Short Successful Demonstration Quotes

For the rest of history, for most of us, our bright promise will always fall short of being actualised; it will never earn us bountiful sums of money or beget exemplary objects or organisations.... Most of us stand poised at the edge of brilliance, haunted by the knowledge of our proximity, yet still demonstrably on the wrong side of the line, our dealings with reality undermined by a range of minor yet critical psychological flaws (a little too much optimism, an unprocessed rebelliousness, a fatal impatience or sentimentality). We are like an exquisite high-speed aircraft which for lack of a tiny part is left stranded beside the runway, rendered slower than a tractor or a bicycle.

A boy adopts a hero for two reasons: because a hero captivates his soul and serves as a projection of his innermost self; and, because a hero seems to have solved many problems that may worry a boy, or at least demonstrates the capacity to solve them. The hero is an idealization of successful living, even though he may die in a story. The death may be gallant, brave, tragic, or perhaps even foolhardy. But living or dead, a hero is the stylistic embodiment of living on one’s own terms – noble terms, grand terms, exciting terms – terms, in short, that complement any youth’s uncorrupted, untamed, unabridged projection of what is possible to him in life

We repeat, these hybrid constructions are not the least interesting for the artist, the antiquary and the historian. They make us aware to what extent architecture is a primitive thing, demonstrating as they do, like the cyclopean remains, the pyramids of Egypt, or the gigantic Hindu pagodas, that architecture's greatest products are less individual than social creations; the offspring of nations in labour rather than the outpouring of men of genius; the deposit let behind by a nation; the accumulation of the centuries; the residue from the successive evaporations of human society; in short, a kind of formation. Each wave of time lays down its alluvium, each race deposits its own stratum on the monument, each individual contributes his stone. Thus do the beavers, and the bees; and thus does man.

There’s an interesting story about Abraham Lincoln. During the American Civil War he signed an order transferring certain regiments, but Secretary of War Edwin Stanton refused to execute it, calling the president a fool. When Lincoln heard he replied, ‘If Stanton said I’m a fool then I must be, for he’s nearly always right, and he says what he thinks. I’ll step over and see for myself.’ He did, and when Stanton convinced him the order was in error, Lincoln quietly withdrew it. Part of Lincoln’s greatness lay in his ability to rise above pettiness, ego, and sensitivity to other people’s opinions. He wasn’t easily offended. He welcomed criticism, and in doing so demonstrated one of the strengths of a truly great person: humility. So, have you been criticised? Make it a time to learn, not lose.

Hope, in this deep and powerful sense, is not the same as joy that things are going well, or willingness to invest in enterprises that are obviously headed for early success, but, rather, an ability to work for something because it is good, not just because it stands a chance to succeed. The more unpropitious the situation in which we demonstrate hope, the deeper that hope is. Hope is definitely not the same thing as optimism. It is not the conviction that something will turn out well, but the certainty that something makes sense, regardless of how it turns out. In short, I think that the deepest and most important form of hope, the only one that can keep us above water and urge us to good works, and the only true source of the breathtaking dimension of the human spirit and its efforts, is something we get, as it were, from ‘elsewhere.’ It is also this hope, above all, which gives us the strength to live and continually to try new things, even in conditions that seem as hopeless as ours do, here and now.54

Today, many popular preachers are positive thinkers who offer the promise of wealth, success, and health through their teachings. They believe that there is enough for everyone and if we just demonstrate our faith a little bit more, everything will be ours for the taking. These preachers repeat the same message in a variety of ways, but one thing is clear: the devil is negative thinking. . . . Within these positive religious communities, there is a strong belief that everything happens for a reason, it's all part of God's plan, if you had faith you wouldn't worry, and God wants you to be healthy, happy, and rich. If you are falling short in any of these areas, you simply need to change your thoughts.

One of the first problems to be faced at Niagara was how to get a wire over the gorge and its violent river. Ellet solved that nicely by offering five dollars to the first American boy to fly a kite over to the Canadian side. The prize was won by young Homer Walsh, who would tell the story for the rest of his days. Once the kite string was across, a succession of heavier cords and ropes was pulled over, and in a short time the first length of wire went on its way. After that, when the initial cable had been completed, Ellet decided to demonstrate his faith in it in a fashion people would not forget. He had an iron basket made up big enough to hold him and attached it to the cable with pulleys. Then stepping inside, on a morning in March 1848, he pulled himself over the gorge and back again, all in no more than fifteen minutes’ time, and to the great excitement of crowds gathered along both rims.

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

This is nothing less than a whole new approach to economics. The randomistas don’t think in terms of models. They don’t believe humans are rational actors. Instead, they assume we are quixotic creatures, sometimes foolish and sometimes astute, and by turns afraid, altruistic, and self-centered. And this approach appears to yield considerably better results. So why did it take so long to figure this out? Well, several reasons. Doing randomized controlled trials in poverty-stricken countries is difficult, time consuming, and expensive. Often, local organizations are less than eager to cooperate, not least because they’re worried the findings will prove them ineffective. Take the case of microcredit. Development aid trends come and go, from “good governance” to “education” to the ill-fated “microcredit” at the start of this century. Microcredit’s reckoning came in the form of our old friend Esther Duflo, who set up a fatal RCT in Hyderabad, India, and demonstrated that, all the heartwarming anecdotes notwithstanding, there is no hard evidence that microcredit is effective at combating poverty and illness.13 Handing out cash works way better. As it happens, cash handouts may be the most extensively studied anti-poverty method around. RCTs across the globe have shown that over both the long and short term and on both a large and small scale, cash transfers are an extremely successful and efficient tool.14

True law necessarily is rooted in ethical assumptions or norms; and those ethical principles are derived, in the beginning at least, from religious convictions. When the religious understanding, from which a concept of law arose in a culture, has been discarded or denied, the laws may endure for some time, through what sociologists call "cultural lag"; but in the long run, the laws also will be discarded or denied. With this hard truth in mind, I venture to suggest that the corpus of English and American laws--for the two arise for the most part from a common root of belief and experience--cannot endure forever unless it is animated by the spirit that moved it in the beginning: that is, by religion, and specifically by the Christian people. Certain moral postulates of Christian teaching have been taken for granted, in the past, as the ground of justice. When courts of law ignore those postulates, we grope in judicial darkness. . . . We suffer from a strong movement to exclude such religious beliefs from the operation of courts of law, and to discriminate against those unenlightened who cling fondly to the superstitions of the childhood of the race. Many moral beliefs, however, though sustained by religious convictions, may not be readily susceptible of "scientific" demonstration. After all, our abhorrence of murder, rape, and other crimes may be traced back to the Decalogue and other religious injunctions. If it can be shown that our opposition to such offenses is rooted in religion, then are restraints upon murder and rape unconstitutional? We arrive at such absurdities if we attempt to erect a wall of separation between the operation of the laws and those Christian moral convictions that move most Americans. If we are to try to sustain some connection between Christian teaching and the laws of this land of ours, we must understand the character of that link. We must claim neither too much nor too little for the influence of Christian belief upon our structure of law. . . . I am suggesting that Christian faith and reason have been underestimated in an age bestridden, successively, by the vulgarized notions of the rationalists, the Darwinians, and the Freudians. Yet I am not contending that the laws ever have been the Christian word made flesh nor that they can ever be. . . . What Christianity (or any other religion) confers is not a code of positive laws, but instead some general understanding of justice, the human condition being what it is. . . . In short, judges cannot well be metaphysicians--not in the execution of their duties upon the bench, at any rate, even though the majority upon the Supreme Court of this land, and judges in inferior courts, seem often to have mistaken themselves for original moral philosophers during the past quarter century. The law that judges mete out is the product of statute, convention, and precedent. Yet behind statute, convention, and precedent may be discerned, if mistily, the forms of Christian doctrines, by which statute and convention and precedent are much influenced--or once were so influenced. And the more judges ignore Christian assumptions about human nature and justice, the more they are thrown back upon their private resources as abstract metaphysicians--and the more the laws of the land fall into confusion and inconsistency. Prophets and theologians and ministers and priests are not legislators, ordinarily; yet their pronouncements may be incorporated, if sometimes almost unrecognizably, in statute and convention and precedent. The Christian doctrine of natural law cannot be made to do duty for "the law of the land"; were this tried, positive justice would be delayed to the end of time. Nevertheless, if the Christian doctrine of natural law is cast aside utterly by magistrates, flouted and mocked, then positive law becomes patternless and arbitrary.

The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.

We like to think we’re smarter than the average doodle, and even if we’re not, we feel affirmed in this delusion each year when the newest crop of Darwin Awards circulates by email, that short list of self-inflicted fatalities caused by spectacularly poor judgment, as in the case of the attorney in Toronto who was demonstrating the strength of the windows in his twenty-two-story office tower by throwing his shoulder against the glass when he broke it and fell through. The truth is that we’re all hardwired to make errors in judgment. Good judgment is a skill one must acquire, becoming an astute observer of one’s own thinking and performance.

The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas. Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development. You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998. Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.

The above comments are intended to justify the emphasis in our discussion on the ways in which scientists produce order. This necessarily involves an examination of the methodical way in which observations and experiences are organised so that sense can be made of them. As already noted, we have every reason to believe that the accomplishment of this kind of task is no mean feat, as is clear from a consideration of the corresponding task faced by the observer when confronted by his field notes. The observer’s task is to transform notes of the kind presented at the beginning of this chapter into an ordered account. But exactly how and where should the observer begin this transformation? It is clear that when seen through the eyes of a total newcomer, the daily comings and goings of the laboratory take on an alien quality. The observer initially encounters a mysterious and apparently unconnected sequence of events. In order to make sense of his observations, the observer normally adopts some kind of theme by which he hopes to be able to construct a pattern. If he can successfully use a theme to convince others of the existence of a pattern, he can be said, at least according to relatively weak criteria, to have “explained’’ his observations. Of course, the selection and adoption of “themes” is highly problematic. For example, the way in which the theme is selected can be held to bear upon the validity of his explanation; the observer’s selection of a theme constitutes his method for which he is accountable. It is not enough simply to fabricate order out of an initially chaotic collection of observations; the observer needs to be able to demonstrate that this fabrication has been done correctly, or, in short, that his method is valid.

From the perspective of what became the Second Amendment, the most important essay was The Federalist No. 46, written by Madison and first published in the New York Packet on January 29, 1788. It clearly distinguished between the people and the two governments: “The Federal and State governments are in fact but different agents and trustees of the people, constituted with different powers, and designed for different purposes.” Further, “the ultimate authority ... resides in the people alone,” not in “the different governments.”69 As for the argument that the federal government would raise a standing army to oppress the people, Madison replied: To these would be opposed a militia amounting to near half a million of citizens with arms in their hands, officered by men chosen from among themselves, fighting for their common liberties, and united and conducted by governments possessing their affections and confidence. It may well be doubted, whether a militia thus circumstanced could ever be conquered by such a proportion of regular troops. Those who are best acquainted with the last successful resistance of this country against the British arms, will be most inclined to deny the possibility of it. Besides the advantage of being armed, which the Americans possess over the people of almost every other nation, the existence of subordinate governments, to which the people are attached, and by which the militia officers are appointed, forms a barrier against the enterprises of ambition, more insurmountable than any which a simple government of any form can admit of. Notwithstanding the military establishments in the several kingdoms of Europe, which are carried as far as the public resources will bear, the governments are afraid to trust the people with arms.70 A militia of “half a million of citizens with arms in their hands” would have been virtually all able-bodied male citizens out of the American population of three million. The “citizens” constituted the militia, and they had “arms in their hands.” The success of this armed citizenry had been demonstrated in the American Revolution. Unlike other peoples, the Americans were armed, and the resistance of the state governments would bar a federal tyranny. By contrast, the European monarchies were “afraid to trust the people with arms.” In short, the keeping and bearing of arms by the citizens would preserve the republic and protect liberty.

1. Create intimacy: You’ll get more trust—and capture the attention of your prospects—by establishing a personal connection. Your emails should read as if one person has written it to another: one to one. This can be achieved by: using a personal, or plain-text template; using “you” instead of “we”, or “I”; telling stories; and making good use of personalization. For an even greater effect, you can add subtle personalization throughout your copy. For example: “…this is what we’ve heard from other people in [ Tampa ]”. 2. Make users feel special: On top of personalization, you can create exclusivity: “This offer is only for our most engaged users” “…it’s for early adopters” Or appeal to vanity: “Our most successful users want to feel this way…” 3. Demonstrate that you understand their reality: You can create obvious qualifications everyone wants to have assigned to themselves, for example “…people who care about maximizing their return on investment”; or “…savvy marketers”. Illustrate product benefits and value with clear examples that relate to the unique situation of your users. 4. Create urgency: As Zapier did, you can also get creative with deadlines. Use coupons with limited-time offers to accentuate the fear of missing out (FOMO)17: “Offer only available until June 4th…” “Only a few people get this plan…” 5. Use clear actions: Use a CTA that clearly establishes the next steps. Repeat it throughout the email, coming at it from different angles. Use the P.S. to attract the eye and to reinforce the action you want users to take (when appropriate). Keep your emails simple and your messaging scannable. It’s important for users to be able to get the email at a glance. Short and sweet often outperforms long and complex emails. You want a near-instant reaction from your readers. Your email has to build up to the desired action. Use copy to overcome objections, and accentuate the desire to buy or engage. A good email has to: capture attention through the subject line, personalization, or a story; build reader interest by demonstrating either the benefit or the problem; build desire to act by creating information gaps, time constraints, or the fear of missing out; and drive action through a well-timed CTA, telling users exactly what you want them to do. These are really just the four steps of the AIDA model18 (Attention, Interest, Desire, and Action) applied to email copywriting. Don’t get intimidated by copywriting. Emails that are too polished often don’t work as well. Get started crafting your own email offers. We’ll get started working on subject lines in the next chapter.

The Rooster taught me to wake up early and be a leader. The Butterfly encouraged me to allow a period of struggles to develop strong and look beautiful. The Squirrel showed me to be alert and fast all the time. The Dog influenced me to give up my life for my best friend. The Cat told me to exercise every day. Otherwise, I will be lazy and crazy. The Fox illustrated me to be subtle and keep my place organized and neat. The Snake demonstrated to me to hold my peace even if I am capable of attack, harm, or kill. The Monkey stimulated me to be vocal and communicate. The Tiger cultivated me to be active and fast. The Lion cultured me not to be lazy especially if I have strength and power that could be used. The Eagle was my sample for patience, beauty, courage, bravery, honor, pride, grace, and determination. The Rat skilled me to find my way out no matter what or how long it takes. The Chameleon revealed to me the ability to change my color for beauty and protection. The Fish display to live in peace even if I have to live a short life. The Delphin enhanced me to be the source of kindness, peace, harmony, and protection. The Shark enthused me to live as active and restful as I can be. The Octopus exhibited me to be silent and intelligent. The Elephant experienced me with the value of cooperation and family. To care for others and respect elders. The Pig indicated to me to act smart, clean, and shameless. The Panda appears to me as life is full of white and black times but my thick fur will enable me to survive. The Kangaroo enthused me to live with pride even if I am unable to walk backward. The Penguin influenced me to never underestimate a person. The Deer reveals the ability to sense the presence of hunters before they sense you. The Turtle brightened me to realize that I will get there no matter how long it takes me while having a shell of protection above me. The Rabbit reassured me to allow myself to be playful and silly. The Bat proved to me that I can fly even in darkness. The Alligator/crocodile alerted me that threat exists. The Ant moved me to be organized, active, and social with others. The Bee educated me to be the source of honey and cure for others. The Horse my best intelligent friend with who I bond. Trained me to recover fast from tough conditions. The Whale prompted me to take care of my young ones and show them life abilities. The Crab/Lobster enlightened me not to follow them when they make resolutions depending on previous undesirable events.

Reaching your full potential requires you to demonstrate willpower to resist short-term temptation. The ability to delay getting what you want now so you can get more later is instrumental to success.

Reaching your full potential requires you to demonstrate willpower to resist short-term temptation