Set Your Goals High Quotes

The struggles we endure today will be the ‘good old days’ we laugh about tomorrow.

It's in those quiet little towns, at the edge of the world, that you will find the salt of the earth people who make you feel right at home.

Life's trials will test you, and shape you, but don’t let them change who you are.” ~ Aaron Lauritsen, ‘100 Days Drive

True friends don't come with conditions.

if you set your goals ridiculously high and its a failure, you will fail above everyone elses success

From this point forward, you don’t even know how to quit in life.” ~ Aaron Lauritsen, ‘100 Days Drive

Those who achieve the extraordinary are usually the most ordinary because they have nothing to prove to anybody. Be Humble.

Set your goals high, and don't stop until you get there.

The high road of grace will get you somewhere a whole lot faster then the freeway of spite.

Know what you want and try to go beyond your own expectations....set a very high goal, one that will be difficult to achieve. Because that is an artist's mission: to go beyond one's limits. An artist who desires very little and achieves it has failed in life.

Pressure is a privilege, Miller. Expectations are high because you’re successful. If you were average, no one would be waiting on bated breath for you. I think about that every night I take the mound. You just have to decide if your dreams and goals are worth the pressure. If you want to live up to the expectations set for you.

If you are not taking the time to set your own goals, chances are pretty high someone else is doing it for you. So don't be surprised someday when you end up someplace you never hoped to be.

I don't believe in the hero that sets out to climb a mountain and achieves it with no setbacks. I he does, he obviously didn't set his goals high enough and shouldn't even have anything to be proud of. He didn't challenge himself enough. He might have learned a thing or two, but the real lessons are taught when you're balancing on the very edge, with one foot over the cliff, everyone expecting you to fall. That's when you realise your potential. Or rather, how far away from your own potential you actually are.

Don’t set goals for yourself that are too high to reach. Be gentle with yourself. You are trying to follow your own breathing continuously and without a break. That sounds easy enough, so you will have a tendency at the outset to push yourself to be scrupulous and exacting. This is unrealistic. Take time in small units instead.

Be a team player, not a bandwagon jumper.

Set your goals high, and don’t stop till you get there.

If you’re a chronic procrastinator, I would highly suggest you only focus on one thing. It’s much better to finish the year achieving only one goal. Then to set three goals and achieve none because you procrastinated on all of them.

That’s why the power of routine, something we’ll look at in detail later, is so important. When you create a routine, embrace that routine, and see the results of that routine, you stop negotiating with yourself. You see your routine as a task, in the best possible way: Your routine isn’t something you choose to do; it’s just what you do. And you stop making choices that don’t support your goals.

To accomplish anything worthwhile, and especially to achieve a goal others say is impossible, you have to work your ass off. There are no shortcuts. The only way is the hard way.

If you aim upward, you will at shoot higher things (future prospects). If you aim downwards, you may shoot your feet (foundation).

The highway of grace will get you somewhere a whole lot faster then the freeway of spite.

Bold prayers honor God, and God honors bold prayers. God isn’t offended by your biggest dreams or boldest prayers. He is offended by anything less. If your prayers aren’t impossible to you, they are insulting to God. Prayers are prophecies. They are the best predictors of your spiritual future. Who you become is determined by how you pray. Ultimately, the transcript of your prayers becomes the script of your life. The greatest tragedy in life is the prayers that go unanswered because they go unasked. God does not answer vague prayers. The more specific your prayers are, the more glory God receives. Most of us don’t get what we want because we quit praying. We give up too easily. We give up too soon. We quit praying right before the miracle happens. If you don’t take the risk, you forfeit the miracle. Take a step of faith when God gives you a vision because you trust that the One who gave you the vision is going to make provision. And for the record, if the vision is from God, it will most definitely be beyond your means. We shouldn’t seek answers as much as we should seek God. If you seek answers you won’t find them, but if you seek God, the answers will find you. If your plans aren’t birthed in prayer and bathed in prayer, they won’t succeed. Are your problems bigger than God, or is God bigger than your problems? Our biggest problem is our small view of God. That is the cause of all lesser evils. And it’s a high view of God that is the solution to all other problems. Because you know He can, you can pray with holy confidence. Persistence is the magic bullet. The only way you can fail is if you stop praying. 100 percent of the prayers I don’t pray won’t get answered. Where are you most proficient, most sufficient? Maybe that is precisely where God wants you to trust Him to do something beyond your ability. What we perceive as unanswered prayers are often the greatest answers. Our heavenly Father is far too wise and loves us far too much to give us everything we ask for. Someday we’ll thank God for the prayers He didn’t answer as much or more than the ones He did. You can’t pray for open doors if you aren’t willing accept closed doors, because one leads to the other. Just as our greatest successes often come on the heels of our greatest failures, our greatest answers often come on the heels of our longest and most boring prayers. The biggest difference between success and failure, both spiritually and occupationally, is your waking-up time on your alarm clock. We won’t remember the things that came easy; we’ll remember the things that came hard. It’s not just where you end up that’s important; it’s how you get there. Goal setting begins and ends with prayer. The more you have to circle something in prayer, the more satisfying it is spiritually. And, often, the more glory God gets. I don’t want easy answers or quick answers because I have a tendency to mishandle the blessings that come too easily or too quickly. I take the credit or take them for granted. So now I pray that it will take long enough and be hard enough for God to receive all of the glory. Change your prayer approach from as soon as possible to as long as it takes. Go home. Lock yourself in your room. Kneel down in the middle of the floor, and with a piece of chalk draw a circle around yourself. There, on your knees, pray fervently and brokenly that God would start a revival within that chalk circle.

Your determination and energy will be proportionate to your goal. Therefore, set a high goal for yourself and do not settle for anything less than the very best. The best is exactly what you will get if you accept no less.

The key is to set a goal, use it as a target that helps you create a plan for achieving it . . . and then do your best to forget all about that goal.

Perfection may be an island out of reach, but setting your sails toward it makes for a magnificent voyage.

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

You are the artistic painter of your success. Paint your life day-by-day, into a masterpiece of excellence over a lifetime.

While it's true that most females born after 1960 have been told from childhood, 'The sky's the limit' and 'You can be anything you want to be,' a surprising number of women still hesitate when applying these mantras to their own careers. They need to be talked into believing in themselves and assured that others won't think less of them for setting high goals.

THESE ARE A FEW OF MY FAVORITE life lessons that I learned as a result of walking on the Moon and the preparation that took us there—the guiding principles that have helped keep me going since returning to Earth. • The sky is not the limit … there are footprints on the Moon! • Keep your mind open to possibilities. • Show me your friends, and I will show you your future. • Second comes right after first. • Write your own epitaph. • Maintain your spirit of adventure. • Failure is always an option. • Practice respect for all people. • Do what you believe is right even when others choose otherwise. • Trust your gut … and your instruments. • Laugh … a lot! • Keep a young mind-set at every age. • Help others go beyond where you have gone. I hope these lessons will be as helpful to you as they have been to me. Take it from a man who has walked on the Moon: Be careful what you dream—it just might come to pass, so be prepared. Apollo is the story of people at their best, working together for a common goal. We started with a dream, and we can do these kinds of things again. With a united effort and a great team, you too can achieve great things. I know, because I am living proof that no dream is too high!

Leaving the age of materialism and duality behind us, we now seek to become Masters of the Spiritual Kingdom ~ moving into the penthouse of ourselves, the crown chakra, as it were. Herein lays all our joy, our progress and our discovery of our superior and limitless Divine powers. By loosening identification with the sense world, we begin to access the greater causal gifts and realms. I believe we must always learn to use our power of choice ~ to develop Spiritual authority, and come out of victim consciousness. It is important to encourage the setting of strong goals (focusing around fulfillment of pure heart’s desires). When the will is highly focused, the reader become receptive to the Higher Way and technologies of God I wish to impart.

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

Know what you want and try to go beyond your own expectations. Improve your dancing, practice a lot, and set a very high goal, one that will be difficult to achieve. Because that is an artist’s mission: to go beyond one’s limits. An artist who desires very little and achieves it has failed in life.

I recommend that you focus on both substance and process of your goals. I believe that both are equally important: by setting a high-quality SMART goal you will enable yourself to be conscious and your actions will carry more meaning; meanwhile, it is the execution of the SMART goals strategy that separates achievers from the rest of the people.

WHEN ONE OF YOUR PEOPLE DOES SOMETHING DUMB DON’T BLAME THEM. INSTEAD ASK YOURSELF WHAT CONTEXT YOU FAILED TO SET. ARE YOU ARTICULATE AND INSPIRING ENOUGH IN EXPRESSING YOUR GOALS AND STRATEGY? HAVE YOU CLEARLY EXPLAINED ALL THE ASSUMPTIONS AND RISKS THAT WILL HELP YOUR TEAM TO MAKE GOOD DECISIONS? ARE YOU AND YOUR EMPLOYEES HIGHLY ALIGNED ON VISION AND OBJECTIVES?

Don’t you understand? You are my entire life. Fighting this by your side isn’t holding me back. I wouldn’t want to be anywhere else.” She hiccups against me as we cry together for several minutes, clinging to each other the way we always have. The two of us like a rock against a storm, a little huddled piece of security in a world set on tearing us down. Finally, Lucy’s sobs slow, and she sits back, rubbing the heels of her hands across her cheeks. “You know what else I feel?” “Tell me.” “Determined. I am still Lucy. I still want the same things I’ve always wanted.” She clenches her fists. “Yes, the path to my dreams may be harder and longer and far more painful than I want it to be. It may take me twice as much time and effort as someone else to attain my goals, but I will get there.” I brush the hair from her face. “And I will be there with you every step of that road, every doctor’s appointment, every treatment. I will find a job to pay for the things you need, and we will do this together. The highs and the lows. The successes and the failures. You do not have to climb this mountain alone.

Quadrant II is the important but not urgent. This may be the most important use of your time as an EntreLeader. The things that fall in this category impact the quality of your life and business possibly more than any other area. Examples of what falls into this area are exercise, strategic planning, goal setting, reading nonfiction leadership/business books, taking a class or three, relationship building, prayer, date night with your spouse, a day off devoted to brainstorming, doing your will/estate plan, saving money, and having the oil changed in your car. We can all agree that things that aren’t urgent but are important may be the most important activities we engage in as we look back at our life. The problem is we live in a society where the urge to be in motion, frenetic motion, at all times seems to be the spirit of the age. There is something about a quad II activity that causes you to pause and let a breath out, sigh, then engage in it. Activities like the ones mentioned above are the building blocks of a high-quality life and business, and yet because they are not urgent they seem to be some of the things we avoid the most.

Once you have that sense of mission, you have the essence of your own proactivity. You have the vision and the values which direct your life. You have the basic direction from which you set your long- and short-term goals. You have the power of a written constitution based on correct principles, against which every decision concerning the most effective use of your time, your talents, and your energies can be effectively measured.

His hands came to her wrists, squeezed reflexively, before he got quickly to his feet. "You're mixing things up." Panic arrowed straight into his heart. "I told you sex complicates things." "Yes,you did.And of course since you're the only man I've been with, how could I knew the difference between sex and love? Then again, that doesn't take into account that I'm a smart and self-aware woman, and I know the reason you're the only man I've been with is that you're the only man I've loved.Brian..." She stepped toward him, humor flashing into her eyes when he stepped back. "I've made up my mind.You know how stubborn I am." "I train your father's horses." "So what? My mother groomed them." "That's a different matter." "Why? Oh, because she's a woman.How foolish of me not to realize we can't possibly love each other, build a life with each other.Now if you owned Royal Meadows and I worked here, then it would be all right." "Stop making me sound ridiculous." "I can't." She spread her hands. "You are ridiculous.I love you anyway. Really, I tried to approach it sensibly.I like doing things in a structured order that makes a beeline for the goal.But..." She shrugged, smiled. "It just doesn't want to work that way with you.I look at you and my heart,well, it just insists on taking over.I love you so much,Brian. Can't you tell me? Can't you look at me and tell me?" He skimmed his fingertips over the bruise high on her temple. He wanted to tend to it, to her. "If I did there'd be no going back." "Coward." She watched the heat flash into his eyes,and thought how lovely it was to know him so well. "You won't push me into a corner." Now she laughed. "Watch me," she invited and proceeded to back him up against the steps. "I've figured a lot of things out today,Brian.You're scared of me-of what you feel for me. You were the one always pulling back when we were in public, shifting aside when I'd reach for you.It hurt me." The idea quite simply appalled him. "I never meant to hurt you." "No,you couldn't.How could I help but fall for you? A hard head and a soft heart.It's irresistable. Still, it did hurt. But I thought it was just the snob in you.I didn't realize it was nerves." "I'm not a snob, or a coward." "Put your arms around me.Kiss me. Tell me." "Damn it." he grabbed her shoulders, then simply held on, unable to push her back or draw her in. "It was the first time I saw you, the first instant. You walked in the room and my heart stopped. Like it had been struck by lightning.I was fine until you walked into the room." Her knees wanted to buckle.Hard head, soft heart, and here, suddenly, a staggering sweep of romance. "Why didn't you tell me? Why did you make me wait?" "I thought I'd get over it." "Get over it?" Her brow arched up. "Like a head cold?" "Maybe." He set her aside, paced away to stare out at the hills. Keeley closed her eyes, let the breeze ruffle her hair, cool her cheeks. When the calm descended, she opened her eyes and smiled. "A good strong head cold's tough to shake off.

It’s your dream, Mills. I won’t let you walk away from that because of my son.”  Or because of me. She settles her head back into my chest. “The pressure to perform, to live up to the expectations, is scary. There’s a part of me that battles with wondering if I’m worthy of those expectations, you know?”  “Pressure is a privilege, Miller. Expectations are high because you’re successful. If you were average, no one would be waiting on bated breath for you. I think about that every night I take the mound. You just have to decide if your dreams and goals are worth the pressure. If you want to live up to the expectations set for you.

Comparing marriage to football is no insult. I come from the South where football is sacred. I would never belittle marriage by saying it is like soccer, bowling, or playing bridge, never. Those images would never work, only football is passionate enough to be compared to marriage. In other sports, players walk onto the field, in football they run onto the field, in high school ripping through some paper, in college (for those who are fortunate enough) they touch the rock and run down the hill onto the field in the middle of the band. In other sports, fans cheer, in football they scream. In other sports, players ‘high five’, in football they chest, smash shoulder pads, and pat your rear. Football is a passionate sport, and marriage is about passion. In football, two teams send players onto the field to determine which athletes will win and which will lose, in marriage two families send their representatives forward to see which family will survive and which family will be lost into oblivion with their traditions, patterns, and values lost and forgotten. Preparing for this struggle for survival, the bride and groom are each set up. Each has been led to believe that their family’s patterns are all ‘normal,’ and anyone who differs is dense, naïve, or stupid because, no matter what the issue, the way their family has always done it is the ‘right’ way. For the premarital bride and groom in their twenties, as soon as they say, “I do,” these ‘right’ ways of doing things are about to collide like two three hundred and fifty pound linemen at the hiking of the ball. From “I do” forward, if not before, every decision, every action, every goal will be like the line of scrimmage. Where will the family patterns collide? In the kitchen. Here the new couple will be faced with the difficult decision of “Where do the cereal bowls go?” Likely, one family’s is high, and the others is low. Where will they go now? In the bathroom. The bathroom is a battleground unmatched in the potential conflicts. Will the toilet paper roll over the top or underneath? Will the acceptable residing position for the lid be up or down? And, of course, what about the toothpaste? Squeeze it from the middle or the end? But the skirmishes don’t stop in the rooms of the house, they are not only locational they are seasonal. The classic battles come home for the holidays. Thanksgiving. Which family will they spend the noon meal with and which family, if close enough, will have to wait until the nighttime meal, or just dessert if at all? Christmas. Whose home will they visit first, if at all? How much money will they spend on gifts for his family? for hers? Then comes for many couples an even bigger challenge – children of their own! At the wedding, many couples take two candles and light just one often extinguishing their candle as a sign of devotion. The image is Biblical. The Bible is quoted a man shall leave his father and mother and be joined to his wife, and the two shall become one. What few prepare them for is the upcoming struggle, the conflict over the unanswered question: the two shall become one, but which one? Two families, two patterns, two ways of doing things, which family’s patterns will survive to play another day, in another generation, and which will be lost forever? Let the games begin.

Ten New Rules for Parent–Adult Child Relations RULE #1: Your adult child has more power than you to set the terms of your relationship because they’re more willing to walk away. Basic game theory: she who cares less has more power. RULE # 2: Your relationship with your adult child needs to occur in an environment of creating happiness and personal growth, not an environment of obligation, emotional debt, or duty. RULE # 3: You are not the only authority on how well you performed as a parent. Your adult child gets to have their own narrative and opinions about the past. RULE #4: Use of guilt trips or criticism will never get you what you want from your adult child, especially if you’re estranged. RULE #5: Learning to communicate in a way that is egalitarian, psychological, and self-aware is essential to a good relationship with your adult child. RULE #6: You were the parent when you were raising your child and you’re the parent until they die. You brought your child into this world. That means that if your child is unable to take the high road, you still have to if reconciliation is your goal. RULE #7: A large financial and emotional investment in your child does not entitle you to more contact or affection than that which is wanted by them, however unjust that may seem. RULE #8: Criticizing your child’s spouse, romantic partner, or therapist greatly increases your risk of estrangement. RULE #9: Criticizing your child’s sexuality or gender identity greatly increases your risk of estrangement. RULE #10: Just because you had a bad childhood and did a better job than your parents doesn’t mean that your adult child has to accept all of the ways that they felt hurt by you.

Sometimes my clients are unclear about whether they are striving toward their potential or are on a search for glory, but a search for glory is pretty easy to spot. Any search for glory is propelled by what Horney called the tyranny of the should. Listening to Talia talk, it was difficult not to notice the “shoulds” and “supposed to’s” that littered her sentences: Work should be Wow! She should be in graduate school. Her life should look better than it did. Shoulds can masquerade as high standards or lofty goals, but they are not the same. Goals direct us from the inside, but shoulds are paralyzing judgments from the outside. Goals feel like authentic dreams while shoulds feel like oppressive obligations. Shoulds set up a false dichotomy between either meeting an ideal or being a failure, between perfection or settling. The tyranny of the should even pits us against our own best interests.

2/ KICK YOUR OWN ASS, GENTLY. I’ve been trying to set a few modest goals, both daily and weekly. In the course of a day, it’s good to get some stupid things accomplished, and off your “list.” I guess because it leaves you feeling that you and the “rest of the world” still have something to do with each other! Like today, for example, I can think back on sending a fax to my brother on his birthday, leaving a phone message for Brutus at his “hotel” on his birthday, phoning my Dad on his birthday (yep, all on the same day), then driving to Morin Heights to the ATM machine, to St. Sauveur for grocery shopping, and planning all that so I’d still have enough daylight left to go snowshoeing in the woods. And then I could drink. Not a high-pressure day, and hardly earth-shaking activities, but I laid them out for myself and did them (even though tempted to “not bother” with each of them at one point or another). I gave myself a gentle kick in the ass when necessary, or cursed myself out for a lazy fool, and because of all that, I consider today a satisfactory day. Everything that needed to be done got done. And by “needs” I certainly include taking my little baby soul out for a ride. And drinking. And there are little side benefits from such activities, like when the cashier in the grocery store wished me a genuinely-pleasant “Bonjour,” and I forced myself to look at her and return the greeting. The world still seems unreal to me, but I try not to purposely avoid contact with pleasant strangers. It wouldn’t be polite! Another “little goal” for me right now is spending an hour or two at the desk every morning, writing a letter or a fax to someone like you, or Brutus, or Danny, who I want to reach out to, or conversely, to someone I’ve been out of touch with for a long while, maybe for a year-and-a-half or two years. These are friends that I’ve decided I still value, and that I want as part of my “new life,” whatever it may be. It doesn’t really matter what, but just so you can say that you changed something in the course of your day: a neglected friend is no longer neglected; an errand that ought to be dealt with has been dealt with.

Know What You Believe What are your values today with regard to your work and your career? Do you believe in the values of integrity, hard work, dependability, creativity, cooperation, initiative, ambition, and getting along well with people? People who live these values in their work are vastly more successful and more highly esteemed than people who do not. What are your values with regard to your family? Do you believe in the importance of unconditional love, continuous encouragement and reinforcement, patience, forgiveness, generosity, warmth, and attentiveness? People who practice these values consistently with the important people in their lives are much happier than people who do not. What are your values with regard to money and financial success? Do you believe in the importance of honesty, industry, thrift, frugality, education, excellent performance, quality, and persistence? People who practice these values are far more successful in their financial lives than those who do not, and they achieve their financial goals far faster as well. What about your health? Do you believe in the importance of self-discipline, self-mastery, and self-control with regard to diet, exercise, and rest? Do you set high standards for health and fitness and then work every day to live up to those standards? People who practice these values live longer, healthier lives than people who do not.

THE OBEDIENCE GAME DUGGAR KIDS GROW UP playing the Obedience Game. It’s sort of like Mother May I? except it has a few extra twists—and there’s no need to double-check with “Mother” because she (or Dad) is the one giving the orders. It’s one way Mom and Dad help the little kids in the family burn off extra energy some nights before we all put on our pajamas and gather for Bible time (more about that in chapter 8). To play the Obedience Game, the little kids all gather in the living room. After listening carefully to Mom’s or Dad’s instructions, they respond with “Yes, ma’am, I’d be happy to!” then run and quickly accomplish the tasks. For example, Mom might say, “Jennifer, go upstairs to the girls’ room, touch the foot of your bed, then come back downstairs and give Mom a high-five.” Jennifer answers with an energetic “Yes, ma’am, I’d be happy to!” and off she goes. Dad might say, “Johannah, run around the kitchen table three times, then touch the front doorknob and come back.” As Johannah stands up she says, “Yes, sir, I’d be happy to!” “Jackson, go touch the front door, then touch the back door, then touch the side door, and then come back.” Jackson, who loves to play army, stands at attention, then salutes and replies, “Yes, sir, I’d be happy to!” as he goes to complete his assignment at lightning speed. Sometimes spotters are sent along with the game player to make sure the directions are followed exactly. And of course, the faster the orders can be followed, the more applause the contestant gets when he or she slides back into the living room, out of breath and pleased with himself or herself for having complied flawlessly. All the younger Duggar kids love to play this game; it’s a way to make practicing obedience fun! THE FOUR POINTS OF OBEDIENCE THE GAME’S RULES (MADE up by our family) stem from our study of the four points of obedience, which Mom taught us when we were young. As a matter of fact, as we are writing this book she is currently teaching these points to our youngest siblings. Obedience must be: 1. Instant. We answer with an immediate, prompt “Yes ma’am!” or “Yes sir!” as we set out to obey. (This response is important to let the authority know you heard what he or she asked you to do and that you are going to get it done as soon as possible.) Delayed obedience is really disobedience. 2. Cheerful. No grumbling or complaining. Instead, we respond with a cheerful “I’d be happy to!” 3. Thorough. We do our best, complete the task as explained, and leave nothing out. No lazy shortcuts! 4. Unconditional. No excuses. No, “That’s not my job!” or “Can’t someone else do it? or “But . . .” THE HIDDEN GOAL WITH this fun, fast-paced game is that kids won’t need to be told more than once to do something. Mom would explain the deeper reason behind why she and Daddy desired for us to learn obedience. “Mom and Daddy won’t always be with you, but God will,” she says. “As we teach you to hear and obey our voice now, our prayer is that ultimately you will learn to hear and obey what God’s tells you to do through His Word.” In many families it seems that many of the goals of child training have been lost. Parents often expect their children to know what they should say and do, and then they’re shocked and react harshly when their sweet little two-year-old throws a tantrum in the middle of the grocery store. This parental attitude probably stems from the belief that we are all born basically good deep down inside, but the truth is, we are all born with a sin nature. Think about it: You don’t have to teach a child to hit, scream, whine, disobey, or be selfish. It comes naturally. The Bible says that parents are to “train up a child in the way he should go: and when he is old, he will not depart from it” (Proverbs 22:6).

OTHER RELAXATION TECHNIQUES There are many other stress management techniques that can help you to “bring yourself down” quickly when you are highly stressed. You can use them before a situation where anticipation raises tensions that do not automatically subside after a few minutes. You also can use them during an interaction or when a surprise threatens to escalate your stress out of control. Or use them after an encounter has raised your stress level, if it is not subsiding naturally. Mental Imagery You experimented with mental imagery in the previous chapter on goal-setting. The use of mental imagery also can be an effective tool for anxiety control. Think of it as a new application of skills you already have: memory and imagination. When I asked you earlier to recall how many windows there are in your bedroom, you used imagery to retrieve the information. Mentally, you went into the room, looked from wall to wall, and counted. That process is mental imagery. From a relaxation perspective, your nervous system cannot distinguish between reality and imagery. Material passed from the body to the senses, whether real or imagined, is processed the same way. Therefore, imagery can play an important role in inducing internal self-regulation and relaxation. If there is a particular image—such as the warm, sandy beach of the previous exercise, a cool forest clearing covered with a blanket of pine needles, or even a clear blue sky—that represents relaxation to you, it would be valuable for you to be able to tune in to it whenever stress threatens to interfere with your life. Be sure to conjure up the reactions of all five senses: Imagine the look, sound, smell, taste, and feel of your surroundings. Mental gateways are a valuable part of the relaxation exercise we just went through. And it is important to be aware that your nervous system—which is what overreacts in a stressful situation—cannot distinguish between reality and imagination. Here’s how to use mental imagery to create a mental getaway: (a) Choose a favorite place, a pleasant, relaxing setting that you have enjoyed in the past or one you would enjoy visiting in the future. (b) Close your eyes and think about the scene. Use your senses of hearing, smell, sight, taste, and touch to develop the scene. Put yourself there. If your mind wanders a bit, that’s okay. You’ll drift back to the scene after a short while.

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Hi Tim, Patience. Far too soon to expect strength improvements. Strength improvements [for a movement like this] take a minimum of 6 weeks. Any perceived improvements prior to that are simply the result of improved synaptic facilitation. In plain English, the central nervous system simply became more efficient at that particular movement with practice. This is, however, not to be confused with actual strength gains. Dealing with the temporary frustration of not making progress is an integral part of the path towards excellence. In fact, it is essential and something that every single elite athlete has had to learn to deal with. If the pursuit of excellence was easy, everyone would do it. In fact, this impatience in dealing with frustration is the primary reason that most people fail to achieve their goals. Unreasonable expectations timewise, resulting in unnecessary frustration, due to a perceived feeling of failure. Achieving the extraordinary is not a linear process. The secret is to show up, do the work, and go home. A blue collar work ethic married to indomitable will. It is literally that simple. Nothing interferes. Nothing can sway you from your purpose. Once the decision is made, simply refuse to budge. Refuse to compromise. And accept that quality long-term results require quality long-term focus. No emotion. No drama. No beating yourself up over small bumps in the road. Learn to enjoy and appreciate the process. This is especially important because you are going to spend far more time on the actual journey than with those all too brief moments of triumph at the end. Certainly celebrate the moments of triumph when they occur. More importantly, learn from defeats when they happen. In fact, if you are not encountering defeat on a fairly regular basis, you are not trying hard enough. And absolutely refuse to accept less than your best. Throw out a timeline. It will take what it takes. If the commitment is to a long-term goal and not to a series of smaller intermediate goals, then only one decision needs to be made and adhered to. Clear, simple, straightforward. Much easier to maintain than having to make small decision after small decision to stay the course when dealing with each step along the way. This provides far too many opportunities to inadvertently drift from your chosen goal. The single decision is one of the most powerful tools in the toolbox. 2 Wealthy “If you set your goals ridiculously high and it’s a failure, you will fail above everyone else’s success.” —James Cameron

But if the same man is in a quiet corner of a bar, drinking alone, he will get more depressed. Now there’s nothing to distract him. Drinking puts you at the mercy of your environment. It crowds out everything except the most immediate experiences.2 Here’s another example. One of the central observations of myopia theory is that drunkenness has its greatest effect in situations of “high conflict”—where there are two sets of considerations, one near and one far, that are in opposition. So, suppose that you are a successful professional comedian. The world thinks you are very funny. You think you are very funny. If you get drunk, you don’t think of yourself as even funnier. There’s no conflict over your hilariousness that alcohol can resolve. But suppose you think you are very funny and the world generally doesn’t. In fact, whenever you try to entertain a group with a funny story, a friend pulls you aside the next morning and gently discourages you from ever doing it again. Under normal circumstances, the thought of that awkward conversation with your friend keeps you in check. But when you’re drunk? The alcohol makes the conflict go away. You no longer think about the future corrective feedback regarding your bad jokes. Now it is possible for you to believe that you are actually funny. When you are drunk, your understanding of your true self changes. This is the crucial implication of drunkenness as myopia. The old disinhibition idea implied that what was revealed when someone got drunk was a kind of stripped-down, distilled version of their sober self—without any of the muddying effects of social nicety and propriety. You got the real you. As the ancient saying goes, In vino veritas: “In wine there is truth.” But that’s backward. The kinds of conflicts that normally keep our impulses in check are a crucial part of how we form our character. All of us construct our personality by managing the conflict between immediate, near considerations and more complicated, longer-term considerations. That is what it means to be ethical or productive or responsible. The good parent is someone who is willing to temper their own immediate selfish needs (to be left alone, to be allowed to sleep) with longer-term goals (to raise a good child). When alcohol peels away those longer-term constraints on our behavior, it obliterates our true self. So who were the Camba, in reality? Heath says their society was marked by a singular lack of “communal expression.” They were itinerant farmworkers. Kinship ties were weak. Their daily labor tended to be solitary, the hours long.

In a Harvard Business Review article titled “Do Women Lack Ambition?” Anna Fels, a psychiatrist at Cornell University, observes that when the dozens of successful women she interviewed told their own stories, “they refused to claim a central, purposeful place.” Were Dr. Fels to interview you, how would you tell your story? Are you using language that suggests you’re the supporting actress in your own life? For instance, when someone offers words of appreciation about a dinner you’ve prepared, a class you’ve taught, or an event you organized and brilliantly executed, do you gracefully reply “Thank you” or do you say, “It was nothing”? As Fels tried to understand why women refuse to be the heroes of their own stories, she encountered the Bem Sex-Role Inventory, which confirms that society considers a woman to be feminine only within the context of a relationship and when she is giving something to someone. It’s no wonder that a “feminine” woman finds it difficult to get in the game and demand support to pursue her goals. It also explains why she feels selfish when she doesn’t subordinate her needs to others. A successful female CEO recently needed my help. It was mostly business-related but also partly for her. As she started to ask for my assistance, I sensed how difficult it was for her. Advocate on her organization’s behalf? Piece of cake. That’s one of the reasons her business has been successful. But advocate on her own behalf? I’ll confess that even among my closest friends I find it painful to say, “Look what I did,” and so I don’t do it very often. If you want to see just how masterful most women have become at deflecting, the next time you’re with a group of girlfriends, ask them about something they (not their husband or children) have done well in the past year. Chances are good that each woman will quickly and deftly redirect the conversation far, far away from herself. “A key type of discrimination that women face is the expectation that feminine women will forfeit opportunities for recognition,” says Fels. “When women do speak as much as men in a work situation or compete for high-visibility positions, their femininity is assailed.” My point here isn’t to say that relatedness and nurturing and picking up our pom-poms to cheer others on is unimportant. Those qualities are often innate to women. If we set these “feminine” qualities aside or neglect them, we will have lost an irreplaceable piece of ourselves. But to truly grow up, we must learn to throw down our pom-poms, believing we can act and that what we have to offer is a valuable part of who we are. When we recognize this, we give ourselves permission to dream and to encourage the girls and women

For years Angus McAllister had set before himself as his earthly goal the construction of a gravel path through the Castle’s famous yew alley. For years he had been bringing the project to the notice of his employer, though in anyone less whiskered the latter’s unconcealed loathing would have caused embarrassment. And now, it seemed, he was at it again. 'Gravel path!' Lord Emsworth stiffened through the whole length of his stringy body. Nature, he had always maintained, intended a yew alley to be carpeted with a mossy growth. And, whatever Nature felt about it, he personally was dashed if he was going to have men with Clydeside accents and faces like dissipated potatoes coming along and mutilating that lovely expanse of green velvet. 'Gravel path, indeed! Why not asphalt? Why not a few hoardings with advertisements of liver pills and a filling station? That’s what the man would really like.' Lord Emsworth felt bitter, and when he felt bitter he could be terribly sarcastic. 'Well, I think it is a very good idea,' said his sister. 'One could walk there in wet weather then. Damp moss is ruinous to shoes.' Lord Emsworth rose. He could bear no more of this. He left the table, the room, and the house, and, reaching the yew alley some minutes later, was revolted to find it infested by Angus McAllister in person. The head-gardener was standing gazing at the moss like a high priest of some ancient religion about to stick the gaff into the human sacrifice. 'Morning, McAllister,' said Lord Emsworth, coldly. 'Good morrrrning, your lorrudsheep.' There was a pause. Angus McAllister, extending a foot that looked like a violin-case, pressed it on the moss. The meaning of the gesture was plain. It expressed contempt, dislike, a generally anti-moss spirit; and Lord Emsworth, wincing, surveyed the man unpleasantly through his pince-nez. Though not often given to theological speculation, he was wondering why Providence, if obliged to make head-gardeners, had found it necessary to make them so Scotch. In the case of Angus McAllister, why, going a step farther, have made him a human being at all? All the ingredients of a first-class mule simply thrown away. He felt that he might have liked Angus McAllister if he had been a mule. 'I was speaking to her leddyship yesterday.' 'Oh?' 'About the gravel path I was speaking to her leddyship.' 'Oh?' 'Her leddyship likes the notion fine.' 'Indeed! Well——' Lord Emsworth’s face had turned a lively pink, and he was about to release the blistering words which were forming themselves in his mind when suddenly he caught the head-gardener’s eye and paused. Angus McAllister was looking at him in a peculiar manner, and he knew what that look meant. Just one crack, his eye was saying—in Scotch, of course—just one crack out of you and I tender my resignation. And with a sickening shock it came home to Lord Emsworth how completely he was in this man’s clutches. He shuffled miserably. Yes, he was helpless. Except for that kink about gravel paths, Angus McAllister was a head-gardener in a thousand, and he needed him. He could not do without him. Filled with the coward rage that dares to burn but does not dare to blaze, Lord Emsworth coughed a cough that was undisguisedly a bronchial white flag. 'I’ll—er—I’ll think it over, McAllister.' 'Mphm.' 'I have to go to the village now. I will see you later.' 'Mphm.' 'Meanwhile, I will—er—think it over.' 'Mphm.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

So you’re a goal-oriented person, right? Hold on for a moment and ask yourself. Does your life goal contribute for your fellas, does it help seeking people their paths too, will it impact for the progress of a society? Remember, you can be a goal-oriented person with the orchestration of team-work as if you’re running towards a post in a football match. Otherwise its a self-centred life where chances of loosing a ball is at high risk.

When considering tasks to delegate, you should also consider tasks that aren’t appropriate to delegate. Tasks that have unclear objectives, high stakes, rely on your unique skills, or a personal growth opportunity should be completed by you. Once you identify the tasks, it is easier to identify the person. Now, we recognize delegation as growth opportunities for our team. We must also consider the skill sets for the tasks. Take a moment to identify the skills and competencies needed. Consider the individual and assess based on the following: skills, strengths, reliability, workload, and development potential. As the tasks are delegated, keep the individuals’ skills in mind. This will be a new endeavor for them and require you to build their self-confidence.  This is why strength-and-skills matching is important. Set clear goals and routine check-ins. Also provide good feedback to the individuals on the progress

Never underestimate the value of a stretch goal, of setting the bar high and challenging your employees to clear it.

What to Do Tonight Make sleep a family value, and set a family goal of sleeping more. Ned always tells his teenage students, “Pay yourself first,” a lesson adopted from financial planning that involves putting money into your savings account before you pay your bills. He tells kids “you’ll need to sleep something in the neighborhood of sixty-three hours a week (nine hours a day), so plan that and then plan what you’ll do the rest of the time.” It’s good advice for you as well as your kids. Talk to your kids about your own sleep-related challenges, and let them know if you’ve found things that have worked for you. Tell them you’re open to their suggestions. Assess whether your child has an effective wind-down routine before bed. If not, read about what experts call good sleep hygiene, or sleep habits. Try getting ready for bed before you’re really tired, as it’s harder to inhibit the desire to do one more thing or watch one more episode when you’re tired. Encourage your teens to try the same thing. Dim lights and pull shades at least thirty minutes before a child’s bedtime, which will trigger melatonin production. Try using blackout curtains and/or relaxation tapes. Also try warm milk, which actually does have a sleep-inducing effect. If necessary, talk to your pediatrician about the use of melatonin, which can be very effective for highly anxious kids and for kids with ADHD. Encourage exercise during the day, particularly if falling asleep in the first place is hard. If your child is a light sleeper or struggles to fall asleep, consider a white-noise generator.

Aaron: I think it doesn’t make sense until there’s some sort of inflection from a growth standpoint. The idea is not to hand a COO random busywork from around the company. Instead, consider some key criteria: Are you scaling at a rate where your own time is now spent primarily on pure operational activities—like hiring and building up goal-setting structures and performance reviews and helping people with organizational issues and process? Is that pulling you away from things like your product strategy and product design or working with customers, for instance? You have to solve all those problems either way, and at some point in the inflection curve, it just makes more sense to get a partner to help you with the operational stuff.

I had always been the kind of ambitious that demanded the culmination of becoming Someone. I craved the validation of high achievement, the sense of wielding control over your own life. The fulfillment you could find only through setting up lofty goals for yourself, then knocking them down one by one.

One of the most fascinating pieces of research, in my opinion, that has come out in recent years with regards to saving behavior was published in the Journal of Marketing Research in 2011. The researchers had a large group of undergraduates think about something they planned to save for within a month’s time. They asked half of them to set a specific dollar amount (low-level goal), and the other half to set a more general goal to save as much as they could (high-level goal). The researchers also had everyone take a test to find out what their chronic construal level was. This resulted in four groups (see Figure 3.1). Figure 3.1 Saving Study: Four Groups Then, the students came back a month later and reported on how much they had actually saved for their goal. Can you guess which people saved the most? When I first read the study, I assumed that everyone who set a specific dollar amount would save more than those who kept their goal vague and nonspecific. The actual results were far more interesting. As it turned out, the people who set a goal that was in contrast to their normal way of thinking were the ones who saved the most. High-level thinkers who set a specific dollar amount and low-level thinkers who kept their goal nonspecific saved far more on average than the people who kept their goal consistent with their chronic construal level (see Figure 3.2).51

One of the surest ways to strike that balance is to ask a simple set of coaching questions that help the other person reach their own insights. By doing this, you leave the other person with the sense of autonomy and ownership that psychologists have found to be so important for high performance. You still get to guide and challenge their thinking, but in a way that gives you confidence that they’ll succeed. It’s the best of both worlds. So what are these magical coaching questions? They’re based on something known as the “GROW model”—because they walk people through steps called the goal, reality, options, and way forward: Goal. What does the ideal outcome look like? Reality. What’s the current situation—the good and the bad? Options. What are the options for moving forward? (Always start with the other person’s ideas. Tell them you’re happy to add yours, but that you want to start with theirs.) Way forward. What is their first step going to be? When will they take it? What help do they need?

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

naturally gravitate toward the path of least resistance. By using this principle, it’s easy to see that when starting a new habit, the best way to do so is to figure out how to expend the least amount of energy possible. If you want to begin training to do pull-ups, you don’t set a starting goal of 100 pull-ups a day. You start with one, and as the habit builds, you add more until you reach 100. Because of the way our brains work, this approach is most effective. Another way to make new habits easy is to reduce the amount of friction between yourself and the new habit. Many people have high goals when trying to establish a new habit, but they find themselves unable to sustain it over time. They feel that the habit is too time-consuming, expensive, or difficult. These are all sources of friction. The more of these common problems you can erase before beginning your new behavior, the more likely it is to become automatic.

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Why Long Term Goal Setting is Largely Pointless. Desires change, motivations change. What you wanted the most in high school is probably not what you wanted the most 10 years after that. In high school, being popular with the opposite sex and trying to look cool was probably the number one priority. After ten years, the number one priority is to probably get a good job or have a stable income. And if you have that, to find the right relationship for life. Twenty years after high school, it is probably to see your Kids do well in school and so on. Having a dream that you desire with the same extreme intensity as you desired it when you were 16 is possible but uncommon. Most of the times, you will realize that you probably don’t desire it after twenty or if you do, you probably don’t care AS much as you used to. How can a fire keep on raging once the fuel is burnt up? How can anything be accomplished if the burning desire to achieve it is no longer there after a long stretch of time? And there is nothing wrong with wanting something else after twenty years. That’s human nature. You don’t have to keep slogging on for something that you don’t care about. The point is this is why super long term individualistic goals can sometimes get vague and pointless because you may realize midway that you don’t even care about them anymore.

You may plan to represent your country at the Olympics but what do you do when you don’t even make it to your high school team? Or have to let go of that dream because of an injury? With short term objectives, you can be more adaptable. If you achieve it within the next one year, you can decide upon what to do next or whether you want to go higher. If you do not achieve it in the next one year, you can decide upon what changes you need to make much more quickly or to make a complete switch while you still have time. In simple terms, if you have taken a wrong path to your destination, it is better to realize that after one mile, rather than heading 100 miles in the wrong direction and then getting lost in wilderness.

If a group or an organization can work like a machine with access to plenty of resources and has no bias towards negative emotions, goal setting can STILL be useful. As individuals though, our lives are highly unpredictable and we have a huge tendency towards being overly emotional about the result. The wrong result can put you into a deep depression, and the rare, “right result” inflate your ego far more than it is good for you, and eventually mess up your life anyway. Let me explain even further. A machine or a crane can work for far more hours, with far more power at a far more efficient pace than any human without getting tired, getting hungry, getting restless or feeling frustrated. Can a human do it? NO! Because we are built differently! The same kind of outcome driven goal setting that may work for organizations is usually a terrible idea for individuals. Here is what you should remember - If you are setting goals, especially goals where the results depend greatly on factors outside your control, the only ones you should set are the ones that focus on the ACTIONS you will take.

Zeryth sent us there knowing that Ahzeen was hostile towards the Orders. Towards him. I think that he knew there was a high chance things would be… violent.” I leveled a steady, piercing gaze towards Nura. “Did you?” She didn’t shy away from my stare. Didn’t look away. And didn’t answer — but the sneer that barely twitched at the corner of her lip told me everything I needed to know. No. She was just as blind as we were. He had set her up too, just like the rest of us. “Then why?” I asked. “Why would he do that?” “I warned you about how he is.” Possess or destroy. You’re either a tool or a threat — and in this case, we were all both. He knew that I — that Reshaye — would make it out alive, but he didn’t want or need to care whether any of the others did. But… “There must be more than that,” I said. “He has his goals, and that’s all that matters to him.” “And what goals are those?” Nura’s mouth tightened, and I did not miss the way her fingers clenched around the letter in her hands. She turned to face me fully. “When we get back there,” she said, quietly, “I hope you’re ready to fight like hell.

Dealing with Rejection Of course, success won’t always be so immediate when you use direct preselling to validate—in fact, you’ll get rejected a whole lot—and this is another instance where the technique shines. That’s because every rejection is an opportunity; you can use it to take a deep dive into customer problems. Remember the Rejection Goals from chapter 2. Rejections are TREASURE. When I get shot down while validating, I have a simple four-question script that flips the no into new knowledge, new ideas, and maybe even new customers. “Why not?” It’s really easy to get scared from attacking this one head-on, because what happens if their criticism is right? But that’s exactly what you want to know! “Who is one person you know who would really like this?” Always, always, always ask for a referral! Be specific about what kind of referral and use a number; this makes it highly effective. “What would make this a no-brainer for you?” If they don’t want your product, maybe they’d want something related to it. If they don’t want to pay for your dog care app, what about dog walking? A dog hotel? Dog dating? “What would you pay for that?” One of the hardest things in a startup is setting prices. Getting potential customers to say what they’d pay is pure gold!

Documentary photography is one of the prominent and influential branches in the art of photography that records social, cultural, and even historical realities. This type of photography allows the photographer to depict real and sometimes untold stories of everyday life and people. In this type of photography, the main goal is to convey the sense of realness and authenticity of the scenes. In this article, we will review important tips and principles for documentary photography with a camera and explain how to record facts in an attractive and effective way. Choosing the right equipment Choosing the right equipment Choosing the right equipment for documentary photography is very important, because you often need to act quickly and accurately. Using DSLR cameras and mirrorless cameras are the best options for this type of photography. Camera feature advantages High flexibility DSLR, excellent image quality, various lenses Mirrorless light and compact, more speed, silence Recommended lenses: 50mm prime lens: for portraits and close-ups. 24mm wide lens: for shooting wide landscapes and scenes. The importance of light in documentary photography Natural light is one of the main factors in documentary photography. You can't always control the lighting conditions, but learning to use ambient light, especially in public or outdoor settings, can help you create better images. Important points in using light: Natural light: during the golden hours (early morning and evening) is the best time to take documentary photos. This light is soft and pleasant. Shadow Light: If the direct sunlight is strong, try shooting in the shadows to avoid harsh shadows on your subjects. Composition techniques in documentary photography Composition is one of the key principles in documentary photography, with the help of which you can tell a telling and interesting story. The rule of thirds is one of the best and most common compositional rules used by documentary photographers. Rule of thirds: Divide the image frame into three horizontal parts and three vertical parts. Place the important subjects of the photo at the intersection points of these lines. Also, pay attention to the depth of the scene and try to use the foreground and background properly to make your image more dynamic. Taking meaningful photos One of the important principles in documentary photography is the meaningfulness of the images. Each photo should tell a story or capture a special moment. In order for your images to be real and emotional, it is better to interact with your subjects and capture them in their natural state. Don't be afraid to record unexpected and normal moments; Because these moments can better reflect the reality of everyday life. Recording feelings and emotions: Documentary photography should be able to show feelings and emotions well. Pay attention to small details in faces, gestures and looks. These details can add depth to your images. Choose the right angle The right angle of view can make a big difference in the impact of your documentary photo. Try different angles to find the best way to tell your story. Low Angle: To show the power or glory of a subject. High Angle: To show the smallness or loneliness of the subject. Normal angle (Eye Level): to create a closer and more realistic connection with the viewer. Camera settings for documentary photography Camera settings for documentary photography Camera settings are very important for documentary photography, as you may be shooting in different light conditions and at high speed. In the following, we mention some key camera settings for documentary photography. shutter speed For documentary photography, where there is a lot of movement in the scene, the shutter speed is very important. If you are shooting moving scenes, the shutter speed should be faster than 1/250 second to avoid blurring. resource : nivamag.ir

Set your goals high, and don't stop till you get there.” Bo Jackson

When you’re poor and hungry and frightened of failure, you often don’t have the luxury of high values, lofty goals, and social conscience. Funny how fear and poverty will acid-wash your value set, burn away all the flimflam and artifice and learned morality and leave you with nothing but the urgency of survival. - Dr. Dan Trix - Chasing the Horizon.

Set your sights so high that even failure has in it an echo of glory.

(From chapter on Getting Started at Stanford). Go ahead, go to all your parties. Go ahead and go home to your families and friends every weekend. You are probably smarter than me. But it doesn't matter. While you are goofing around, I'm gonna be studying, and I'm gonna catch you.

In a Harvard Business Review article titled “Do Women Lack Ambition?” Anna Fels, a psychiatrist at Cornell University, observes that when the dozens of successful women she interviewed told their own stories, “they refused to claim a central, purposeful place.” Were Dr. Fels to interview you, how would you tell your story? Are you using language that suggests you’re the supporting actress in your own life? For instance, when someone offers words of appreciation about a dinner you’ve prepared, a class you’ve taught, or an event you organized and brilliantly executed, do you gracefully reply “Thank you” or do you say, “It was nothing”? As Fels tried to understand why women refuse to be the heroes of their own stories, she encountered the Bem Sex-Role Inventory, which confirms that society considers a woman to be feminine only within the context of a relationship and when she is giving something to someone. It’s no wonder that a “feminine” woman finds it difficult to get in the game and demand support to pursue her goals. It also explains why she feels selfish when she doesn’t subordinate her needs to others. A successful female CEO recently needed my help. It was mostly business-related but also partly for her. As she started to ask for my assistance, I sensed how difficult it was for her. Advocate on her organization’s behalf? Piece of cake. That’s one of the reasons her business has been successful. But advocate on her own behalf? I’ll confess that even among my closest friends I find it painful to say, “Look what I did,” and so I don’t do it very often. If you want to see just how masterful most women have become at deflecting, the next time you’re with a group of girlfriends, ask them about something they (not their husband or children) have done well in the past year. Chances are good that each woman will quickly and deftly redirect the conversation far, far away from herself. “A key type of discrimination that women face is the expectation that feminine women will forfeit opportunities for recognition,” says Fels. “When women do speak as much as men in a work situation or compete for high-visibility positions, their femininity is assailed.” My point here isn’t to say that relatedness and nurturing and picking up our pom-poms to cheer others on is unimportant. Those qualities are often innate to women. If we set these “feminine” qualities aside or neglect them, we will have lost an irreplaceable piece of ourselves. But to truly grow up, we must learn to throw down our pom-poms, believing we can act and that what we have to offer is a valuable part of who we are. When we recognize this, we give ourselves permission to dream and to encourage the girls and women around us to do the same.

Step 3: Adopt Anti-Procrastination Strategies Procrastination is a habit – a deeply ingrained pattern of behavior. That means that you won’t just break it overnight. Habits only stop being habits when you have persistently stopped practicing them, so use as many approaches as possible to maximize your chances of beating them. Some tips will work better for some people than for others, and for some tasks than others. And, sometimes, you may simply need to try a fresh approach to beat the “procrastination peril”! These general tips will help motivate you to get moving: Make up your own rewards. For example, promise yourself a piece of tasty flapjack at lunchtime if you've completed a certain task. And make sure you notice how good it feels to finish things! Ask someone else to check up on you. Peer pressure works! This is the principle behind slimming and other self-help groups, and it is widely recognized as a highly effective approach. Identify the unpleasant consequences of NOT doing the task. Work out the cost of your time to your employer. As your employers are paying you to do the things that they think are important, you're not delivering value for money if you're not doing those things. Shame yourself into getting going! Aim to “eat an elephant beetle” first thing, every day! If you're procrastinating because you're disorganized, here's how to get organized! Keep to do list so that you can’t “conveniently” forget about unpleasant or overwhelming tasks. Prioritize your To-Do List so that you cannot try to kid yourself that it would be acceptable to put off doing something on the grounds that it is unimportant, or that you have many urgent things which ought to be done first when, in reality, you're procrastinating. Become a master scheduling project planning, so that you know when to start those all-important projects. Set yourself time-bound goals  : that way, you’ll have no time for procrastination! Focus on one task at a time

Bill Campbell developed an excellent methodology for measuring executives in a balanced way that will help you achieve this. He breaks performance down into four distinct areas: 1. Results against objectives Once you’ve set a high standard, it will be straightforward to measure your executive against that standard. 2. Management Even if an executive does a superb job achieving her goals, that doesn’t mean she is building a strong and loyal team. It’s important to understand how well she is managing, even if she is hitting her goals. 3. Innovation It’s quite possible for an executive to hit her goal for the quarter by ignoring the future. For example, a great way for an engineering manager to hit her goals for features and dates is by building a horrible architecture, which won’t even support the next release. This is why you must look beyond the black-box results and into the sausage factory to see how things get made. 4. Working with peers This may not be intuitive at first, but executives must be effective at communicating, supporting, and getting what they need from the other people on your staff. Evaluate them along this dimension.

The golden thread of a highly successful and meaningful life is self-discipline. Discipline allows you to do all those things you know in your heart you should do but never feel like doing. Without self-discipline, you will not set clear goals, manage your time effectively, treat people well, persist through the tough times, care for your health or think positive thoughts. I

Although you set your goal of getting a B, when your first exam score, worth 30% of your final grade is returned, you have received a D. It is now one week after you have learned about the D grade. What do you do?19 Hope made all the difference. The response by students with high levels of hope was to work harder and think of a range of things they might try that could bolster their final grade. Students with moderate levels of hope thought of several ways they might up their grade, but had far less determination to pursue them. And, understandably, students with low levels of hope gave up on both counts, demoralized. The question is not just theoretical, however. When C. R. Snyder, the University of Kansas psychologist who did this study, compared the actual academic achievement of freshman students high and low on hope, he discovered that hope was a better predictor of their first-semester grades than were their scores on the SAT, a test supposedly able to predict how students will fare in college (and highly correlated with IQ). Again, given roughly the same range of intellectual abilities, emotional aptitudes make the critical difference. Snyder's explanation: "Students with high hope set themselves higher goals and know how to work hard to attain them. When you compare students of equivalent intellectual aptitude on their academic achievements, what sets them apart is hope."20

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

If you take care of yourself, if you have a vision of what you want for the future, if you’re kind, and attentive, and responsible, I can pretty much guarantee that you’ll live an interesting and successful life. That doesn’t necessarily mean you’ll reach every goal you set out to achieve. Fifty-nine years ago, I set out to graduate from Annandale High, and I didn’t reach that goal. I never got the chance to wear a red Annandale robe and mortarboard until tonight.

He continued with a laugh, "And for highly motivated people, there are few more frustrating situations than realizing that the goals you've set will require a shift in the basic laws of time and space.

The potential of any individual is based upon the opportunities presented to them. If appropriate (and) specific opportunities are presented, there will be greater outcomes...... Down syndrome is a label and you have to reach beyond the expectations of that label. I challenge you to look beyond those expectations and set your goals high. Use

A sense of accomplishment Ahh yes. There's just (Nothing like it) Today, KNOW You can make it happen like no other. It's the Truth. Lean into the direction of your dreams today. Everything is brewing for you, all that you want is on the brink of complete overflow. Get out of your own way and Allow the overflow to happen.

Surprise Your Competition With These Carpet Cleaning Business In Oklahoma Ideas A strong carpet cleaning service business plan is a critical part of operating a successful business. You are risking everything you have put into your business by not doing your due diligence on a solid business plan. Your growing carpet cleaning service business will benefit from following our strategies. Regardless of whether you are an employee or the owner of the carpet cleaning service business, you are the face of the carpet cleaning company and need to project a positive image at all times when interacting with the public. You will want all customers who come into your business to feel at home and valued. It is essential that employee training includes skills on how to interact with the public and customer relations. Happy customers who'll spread the word through word of mouth are instrumental when it's about expanding your business. It does not mean you have achieved success just because you have reached certain carpet cleaning service business goals. You need to continue to set new goals if you want your business to continue to grow. You'll find that two great approaches to expand the business are by keeping up with new trends in your industry and by remaining strong-minded. If you continually try best to improve your business and follow market trends, you will certainly see your carpet cleaning service business grow. It requires constant dedication, day, and night, to operate a carpet cleaning service business. You should be ready to put in focus, persistence and a lot of time to make it work. Do not expect to be in a position to multitask in the beginning. Knowing when you are overwhelmed and being in a position to hand over some of your responsibilities to others can assist you in becoming a smart business owner. Each time a customer receives superb customer service, he'll most likely return for subsequent purchases. You must be consistent with your efforts to continually please your customers or they might be tempted to take their carpet cleaning service business elsewhere. It is just by setting and adhering to high standards for customer service that your customers will stay with you. The majority of your customers that are lost to your rivals turn towards them because they have a higher standard of customer service. To protect your carpet cleaning service business from legal issues, make it a point to turn in all appropriate legal forms on time and acquire a full understanding of the laws pertaining to your business. We recommend that you consult a lawyer who specializes in business law, even when you already have a basic understanding of business law. The most prosperous carpet cleaning service business can be impacted, or even closed, by an expensive trial. Establishing a working relationship with a lawyer who specializes in business law might be very helpful if you ever find yourself in a legal quandary.

The reward for goal-setting is that as you achieve each goal, you feel in charge of your own destiny, with every moment taken up productively. Self-esteem increases and it becomes easier to remain motivated. So set those high goals and make clear plans for their execution.

SCHEDULING. Now you can look at the week ahead with your goals in mind and schedule time to achieve them. For example, if your goal is to produce the first draft of your personal mission statement, you may want to set aside a two-hour block of time on Sunday to work on it. Sunday (or some other day of the week that is special to you, your faith, or your circumstances) is often the ideal time to plan your more personally uplifting activities, including weekly organizing. It’s a good time to draw back, to seek inspiration, to look at your life in the context of principles and values. If you set a goal to become physically fit through exercise, you may want to set aside an hour three or four days during the week, or possibly every day during the week, to accomplish that goal. There are some goals that you may only be able to accomplish

Always set high goals for your team.

Leadership and Culture” may seem like a vague or general catch-all phrase. Let me offer some questions to guide you down the path and to set the stage for upcoming chapters on this important first piece of the framework. What does it feel like to be part of your company’s sales team? Is it a high-performance culture? Why do you feel that way? Are team members laser-focused on goals and results? What’s the vibe in the sales department (whether it is local or based remotely)? What does accountability look like on this team? How often, how big, and how loud are victories celebrated? Is the manager leading the team or just reacting to circumstances? Are sales team meetings valuable? Do salespeople leave those meetings better equipped, envisioned, and energized, or drained and discouraged? Do members of the sales team feel supported, valued, and appreciated? Does the existing compensation plan make sense and does it drive the desired behaviors and results? In what ways is the manager putting his or her fingerprints on the team? How much of the sales leader’s time is devoted to non-sales activities and executive and administrative burdens? What’s the level of intensity, passion, and heart-engagement of team members? I don’t believe that anyone would doubt that we can create significant lift in a sales organization by improving the answers to these questions.

To achieve in life is A hard story, you're starting to get the picture. It's hard work, and this is just the beginning.

The golden thread of a highly successful and meaningful life is self-discipline. Discipline allows you to do all those things you know in your heart you should do but never feel like doing. Without self-discipline, you will not set clear goals, manage your time effectively, treat people well, persist through the tough times, care for your health or think positive thoughts.

Fantasize and start dream building. Bring your dreams into material reality. See yourself at your best. Transform yourself with dedication and work for excellence.

You tend to become that, what you want most. Look to the light of God, expect the best and give it your best. Make success happen with devotion and dedication. You can do it.

Develop yourself from practice to become exceptional. Aim to be the blue ribbon best.

Make success happen by striving and working to be the best. Aim at excellence and hit the target.

You are the author of your success, daily writing a new page to the book of your life. Everyday you live, you write another page of success for your life. Practice at becoming an excellent person step-by-step, at what you want. Rome wasn't build in day, so have patience as you build your life of confidence and success.

When two people marry, each spouse becomes “holy” to each other by way of “holy matrimony.” This means no other person in the whole world is supposed to enjoy this level of commitment and endearment from you. Your relationship is like no other. You each commit to sharing physical intimacy with only her, only him. You establish a home with this person. You bear your children with this person. Your heart, possessions, and life are to be beautifully interwoven in the uncommon bond you share with this one individual. This is by God’s design and should be your daily goal and desire. Is that the way it is in your marriage? Would your husband say you honor and respect him? Do you consider your wife to be set apart and highly prized? Holy?

WHAT IS IT? The one-firm firm approach is not simply a loose term to describe a "culture." It refers to a set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. In 1985, the elements of the one-firm firm approach were given as: •Highly selective recruitment •A "grow your own" people strategy as opposed to heavy use of laterals, growing only as fast as people could be devel-1 oped and assimilated •Intensive use of training as a socialization process •Rejection of a "star system" and related individualistic behavior •Avoidance of mergers, in order to sustain the collaborative culture A set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. • Selective choice of services and markets, so as to win through significant investments in focused areas rather than many small initiatives •Active outplacement and alumni management, so that those who leave remain loyal to the firm •Compensation based mostly on group performance, not individual performance •High investments in research and development •Extensive intra-firm communication, with broad use of consensus-building approaches The one-firm firm approach is similar in many ways to the U. S. Marine Corps (in which Jack Walker served). Both are designed to achieve the highest levels of internal collaboration and encourage mutual commitment to pursuing ambitious goals.

Unlike purpose, which is never achieved, a mission should be achievable. It translates values and purpose into an energizing, highly focused goal—like the moon mission. It is crisp, clear, bold, exhilarating. It reaches out and grabs people in the gut. It requires little or no explanation; people “get it” right away. Once a mission is fulfilled, you return to purpose to set a new mission.

incompetent people are typically oblivious to their incompetence. They literally walk around with their head in the clouds believing they are the cleverest people in the world. On the other hand, those with a high skill set are usually very modest about their capabilities.

Once you have that sense of mission, you have the essence of your own proactivity. You have the vision and the values which direct your life. You have the basic direction from which you set your long- and short-term goals.