Skill Vs Will Quotes

Helen dared to look up without being invited to do so. “I cannot thank you enough for your kindness, Lady Consort.” “Kindness had nothing to do with it. You have skills and training I need just now, and I intend to use you shamelessly, and expose you to greater danger.” “Get in line, Lady Consort,” Helen replied. “Danger-filled usury seems to be a holiday pastime in this city.” The Consort stopped pretending to do her needlework. “I could have you whipped for such insolence, girl.” “Before or after you use me.

It was a map. A really crudely drawn map of trees, mountains that looked like upside-down Vs, and stick people. Apparently, drawing was not one of Athena's skills.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

You can’t sell it outside if you can’t sell it inside.

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

The first step to solving any problem is to accept one’s own accountability for creating it.

True leaders live their values everywhere, not just in the workplace.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

Values are deeply held personal beliefs that form your own priority code for living.

Values are the individual biases that allow you to decide which actions are true for you alone.

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

It is difficult to overstate the importance of understanding mirror neurons and their function. They may well be central to social learning, imitation, and the cultural transmission of skills and attitudes—perhaps even of the pressed-together sound clusters we call words. By hyperdeveloping the mirror-neuron system, evolution in effect turned culture into the new genome. Armed with culture, humans could adapt to hostile new environments and figure out how to exploit formerly inaccessible or poisonous food sources in just one or two generations—instead of the hundreds or thousands of generations such adaptations would have taken to accomplish through genetic evolution. Thus culture became a significant new source of evolutionary pressure, which helped select brains that had even better mirror-neuron systems and the imitative learning associated with them. The result was one of the many self-amplifying snowball effects that culminated in Homo sapiens, the ape that looked into its own mind and saw the whole cosmos reflected inside.

Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.

A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.

Your values are your essence: an undistorted mirror showing you at your pure, attractive best.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.

The myth of management is that your personal values are irrelevant or inappropriate at work.

V.S. Pritchett's definition of a short story is 'something glimpsed from the corner of the eye, in passing.' Notice the 'glimpse' part of this. First the glimpse. Then the glimpse gives life, turned into something that illuminates the moment and may, if we're lucky -- that word again -- have even further ranging consequences and meaning. The short story writer's task is to invest the glimpse with all that is in his power. He'll bring his intelligence and literary skill to bear (his talent), his sense of proportion and sense of the fitness of things: of how things out there really are and how he sees those things -- like no one else sees them. And this is done through the use of clear and specific language, language used so as to bring to life the details that will light up the story for the reader. For the details to be concrete and convey meaning, the language must be accurate and precisely given. The words can be so precise they may even sound flat, but they can still carry; if used right they can hit all the notes.

A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to have it.

John F. Kennedy responded, as he often did when at his best, skillfully mixing dollops of wit with, self-deprecation, and the principle of not-really-going-near-the-question.

Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.

Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.

Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.

Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.

When you’re not on your own agenda, you’re prey to the agenda of others.

When you don’t know what true for you, everyone else has unusual influence.

Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.

This is your one and only precious life. Somebody’s going to decide how it’s going to be lived and that person had better be you.

Let’s get right on top of the bottom line: You must live your personal values at work.

There will be plenty of other problems in the future. This is as good a time as any to get ahead of them.

Try not to take this the wrong way, but your brain is smarter than you are.

Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.

You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.

The economy is in ruins! Bottom line? Good management will defeat a bad economy.

You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people.

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

India is old, and India continues. But all the disciplines and skills that India now seeks to exercise are borrowed. Even the ideas Indians have of the achievements of their civilization are essentially the ideas given them by European scholars in the nineteenth century. India by itself could not have rediscovered or assessed its past. Its past was too much with it, was still being lived out in the ritual, the laws, the magic – the complex instinctive life that muffles response and buries even the idea of inquiry.

Emotional commitment means unchecked, unvarnished devotion to the company and its success; any legendary organizational performance is the result of emotionally committed managers.

Providing the ultimate solution to work/life balance: not escaping from work but living the way you want to at work.

The heart of a company’s performance is hardwired to the hearts of its managers.

The high quality of a company’s customer experience rarely has anything to do with the high price of their product.

To integrate one’s experiences around a coherent and enduring sense of self lies at the core of creating a user’s guide to life.

Leaders are people who know exactly who they are. They know exactly where they want to go. They’re hell-bent on getting there.

Leaders make a lot of mistakes but they admit those mistakes to themselves and change because of them.

Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.

Most managers have plenty of emotional commitment to give to their jobs. If they can be convinced it’s safe and sensible to give it.

Emotional commitment is a personal choice. Managers understand this even if their companies don’t.

A manager’s emotional commitment is worth more than their financial, intellectual and physical commitment combined.

What managers want most from companies they stop themselves from getting. What companies want most from managers they stop them from giving.

Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?

Do you think your people struggle with being true to themselves? Do their values match up with their work?

The company may have captured their minds, their bodies and their pockets, but that doesn’t mean it’s captured their hearts.

Your dreams and the dreams of your company may be different, but they are in no way incompatible.

Your company really has to work for you before you’ll really work for your company.

Imagine a world where what you say synchs up, not sinks down.

Your company is its own competition and can deliver itself debilitating blows the competition only dreams of.

Turn off the radio, TV, DVD, iPod, computer and cell phone. Then, listen.

We must not only observe but listen to the sound of nature.

What companies want most from their managers is what they most stop their managers from giving. What managers want most from their jobs is what they most stop themselves from getting.

The skillful are not obvious They appear to be simple-minded Those who know this know the patterns of the Absolute To know the patterns is the Subtle Power The Subtle Power moves all things and has no name.

Indian poverty is more dehumanizing than any machine; and, more than in any machine civilization, men in India are units, locked up in the straitest obedience by their idea of their dharma. The scientist returning to India sheds the individuality he acquired during his time abroad; he regains the security of his caste identity, and the world is once more simplified. There are minute rules, as comforting as bandages; individual perception and judgement, which once called forth his creativity, are relinquished as burdens, and the man is once more a unit in his herd, his science reduced to a skill. The blight of caste is not only untouchability and the consequent deification in India of filth; the blight, in India that tries to grow, is also the over-all obedience it imposes, its ready-made satisfactions, the diminishing of adventurousness, the pushing away of men of individuality and the possibility of excellence.

The world will constantly try to tell you that it's possible to divide every single human quality or skill or characteristic into those that are "male" and those that are "female." But I don't know. I might win a fight against your mother. It wouldn't exactly be "gorilla vs. bear," you know? More "gorilla vs. koala. But she would destroy me in a footrace, no matter the distance. And she's way funnier than I am. And she gets people. She's someone everyone trusts. I can easily think of a hundred people who would follow her blindly into war. I can barely get people to follow me on Twitter. In terms of brains, though, it's harder to measure for sure. I mean, on the one hand she's definitely smarter than I am, everyone knows that. But on the other hand: I got her to marry me. So I still feel like I have one up on her.

Populists are highly skilled at weaponizing these forms of resentment: their rhetoric simultaneously aims to turn the growing anger at affluent people against the ruling elite and to turn the growing focus on ascriptive identity against immigrants as well as ethnic and religious minorities.

Now, everybody is searching for managers with a little dose of leadership (not too much but it should be clearly there). Some “bosses” say that their employees either have leadership skills or they don’t, that this is an innate ability. Others think leadership can be learned and they train their employees through various courses on this topic. The main aspect to observe here is that the majority of employers do not train or want their employees to become “distinct” leaders and follow their path in the world. They want and train them to stay in their company and successfully deliver more to the company. Of course, the rule is validated by exceptions, so there are companies that give birth, from their environment and trainings, to great and very influential leaders.

Grant believed that generous terms were essential to pacification. In Grant's eyes, the surrender was a triumph of right over wrong: proof of the moral and material superiority of the North's free-labor democratic society over the South's slave-labor autocratic one. Grant's hope, in extending clemency, was to change hearts and minds--to effect Confederate repentance and submission. In Lee's view, by contrast, the United States' victory was one of might over right, attributable to brutal force, not to skill and virtue. Although Lee rejected the option of guerrilla warfare as impractical and dishonorable, he did not admit moral defeat or counsel submission.

Creating a symbiotic (more mutualistic) public-private innovation ecosystem thus requires new methods, metrics and indicators to evaluate public investments and their results. Without the right tools for evaluating investments, governments have a hard time knowing when they are merely operating in existing spaces and when they are making things happen that would not have happened otherwise. The result: investments that are too narrow, constrained by the prevailing path-dependent, techno-economic paradigm. A better way of evaluating a given investment would be to consider the different types of ‘spillovers’, including the creation of new skills and capabilities, and whether it led to the creation of new technologies, sectors and markets.

Nature vs. nurture is part of this—and then there is what I think of as anti-nurturing—the ways we in a western/US context are socialized to work against respecting the emergent processes of the world and each other: We learn to disrespect Indigenous and direct ties to land. We learn to be quiet, polite, indirect, and submissive, not to disturb the status quo. We learn facts out of context of application in school. How will this history, science, math show up in our lives, in the work of growing community and home? We learn that tests and deadlines are the reasons to take action. This puts those with good short-term memories and a positive response to pressure in leadership positions, leading to urgency-based thinking, regardless of the circumstance. We learn to compete with each other in a scarcity-based economy that denies and destroys the abundant world we actually live in. We learn to deny our longings and our skills, and to do work that occupies our hours without inspiring our greatness. We learn to manipulate each other and sell things to each other, rather than learning to collaborate and evolve together. We learn that the natural world is to be manicured, controlled, or pillaged to support our consumerist lives. Even the natural lives of our bodies get medicated, pathologized, shaved or improved upon with cosmetic adjustments. We learn that factors beyond our control determine the quality of our lives—something as random as which skin, gender, sexuality, ability, nation, or belief system we are born into sets a path for survival and quality of life. In the United States specifically, though I see this most places I travel, we learn that we only have value if we can produce—only then do we earn food, home, health care, education. Similarly, we learn our organizations are only as successful as our fundraising results, whether the community impact is powerful or not. We learn as children to swallow our tears and any other inconvenient emotions, and as adults that translates into working through red flags, value differences, pain, and exhaustion. We learn to bond through gossip, venting, and destroying, rather than cultivating solutions together. Perhaps the most egregious thing we are taught is that we should just be really good at what’s already possible, to leave the impossible alone.

There was a time when Indians who had been abroad and picked up some simple degree or skill said that they had become displaced and were neither of the East nor West. In this they were absurd and self-dramatizing: they carried India with them, Indian ways of perceiving. Now, with the great migrant rush, little is hard of that displacement. Instead, Indians say that they have become too educated for India. The opposite is usually true: they are not educated enough; they only want to repeat their lessons. The imported skills are rooted in nothing; they are skills separate from principles ... To match technology to the needs of a poor country calls for the highest skills, the clearest vision. Old India, with all its encouragements to the instinctive, non-intellectual life, limits vision.

There is not enough night left for us. We have lost our true instincts for darkness, it’s invitation to spend some time in the proximity of our dreams. Our personal winters are so often accompanied by insomnia: perhaps we’re drawn towards that unique space of intimacy and contemplation, darkness and silence, without really knowing what we’re seeking. Perhaps, after all, we are being urged towards our own comfort. Sleep is not a dead space, but a doorway to a different kind of consciousness – one that is reflective and restorative, full of tangential thought and unexpected insights. In winter, we are invited into a particular mode of sleep: not a regimented eight hours, but a slow ambulatory process in which waking thoughts merge with dreams, and space is made in the blackest hours to repair the fragmented narratives of our days. Yet we are pushing away this innate skill we have for digesting the difficult parts of life.

There are many reasons why the tech revolution will hit the emerging world much harder than it will hit Europe and the United States. In developed countries, children are more likely to grow up with digital technologies as toys and then to encounter them in school. Governments in these countries have money to invest in educational systems that prepare workers, both blue and white collar, for change. Their universities have much greater access to state-of-the-art technologies. Their companies produce the innovations that drive tech change in the first place. This creates a dynamic in which high-wage countries are more likely than low-wage ones to dominate the skill-intensive industries that will generate twenty-first-century growth, leaving behind large numbers of those billion-plus people who only recently emerged from age-old deprivation. The wealth in developed countries helps them maintain much stronger social safety nets than in poorer countries to help citizens who lose their jobs, fall ill, or need to care for sick children or aging parents. In short, wealthier countries are both more adaptable and more resilient than developing ones.

During this time of preparation, I also began to realize on a deeper level just how much the struggle between Communism and the Church was a spiritual one. It was a contest for the hearts - and eternal souls - of the people. Those in religious vocations - and any true followers of Christ - were called to a life of sacrificial obedience and anonymous servanthood. The Communist Party, to its faithful, promised the opposite. Initially it flattered the intellect, appealing to idealists who put their faith in man. They saw man not as a fallen creature, saved by grace, but as inherently good. Man did not need a Saviour, a Redeemer; collectively he had all the necessary skills and mind and abilities to provide for his needs. And given the opportunity, he would care for his neighbor. The Brotherhood of Man did not need the Fatherhood of God. The secular society, through the institutions of the State, would do the work of the Church. At first glance, the Communist system did seem fairer than the old oppressive monarchies with their rigid class structure, or the weak and failed democracies of Christendom. From each according to his abilities, to each according to his need - what could be fairer than that? Christianity believed in that, too. The difference was that, where God inspired the Christian to voluntary acts of sefflessness and sacrifice - acts opposite of his nature - Communism dictated them. And who decided which one was needy? And which one should meet his needs? The Communist Party hierarchy. All power gravitated to them, and they were loathe to let any of it go. They used it to reward loyal underlings, and they used fear to control any who were suspected of being less than loyal. Power meant control, and they meant to control every aspect of life, beginning with how and what the children were taught. It might be too late to change the parents, but if they could have the children....

1. Omnipresent and Omnipotent Authoritarianism: Authoritarian Media vs. Social Media?2. Istanbul Mobil'ized: Mobile Phones' Contribution to Political Participation and Activism in Istanbul Gezi Park Protests and Onwards. 3. The Gezi Park Protest and #resistgezi: A Chronicle of Tweeting the Protests. 4. Peace Journalism: Urgently and Desperately Needed in Post-Election Turkey.5. Critical Thinking Skills on Social Media: A Blooming Season Or A Period Of Decline? 6. Social media, blended learning and constructivism: A jigsaw completed by the uses and gratifications theory? 7. Educational uses of social media and problem-based learning. 8. The future of the new media: The mobile generation and interpersonal communication. 9. "Keep in E-Touch" Personality and Facebook use (with Ng)10. Of Kate Moss & Marilyn Monroe: Body Dissatisfaction and its Relation to Media (with Dev)11. Media psychology and intercultural communication: The social representations of Vietnam on Turkish newspapers. 12. Regional Journalism in Southeast Asia and ASEAN Identity in Making

Trouble Making and Maintaining Eye Contact: Neurodivergent people may not always do well with eye contact. For some, it can appear as though they’re staring right into your soul, which is something not many people are comfortable with. Other neurodivergent people find eye contact distracting and uncomfortable, so they’ll opt to look everywhere but at you. Rich Inner World vs. The Outer World: Neurodivergent people often tend to be in their heads. They feel things more deeply than neurotypical people and tend to think a lot more.

Though wildly different in both character and tastes, Jane and Mary shared a common bond aside from the royal blood which flowed in their veins: their religious devotion was unswerving, and the dominant factor in both of their lives. For Mary, the situation was heartbreaking. Jane's mother, Frances, had been a close childhood companion. Frances, like her husband and her daughter, was a Protestant, though perhaps not as fervent in her faith as her husband and eldest daughter. Despite the fact that she and Mary were on opposing sides of the religious fence, to all appearances their differing beliefs had never driven a wedge between the cousins. Frances was a seasoned courtier, and as such she was well skilled in the art of diplomacy. It seems likely, therefore, that when she was in the company of her childhood friend, the two women tactfully avoided conversing on the subject of religion. After all, there were many at court who managed to maintain friendships with people who held differing religious beliefs, and Mary had also been friendly with Jane's step-grandmother, Katherine Willoughby. But it was quite different with jane, for though Mary had tried her best with the teenager, and had done her utmost to be affectionate, the relationship was not a harmonious one. The age gap between them meant that to Jane, Mary was probably more like an aunt than a cousin. Mary may have been twenty years Jane's senior, but it was not age that lay at the heart of the matter; the reason for the distance between the two cousins was perfectly simple: religion.

Plant vs. Harvest [10w] Any fool can harvest but it takes true skill to plant.

There has been one further element to Man vs. Wild’s success, and that is its underlying message. I believe it is actually the biggest factor. If you think about it, at heart, there is such a strong link between survival and life. I mean, we are all in a battle of some sort, aren’t we? Surviving. It feels like day by day sometimes. But talent, skill, and luck are only a part of what carries people through. A small part. There is a bigger element that separates the real survivors. It is heart, hope, and doggedness. Those are the qualities that really matter. Ditto in life. A young kid came up to me in the street a few days ago. He looked me square in the eye and asked me: “If you could tell me one survival message, what would it be?” I thought about it for a moment. I wanted to give him a decent answer. Then I saw it very clearly. “Smile when it’s raining, and when you’re going through hell--keep going.” The boy thought for a moment. Then he looked up at me and said: “It rains a lot where I live.” We all know the feeling. Maybe he’ll remember the message one day--when he really needs it.

One thing I am clear on, though, is why the show Man vs. Wild has been so successful. I consider it is down to the magic three: good fortune, an amazing team, and a willingness to risk it all. My magic trio. There is no doubt that good fortune and blessed timing have been at the heart of why the program has worked. All too often I meet extraordinarily talented people: whether they are world-class climbers, champion skydivers, or survival-bushcraft gurus. Invariably, they are more skilled than me--and, annoyingly, often better-looking and more muscled to boot! And, if the truth be told, they could all probably do my job better than me, as well.

Along the way, though, I was always careful not to get greedy or to go for the quick buck--despite the temptations in the early days. Financially, it was hard saying no to big appearance fees from TV shows like I’m a Celebrity…Get Me Out of Here or Survivor--but I always had the long goal in mind and tried to keep the main thing the main thing. And not get distracted by fluff. Instead, know your strengths. I also tended instinctively to shy away from both TV and the whole concept of fame--partly, I am sure, because I didn’t have the self-belief to feel I deserved either fame or money. (Time and experience have since taught me that fame and money very rarely go to the worthy, by the way--hence we shouldn’t ever be too impressed by either of those imposters. Value folk for who they are, how they live, and what they give--that’s a much better benchmark.) So I resisted TV quite heavily--even ironically spurning the offers of the original Man vs. Wild producer, Rob MacIver, some three times, before finally agreeing to do a pilot show. But what a dope I was. Bear, didn’t you listen to your grandma when she wrote: “When the ball rolls your way grab it. We so rarely get a second chance. (Although miraculously, this does sometimes happen, too.)”? But I just didn’t want to be pushed into TV, I wanted to keep focused on my strengths, and trust those skills. My father always used to say that if you focus on doing your job well, then money will often follow. But chase the money and it has a habit of slipping through your fingers. I always liked that. But learning that I could do both things--TV, as well as my core skills--was a big lesson. Maybe it would be possible to do programs without having to be a smiley media person. I wondered. Grandma? “Indeed--when the ball rolls your way--grab it.

There comes a time in every BLACK household when BLACK parents should have “the talk” with their children, especially the males. This “talk” isn’t about sex (that’s the other conversation lol) instead, it’s a race-realist, survivalist conversation addressing the NIGGER-created quagmire facing BLACKS. “The talk” teaches life skills that prepare the BLACK kid for the reality of paying the NIGGER-tax, which includes (but is not limited to) profiling, the proper reaction to any police encounter, and double diligence in all endeavors (academic, career, etc.). Double diligence is required because NIGGERS are doubly lazy. Moreover, “the talk” emphasizes that the only commonality between BLACKS and NIGGERS is melanin content, but society (via cultural conditioning) may still lump BLACKS with the worst elements of the African-American community.

Good managers execute as well as motivate. Not all leaders need to be managers, but all managers need to be good leaders. While managing is an art; leadership is a skill that needs to be inculcated and enforced while executing assignments through subordinates

good managers execute as well as motivate. Not all leaders need to be managers, but all managers need to be good leaders. While managing is an art; leadership is a skill that needs to be inculcated, imbibed and enforced while executing assignments through subordinates

In preschool we remain largely free from prejudice and associate with anyone who crosses our path – giving them the opportunity to impress us with their personality traits and skills before passing judgment on them in the ultimate sense: deciding whether to befriend them.

To match technology to the needs of a poor country calls for the highest skills, the clearest vision. Old India, with all its encouragements to the instinctive, non-intellectual life, limits vision.

First I have to discover what exactly is wrong with each patient. Medical students today don't spend enough time on simple diagnostic skills. They rely too heavily on technology. But when you have a whole bunch of symptoms and a complicated medical history, you have to listen and look and use your hands.

A person with a growth mindset believes that by putting the effort to learn and practice, he can grow better at any skill.

I find a list of books and periodicals not allowed inside Louisiana prisons. It includes Fifty Shades of Grey; Lady Gaga Extreme Style; Surrealism and the Occult; Tai Chi Fa Jin: Advanced Techniques for Discharging Chi Energy; The Complete Book of Zen; Socialism vs Anarchism: A Debate; and Native American Crafts & Skills. On Miss Roberts's desk is a confiscated book: Robert Greene's 48 Laws of Power... She says this book is banned because it's considered "mind-bending material," though she did enjoy it herself.

Diana did not care for dogs--too noisy, too energetic, and too smelly. She rather liked the idea of acquiring a cat at some point, though--she admired their lazy grace, as well as their ability to force everyone around them to do their bidding. It was a skill she was constantly trying to hone in herself.

[...] there is no limit to the amount of growth and development that the mind can sustain. The mind does not stop growing at any particular age; only when the brain itself loses its vigor, in senescence, does the mind lose its power to increase in skill and understanding. This is one of the most remarkable things about human beings, and it may actually be the major difference between Homo sapiens and the others animals, which do not seem to grow mentally beyond a certain stage in their development. But this great advantage that man possesses carries with it a great peril. The mind can atrophy, like the muscles, if it is not used. (P. 336)

He had spent a year in England. And he had read a lot in English. It was about his English reading that I got him to talk. And I was so taken by his account of his approach to the outer civilization – a pioneer journey in many ways, and a contrast with the blanket dismissal of ‘the West’ by people who often, even after travel and a picked-up profession (a single, isolated skill), had the thinnest idea of what they were dismissing – that I asked for paper and noted down Syed’s words.

Richie Norton December 31, 2019 MY PREDICTIONS FOR THIS NEW DECADE 20 years ago tonight I was in Brazil waiting to see if the world would end at midnight. #y2k I’m glad the computers figured out how to write the year 2000. Would’ve been hard to imagine 20 years ago all that has happened in my personal life, family life and the world at large. 1. For example, people could still walk onto airplanes — TSA didn’t even exist, Facebook wasn’t even a thought on Zucky’s mind. No Twitter. No youtube. No ig. No li. 2. 20 years ago was a different time. I predict the next 10 years will bring as much change or more than the last 10 years brought. 3. I mean - TikTok taking over the world...a straight up Chinese company dominating American socials? Amazing. We will see more of this. It will happen in pockets where kids want to buck the boomers, the x men and the millennials. Then it will spread. 4. Universities will try to become relevant again by not focusing on the diploma as much because companies don’t require them anymore (unless doctor or lawyer type). You’ll see people focusing back on skills, results and a mega double down on personal brand. 5. Digital entrepreneurs will start making more money with physical products because people want “real.” YouTubers in large will leave because monetizing will become complicated with more adpocalypse. 6. Basics will come into play with direct selling, conglomerates will break themselves down intentionally into micro-enterprises to stay nimble. 7. Managers will be forced to become entrepreneurs and directly responsible for above the line branding and below the line profits... or they will be fired. 8. Solopreneurs will rise because freelancers will become commodities to utilize. 9. AI will take over every job that could be done by a robot. Making work more human. 10. Humans will stop acting like robots (cashiers) vs self-checkout and work will be strategic and anything arhat doesn’t require repetition. Ironically, humans will become less robotic (industrial revolution turned us into robots) and we will become more artful, thoughtful and creative...because we have to...bots will do all else. 11. To stay ahead, you must constantly learn and apply. It’s the dream. My new community and podcast will help you thrive! Comment if you would like access. Love you! Happy new year!