3 percent back into myself, what would happen if I invested 5 percent? KEEP RAISING THE BAR The next year, he invested 5 percent of his income, $2,500, into his learning program. He took more seminars, traveled cross-country to a conference, bought more audio- and video-learning programs, and even hired a part-time coach. And that year, his income doubled to $100,000. After that, like playing Texas Hold-Em, he decided to go “all in” and raise his investment into himself to 10 percent per year. He told me that he had been doing this every since. I asked him, “How has investing 10 percent of your income back into yourself affected your income?” He smiled and said, “I passed a million dollars in personal income last year. And I still invest 10 percent of my income in myself every single year.” I said, “That’s a lot of money. How do you manage to spend that much money on personal development?” He said, “It’s hard! I have to start spending money on myself in January in order to invest it all by the end of the year. I have an image coach, a sales coach, and a speaking coach. I have a large library in my home with every book, audio program, and video program on sales and personal success I can find. I attend conferences, both nationally and internationally in my field. And my income keeps going up and up every year.

I really feel no one listens to me. That nice doctor pretends that listening is the purpose of his visit. But his real aims are entirely different, I can tell by the way he jollies me along, trying to give me the courage to live (how can you “give” someone that?), explaining that everyone here is trying to help me, that my illness is sure to go away if I start trusting them, that in fact my illness is due to my not trusting anyone. But I’ll learn that here, in time. Then he looks at his watch and thinks what an impression his report on this case will make at the seminar this evening. He has found the key to anorexia: trust. You ass! What were you thinking of when you started preaching trust at me? They all preach trust, but none of them deserve it. You say you want to listen to me, but all you do is try to impress me, you want to fool me, you want me to like you, admire you, and you want to get something out of this whole business: you want to be able to tell your colleagues how clever you were in getting an intelligent woman to trust you.

FIVE-STEP SUCCESS FORMULA Determine what you really want. Set a specific goal to obtain it. To be effective, this goal must include a specific time frame and plan for its accomplishment. The goal should also be written down and studied regularly. Gain knowledge about your goal—listen to tapes, talk to experts, go to seminars to learn about it. Associate with people who share your goals and attitudes while avoiding those who don’t. Don’t stop until you get it.

The collective learning for us in the teaching seminar was that the higher-status person has to create the environment in which personalization becomes safe, and, in a sense, give permission for more open, trusting communication by first revealing something about himself.

But in 2009, even as the British track cycling team was preparing for the London Olympics, Brailsford embarked upon a new challenge. He created a road cycling team, Team Sky, while continuing to oversee the track team. On the day the new outfit was announced to the world, Brailsford also announced that they would win the Tour de France within five years. Most people laughed at this aspiration. One commentator said: “Brailsford has set himself up for an almighty fall.” But in 2012, two years ahead of schedule, Bradley Wiggins became the first-ever British rider to win the event. The following year, Team Sky triumphed again when Chris Froome, another Brit, won the general classification. It was widely acclaimed as one of the most extraordinary feats in British sporting history. How did it happen? How did Brailsford conquer not one cycling discipline, but two? These were the questions I asked him over dinner at the team’s small hotel after the tour of the facilities. His answer was clear: “It is about marginal gains,” he said. “The approach comes from the idea that if you break down a big goal into small parts, and then improve on each of them, you will deliver a huge increase when you put them all together.” It sounds simple, but as a philosophy, marginal gains has become one of the hottest concepts not just in sports, but beyond. It has formed the basis of business conferences, and seminars and has even been debated in the armed forces. Many British sports now employ a director of marginal gains.

Since the establishment of the lifesaving “Eddie Eagle GunSafe Program” in 1988, more than twenty-eight million pre-kindergarten to fourth-grade children have learned what to do if they see a firearm in an unsupervised situation. • During the past seven years, “Refuse to Be a Victim” seminars have helped more than fifteen thousand men and women develop their own personal safety plan using common-sense strategies.

In such an atmosphere discussion filled all of our time that was not spent over our books. The professors held open house at their homes for the students who attended their seminars, which were in themselves advanced classes for discussion; a topic would be announced and the talk would continue through a blue haze of tobacco smoke into the small hours––after which we would relax for supper and for music. These evenings provided almost our sole social diversion. We were not at the university to play but to learn, and after a lecture in the classroom we would form little groups, gathering on the grounds or hunting empty seminar rooms and arguing excitedly for hours. These gatherings had a name. They were called the Steh-Convent, which can be translated with approximate accuracy as the “standing convention,” and for them we always sought out acquaintances with whom we vigorously disagreed.

To position yourself as an expert, learn everything you can about a subject. Develop your knowledge: read books, attend classes, listen to your market, get training, attend seminars, find a mentor, join a mastermind group of like-minded individuals, watch videos, and study.

A bubble is a fragile thing, and often in the evening the professors talked worriedly about its bursting. They worried about political correctness, about their colleague on TV with a twenty-year-old female student screaming abuse into her face from a distance of three inches because of a disagreement over campus journalism, their colleague in another TV news story abused for not wanting to ban Pocahontas costumes on Halloween, their colleague forced to take at least one seminar’s sabbatical because he had not sufficiently defended a student’s “safe space” from the intrusion of ideas that student deemed too “unsafe” for her young mind to encounter, their colleague defying a student petition to remove a statue of President Jefferson from his college campus in spite of the repressible fact that Jefferson had owned slaves, their colleague excoriated by students with evangelical Christian family histories for asking them to read a graphic novel by a lesbian cartoonist, their colleague forced to cancel a production of Eve Ensler’s The Vagina Monologues because by defining women as persons with vaginas it discriminated against persons identifying as female who did not possess vaginas, their colleagues resisting student efforts to “de-platform” apostate Muslims because their views were offensive to non-apostate Muslims. They worried that young people were becoming pro-censorship, pro-banning-things, pro-restrictions, how did that happen, they asked me, the narrowing of the youthful American mind, we’re beginning to fear the young. “Not you, of course, darling, who could be scared of you,” my mother reassured me, to which my father countered, “Scared for you, yes. Vith this Trotskyist beard you insist on wearing you look like an ice-pick target to me. Avoid Mexico City, especially de Coyoacán neighborhood. This iss my advice.” In the evenings they sat in pools of yellow light, books on their laps, lost in words. They looked like figures in a Rembrandt painting, Two Philosophers Deep in Meditation, and they were more valuable than any canvas; maybe members of the last generation of their kind, and we, we who are post-, who come after, will regret we did not learn more at their feet.

Seth runs TheMarketingSeminar.com, which is the intensive workshop that this book is based on.

A Constant Search for Knowledge The consistent, disciplined, purposeful, constant search for knowledge: it’s where the life-changing ideas are. Pursue knowledge with high expectations. Spend the money, time, and effort. They are all investments, but the payoff is so great it’s hard to compare the cost to the reward. First is the money. I have a great suggestion. Set up an educational fund for the programs, the books, the lectures, the seminars, and the videos you need for a constant flow of ideas and inspiration. Take a portion of your income each month and set it aside to invest in the search for knowledge. Remember, the best money spent is the money spent to cultivate the genius of your own mind and spirit. Make sure you don’t spend more for frivolous comforts and conveniences than you do for education. The money is a small price. The promise is unlimited potential. The next investment is time, which is an extremely valuable expenditure. It’s one thing to ask someone for their money, but to ask them for their time is a much more significant request. Knowledge takes time, precious time. The time you spend is irreplaceable. You can get more money, but you can’t get more time. However, life has a unique way of rewarding high investment with high return. The major investment of time you’re making now could be that small fine-tuning you need for major accomplishment. Last is the investment of effort. There is a great deal of difference between casual learning and serious learning. Learning that opens up the whole mental and spiritual process is truly an investment in effort. And this effort is the investment that opens the floodgates of ideas that can work their magic for you in the marketplace. So I don’t hesitate to ask you to spend—in a deliberate and consistent fashion—the money, time, and effort required to reach your goals. These are the investments that turn on the lights, sharpen the focus, and start turning your wishes of wealth and happiness into reality.

Here’s the truth: Knowledge is not power. It only has the potential to be power. You can read this book and learn everything in it, but if you don’t take it and apply the knowledge, it will be useless. All the books, podcasts, seminars, online programs, and inspiring social media posts in the world won’t work until you put your knowledge into action.

What to do to be an Expert in Freelancing? What is Freelancing? We already know that, Now let's see What to do to be an Expert in Freelancing - Things to do for Self Development: Get positive feedback from clients by practicing what you are good at, and finding work that matches your skills. This is the key to your improvement and the first step to success. When you start to succeed, choose the opportunities that work best for you. Use the time appropriately and fully. Some of the processes of Self-Presentation after Self-Development are discussed below - Process of Introducing Yourself: 1. Enhance your profile and build your portfolio with accurate information about yourself. 2. Create your own signature that will identify you in your work. 3. Always use your own photo and signature for original work. 4. Run your own campaign. For example: commenting on others' posts, making full use of social sites, keeping in touch with others, doing service work, teaching others, participating in various seminars, and distributing leaflets or posters. Showing Professionalism: How to express or calculate that you are a professional? There are many ways, by which you can easily express that you are a professional entrepreneur or employee. The ways are: 1. Professionals never work for free, so before starting a job, you must be sure about the remuneration. 2. Professionals don't work on balance, if you want to show professionalism you must pay in cash or promise to pay half in advance and the rest at the end of the job. 3. A professional never lacks any research or communication for his work. Win the Client's Heart: There are thousands of freelancers in front of a client for a job, but only one gets the job. The person who got the job got it because he presented himself in the client's mind. Mistakes to Avoid: Only humans are fallible. It is natural for people to make mistakes, but if people can't learn from those mistakes then it is better not to make such mistakes. The Mistakes are: 1. Failure to identify oneself. 2. Show Engagement. 3. Lack of communication with the client etc. Being Punctual: It is wise to do the work on time. Never leave work. Because if you leave work, the amount of work will increase and not decrease. Therefore, it is better to do the work of time in time and move towards the formation of life by being respectful of time. So, if the above tasks are done or followed correctly, achieving success as a freelancer is just a saying. To make yourself a successful and efficient freelancer, the importance and importance of the above topics is immense.

You must learn bow to handle rejection. When I repeat that in a seminar, I can feel the physiology in the room change. Is there anything in the human language with more sting than the tiny word “no”? If you’re in sales, what’s the difference between making $100,000 and making $25,000? The main difference is learning how to handle rejection so that this fear no longer stops you from taking action. The best salesmen are those who are rejected the most. They’re the ones who can take any “no” and use it as a prod to go onto the next “yes.

Finally, you did not have to pay $3,000 to get this knowledge as my seminar participants did. In Section Three we take all that you have learned and crystallize it into practical knowledge by examining many of the ads that were used as examples in our seminar. This is an important section, for here you see how all the pieces you have learned fit together. We also examine a few ads where the pieces didn’t quite fit together and we show you how they could have been done more effectively.

the first two sections of this book I have taught you most of the copywriting techniques I taught my seminar participants. You have learned techniques that took me many years to develop. You have learned concepts that I didn’t discover and personally use until well into my career. And most importantly, you have learned from my failures—an education that has cost me dearly but that you do not have to experience on your own.

I learned that female professors and departmental secretaries are the natural enemies of the academic world, as I was privileged to overhear discussions of my sexual orientation and probable childhood traumas from ten to ten-thirty each morning through the paper-thin walls of the break room located adjacent to my office. By these means I learned that although I was in desperate need of a girdle, I was better off than one of the other female professors, who would never lose all that baby weight by working all of the time. As hard as I worked, I just couldn’t get ahead. Showers became a biweekly ritual. My breakfast and lunch were reduced to a couple of cans of Ensure from the cases that I kept under my desk, and in desperation, I once threw one of Reba’s Milk-Bones in my purse so that I could gum it during a seminar, trying to keep peoples’ attention off of what I knew would be my growling stomach. The acne that I had never wrestled with as a teenager decided to make up for lost time with a magnificent debut, and I passed the workday biting my nails with ferocity. My brief forays into romance had convinced me that I would be relegated to love’s bargain bin; none of the single guys that I met could understand why I worked all of the time, and nobody wanted to listen to me talk about plants for hours, anyway. Everything about my life looked pretty well messed up compared with how adulthood had always been advertised to me.

My hope and intent is to provide a wide range of resources and ideas that provoke real questions and considerations under the surface of common dialogue. With a definite thrust toward clues for moving beyond limiting patterns that restrict our personal and communal evolution and experience of, as well as effectiveness in, life. Part of that is about giving different angles of insight into the why and how of developing skills, whatever they may be. I think the larger discussion, or maybe the more relevant one surrounding skills development, involves what quality of fuel is being used to run the skill. Inevitably, and very quickly, this enters into considerations of how much of oneself one brings to the show. For example, anyone can learn a sophisticated skill in an extremely short period of time, once they’re completely convinced of the need, benefit and value of doing so and find enough full-bodied conviction to engage it accordingly (“You never hear anyone practicing a language; they simply listen and then begin to speak.” — Wade Davis).

It’s misleading or deceptive in a way that such skills are learned like any other — simple practice, sincere investment over time. Yes, like small steps, one at a time, to cross the bridge. Just a single step today.

How Long Will It Take? You can’t blame people for wanting instant results. Time is money, and quickness, especially quick OODA loops, is good. But when it comes to adopting maneuver conflict / Boyd’s principles to your business, there is a lot to be learned and a lot to be done. Consider that: •   According to its principle creator, Taiichi Ohno, it took 28 years (1945-1973) to create and install the Toyota Production System, which is maneuver conflict applied to manufacturing. •   It takes roughly 15 years of experience—and recognition as a leader in one’s technical field—to qualify as a susha (development manager) for a new Toyota vehicle.150 •   Studies of people regarded as the top experts in a number of fields suggest that they practice about four hours a day, virtually every day, for 10 years before they achieve a recognized level of mastery.151 •   It takes a minimum of 8 years beyond a bachelor’s degree to train a surgeon (4 years medical school and 4 or more years of residency.) •   It takes four to six years on the average beyond a bachelor’s degree to complete a Ph.D. •   It takes three years or so to earn a black belt (first degree) in the martial arts and four to six years beyond that to earn third degree, assuming you are in good physical condition to begin with. •   It takes a bare minimum of five years military service to qualify for the Special Forces “Green Beret” (minimum rank of corporal / captain with airborne qualification, then a 1-2 year highly rigorous and selective training program.) •   It takes three years to achieve proficiency as a first level leader in an infantry unit—a squad leader.152 It is no less difficult to learn to fashion an elite, highly competitive company. Yet for some reason, otherwise intelligent people sometimes feel they should be able to attend a three-day seminar and return home experts in maneuver conflict as applied to business. An intensive orientation session may get you started, but successful leaders study their art for years—Patton, Rommel, and Grant were all known for the intensity with which they studied military history and current campaigns. Then-LTC David Hackworth had commanded 10 other units before taking over the 4th Battalion, 39th Infantry in Vietnam in 1969, as he described in Steel My Soldiers’ Hearts. You may also recall the scene in We Were Soldiers where LTC Hal Moore unloaded armfuls of strategy and history books as he was moving into his quarters at Ft. Benning. At that point, he had been in the Army 20 years and had commanded at every level from platoon to battalion.

Each religion has provided a tremendous service in defining elements of conscience. They have made it possible for us to live together in a society, to work toward common goals, and to learn how to accept or tolerate relative opposition to our own opinions. I also think that this has been done much as a parent needs to provide a similar service for an adolescent. Internal and external conflict requires discipline to organize and structure some form of minimizing the chaos imposed on others.

We all understand the value of sacrifice, even if that only involves setting aside dessert so as to lose weight, or putting money in the bank so as to later buy a house. Progress or achievement in any arena requires choices that often oppose what one feels like doing. The trick in truly succeeding with this in the long run is locating enough depth of feeling that the experience of conflicting desires dissolves. For that to happen, one has to learn how to think emotionally and physiologically.

We don’t know how to feel with conscience. Ideas like integrity or devotion remain abstract, theoretically correct and good, but lacking the ability to produce immediately fulfilling emotions or sensations. What I mean by learning to think emotionally and physiologically is rediscovering the visceral joy of investing in what we already love, the kind of unquestioned spiritual relentlessness we had as kids. As adults, that demands an internal dialogue through which we transpose the search for pleasure onto a platform that is in harmony with our conscience and real responsibilities. We find the pleasure in applied conscience. That’s a lot easier than it sounds. Basically, it’s about recognizing and feeling passion for what we really want to do in our lives.

Here are ten prominent things I want to do before I die: I want to spend about one year in different osho camps across the world. I want to experience luxury of best hotels and resorts across the world. I want to write at least twenty books on English, communication skills, and career development. I want to live last ten year of my life doing meditation and teaching English. I want to learn playing drums and singing songs. I want to run multibillion dollar Education Company, where I want to hire best talent in Industry. I want to hire a fitness coach and makeover coach because my dressing style is too bad. I want to attend seminars and training programs of best leader including Darren Hardy around the world. I want to cook 1000 dishes. I want to take Jacuzzi bath every single day before I die.

Among the many private initiatives in this field, the latest, launched in the summer of 2012, is aimed at middle-school female students in New York. Girls who Code is a seminar, hosted by a startup (AppNexus in 2012), where 13-17 year-old girls learn how to write software programs, design websites, and build applications. Mainly, they learn that these subjects are fun and accessible to them, and not only to male computer geeks. “Girls who Code is not just a program, it's a movement to close the sexist gap in the technological sector,” explained the program’s two organizers, Reshma Saujani and Kristen Titus, to attendees of a big gala that took place on the evening of Oct. 22, 2012 on the floor of the New York Stock Exchange. The occasion was to celebrate the success of the first edition of Girls Who Code and collect additional funds in support of the initiative. The first 20 “graduates” of the course spoke of their experience and their dreams for the future, while sitting at the gigantic table in the NYSE’s Board Room. Tomorrow, one of them could return as the CEO of a high-tech business, and perhaps ring the bell on the trading floor to inaugurate her company’s Initial Public Offering.

Can there be any positives for an addicted child? It’s hard to believe that there could be. But there’s a lot to be learned from a drug addict or alcoholic. The experience of being a drug addict or alcoholic can definitely serve humankind. As it turns out, some of the only people qualified to call themselves authorities on the subject of substance abuse are former substance abusers themselves. Only the former addict can tell you how the mind of a drug addict works. That’s because he or she has been there. And we haven’t. Nor have many of the so-called expert psychologists and counselors. As in any trade, it’s best to have some degree of education. Former addicts got their education from the substances they abused. As the escalation of drug-use hits an all time high worldwide, there will be an increasing need for these former addicts who’ve actually been “in the field” and can counsel the steady flow of younger addicts. Counselors who have been addicts are usually better able to detect the manipulations or scams devised so cleverly by practicing addicts. As these counselors will testify, they probably know every move an addict is making or is planning to make. Didn’t they do the same? So perhaps there is a positive to your child being an addict. Perhaps your child is being trained to counsel others. Maybe the streets and the alleys are his or her classroom. On staff at practically every rehab in every city across this country, there will be at least several people who’ve gained an education living the life of a junkie or a drunk. These are invaluable personnel, people who’ve walked into the darkness and have walked out again. Could be this is where your addicted child is headed? How about you? Can you help others? There are many child-psychology experts out there making valuable contributions to our culture. But unless they’ve taken the same roller-coaster ride that the parent of an addict has taken, they can’t speak from experience on this topic. Experience doesn’t always count for everything. But once the parent of an addict has passed a certain stage, the “letting-go stage,” he or she can relate to other parents in trouble and offer help. After all, who knows better the pain and sorrow of seeing a child in such distress than the parent? It’s not that I don’t have the greatest respect for professionals or feel that there isn’t a huge need for them: It’s just that there’s a big difference in “living it” and “learning it.” Not long ago, I attended a three-hour seminar given by a noted child psychologist. His subject was how to deal with teenagers so that they wouldn’t fall into the clutches of drugs and alcohol. I was curious about his methods—which consist mainly of “talking” to young addicts and “talking’ to them some more. Then he mentioned that his own children were two and three years old. Listening to him, I wondered just how much his methods in dealing with young people would change over the years, especially after his children reached puberty. It will be interesting to hear what he has to say in a decade or two.

Josh Miller, 22 years old. He is co-founder of Branch, a “platform for chatting online as if you were sitting around the table after dinner.” Miller works at Betaworks, a hybrid company encapsulating a co-working space, an incubator and a venture capital fund, headquartered on 13th Street in the heart of the Meatpacking District. This kid in T-shirt and Bermuda shorts, and a potential star of the 2.0 version of Sex and the City, is super-excited by his new life as a digital neo-entrepreneur. He dropped out of Princeton in the summer of 2011 a year before getting his degree—heresy for the almost 30,000 students who annually apply to the prestigious Ivy League school in the hope of being among the 9% of applicants accepted. What made him decide to take such a big step? An internship in the summer of 2011 at Meetup, the community site for those who organize meetings in the flesh for like-minded people. His leader, Scott Heiferman, took him to one of the monthly meetings of New York Tech Meetup and it was there that Miller saw the light. “It was the coolest thing that ever happened to me,” he remembers. “All those people with such incredible energy. It was nothing like the sheltered atmosphere of Princeton.” The next step was to take part in a seminar on startups where the idea for Branch came to him. He found two partners –students at NYU who could design a website. Heartened by having won a contest for Internet projects, Miller dropped out of Princeton. “My parents told me I was crazy but I think they understood because they had also made unconventional choices when they were kids,” says Miller. “My father, who is now a lawyer, played drums when he was at college, and he and my mother, who left home at 16, traveled around Europe for a year. I want to be a part of the new creative class that is pushing the boundaries farther. I want to contribute to making online discussion important again. Today there is nothing but the soliloquy of bloggers or rude anonymous comments.” The idea, something like a public group email exchange where one can contribute by invitation only, interested Twitter cofounder Biz Stone and other California investors who invited Miller and his team to move to San Francisco, financing them with a two million dollar investment. After only four months in California, Branch returned to New York, where it now employs a dozen or so people. “San Francisco was beautiful and I learned a lot from Biz and my other mentors, but there’s much more adrenaline here,” explains Miller, who is from California, born and raised in Santa Monica. “Life is more varied here and creating a technological startup is something new, unlike in San Francisco or Silicon Valley where everyone’s doing it: it grabs you like a drug. Besides New York is the media capital and we’re an online publishing organization so it’s only right to be here.”[52]

as one utilizes the findings of modern scholarship, one renews an essential characteristic of Jewish learning. Biblical exegesis in rabbinic and medieval Judaism has always focused on debate and variety….[T]he post-modern Jew revels in the diverse voices and counter-voices [discovered by critical Bible scholarship] so reminiscent of Talmudic and contemporary dialectic. (from "The Scroll of Isaiah as Jewish Scripture, Or Why Jews Don't Read Books," in Society of Biblical Literature 1996 Seminar Papers)

And as this battle moves us all along, killing and maiming, crushing and roaring, much of contemporary Christianity fights with bumper stickers and self-esteem seminars. As the enemy smiles and schemes to ravage our children and decapitate our churches, we try to play down our differences with our attackers and use their institutions as models for our own. As they mock Christ to His face, we learn to relax, take a joke, and create a more entertaining worship atmosphere. The only thing worse than being cut to death in the middle of a war is having it happen without realizing it.

Be patient and be yourself. Unbelievable that I needed to consume weeks worth of books and seminars to learn that.

We should conduct ourselves so that wisdom will grow. Our organization’s structures should be designed to facilitate learning at all levels, in all areas, even if at first we don’t see the relevance. Professional development opportunities including seminars, university programs, special project teams, and mentoring programs are just a few examples of structured learning.

The process of learning a culture—enculturation—is partly explicit but mostly implicit. The explicit part can be put into books and taught in seminars or classrooms. Most of culture is acquired by a process of absorption—by living and practicing the culture with those who already share it. No book, including this one, can replace the need to live a culture. But it is possible to use a book as a means of “sensitizing,” of preparing, a person for enculturation—shortening the time required to understand and begin integrating lived experiences.

could turn you into an asshole; he’d learned that teaching grad-school seminars. It could teach you to treat real people the way you did characters, as instruments of your own intellectual pleasure, cadavers on which to practice your critical faculties.

Who better to teach than the most capable among us? And I’m not just talking about seminars or formal settings. Our actions and behaviors, for better or worse, teach those who admire and look up to us how to govern their own lives. Are we thoughtful about how people learn and grow? As leaders, we should think of ourselves as teachers and try to create companies in which teaching is seen as a valued way to contribute to the success of the whole. Do we think of most activities as teaching opportunities and experiences as ways of learning? One of the most crucial responsibilities of leadership is creating a culture that rewards those who lift not just our stock prices but our aspirations as well.

program in which all the pieces work together like a finely tuned machine. So your Web site should look very much like your brochure and direct mail pieces, using the same graphics, headlines, and market data from your core story. As you learned in Chapter Four, I don’t care what kind of product or ser vice you offer, there is information that can be of value to your prospects that can soup up your ability to spread your fame and advance your brand. The information on your Web site will get search engines to send you even more leads. Then once folks come to your Web site because it has information of value to them, you can then go a step further and offer Web seminars and mass teleconferences to teach folks how to be more successful in the area in which they live that intersects with your product or ser vice. This will get you even deeper with your prospects. So think of your Web site as a community where there are benefits to your prospects when they visit.

One of the reasons you can’t learn everything you need to know about leadership from a seminar or a book is that leadership is, ultimately, an art.

1.​YOUR LOVE RELATIONSHIP. This is the measure of how happy you are in your current state of relationship—whether you’re single and loving it, in a relationship, or desiring one. 2.​YOUR FRIENDSHIPS. This is the measure of how strong a support network you have. Do you have at least five people who you know have your back and whom you love being around? 3.​YOUR ADVENTURES. How much time do you get to travel, experience the world, and do things that open you to new experiences and excitement? 4.​YOUR ENVIRONMENT. This is the quality of your home, your car, your work, and in general the spaces where you spend your time—even when traveling. 5.​YOUR HEALTH AND FITNESS. How would you rate your health, given your age, and any physical conditions? 6.​YOUR INTELLECTUAL LIFE. How much and how fast are you growing and learning? How many books do you read? How many seminars or courses do you take yearly? Education should not stop after you graduate from college. 7.​YOUR SKILLS. How fast are you improving the skills you have that make you unique and help you build a successful career? Are you growing toward mastery or are you stagnating? 8.​YOUR SPIRITUAL LIFE. How much time do you devote to spiritual, meditative, or contemplative practices that keep you feeling connected, balanced, and peaceful? 9.​YOUR CAREER. Are you growing, climbing the ladder, and excelling? Or do you feel you’re stuck in a rut? If you have a business, is it thriving or stagnating? 10.​YOUR CREATIVE LIFE. Do you paint, write, play musical instruments, or engage in any other activity that helps you channel your creativity? Or are you more of a consumer than a creator? 11.​YOUR FAMILY LIFE. Do you love coming home to your family after a hard day’s work? If you’re not married or a parent, define your family as your parents and siblings. 12.​YOUR COMMUNITY LIFE. Are you giving, contributing, and playing a definite role in your community?

He began university studies that fall. The seminars in private apartments created intimacy between students and professors. The central figure, Professor Jerzy Krzyżanowski, taught students that studying literature required history—and also that critique and mockery were part of scholarship. Tadeusz was happily absorbed by his courses in Polish literature, European intellectual history, and Shakespeare, led by outstanding scholars, people risking their own lives to teach. He read constantly, in bed, on the tram, during lectures. The impoverished son of political refugees found a circle of bright friends who shared a secret and a love of learning

M. Romains had taken many journeys in his country’s interest and at his own expense. He had talked with the statesmen of fourteen European lands. Three years ago he had traveled to Berlin and delivered a lecture under government auspices. Brownshirted leaders had been summoned from all over the land to hear him, and one of the top-flight Nazis had said to him: “You know, no private individual has ever been received like this in Berlin.” The philosopher-novelist had also been welcomed by the King of the Belgians, who had discussed frankly that country’s attitude to the gravely threatened war. As M. Romains told about these matters, you couldn’t doubt that he was patriotically in earnest, but also you couldn’t help feeling that he was intensely impressed by his own importance. His plan was the one known as le couple France-Allemagne, and it meant reconcilation with Germany, by the simple method of giving the Nazis whatever they demanded. For example, he had had the idea that the Allies should have got out of the Saar without the formality of a plebiscite. Lanny happened to know that Briand had been trying to work out some compromise on this question as far back as ten years ago; but apparently M. Romains didn’t know that, and certainly it wasn’t up to Lanny to correct him on his facts. The philosopher-novelist seemed to have the idea that the Saar settlement had been a matter between France and Germany, and that the plebiscite had taken place under French military control, whereas the fact was it had been a League matter, and French troops had been withdrawn nine years before the plebiscite was held. Among the members of that attentive audience was Kurt Meissner, who had met the Frenchman many years ago in Emily’s drawing-room. Evidently he had put his opportunity to good use, for it was just as if M. Romains had sat in a seminar conducted by the Wehrmacht’s agent, had absorbed the entire doctrine, and was now giving an oral dissertation to demonstrate what he had learned and get his degree. His discourse embraced the complete Nazi program for the undermining of the French republic: warm protestations of friendship; unlimited promises of peace; the sowing of distrust of all politicians and of the entire democratic procedure; and, above all else, fear of the Red specter. The Reds kept faith with nobody, their country was a colossus with feet of clay, their army a broken reed upon which France persisted in trying to lean. The republic had to choose between Stalin and Hitler; between an illusory military alliance and a secure and enduring peace. The words burned Lanny’s tongue: “M. Romains, have you ever read Mein Kampf?” Of course, Lanny couldn’t say them; but he wondered, how would this somewhat self-conscious idol of the bourgeois world have replied? Lanny recalled the Max Beerbohm cartoon in which a drawing-room fop is asked if he has read a certain book, and replies: “I do not read books; I write them.

Challenges are inevitable, but how you choose to respond to them is what sets you apart. A growth mindset sees them as opportunities for learning and improvement.

How long does it take to Learn Freelancing? How long it takes to learn freelancing depends on what you're learning, how you start freelancing, and how hard you try to learn it. Learning something requires more willpower and concentration than any effort. The sooner you continue to learn to work with focus, the sooner you will succeed. And the slower you go, the longer it will take you to learn the task. So if you want to build a career online as a professional freelancer then you must spend extra time on it. Freelancing for Beginners: If you are new to the freelancing sector, there are a few things you need to know. For example: What is data entry? What is outsourcing? Web design key etc. Having a basic understanding of these things will make it much easier for you to learn freelancing. Although freelancing has complex tasks as well as some simple ones. But it is very few and low incomes. There are many new freelancers who want to earn freelancing with mobile. Their statement is, "I don't need so much money, only 4-5 thousand taka will do". In their case, I would say that you learn data entry work. You can earn that amount of money in this work. But if you choose freelancing just to do this job then I would say you are doing it wrong. Because this data entry work is very long, you need to work for 7-8 hours. And if you dream of only 4-5 thousand rupees by working 7-8 hours, then my suggestion for you is that you should not do this work but get tutoring. At least it will be best for you. Freelancing requires you to have big dreams and the passion to make them come true. Misconceptions about Freelancing: There is no substitute for a good quality computer or a good quality laptop to learn and master freelancing professionally. This way you can practice and learn very quickly without any hassle. Many people think that by looking at the monitor and pressing the keyboard, they become freelancing and can earn lakhs of rupees a month. In fact, those who think so cannot be entirely blamed. Many of us get lured by such mouthwatering advertisements as "opportunity to earn lakhs per month with just one month course" and waste both our precious time and money by joining bad unprofessional coaching centers. Why is it not possible to learn freelancing in just one month even in one year? It is clear proof that glittering does not make gold. There are thousands of jobs in freelancing, each job is different, and each job takes a different amount of time to learn. So it is very difficult to comment on how long it takes to learn freelancing. Be aware in choosing the right Freelancing Training Center: But whatever you do, don't go for an online course of Rs 400-600-1200. Because it will also lose the willpower you have to learn to freelance. If you have to do this type of bad course today, then do a government freelancing course or you can take practical training from an organization called "Bhairab ​​IT Zone" for a nominal fee. Here hands-on training is provided by professional freelancers using tools in free, premium, and upgraded versions. Although there are many ways or mediums to learn freelancing or outsourcing. E.g. Outsourcing Learning Books, Youtube Video Tutorials, Seminars etc. Either way, some learn to swim in a day and some in a week. To become a good swimmer one must continue swimming for a long time. Not everyone has the same brain capacity or stamina. Humans are naturally different from one another. The same goes for freelancing. You might learn the ins and outs of freelancing within 6-7 months, it might take another 1-2 years. No matter how long it takes to learn, you need to work twice as long to become proficient at it. But with hard work, willpower, and determination you can make any impossible possible. Please visit Our Blogging Website to Read More Articles related to Freelancing and Outsourcing.

If you want to escape the traps of traditional selling and surpass your best performances of the past, learn the Reversing technique as soon as possible. When you do, you’ll stop telling and you’ll start selling. —DAVID H. SANDLER

Falitz began running seminars for the group, but she never understood why Terrace was hiring people who did not know ASL for an ASL project. Wambach's criticism went further. She thought that Nim should have been raised in a deaf family from infancy. Giving him to the LaFarges was like putting a child in an Italian family to learn German.

Why Should I Do Freelancing? Guidelines for Beginners Why do we do freelancing? People are doing nothing in the urge of life. Some are working, some are doing business, some are doing advocacy, and some are freelancing. Everyone has one goal behind doing all this, and that is to “make money”. As the days are changing, people's needs are also increasing. Earlier people did not have so many needs so they did not lack happiness. Everyone had their own land, from which crops, vegetables, and fruits were produced and earned a living. Slowly the days started to change, and the use of technology also started to increase, along with it the image and attitude of people started to change. The competitive spirit of who will get more than who, who will be ahead of who started, which continues till now. And that is why people are constantly looking for work, some inside the country and some outside the country. Everyone has almost the same goal, and that is to earn a lot of money, stand on their own feet, take responsibility for their family, build the future of their children, and much more! But does all work make satisfactory money? Of course not. If you are employed then you will get a certain amount of monthly income, if you are doing business then the income will be average with profit-loss-risk, and if you are freelancing then you will be able to control your income. You can earn money as you wish by working as you wish. So let's find out why you should do freelancing:- Why Do Freelancing? What is Freelancing? Freelancing is an independent profession. This profession allows you to work when you want, take vacations when you want, and quit when you want. You will never want to leave this profession though, because once you fall in love with freelancing, you never want to leave. There are many reasons for this. They are easy, self-reliance, freedom from slavery, self-king, having no limitations, etc. All of us have some latent talent. That talent often remains dormant, those of us who spend years waiting for a job can wake up our latent talent and stand on our own feet by expressing it through work. No need to run with a CV to any company or minister for this. Do you like to write? Can you be a content writer, can you draw good design? Can be a designer, do you know good coding? Can be a software engineer. There are also numerous other jobs that you can do through freelancing. You too can touch the door of success by freelancing, all you need is enthusiasm, courage, willpower, morale, self-confidence, and a lot of self-confidence. But these things are not available to buy in the market, so it will not cost you money. What will be spent is 'time' as the saying goes "The time is money and the money is equal to time". To make money you must put in the time. Guidelines for Beginners: As I have said before, if you think that you can suddenly start freelancing and earn lakhs of rupees and become a millionaire within a year, then I would say that bro, freelancing is not for you. Because the greed of money gets you before you can work, you can't go any further. If you are thinking of starting freelancing to utilize your talent then definitely take advice from someone senior to you, take tips from those who are in the sector, explore online, collect video tutorials, and take free courses if available. Still, if there is any problem or confusion which you are not able to solve, then you can visit the freelancing training center called “Bhairab ​​IT Zone”. Here students are trained professionally by experienced freelancers. If you want you can apply now for their free seminar from here, and learn about all the courses Please Visit Our Blogging Website to Read more Articles related to Freelancing and Outsourcing, Thank You.

Knowledge is not power. It only has the potential to be power. You can read this book and learn everything in it, but if you don’t take it and apply the knowledge, it will be useless. All the books, podcasts, seminars, online programs, and inspiring social media posts in the world won’t work until you put your knowledge into action. It’s easy to talk about what we learn, but I want to challenge you not to talk about it, but to show what you learned. It’s better well done than well said. Don’t promise, prove. Your results will speak for themselves.

Insulting your intelligence. Not making you feel special and appreciated . All the times I continued to do things when you asked me to stop. Using the silent treatment to get what I wanted. Choosing to ignore you until you said you were sorry when we had a fight . Expecting sex whenever I wanted it but not giving it when you did . Not meeting your emotional needs and driving you to get them from another man . Not recognizing just how strong of a person you are . Making you wear a bathing suit when you were pregnant so I could make fun of you. All of the times that I didn't do things around the house because I knew you would do them eventually. Not doing more upkeep on our house. Having so many hobbies and interest and not simply appreciating you, the kids, our home, and our life. Always finding something to criticize about you. Not nurturing you . Not building you up but always tearing you down. Not complimenting you more. Taking you for granted. Not taking care of my body more to give you something pleasing to look at. Not letting go . All the emails. Expecting my needs to be the first priority of the family because I was the head of the household . Not knowing the true meaning of being the head of the household . Not reading more with you . Getting mad at you about something 3 or 4 times a week, maybe more . Not learning to enjoy your hobbies with you . Not working in the yard with you more . Interrupting you when you talk . Always acting like the victim . Limiting your spending money by giving you an allowance . Being unhappy so many days of my life . Ingraining in you and the kids "Is dad mad?". Getting mad and not staying overnight at the marriage seminar a few years ago . All the 1000's of more times I’m not remembering of "being mad because ______”. Yelling at you 1000's of times. Not providing the means for you to fix up the house the way you wanted to. Destroying your dreams. Always having to struggle for money . Not going to kids events with you . Defending myself whenever you'd point out something I was doing to upset you or the kids. You being married to a man who was still a child in his emotional development. Not recognizing how hurt you were . Being verbally abusive . Taking my misery out on you and the kids . My ego and my pride . Putting you first instead of God . Making you feel as if you never measured up . Crushing the tender flower in you . Not building the children up spiritually . Always thinking your issues were no big deal . All the tax problems . Not paying all our bills . Being lazy . Thinking I always had all the answers . Never apologizing . Never backing down. Telling you why you shouldn't feel the way you felt about things . Not learning the true meaning of a godly man and godly marriage. Having to make you suffer because of my fear of abandonment . Asking you to do things during sex that you didn’t like or were not comfortable doing . Any event(s) that are strong in your mind that I have failed to recognize in this list that was ever hurtful, disrespectful or disappointing to you. Making you have to divorce me. There was no other way for me to wake up and realize exactly the person I have been and how I was in our marriage. I am waking up.

The client may also raise the question of confidentiality: Who will know about what is discussed between the two of you? This issue will be discussed in a number of different contexts later in the book, but it is important for now to realize that there are some exceptions in practice to the notion that client confidentiality will be upheld at all costs. For instance, information is usually shared in agencies where there is a team approach to treatment decisions. Also, in most settings where students train, there are seminars or other learning situations in which group discussions of cases occur. More importantly, in instances involving certain risks of danger to the client or others, there are exceptions in the law to your right to keep information confidential. You should discuss these issues with your supervisor in advance. You need to find out what exceptions prevail and get some basic guidelines so that you will be prepared and comfortable in talking with your clients about how things work in your agency. Usually, after noting the exceptions, you should be able to reassure the client that no information about her will leave the agency without her written consent.

Reacting students also indicated that they would be less likely to take future Reacting-type courses. The explanation, the researchers learned, was that Reacting students had worked much harder than their peers in regular seminars.

Education and wisdom about money are important. Start early. Buy a book. Go to a seminar. Practice. Start small. I turned $5,000 cash into a one-million-dollar asset producing $5,000 a month cash flow in less than six years. But I started learning as a kid. I encourage you to learn, because it’s not that hard. In fact, it’s pretty easy once you get the hang of it.

Too many people suffer from destination disease. They reach a certain level, earn their degrees, buy their dream homes, and then just coast. Studies show 50 percent of high school graduates never read another entire book. One reason may be that they see learning as something you do in school, just something you do for a period of life instead of as a way of life. We all learned when we were in school. Our teachers, coaches, and parents taught us. We were expected to learn when we were school age. But some tend to think that once they finish a certain level of education: “I’m done with school. I’ve finished my training. I’ve got a good job.” Winners never stop learning, and this is the sixth undeniable quality I have observed. God did not create us to reach one level and then stop. Whether you’re nine or ninety years old, you should constantly be learning, improving your skills, and getting better at what you do. You have to take responsibility for your own growth. Growth is not automatic. What steps are you taking to improve? Are you reading books or listening to educational videos or audios? Are you taking any courses on the Internet or going to seminars? Do you have mentors? Are you gleaning information from people who know more than you? Winners don’t coast through life relying on what they have already learned. You have treasure on the inside--gifts, talents, and potential--put in you by the Creator of the universe. But those gifts will not automatically come out. They must be developed. I read that the wealthiest places on earth are not the oil fields of the Middle East or the diamond mines of South Africa. The wealthiest places are the cemeteries. Buried in the ground are businesses that were never formed, books that were never written, songs that were never sung, dreams that never came to life, potential that was never released.

Why do people pay expensive fees for such courses when they can read the same content in a book or elsewhere? Because they want to feel the passion of the teacher and experience that learning environment. Thus the real material is the seminar itself, and it must be experienced live. When you attend a seminar, do so with the resolve to part with every handout distributed. If you regret recycling it, take the same seminar again, and this time apply the learning. It’s paradoxical, but I believe that precisely because we hang on to such materials, we fail to put what we learn into practice.

I see millions and millions of people convinced that they’re communicating with the Cosmos and thus saving the human race. Each time it fails, as it always will, they lose a little bit of hope. The next new book or seminar restores their faith, but after a few weeks they forget what they learned, and hope drains away.

And this becomes the a-ha moment of the exercise: adults come to the seminar to learn strategies for helping their kids regulate their emotions—and then realize that for that to happen, parents first have to regulate their own.

One of the strange things about teaching is that you can never know what your effect will be on others; can never know, if you have something to teach, who your real students will be, the ones who will take what you have to give and make it their own—“what you have to give” being, in no small part, what you yourself learned from some other teacher, someone who wondered whether you would absorb what she had to give, someone who is, by the time you’re old enough to write about the experience, as old as your parents, perhaps even dead—can never really know which of the young people clustered around the seminar table is someone whom the teacher or the text has touched so deeply, for whatever reason, that the lesson will live beyond the classroom, beyond you.

Fredi had always focused on getting kids excited to learn. He cared less about covering the required curriculum and more about finding hands-on projects. To many students, school felt sterile and bureaucratic. Fredi’s music was just one way he tried to change the ambience. It didn’t necessarily matter if they liked it. It was enough to be different. He also fought for unstructured time in the school day. When he arrived at Carl Hayden in 1987, he started a class called Science Seminar. There was no curriculum. Fredi just told students to find something fun to build or an idea to test. Over the years, students had embarked on a variety of unusual projects. One student tried to teach color-blind rats the differences among colors. Another student constructed a 1:60 clay model of downtown Phoenix, placed it in a wind tunnel, and blew carbon dioxide across it. The goal: determine how architecture could be used to increase air circulation and help dissipate trapped air pollution. Fredi’s room became the refuge of tinkerers, inventors, and frustrated dreamers.

I encouraged the volunteers at the seminar to go back home and try something different. Don’t try to win an argument, no matter how justified, no matter how compelling. Instead, sit everyone in a circle and ask each person to share a fear and a hope for this country. Bring a notepad and write it all down. Once everyone has had a chance to express themselves, they will often come up to you and thank you for the dialogue. Technically, you haven’t had a dialogue because you haven’t said much, but it feels that way. Then ask them to please do the same with other groups of their friends and neighbors.

One of the common expectations about hearing from God is that we will be able to get direct guidance for decisions we need to make. I may want to know which car to buy so I do not get a lemon, or which job to take, or whom to marry. We often think of God's will as a particular set of right and wrong choices we can make, in which case we would want to get a clear direction from Him as to what to do. Any time there is a seminar on how to know the will of God for your life, the place is usually packed out. While seeking guidance from God is important, this particular emphasis and approach to finding God's will is somewhat misguided.[27] First, God's will involves much more than choosing “A” or “B.” Thinking about God's will only in this way can severely limit the quality of our connection with Him. Second, people sometimes seek these kinds of answers as a way of avoiding the work of deciding or taking responsibility for making decisions. Third, getting the right answer without going through the process of getting there can sidestep the learning that may be available in that choice. As noted above, Jesus often preferred teaching over giving short answers to questions, choosing to help people see a given situation through the eyes of heaven rather than telling them what to do. Asking God what we need to see in order to make better choices is something that we can have confidence He will help us with. Generally speaking, our perspective on life needs to come from God, but it is up to us to intentionally choose what is good based on what He shows us. And yes, sometimes God does have something specific in mind that He wants us to know. If that is the case, we can be fairly certain He will not play a guessing game with us, leaving vague clues around for us to pick up on. Whenever we ask for direction and find that clarity is not on the horizon, we might want to consider asking God what else He wants us to know about the issue and seek to become learners in the process. Of course, you will not receive anything that runs contrary to Scripture.

Here’s the truth: Knowledge is not power. It only has the potential to be power. You can read this book and learn everything in it, but if you don’t take it and apply the knowledge, it will be useless. All the books, podcasts, seminars, online programs, and inspiring social media posts in the world won’t work until you put your knowledge into action. It’s easy to talk about what we learn, but I want to challenge you not to talk about it, but to show what you learned. It’s better well done than well said. Don’t promise, prove. Your results will speak for themselves. New belief: Knowledge × Action = Power

If you want to be successful, your first job is to learn what you need to learn in order to achieve the success you desire. Learn from the experts. Read their books. Listen to their audio programs. Attend their seminars. Write to them or approach them directly and ask them for advice. Sometimes, one idea is all you need to change the direction of your life.

Shaye and Bob Woodward have 40 years of combined experience in teaching, coaching, and writing material for the benefit of God’s children. Both are Certified Relationship Specialists as well as Certified Life Coaches. Over the past 15 years, they have volunteered countless hours in service to those lacking in knowledge and skill. They have donated time and effort in teaching classes, seminars, and individual coaching sessions to assist people in learning, growing, creating, and becoming more than they were before. The results have been phenomenal and rewarding at the same time. This book was created by them to allow all those who would receive it to move forward in happiness, joy, and peace. It is the first of a series of books designed for this purpose.

One reads in old Latin literature that two thousand years ago, the captain of a boat sailing from the Grecian islands to Ostia, the harbour of Rome, demanded an immediate interview with the emperor in order to report a most remarkable event which had taken place when he was sailing through the Archipelago. He had passed in the night an island where there was an extraordinary noise; he heard people shouting: Pan rnegistos ethneken, Pan the greatest is dead. Pan was the philosophic god of those days. Originally, he had been a Latin local god of the fields and the woods, a sort of midday demon with no philosophical or universal importance whatever. Only later, when they learned Greek, did they see that the name of the old Latin god, Pan, was the same as the Greek word pan, which means "all," the universe. So they had new ideas about their old Pan; he became the god of the world. Then about the second century A.D., rumor spread that Pan the greatest was dead, Christianity had prevailed against him-the last conception of a nature god created by antiquity. And when the god is dead, it means the end of an epoch; therefore, the great emphasis laid upon that story. Jung, C. G.. Nietzsche's Zarathustra: Notes of the Seminar given in 1934-1939. Two Volumes: 1-2, unabridged (Jung Seminars) (p. 36-37). Princeton University Press.

Leadership training, when effectively implemented, holds the potential to transform both organizations and industries. However, for it to have lasting impact, it cannot be limited to isolated workshops or seminars. Instead, it should become an integral part of an organization's culture—strengthened through mentorship, capacity-building initiatives, and broad institutional reforms that foster an environment where leadership can genuinely flourish.