Short Checklist Quotes

Self-Management If you can read just one book on motivation—yours and others: Dan Pink, Drive If you can read just one book on building new habits: Charles Duhigg, The Power of Habit If you can read just one book on harnessing neuroscience for personal change: Dan Siegel, Mindsight If you can read just one book on deep personal change: Lisa Lahey and Bob Kegan, Immunity to Change If you can read just one book on resilience: Seth Godin, The Dip Organizational Change If you can read just one book on how organizational change really works: Chip and Dan Heath, Switch If you can read just two books on understanding that change is a complex system: Frederic Laloux, Reinventing Organizations Dan Pontefract, Flat Army Hear interviews with FREDERIC LALOUX, DAN PONTEFRACT, and JERRY STERNIN at the Great Work Podcast. If you can read just one book on using structure to change behaviours: Atul Gawande, The Checklist Manifesto If you can read just one book on how to amplify the good: Richard Pascale, Jerry Sternin and Monique Sternin, The Power of Positive Deviance If you can read just one book on increasing your impact within organizations: Peter Block, Flawless Consulting Other Cool Stuff If you can read just one book on being strategic: Roger Martin and A.G. Lafley, Playing to Win If you can read just one book on scaling up your impact: Bob Sutton and Huggy Rao, Scaling Up Excellence If you can read just one book on being more helpful: Edgar Schein, Helping Hear interviews with ROGER MARTIN, BOB SUTTON, and WARREN BERGER at the Great Work Podcast. If you can read just two books on the great questions: Warren Berger, A More Beautiful Question Dorothy Strachan, Making Questions Work If you can read just one book on creating learning that sticks: Peter Brown, Henry Roediger and Mark McDaniel, Make It Stick If you can read just one book on why you should appreciate and marvel at every day, every moment: Bill Bryson, A Short History of Nearly Everything If you can read just one book that saves lives while increasing impact: Michael Bungay Stanier, ed., End Malaria (All money goes to Malaria No More; about $400,000 has been raised so far.) IF THERE ARE NO STUPID QUESTIONS, THEN WHAT KIND OF QUESTIONS DO STUPID PEOPLE ASK?

When trying to understand why people acted in a certain way, you might use a short checklist to guide your probing: their knowledge, beliefs and experience, motivation and competing priorities, and their constraints. •​Knowledge. Did the person know something, some fact, that others didn’t? Or was the person missing some knowledge you would take for granted? Devorah was puzzled by the elderly gentleman’s resistance until she discovered that he didn’t know how many books could be stored on an e-book reader. Mitchell knew that his client wasn’t attuned to narcissistic personality disorders and was therefore at a loss to explain her cousin’s actions. Walter Reed’s colleagues relied on the information that mosquitoes needed a two- to three-week incubation period before they could infect people with yellow fever. •​Beliefs and experience. Can you explain the behavior in terms of the person’s beliefs or perceptual skills or the patterns the person used, or judgments of typicality? These are kinds of tacit knowledge—knowledge that hasn’t been reduced to instructions or facts. Mike Riley relied on the patterns he’d seen and his sense of the typical first appearance of a radar blip, so he noticed the anomalous blip that first appeared far off the coastline. Harry Markopolos looked at the trends of Bernie Madoff’s trades and knew they were highly atypical. •​Motivation and competing priorities. Cheryl Cain used our greed for chocolate kisses to get us to fill in our time cards. Dennis wanted the page job more than he needed to prove he was right. My Procter & Gamble sponsors weren’t aware of the way the homemakers juggled the needs for saving money with their concern for keeping their clothes clean and their families happy. •​Constraints. Daniel Boone knew how to ambush the kidnappers because he knew where they would have to cross the river. He knew the constraints they were operating under. Ginger expected the compliance officer to release her from the noncompete clause she’d signed because his company would never release a client list to an outsider.

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP] → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround] → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD.

Of all organizations, it was oddly enough Wal-Mart that best recognized the complex nature of the circumstances, according to a case study from Harvard’s Kennedy School of Government. Briefed on what was developing, the giant discount retailer’s chief executive officer, Lee Scott, issued a simple edict. “This company will respond to the level of this disaster,” he was remembered to have said in a meeting with his upper management. “A lot of you are going to have to make decisions above your level. Make the best decision that you can with the information that’s available to you at the time, and, above all, do the right thing.” As one of the officers at the meeting later recalled, “That was it.” The edict was passed down to store managers and set the tone for how people were expected to react. On the most immediate level, Wal-Mart had 126 stores closed due to damage and power outages. Twenty thousand employees and their family members were displaced. The initial focus was on helping them. And within forty-eight hours, more than half of the damaged stores were up and running again. But according to one executive on the scene, as word of the disaster’s impact on the city’s population began filtering in from Wal-Mart employees on the ground, the priority shifted from reopening stores to “Oh, my God, what can we do to help these people?” Acting on their own authority, Wal-Mart’s store managers began distributing diapers, water, baby formula, and ice to residents. Where FEMA still hadn’t figured out how to requisition supplies, the managers fashioned crude paper-slip credit systems for first responders, providing them with food, sleeping bags, toiletries, and also, where available, rescue equipment like hatchets, ropes, and boots. The assistant manager of a Wal-Mart store engulfed by a thirty-foot storm surge ran a bulldozer through the store, loaded it with any items she could salvage, and gave them all away in the parking lot. When a local hospital told her it was running short of drugs, she went back in and broke into the store’s pharmacy—and was lauded by upper management for it.

It's the risk a society runs when it falls into the habit of responding to long term risks with short term solutions. What I've been describing here, the sort of underinvestment in infrastructure that leads to poor grades on an infrastructure report card is part of that fifth risk. What societies need instead, argues Lewis, is effective program management - all the actual boring work that needs to happen in the technologically complex world we live in. Building new facilities, with the exciting ribbon-cutting ceremonies that come with them, is a part of this work, but mostly it's having a checklist and a schedule and a cohort of trained staff who can carry out the routine inspections and maintenance of all the bridges in a region, with all of the funding and policy that entails in a program that is stable over a span of decades or longer.

Here are four examples of Lead Magnets I use: A checklist that can be used to properly perform something I explained in a video. A template for determining, say, a business’s profit margin. An advanced guide that goes further into the details of a subject of one of my videos. A unique book that provides substantial value but is offered for free. For me, it is 11 Side Hustle Ideas to Make $500/Day from Your Phone. The appropriate opt-in incentive depends on your content. Here are other types of examples: A DIY carpenter could offer plans to make a corner table. A marketing YouTuber could offer scripts of what to say on sales phone calls. A landscaping expert might offer recommendations for which kinds of grass to use around the United States. YouTuber Nick True at Mapped Out Money, who makes video tutorials that teach the best practices for using the personal budgeting software YNAB, found that he gets the highest sign-up rates when he offers a checklist that relates to the video. His followers really like having a resource that they can use to put his advice into practice. Jess Dante of Love and London runs a YouTube channel helping viewers plan their trips to London by suggesting lesser-known restaurants and stores to visit. Her superstar opt-in incentive is a free London 101 Guide with everything a first-time visitor needs to know. It’s been downloaded more than 45,000 times. Where you make your call to action will also have an impact on your success building your email list. You can make your call to action in a variety of places or ways inside your videos. One of the best ways is to give a short, relevant tease of the bonus or resource you’re offering within the YouTube video and tell people where they can learn more. CHALLENGE Create a Lead Magnet. It’s time to create your first Lead Magnet using the process we’ve just outlined above. You can use your piece of content from the previous chapter as a base or start something new. Don’t spend more than two hours on the first iteration. If you want to turn it into a big thing later on, great. But start SMALL. Go to MillionDollarWeekend.com to get Lead Magnet templates! (See what I did there?)

So you want to keep the list short by focusing on what he called “the killer items” — the steps that are most dangerous to skip and sometimes overlooked nonetheless. The wording should be simple and exact, Boorman went on, and use the familiar language of the profession. Even the look of the checklist matters. Ideally, it should fit on one page. It should be free of clutter and unnecessary colors.

Instead, they came up with an ingeniously simple approach: they created a pilot’s checklist. Its mere existence indicated how far aeronautics had advanced. In the early years of flight, getting an aircraft into the air might have been nerve-racking but it was hardly complex. Using a checklist for takeoff would no more have occurred to a pilot than to a driver backing a car out of the garage. But flying this new plane was too complicated to be left to the memory of any one person, however expert. The test pilots made their list simple, brief, and to the point—short enough to fit on an index card, with step-by-step checks for takeoff, flight, landing, and taxiing. It had the kind of stuff that all pilots know to do. They check that the brakes are released, that the instruments are set, that the door and windows are closed, that the elevator controls are unlocked—dumb stuff. You wouldn’t think it would make that much difference. But with the checklist in hand, the pilots went on to fly the Model 299 a total of 1.8 million miles without one accident. The army ultimately ordered almost thirteen thousand of the aircraft, which it dubbed the B-17. And, because flying the behemoth was now possible, the army gained a decisive air advantage in the Second World War, enabling its devastating bombing

From a nitty-gritty, practical standpoint, here is the drill that can get you there:   Loose Papers Pull out all miscellaneous scraps of paper, business cards, receipts, and so on that have crept into the crevices of your desk, clothing, and accessories. Put it all into your in-basket for processing.   Process Your Notes Review any journal entries, meeting notes, or miscellaneous notes scribbled on notebook paper. List action items, projects, waiting-fors, calendar events, and someday/ maybes, as appropriate. File any reference notes and materials. Stage your “Read/Review” material. Be ruthless with yourself, processing all notes and thoughts relative to interactions, projects, new initiatives, and input that have come your way since your last download, and purging those not needed.   Previous Calendar Data Review past calendar dates in detail for remaining action items, reference information, and so on, and transfer that data into the active system. Be able to archive your last week’s calendar with nothing left uncaptured.   Upcoming Calendar Look at future calendar events (long- and short-term). Capture actions about arrangements and preparations for any upcoming events.   Empty Your Head Put in writing (in appropriate categories) any new projects, action items, waiting-fors, someday/maybes, and so forth that you haven’t yet captured.   Review “Projects” (and Larger Outcome) Lists Evaluate the status of projects, goals, and outcomes one by one, ensuring that at least one current kick-start action for each is in your system.   Review “Next Actions” Lists Mark off completed actions. Review for reminders of further action steps to capture.   Review “Waiting For” List Record appropriate actions for any needed follow-up. Check off received items.   Review Any Relevant Checklists Is there anything you haven’t done that you need to do?   Review “Someday/Maybe” List Check for any projects that may have become active and transfer them to “Projects.” Delete items no longer of interest.   Review “Pending” and Support Files Browse through all work-in-progress support material to trigger new actions, completions, and waiting-fors.   Be Creative and Courageous Are there any new, wonderful, hare-brained, creative, thought-provoking, risk-taking ideas you can add to your system?

Managing the Neutral Zone: A Checklist Yes No   ___ ___ Have I done my best to normalize the neutral zone by explaining it as an uncomfortable time that (with careful attention) can be turned to everyone’s advantage? ___ ___ Have I redefined the neutral zone by choosing a new and more affirmative metaphor with which to describe it? ___ ___ Have I reinforced that metaphor with training programs, policy changes, and financial rewards for people to keep doing their jobs during the neutral zone? ___ ___ Am I protecting people adequately from inessential further changes? ___ ___ If I can’t protect them, am I clustering those changes meaningfully? ___ ___ Have I created the temporary policies and procedures that we need to get us through the neutral zone? ___ ___ Have I created the temporary roles, reporting relationships, and organizational groupings that we need to get us through the neutral zone? ___ ___ Have I set short-range goals and checkpoints? ___ ___ Have I set realistic output objectives? ___ ___ Have I found the special training programs we need to deal successfully with the neutral zone? ___ ___ Have I found ways to keep people feeling that they still belong to the organization and are valued by our part of it? And have I taken care that perks and other forms of “privilege” are not undermining the solidarity of the group? ___ ___ Have I set up one or more Transition Monitoring Teams to keep realistic feedback flowing upward during the time in the neutral zone? ___ ___ Are my people willing to experiment and take risks in intelligently conceived ventures—or are we punishing all failures? ___ ___ Have I stepped back and taken stock of how things are being done in my part of the organization? (This is worth doing both for its own sake and as a visible model for others’ similar efforts.) ___ ___ Have I provided others with opportunities to do the same thing? Have I provided them with the resources—facilitators, survey instruments, and so on—that will help them do that? ___ ___ Have I seen to it that people build their skills in creative thinking and innovation? ___ ___ Have I encouraged experimentation and seen to it that people are not punished for failing in intelligent efforts that do not pan out? ___ ___ Have I worked to transform the losses of our organization into opportunities to try doing things a new way? ___ ___ Have I set an example by brainstorming many answers to old problems—the ones that people say we just have to live with? Am I encouraging others to do the same? ___ ___ Am I regularly checking to see that I am not pushing for certainty and closure when it would be more conducive to creativity to live a little longer with uncertainty and questions? ___ ___ Am I using my time in the neutral zone as an opportunity to replace bucket brigades with integrated systems throughout the organization?

collections and omnibuses (a book that contains

I remember one time a guy planned out his entire crime and made a checklist to keep himself on schedule. I have to give him credit too, the list was very thorough. It stopped just short of saying, “Kill my girlfriend on this date at this time.” He even drew a helpful little diagram of her apartment. I appreciated the gesture.

A CHECKLIST FOR CHANGE Below are the questions you should review before attempting changes within an organization. When the questions can be answered with a yes, change tends to be easier. Questions that can only be answered with no (or maybe) usually indicate that change will be difficult. YES NO   ____ ____ Will this change benefit the followers? ____ ____ Is this change compatible with the purpose of the organization? ____ ____ Is this change specific and clear? ____ ____ Are the top 20 percent (the influencers) in favor of this change? ____ ____ Is it possible to test this change before making a total commitment to it? ____ ____ Are physical, financial, and human resources available to make this change? ____ ____ Is this change reversible? ____ ____ Is this change the next obvious step? ____ ____ Does this change have both short- and long-range benefits? ____ ____ Is the leadership capable of bringing about this change? ____ ____ Is the timing right?

The book also includes tools including Website Resources, Baby Feeding/Diaper Schedule, Mom Medicine Schedule, Baby Clothes Size Chart, Baby Sitter Sheet, Short Hospital Bag Checklist, After Recovery Kit, Baby Medicine Basket Items, and 10 Things to Know When Traveling with a baby.  

In an attempt to define exactly who they are “compatible” with, a lot of people put together a checklist of what they are looking for in a significant other/spouse. In a way, that seems like a great idea. I’m not opposed to having a list, if it’s the right kind of list. The problem is that people almost always put the wrong things on the list. They want a girl who is short or a guy who is tall. They look for a certain hair color or a certain skin color. Their list includes things such as wanting someone who enjoys sports, watches the same obscure TV shows, or likes to eat sushi. There may be quantifiable numbers involved, like someone who makes at least a certain amount of money or who is no older than a certain age. If your list looks like that, then you are focusing on the wrong attributes. None of those things really matter—or at least they shouldn’t. If money is on your list, then you’re not interested in them; you’re interested in their money. If physical attributes are on your list, then you’re not interested in them; you’re interested in their body—the one thing about them that is guaranteed to change over time.

Articulate a Vision. Do my direct reports see the forest, not just the trees? Does everyone in the firm know not only where we are going, but why? Is the destination compelling and appealing?   2. Think and Act Strategically. Do we have a realistic plan both for creating short-term results and for mapping out the future? Have we considered all the players and anticipated every roadblock? Has everybody embraced—and can everybody explain—the firm’s competitive strategy and value drivers?   3. Honor the Room. Do those in the room know that you respect and value their talents and efforts? Have you made it clear that their upward guidance is always sought? Is there a sense of engagement on the front lines, and do they see themselves as “us,” not “them”?

FROM OTHER SOURCES Pre–race and Venue Homework Get hold of any history of past events at the venue, plus any information that the conducting club may have about weather and expected conditions. Go to the weather bureau and get history for the area. Speak to sailors from your class who have this venue as their home club or who have sailed there on a number of occasions. Boat, Sails, Gear Preparation Checklist Many times the outcome of a race is as dependent on what you have done prior to the race as to what you do out on the course. Sometimes no matter how good your tactics and strategy are a simple breakage could render all that useless. Hull – make sure that your hull is well sanded and polished, centreboard strips are in good condition, venturis if fitted are working efficiently, buoyancy tanks are dry and there are no extraneous pieces of kit in your boat which adds unwanted weight. Update any gear that looks tired or worn especially control lines. Mast, boom and poles – check that all halyards, stays and trapeze wires are not worn or damaged and that pins are secure, knots tight and that anything that can tear a sail or injure flesh is taped. Mark the full hoist position on all halyards. Deck hardware – check all cam cleats for spring tension and tape anything that may cause a sail tear or cut legs hands and arms. Check the length of all sheets and control lines and shorten anything that is too long. This not only reduces weight but also minimises clutter. Have marks on sheets and stick or draw numbers and reference scales for the jib tracks, outhaul and halyards so that you can easily duplicate settings that you know are fast in various conditions. Centreboard and rudder – ensure that all nicks and gouges are filled and sanded and the surfaces are polished and most importantly that rudder safety clips are working. Sails – select the correct battens for the day’s forecast. Write on the deck, with a china graph pencil, things like the starting sequence, courses, tide times and anything else that will remind you to sail fast. Tools and spares – carry a shackle key with screwdriver head on your person along with some spare shackles and short lengths of rope or different diameters. A tool like a Leatherman can be very useful to deal with unexpected breakages that can occur even in the best prepared boat.

PACKING CHECKLIST Light, khaki, or neutral-color clothes are universally worn on safari and were first used in Africa as camouflage by the South African Boers, and then by the British Army that fought them during the South African War. Light colors also help to deflect the harsh sun and are less likely than dark colors to attract mosquitoes. Don’t wear camouflage gear. Do wear layers of clothing that you can strip off as the sun gets hotter and put back on as the sun goes down. Smartphone or tablet to check emails, send texts, and store photos (also handy as an alarm clock and flashlight), plus an adapter. If electricity will be limited, you may wish to bring a portable charger. Three cotton T-shirts Two long-sleeve cotton shirts preferably with collars Two pairs of shorts or two skirts in summer Two pairs of long pants (three pairs in winter)—trousers that zip off at the knees are worth considering Optional: sweatshirt and sweatpants, which can double as sleepwear One smart-casual dinner outfit Underwear and socks Walking shoes or sneakers Sandals/flip-flops Bathing suit and sarong to use as a cover-up Warm padded jacket and sweater/fleece in winter Windbreaker or rain poncho Camera equipment, extra batteries or charger, and memory cards; a photographer’s vest and cargo pants are great for storage Eyeglasses and/or contact lenses, plus extras Binoculars Small flashlight Personal toiletries Malaria tablets and prescription medication Sunscreen and lip balm with SPF 30 or higher Basic medication like antihistamine cream, eye drops, headache tablets, indigestion remedies, etc. Insect repellent that is at least 20% DEET and is sweat-resistant Tissues and/or premoistened wipes/hand sanitizer Warm hat, scarf, and gloves in winter Sun hat and sunglasses (Polaroid and UV-protected ones) Documents and money (cash, credit cards, etc.). A notebook/journal and pens Travel and field guide books A couple of large white plastic garbage bags Ziplock bags to keep documents dry and protect electronics from dust

Scientists estimate that just under 1 per cent of the population would qualify for criminal psychopathy diagnosis according to the Hare’s Psychopathy Checklist criteria.

Articulate a Vision. Formulate a clear and persuasive vision and communicate it repeatedly to all members of the enterprise. Think and Act Strategically. Set forth a pragmatic strategy for achieving that vision both short- and long-term, and ensure that it is widely understood; consider all the players, and anticipate their reactions and resistance before they are manifest. Honor the Room. Frequently express your confidence in and support for those who work with and for you. Take Charge and Lead Change. Embrace a bias for action, taking responsibility even if it is not fully or formally delegated, particularly if you are especially well positioned to make a difference.

Drop

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP]               → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround]                             → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD. Behavior is contagious. Help it spread. [“Fataki” in Tanzania, “free spaces” in hospitals, seeding the tip jar] ————— OVERCOMING OBSTACLES ————— Here we list twelve common problems that people encounter as they fight for change, along with some advice about overcoming them. (Note

Ask simple, unambiguous, and straightforward questions. Always avoid asking compound questions, leading questions, negative questions, or questions that are confusing or overly broad. •    Always be alert for follow-up opportunities. Remember to ask, “What else?” •    Avoid falling into the trap of a checklist mentality. Effective interviewing is a very dynamic process, and is much more complex than simply asking a prepared list of questions. •    Keep note taking to a minimum during the interview—you’ll be less likely to miss important information conveyed by the subject, and any deceptive behaviors he may exhibit. During an interrogation, don’t take any notes at all—if the subject is reminded that you’re recording everything he says, he’ll be less likely to remain in short-term thinking mode. •    Don’t waste time on tangential issues. Ask yourself, “Is this really what we want to know?” “Are we asking high-priority questions here?

61 Hours (March 2010)

So you want to keep the list short by focusing on what he called “the killer items”—the steps that are most dangerous to skip and sometimes overlooked nonetheless.

review, these villains are: We’re overconfident. “People think they know more than they do about how the future will unfold.” Our frame is too narrow. “This is the tendency to define our choices too narrowly, to see them in binary terms. We ask, ‘Should I break up with my partner or not?’ instead of ‘What are the ways I could make this relationship better?’” We rely on short-term emotion. “When we’ve got a difficult decision to make, our feelings churn. We replay the same arguments in our head. We agonize about our circumstances. We change our minds from day to day. If our decision was represented on a spreadsheet, none of the numbers would be changing—there’s no new information being added—but it doesn’t feel that way in our heads.” We have confirmation bias. “When people have the opportunity to collect information from the world, they are more likely to select information that supports their preexisting attitudes, beliefs, and actions.” We pretend we want the truth, yet all we really want is reassurance.

This approach helps people overcome blind spots: “Looking back from the future helps people to see the nitty-gritty details required to achieve long-term goals.” This approach helps people “bridge short-term and long-term thinking”: “Analyzing a single event as if it has already occurred rather than pretending it might occur makes it seem more concrete and likely to actually happen, which motivates people to devote more attention to explaining it.” Looking back “dampens excessive optimism”: “Most people overestimate the chances that good things will happen to them and underestimate the odds that they will face failures, delays, and setbacks. Kahneman adds that ‘in general, organizations really don’t like pessimists’ and that when naysayers raise risks and drawbacks, they are viewed as ‘almost disloyal.’” A premortem challenges the illusion of consensus: Many times, groups tend to conform so they don’t disrupt harmony. “The resulting corrosive conformity is evident when people don't raise private doubts, known risks, and inconvenient facts. In contrast, as Klein explains, a premortem can create a competition where members feel accountable for raising obstacles that others haven't.

The Black Echo (1992) Harry Bosch Series #1 The Black Ice (1993) Harry Bosch Series #2 The Concrete Blonde (1994) Harry Bosch Series #3 The Last Coyote (1995) Harry Bosch Series #4 Trunk Music (1997)

We’re overconfident. “People think they know more than they do about how the future will unfold.” Our frame is too narrow. “This is the tendency to define our choices too narrowly, to see them in binary terms. We ask, ‘Should I break up with my partner or not?’ instead of ‘What are the ways I could make this relationship better?’” We rely on short-term emotion. “When we’ve got a difficult decision to make, our feelings churn. We replay the same arguments in our head. We agonize about our circumstances. We change our minds from day to day. If our decision was represented on a spreadsheet, none of the numbers would be changing—there’s no new information being added—but it doesn’t feel that way in our heads.” We have confirmation bias. “When people have the opportunity to collect information from the world, they are more likely to select information that supports their preexisting attitudes, beliefs, and actions.” We pretend we want the truth, yet all we really want is reassurance. So what are your barriers to making good decisions?

Widen your options: You encounter a choice. But narrow framing makes you miss options. How can you expand your set of choices? Reality-test your assumptions: You analyze your options. But the confirmation bias leads you to gather self-serving information. So how can you get outside your head and collect information you can trust? Attain distance before deciding: You make a choice. But short-term emotion will often tempt you to make the wrong one . . . So how can you overcome short-term emotion and conflicted feelings to make the best choice? Prepare to be wrong: You'll often be overconfident about how the future will unfold. So prepare to be wrong. How can you plan for an uncertain future so that you give your decisions the best chance to succeed?

Define Your Options When people are spinning their rumination wheels about a particular problem, they often don’t concretely define what their options are for moving forward. To shift out of rumination and into problem-solving mode, concretely and realistically define what your best three to six options are. For example, imagine you’ve recently hired a new employee but that person is not working out. Instead of mentally slapping yourself around about why you made the hire, it would be more useful to define what your options are at this point: --Giving the employee more time --Shifting the employee’s responsibilities to simpler jobs --Giving the employee checklists of the steps needed to complete each task --Having another employee work with the individual --Firing the employee Defining your options relieves some of the stress of rumination and helps you shift to effective problem solving. Keeping your list of options short will prevent you from running into choice-overload problems. Research shows that if you consider more than three to six choices, you’re less likely to end up making a choice. Experiment: Practice concretely defining your best three to six options for moving forward with a problem you’re currently ruminating or worrying about. Write brief bullet points, like in the example just given. You can use this method for all sorts of problems. For example, a friend just used it to come up with ideas for how to have more social contact in her life. Note: If the word best is causing you to jump into perfectionism/frozen mode, write any three to six options.

The assistant manager of a Wal-Mart store engulfed by a thirty-foot storm surge ran a bulldozer through the store, loaded it with any items she could salvage, and gave them all away in the parking lot. When a local hospital told her it was running short of drugs, she went back in and broke into the store’s pharmacy—and was lauded by upper management for

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How to Safely Buy Verified PayPal Accounts For more information, please get in touch with us Email: smmrealhero@gmail.com Telegram: @smmrealhero WhatsApp: +1 (603) 884-1129 How to Safely Buy Verified PayPal Accounts If you plan to buy verified PayPal accounts, put safety first. I made mistakes at the start and almost lost money. Buying can be safe if you follow a few easy steps. My Personal Process and Checklist I keep a short checklist. First, I check if the seller has real reviews. Next, I ask for proof, like a screen video. Last, I make sure they give a clear guarantee. This checklist has saved me many times. Quick Answer: Check reviews, ask for proof, and always get a guarantee. What to Look for in a Trusted Seller A good seller is open and calm. They do not rush you. They answer all questions with clear details. When I bought my last PayPal account, the seller explained everything step by step. That honesty made me trust them. Quick Answer: A real seller is clear, patient, and never pushes you to pay fast. Step-by-Step Guide for Beginners Here is the easy way: Search for sellers with strong reviews. Ask for proof of the account. Compare prices, but avoid the lowest ones. Ask what happens if the account gets limited. Pay in a safe way, not by risky direct transfer. Quick Answer: Research, check proof, compare, ask for a guarantee, and pay safely. Tips to Keep the Account Secure After Purchase After you buy verified PayPal accounts, take care of them. Change the email and password right away. Do not use public Wi-Fi. Start with small transfers before big ones. Use the account slowly so PayPal does not flag it. What is a Verified PayPal Account? A verified PayPal account means PayPal has confirmed your identity. It’s like showing your ID before entering a place. Once verified, your account has fewer limits. You can send and receive money with more freedom. A normal account works, but it often comes with strict rules. The main difference is trust. Normal accounts may face sudden holds or blocked payments. It feels like driving a car with the brakes on. A verified account moves smoothly. Payments are faster, and people feel safe paying you. This is why many choose to buy verified PayPal accounts instead of waiting. For businesses and freelancers, verified accounts save time and stress. Imagine running an online shop. If your account is not verified, some buyers may doubt you. But when they see a verified account, they feel secure. That trust brings more sales and steady growth. This is why the option of a PayPal verified account buy is popular. Buy verified PayPal account Why People Choose to Buy Verified PayPal Accounts Many people buy verified PayPal accounts because they build trust. In an online business, trust is the key. When buyers see a verified account, they feel safe. It’s like shopping in a store with clear signs and open doors—you feel welcome to spend money there. Speed is another reason. Normal accounts often face delays and limits. It feels like waiting in a long line at the bank. A verified account is faster and smoother. Payments go through without extra stress. This is why many people prefer buying verified PayPal accounts instead of waiting for approval. Higher limits also matter. For freelancers and online shops, this makes work easier. Picture selling to customers across the world. A limited account can stop payments and cause loss. But with a verified account, you can accept money from anywhere. That’s why the PayPal verified account buy option is popular. I faced this myself. When I started freelancing, my normal account was limited after a few payments. I lost time and even a client. Then I chose to buy a verified PayPal account, and things changed. Clients trusted me, payments came on time, and my work grew faster.

2026 Tips for Safely buying Verified Cash App Accounts Verifying your Cash App account in 2026 should be fast, secure, and above all legal. Whether you’re unlocking higher limits, enabling direct deposits, or accessing investing features, legitimate verification protects you from fraud and keeps your finances compliant. This guide walks you through the who, what, when, and how — plus troubleshooting, security tips, and the paperwork you’ll need. Read on and you’ll breeze through verification without risking your identity or breaking rules. ➤ 24/7 Customer Support ➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤ ➤Telegram: @smmusazone ➤WhatsApp: +1 (850) 247-7643 ➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤➤ Why verifying your Cash App account matters in 2026 (H2) Verification matters because it’s the bridge between a basic wallet and a full-featured financial tool. Platforms like Cash App use identity verification to comply with Know-Your-Customer (KYC) and anti-money-laundering (AML) laws, to reduce fraud, and to enable features that require stronger identity proof. For users, verification means: Higher send/receive limits and fewer holds. ✅Access to features such as Cash Card ordering, Bitcoin purchases, and stock trading. ✅More reliable direct deposit and tax reporting accuracy. In short: verification helps you do more, more safely. As regulators and payment platforms tightened rules between 2024 and 2026, being verified became the standard for business and advanced personal users alike. If you plan to use Cash App beyond casual payments, you’ll almost certainly benefit from verifying. ✅Regulatory environment and KYC in 2024–2026 (H3) Since 2024, financial services have seen increased scrutiny. This means many apps tightened identity checks and documentation requirements. That’s not meant to be a hassle — it’s meant to protect you and the system from fraud and misuse. Expect precise name matching, SSN verification for U.S. users, and occasional additional documentation requests during higher-risk activities like large transfers or crypto trades. ✅Who should verify and when to do it (H2) Not every Cash App user must verify immediately. But you should verify if: You want higher transaction limits. ✅You plan to use Cash App for business payments or freelance income. ✅You want to access investing or crypto features. ✅You expect regular direct deposits or refunds. ✅Triggers that prompt verification (H3) Common triggers include: reaching default limits, enabling Bitcoin/stock features, applying for a Cash Card, or unusual activity (multiple device logins, international usage). If the app prompts you, follow it — trying to bypass the process can slow you down or risk account action. ✅What Cash App will ask for — full 2026 checklist (H2) To verify legitimately, prepare to provide: Full legal name and date of birth. ✅Social Security Number (SSN) or last four digits (U.S. users). ✅Government-issued photo ID (driver’s license, passport, state ID). ✅A live selfie (or video) to match the ID photo. ✅Proof of business (EIN, Articles of Organization) for business accounts. ✅Proof of address or bank statements in some cases. ✅Having these ready reduces delays and the chance of manual review. Accepted IDs and document formatting tips (H3) Use a clear, unexpired government ID. ✅Photograph IDs on a flat surface in good light; avoid glare and shadows. ✅Follow the app’s camera prompts (they often auto-crop and validate). ✅Selfies should show your full face, no hats or sunglasses, and good lighting. ✅Step-by-step mobile verification process (H2) Here’s a practical step-by-step for personal mobile verification: Update the app — Install the latest Cash App release.

Where to Buy Aged PVA Gmail Accounts ➤Email: usasmmdeal@gmail.com ➤WhatsApp: +1(386)240-9742 ➤Telegram: @usasmmdeal ➤Email: usasmmdeal@gmail.com ➤WhatsApp: +1(386)240-9742 ➤Telegram: @usasmmdealPrice For USA, UK Gmail: ➤ 50 New Gmail Accounts 75$ ➤ 50 Old Gmail Accounts 100$(1-2 years old) ➤ 50 Old Gmail Accounts 150$ (2-4 years old) ➤ 50 old Gmail accounts 175$ (4-8 years old) ➤ 100 old Gmail accounts 300$ (4-8 years old) Many people search for “aged” or “PVA” (phone-verified) Gmail accounts because they believe older accounts carry more credibility, higher deliverability, or fewer platform restrictions. In reality, those labels simply describe account attributes—age and whether a phone number was used for verification—and they don’t guarantee long-term safety or compliance. This article explains what those terms mean, why they attract attention, the risks involved, and lawful alternatives you can use to achieve the same business goals without exposing your brand or customers to harm. pvauniverse.com First, understand the policy and legal landscape: Google’s Terms of Service and account rules are clear that personal accounts are not designed to be sold or “transferred” like commercial assets. There is no official support for transferring ownership of a standard Gmail account, and attempts to buy, sell, or clandestinely transfer accounts frequently violate service agreements and can lead to suspension. Treat any marketplace claim of “safe transfers” with skepticism—Google’s official guidance and terms should always be the starting point. Google Account +1 Beyond policy, there are real security and operational risks. Phone-verified accounts and SMS-PVA services have become targets for abuse; underground offerings that mass-produce or re-use phone numbers undermine verification systems and are tied to fraud and account takeovers. Purchased accounts may carry hidden history—suspensions, spam complaints, or connections to third-party apps—that can damage deliverability, trigger spam filters, or expose you to privacy liabilities. In short, the short cut can become an expensive long-term problem. Trend Micro +1 Safer, legitimate alternatives exist and are far more defensible for business use. Google Workspace (custom domain email) gives you professional inboxes you control, admin tools for governance, better deliverability, and enterprise-grade security features—without the legal and reputation risk of buying accounts. For marketing and multi-channel outreach, use verified platforms, domain-authenticated sending (SPF/DKIM/DMARC), and managed inboxes through reputable providers; these approaches improve inbox placement and scale cleanly. Investing in proper identity and email infrastructure is almost always the better ROI. Google Workspace At usasmmdeal.com we focus on helping businesses grow online the right way: by advising on compliant account management, Google Workspace setup, deliverability best practices, and tools that support multi-channel marketing without breaching platform rules. If your goal is credibility, scale, or better deliverability, we can help you migrate to legal, manageable solutions and create an operational checklist that protects your brand. Want a branded, secure email setup or a due-diligence checklist for any third-party services? We’ll help you choose options that deliver results—without the hidden costs of risky shortcuts.