Steve Peters Quotes

By the way, if you get mad at your Mac laptop and wonder who designed this demonic device, notice the manufacturer's icon on top: an apple with a bite out of it.

I'll hold you in my heart, until I can hold you in my arms.

When you decide to do something, remind yourself that it is commitment not motivation that matters.

If you wake during the night, any thoughts and feelings you might have are from your Chimp and they are often very disturbing, catastrophic and lacking in perspective. In the morning you are likely to regret engaging with these thoughts and feelings because you will see things differently.

the person that you want to be is the person that you really are.

when Steve Jobs said that the goal of every entrepreneur should be to “put a dent in the universe”—he wasn’t talking about inventing the next Angry Birds.

Remember: you can’t use your Chimp as an excuse. If you had a dog and it bit someone, you couldn’t just say, ‘Sorry but it was the dog, not me.’ You are responsible for the dog and its actions. Likewise, you are totally responsible for your Chimp and its actions. So no excuses! You

how can you determine who you really are? To work out who you really are as a person is easy to do. If you wrote a list of all the things you would like to be, you may write things like calm, compassionate, reasonable, positive, confident and happy, then this is who you really are. Any deviation from this is a hijacking by the Chimp.

The best relationships are the ones where you accept the person as they are and work with this.

Measure success in life by effort and doing your best, then it is always in your hands to succeed and be proud of yourself.

Summary key points The Psychological Mind is made up of three separate brains: Human, Chimp and Computer. You are the Human. Your Chimp is an emotional thinking machine. Your Computer is a storage area and automatic functioning machine. Any one of them can take complete control but usually they work together.

One thing is clear: that having a purpose in life is something that Humans thrive on.

Don’t be disheartened if you have setbacks; instead learn from them and always celebrate any successes. Remember: you always have a choice.

The Stone of Life is the ultimate power source in our Psychological Mind.

A golden rule for understanding people and situations is to ALWAYS try to establish THE FACTS before you make your assessment.

Do not measure ‘reasonable’ by your own standards and then impose them on to others because everyone has different standards. Measure

Managing your impulsive, emotional Chimp as an adult will be one of the biggest factors determining how successful you are in life.

Having realistic and helpful expectations of the world that you live in and the people that you share it with will reduce stress levels considerably.

Sometimes no matter what you do, you can’t have what you want, so you must accept this and live with it.

Work out what you can control and what you can’t.

The very simple question, therefore, is to begin with ‘Do I want…’ and then finish the sentence. For example: ‘Do I want these feelings?’ or ‘Do I want these thoughts?’ or ‘Do I want to be behaving this way?’ If the answer is ‘no’ then you are in Chimp mode and if the answer is ‘yes’ then you are in Human mode.

• I am an adult and I can deal with any situation. • Life is not fair. • Everything that happens comes and goes. • Disappointments are tough but they need to be kept in perspective. • Happiness can be found in many ways. • It’s the way you deal with things, not what happens, that gives peace of mind. • Every day is precious.

So what are you going to do today that will make you happier and more successful?

The right part of the jungle is where your work and home environments are happy places to be.

It is better to have realistic expectations or in some cases hold no expectations at all.

If you have become upset by something, let this be a prompt to check on whether your expectations are realistic and helpful regarding the situation or others involved.

Humans try to establish the truth and then base their beliefs on the truth.

Most people have reliable partners and sharing with a partner is one of the joys of life. However, basing your security on a partner or any other one individual is a recipe for disaster. When

Over the years of seeing people suffer some terrible life events and situations, I am struck by those who chose to make the best of it and come back smiling and positive. Cruel as it may seem, you are still left with a choice to accept and move on into happiness or remain where you are and live with bitterness or anger. Anger is usually easier to hold on to than going through grief but anger doesn't help anyone

Chimps that are insecure may read lots of things into harmless situations. They can also read intrigue and malice in comments or statements that others make and then allow their imaginations to run wild. When

When people have accidents that damage their frontal lobe or when they have a disorder or illness affecting the frontal lobe, their personality alters. Effectively, the Human part of the brain stops working and the new personality that presents is the Chimp. Very often, people affected in this way will become disinhibited and lose their judgment or they can become apathetic or have outbursts of aggressive behavior.

How many times have you talked to yourself, reassured yourself or had battles within your own head? Often you have thoughts and feelings that you do not want and even carry out behaviours that you know at the time are not really what you want to do. So why are you doing this? How can it be that you do not have control over what thoughts or emotions you have and what behaviours you carry out? How can you be two very different people at different times?

In the first scenario what the parent did was to tell the child that it was clever and that the parent was proud of it because of what the child had achieved. In other words, implying that the child’s worth is dependent on the painting. Then the parent went on to tell the child that they wanted to let the world know by putting the picture on the fridge door. The message to the child was: ‘It is what you can achieve in life that will make you worthy. It is what you do that will make others see you in a good light.

If we knew nobody thought badly of us then we would have little fear, it would be more of a nuisance to fail and we would then deal with the consequences. We would also not weigh our own self-worth by an exam result. This is the Fridge Door Goblin at its best!

As the day heats up, Peter convinces me to put down my French book and jump in the pool with him. The pool is crowded with little kids, no one as old as us. Steve Bledell has a pool at his house, but I wanted to come here, for old times’ sake. “Don’t you dare dunk me,” I warn. Peter starts circling me like a shark, coming closer and closer. “I’m serious!” He makes a dive for me and grabs me by the waist, but he doesn’t dunk me; he kisses me. His skin is cool and smooth against mine; so are his lips. I push him away and whisper, “Don’t kiss me--there are kids around!” “So?” “So nobody wants to see teenagers kissing in the pool where kids are trying to play. It isn’t right.” I know I sound like a priss, but I don’t care. When I was little, and there were teenagers horsing around in the pool, I always felt nervous to go in, because it was like the pool was theirs. Peter bursts out laughing. “You’re funny, Covey.” Swimming sideways, he says, “It isn’t right,” and then starts laughing again.

Bottling emotions.....is probably the worse thing that you can do because it will come back to attack you and others. It isn't clever, it is foolish. When you have got things off your chest it will ease the stress and you will start to unwind. Remind yourself of the first 'Truth of Life' and live by it - 'Life is Unfair'. Don't just say it, live by it.

A friend of mine reports that all the women he's polled have been enthusiastic advocates of the bold romantic gesture, but this, he suspects, is because they're all picturing John Cusack making it, not Steve Buscemi or Peter Lorre or the Creature from the Black Lagoon. Often you don't know whether you're the hero of a romantico comedy or the villain on a Lifetime special until the restraining order arrives.

Beating yourself up is a useless and damaging process and it is also a CHOICE. You don’t have to do it. Ask what good is it doing? Also ask is this the way that you want to deal with yourself? You can choose to look more objectively and see what you can do to improve, or accept the way that you are, with a smile. Things won’t get better by attacking and demeaning yourself. Relax and encourage yourself instead.

The problem is that if the person then says I would rather go home and finish the job tomorrow, they start to feel guilty. Their Chimp is now saying, ‘You can’t let the troop down, what will they think?’ Well as we now know, it isn’t the troop at all. It is work and work colleagues. Looking after the Chimp by getting it home on time and looking after the real troop is more important than working to please work colleagues.

The Chimp does not necessarily work with facts but it works with what it believes is the truth or with a perception of the truth or, even worse, with a projection of what might be the truth. It is quick to form an impression on little, if any, evidence and usually won’t give way. Of course, some impressions that the Chimp gives us are accurate and helpful, but they can just as easily be wrong. Searching for some accuracy and truth would help us to reach a sensible conclusion.

As a child you were read or watched fairy stories. The prince always married the princess and the wicked witch died and everyone lived happily ever after (except the witch, of course, but she got what she deserved). In other words, good always wins in the end. But that was a fairy story and you have been brainwashed into believing that it really does happen this way. It doesn’t. In fact we might do our children a favour by changing the ending to let the witch kill off the princess and marry the prince.

Lasseter and his Pixar team had the first half of the movie ready to screen by November 1993, so they brought it down to Burbank to show to Katzenberg and other Disney executives. Peter Schneider, the head of feature animation, had never been enamored of Katzenberg’s idea of having outsiders make animation for Disney, and he declared it a mess and ordered that production be stopped. Katzenberg agreed. “Why is this so terrible?” he asked a colleague, Tom Schumacher. “Because it’s not their movie anymore,” Schumacher bluntly replied. He later explained, “They were following Katzenberg’s notes,

This is not the "relativism of truth" presented by journalistic takes on postmodernism. Rather, the ironist's cage is a state of irony by way of powerlessness and inactivity: In a world where terrorism makes cultural relativism harder and harder to defend against its critics, marauding international corporations follow fair-trade practices, increasing right-wing demagoguery and violence can't be answered in kind, and the first black U.S. president turns out to lean right of center, the intelligentsia can see no clear path of action. Irony dominates as a "mockery of the promise and fitness of things," to return to the OED definition of irony. This thinking is appropriate to Wes Anderson, whose central characters are so deeply locked in ironist cages that his films become two-hour documents of them rattling their ironist bars. Without the irony dilemma Roth describes, we would find it hard to explain figures like Max Fischer, Steve Zissou, Royal Tenenbaum, Mr. Fox, and Peter Whitman. I'm not speaking here of specific political beliefs. The characters in question aren't liberals; they may in fact, along with Anderson himself, have no particular political or philosophical interests. But they are certainly involved in a frustrated and digressive kind of irony that suggests a certain political situation. Though intensely self-absorbed and central to their films, Anderson's protagonists are neither heroes nor antiheroes. These characters are not lovable eccentrics. They are not flawed protagonists either, but are driven at least as much by their unsavory characteristics as by any moral sense. They aren't flawed figures who try to do the right thing; they don't necessarily learn from their mistakes; and we aren't asked to like them in spite of their obvious faults. Though they usually aren't interested in making good, they do set themselves some kind of mission--Anderson's films are mostly quest movies in an age that no longer believes in quests, and this gives them both an old-fashioned flavor and an air of disillusionment and futility.

Obama’s mother was a CIA operative in Indonesia.  She was trained at the East –West Center in Hawaii in both Russian and Indonesian . She volunteered to go into a dangerous zone where military coups occurred on a daily basis.                Obama’s grandmother worked in a bank in Hawaii that was a front for the CIA where she was in effect a ‘paymaster’ for CIA assets. This fact was also true of his maternal grandfather.                 So Obama who was sold as 'community organizer’ and Lecturer in Government had given of himself by also working as an asset for the CIA.  His mentor was none other than Peter Geitner,  the father of Tim Geitner, our present Secretary of the Treasury. Obama’s history was correctly blacked out for ‘national security reasons' which I don’t happen to agree. 

MALONE: Well, on the treatment front, the Merck and Pfizer drugs are really fairly toxic and not particularly effective. That will come out publicly. The deadly nature of remdesivir will become more and more clear. The safety and effectiveness of the early treatment strategies that Drs. Tony Urso, Ryan Cole, and Peter McCullough and everybody have been promoting will become clearer. So it will become clearer that there were unnecessary deaths due to suppression of early treatment. As for the vaccines, because the Pfizer data package will continue to roll out and continue to be nitpicked, you’ll learn more and more about the various malfeasance that’s occurred. There will be increasing awareness of the reproductive risks and the coagulopathy, stroke, blood clotting, autoimmune disease, and this kind of chronic malaise of the post-vaccinated. Those risks will be known to a greater extent. I think that there’ll be increased awareness of the damage to immune systems and the dangerous consequences of that.

Roger snapped on the large, battery-powered radio. He rolled the dial around, but all he got was static. Finally, he heard a signal, and he tuned it in. A badly modulated voice droned through the interference. It sounded as if it were a war correspondent sending a signal from very far away. Steve clicked off the TV set so that they would better be able to hear the announcer: “. . . Reports that communications with Detroit have been knocked out along with Atlanta, Boston and certain sections of Philadelphia and New York City . . .” “Philly . . .” Roger said almost to himself. “I know WGON is out by now,” Steve said with animation. “It was a madhouse back there . . . people are crazy . . . if they’d just organize. It’s total confusion. I don’t believe it’s gotten this bad. I don’t believe they can’t handle it.” He looked around the room proudly. “Look at us. Look at what we were able to do today.” A few feet away, still in a slumped position by the pyramid of cartons, Peter’s eyes blinked open. He had been listening to what he wanted to hear, and now this statement by the kid really made him take notice. His eyes moved slightly to the side so that he could watch Stephen. The young man was gesturing wildly with his hands, going on and on about their exploits as a team. The other two didn’t realize Peter was awake. Roger nodded his head, but it didn’t seem as if he were really listening to Steve’s ramblings. “We knocked the shit out of ’em, and they never touched us,” Steve exclaimed. “Not really,” he said in a quieter tone. The rumbling voice erupted from the other side of the room. “They touched us good, Flyboy. We’re lucky to get out with our asses. You don’t forget that!

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

Tommy, Ewoks suck. They’ve always sucked and they always will suck. Four has Peter Cushing in it. If in doubt, always go with a film that has Peter Cushing in it.” Petra appeared to be very smug in her victory. Tommy looked mortified. “But six has Jedi Luke and that awesome bit with the Emperor at the end.” “And Ewoks,” I said. “Who, I’m pretty sure I pointed out, suck.” “And to think I was going to get you your own lightsaber,” Tommy said in mock outrage. Petra’s face lit up like a child’s on Christmas morning. “You have your own lightsaber?” Tommy nodded. “Two of them.” “Why?” Kurt asked. “Why do you need a lightsaber? What can you possibly use it for?” “I think the question is,” Tommy said, “why wouldn’t I need a lightsaber? And as for what I can use it for, I use it to look awesome. Really, really awesome.” “You just don’t understand, my dear,” Petra told Kurt. Kurt didn’t appear to want or need to understand anytime soon. “So, you got beat up by some humans and a witch,” Tommy said, barely containing his laughter. “Do you have CCTV?” he asked Petra, who chuckled. “Are you both done?” I asked. They nodded in unison. “This witch used a huge amount of magic on me,” I informed them both. “To use runes to drain my magic is one thing, but an effete curse is a whole other league of power. That’s a decade of her life, right there.” “I don’t understand why anyone would ever use a blood magic curse,” Tommy said. “It’s not like it’s fun for the person casting it either.” “What do you mean?” Petra asked. “There are several different blood magic curses you can cast on another person, and a few you can cast on yourself,” I explained. “All of the curses do various things to the person they’re cast upon, but the caster has to take some of the curse back onto him- or herself. So, in this case, Sarah cast the effete spell, making me exhausted and utterly useless, but a small portion of that will bounce back onto her. How long was I out?” “Six hours,” Kurt said. “If I’d cast that spell, I could have expected maybe three or four hours of exhaustion. Witches are basically human, so she’s going to be about as much use as a chocolate teapot, for the best part of a day. It was a huge decision for her to make.

Perceptive and valuable personal explorations of time alone include A Book of Silence by Sara Maitland, Party of One by Anneli Rufus, Migrations to Solitude by Sue Halpern, Journal of a Solitude by May Sarton, The Point of Vanishing by Howard Axelrod, Solitude by Robert Kull, Pilgrim at Tinker Creek by Annie Dillard, The Diving Bell and the Butterfly by Jean-Dominique Bauby, A Field Guide to Getting Lost by Rebecca Solnit, The Story of My Heart by Richard Jefferies, Thoughts in Solitude by Thomas Merton, and the incomparable Walden by Henry David Thoreau. Adventure tales offering superb insight into solitude, both its horror and its beauty, include The Long Way by Bernard Moitessier, The Strange Last Voyage of Donald Crowhurst by Nicholas Tomalin and Ron Hall, A Voyage for Madmen by Peter Nichols, Into the Wild by Jon Krakauer, and Alone by Richard E. Byrd. Science-focused books that provided me with further understanding of how solitude affects people include Social by Matthew D. Lieberman, Loneliness by John T. Cacioppo and William Patrick, Quiet by Susan Cain, Neurotribes by Steve Silberman, and An Anthropologist on Mars by Oliver Sacks. Also offering astute ideas about aloneness are Cave in the Snow by Vicki Mackenzie, The Life of Saint Anthony by Saint Athanasius, Letters to a Young Poet by Rainer Maria Rilke, the essays of Ralph Waldo Emerson (especially “Nature” and “Self-Reliance”) and Friedrich Nietzsche (especially “Man Alone with Himself”), the verse of William Wordsworth, and the poems of Han-shan, Shih-te, and Wang Fan-chih. It was essential for me to read two of Knight’s favorite books: Notes from the Underground by Fyodor Dostoyevsky and Very Special People by Frederick Drimmer. This book’s epigraph, attributed to Socrates, comes from the C. D. Yonge translation of Diogenes Laërtius’s third-century A.D. work The Lives and Opinions of Eminent Philosophers. The Hermitary website, which offers hundreds of articles on every aspect of hermit life, is an invaluable resource—I spent weeks immersed in the site, though I did not qualify to become a member of the hermit-only chat groups. My longtime researcher, Jeanne Harper, dug up hundreds of reports on hermits and loners throughout history. I was fascinated by the stories of Japanese soldiers who continued fighting World War II for decades on remote Pacific islands, though none seemed to be completely alone for more than a few years at a time. Still, Hiroo Onoda’s No Surrender is a fascinating account.

A young Catholic couple, on their way to get married, are involved in a fatal car accident. They find themselves outside the Pearly Gates waiting for St. Peter to process them into Heaven. With marriage being on their mind, the first question they asked St. Peter was, “Can we get married in heaven?” St. Peter said, “Let me go find out.” The couple waited. While waiting, they began to wonder what would happen if their marriage didn't work out; could you get a divorce in heaven? After three months, St. Peter finally returns, looking completely bedraggled. “Yes,” he informs the couple, “you can get married in Heaven.” “Great!” replied the couple, “But we were just wondering, what if things don't work out? Could we also get a divorce in Heaven?” St. Peter, red-faced with anger, slammed his clipboard onto the ground. “Oh, come on!”, he shouted, “It took me three months to find a priest up here! Do you have any idea how long it'll take me to find a lawyer?

also helped me soothe my pre-party anxiety. The Chimp Paradox by Professor Steve Peters.

When Steve Jobs returned to Apple, he didn’t just make Apple a cool place to work; he slashed product lines to focus on the handful of opportunities for 10x improvements. No technology company can be built on branding alone.

If you are still unsure about which system is operating, then another way to find out is to ask yourself: “How will I feel in an hour’s time?”. When we act, while we are in Chimp mode, we often later regret it.

Your mind is inside a machine Bob but make no mistake, you are alive," said Steve. "Inside me are a lot of watery parts that pretty much do the same thing, " explained Steve, trying to downplay the difference. Bob was silent and stared at the parts in the open hatch. "I'm built with those black rocks we call carbon and you're built with sandstone or silicon. There is hardly any difference, " said Steve reassuringly.

What? You mean the people don't know they are in a simulation?" asked Steve. "That's right, " said Bob. "There is a small blocking program that prevents them from taking the idea of their world being a simulation seriously.

To ‘speak’ within that universe it requires a circuit that is tuned to the laws of physics of that universe. In Steve’s world a wet piece of electrified meat that he calls a brain is needed to play the song he sings with his soul. The soul requires a substrate such as a human body to develop, but just as the works of Shakespeare can move from the mind of Shakespeare to the substrate of a play, a soul is not bound to a person`s brain.

...the inability to reconcile quantum physics with classical physics is the same ‘red light indicator’ that the world Steve lives in is a construct or a simulation.

Managing your emotions and thoughts is a skill. You must be willing to dedicate time to acquire emotional skills and also dedicate time to maintain them.

Some people you will never please and they will never like you and it may have nothing to do with you.

So if you are stuck with thoughts such as trying to keep everyone happy, always trying to impress others, always needing to get approval or worrying about what others think, then it is likely that your troop drive is out of control. Sit down and redefine your troop. Decide who is in it.

As the Chimp has based its confidence on giving a good talk and impressing people, it’s now severely lacking confidence and is looking to see what could go wrong. In contrast, the Human in Liz has decided that she will base her confidence on doing her best. The objective, therefore, is to do her best. She cannot control the level of the talk or what people think but she will be able to deal with these outcomes because she is an adult Human. Liz knows that she will definitely do her best, even if at the time it goes wrong and the talk is not quite up to scratch. It will still be the that she can do AT THE TIME of giving the talk. She cannot do better than her best. Therefore, Liz will definitely achieve her objective – ‘doing her best’ – and anything else is a bonus. With this approach she can relax and see the talk as an opportunity. Her confidence in doing her best is 100 per cent. Liz can also remember that she can reward effort rather than just celebrating achievements.

At times I hate myself for being so out of control.’ If Amy doesn’t understand how her mind works she ends up beating herself up and feeling bad about it. If she understands how her mind works then we have a very different scenario and interpretation. What really happened, and how it could have been interpreted more accurately, is as follows.

They then beat themselves up because they don’t like this aspect about themselves. In reality it is not an aspect of them at all, it is merely an out-of-control Chimp that they can learn to manage. The woman is easily capable of making decisions.

I am sorry that my Chimp got the better of me but I will continue to learn how to manage it and things will improve but I am certainly not going to beat myself up.

Beating yourself up for perceived failure, or self-loathing, is a destructive and useless waste of time and emotion. I would like you to see yourself as the person that you want to be, but the Chimp and some Gremlins are stopping you. With this understanding you can move forward by getting frustrated with the Chimp and Gremlins and not yourself, and then work on managing the Chimp and removing the Gremlins. This is far more constructive.

In its severe form, this is not uncommonly seen when a person has such low self-esteem that their Chimp allows their partner to beat them up, physically or psychologically, and then remain with them. Learn to recognise what is happening and work with their Chimp’s emotions and learn to build self-esteem and self-respect to replace insecurity. This is not an easy task and professional help is often needed.

Never beat yourself up if you handle stress poorly. This is a useless and damaging bad habit. As a bad habit is just a Gremlin we can remove it. Try smiling, relaxing and coming back with enthusiasm. You can only do your best, so accept it.

In the Human society, we don’t have sticks. Here, an ideal leader is the person who develops the group and encourages them. It is based on the principle that people are doing their best and if they are failing then it means they need more support, guidance or development. People prefer to be encouraged, supported and rewarded, rather than being beaten. Of course there are standards to reach and benchmarks must be set and the consequences of not reaching them clarified.

Many people suffer emotionally because they are constantly worried about what others think of them and they would love to just live their lives and not be concerned.

The Human recognises that although everyone has different abilities and looks, everyone is equally valuable as a human being. The Human also recognises that trying to impress and keep others happy, in order to be popular, is not a good basis for living life. The Human believes that all you can do is your best. The Human also believes that the values that count in life are not based on looks, achievements or possessions but are based on values such as honesty, integrity, kindness and consideration.

Church, God, does not allow suffering for the sake of suffering. No - as we will learn from the text this morning, suffering purifies the church, and through suffering, we as believers are to thrust towards God in our trials and seek Him alone so that we may grow.

Boeing had sought to keep cost data out of the hands of rank-and-file engineers, to keep the information from compromising their designs; now the opposite was true. Boeing wanted them all to make decisions with the cold eye of a Jack Welch or a Harry Stonecipher. After finishing the course, engineers were meant to “understand, God, that program has to be produceable, I can’t put every bell and whistle on it,” said Boeing’s vice president of learning, Steve Mercer, the former deputy at Crotonville.

Anyone who has held an iDevice or a smoothly machined MacBook has felt the result of Steve Jobs’s obsession with visual and experiential perfection. But the most important lesson to learn from Jobs has nothing to do with aesthetics. The greatest thing Jobs designed was his business. Apple imagined and executed definite multi-year plans to create new products and distribute them effectively.

Management is doing things right; leadership is doing the right things. —Peter Drucker

Fighting against the system may not always be inappropriate if the system or person is corrupt, but there are ways of doing this without losing your own integrity. If

Little Bets, and it was written by a former venture capitalist named Peter Sims.2 When Sims studied a variety of successful innovators, from Steve Jobs to Chris Rock to Frank Gehry, as well as innovative companies, such as Amazon and Pixar, he found a strategy common to all. “Rather than believing they have to start with a big idea or plan out a whole project in advance,” he writes, “they make a methodical series of little bets about what might be a good direction, learning critical information from lots of little failures and from small but significant wins

Last, and perhaps most importantly, Bold is a playbook. Our deepest hope is that it inspires you to get off the couch and change the world. Said differently, because of the amazing opportunities created by exponentially growing communications technology, many of today’s best and brightest have been lured in by an app-tilted playing field, which has both entrepreneurs and venture capitalists believing that three years to profitability and exit should be the norm. Of course, if your true passion is building apps, then build away. But let’s be clear: when Steve Jobs said that the goal of every entrepreneur should be to “put a dent in the universe”—he wasn’t talking about inventing the next Angry Birds. This book is for those who want to make the Giant Dent. It’s about the fact that, because of exponential empowerment, anyone can make that Giant Dent. Seriously, what are you waiting for?

However, Scientology was expert at manipulating its image to accommodate just about anyone. ‘We were assured by almost everyone we met,’ Daroesman says, ‘including ministers of the church such as Peter Sparshott, Martin Bentley and David Graham – that it wasn’t really a religion but that it had to adopt the practices and appearance of a religion so that the government would not harass it.’56 Lionel

just like we did back then. But the upgrades weren’t done yet, the builders still needed to expand the trench. So, now they are working on that.   A couple of notable villagers moved into town. One was named Peter. He claimed to be a great builder and wants to build amazingly tall buildings. Peter proposed to the mayor that we start building higher structures because it would help save space since our town was growing

Never lose your curiosity, and never stop learning. You can never know too much.

Great leaders are not infallible. What makes them great is their willingness to accept and rebound from failure. They see it as just part of the process that eventually leads to success.

Remember, self-promotion isn’t a sin. Sometimes it’s even necessary to get an idea accepted by a fearful or incredulous public. Great leaders don’t hesitate to call attention to their creations.

In his investing, he has said he is governed by three easy rules: One, never lose money; two, never forget rule number one; and three, never go into debt.

Opportunity, Buffett knew, is where you find it. If you don’t try something, you can’t succeed. Energy and initiative count as much as talent and luck. Winners win because they work hard and hold onto their money.

Don’t think you can outsmart the market,” he said. “Very few people should be active investors.” The keys to success, he said, are to refrain from buying and selling at precisely the wrong times – as most investors wind up doing – and to avoid the high trading fees that eat up profits. What most people should want is a cross-section of industry that will do well over time. So in the end, the best route for most of us “is to buy a low-cost index fund and to buy it over time.

Whenever he makes a mistake, he is the first to admit it and claim the blame. After one underperforming year, he told stockholders that they would have been better off if he had stayed at home all year instead of going to the office.

The practices and artifacts of Scrum –backlogs, sprints, stand ups, increments, burn charts –reflect an understanding of the need to strike a balance between planning and improvisation, and the value of engaging the entire team in both. As we’ll see later, Agile and Lean ideas can be useful beyond their original ecosystems, but translation must be done mindfully. The history of planning from Taylor to Agile reflects a shift in the zeitgeist –the spirit of the age –from manufacturing to software that affects all aspects of work and life. In business strategy, attention has shifted from formal strategic planning to more collaborative, agile methods. In part, this is due to the clear weakness of static plans as noted by Henry Mintzberg. Plans by their very nature are designed to promote inflexibility. They are meant to establish clear direction, to impose stability on an organization… planning is built around the categories that already exist in the organization.[ 43] But the resistance to plans is also fueled by fashion. In many organizations, the aversion to anything old is palpable. Project managers have burned their Gantt charts. Everything happens emergently in Trello and Slack. And this is not all good. As the pendulum swings out of control, chaos inevitably strikes. In organizations of all shapes and sizes, the failure to fit process to context hurts people and bottom lines. It’s time to realize we can’t not plan, and there is no one best way. Defining and embracing a process is planning, and it’s vital to find your fit. That’s why I believe in planning by design. As a professional practice, design exists across contexts. People design all sorts of objects, systems, services, and experiences. While each type of design has unique tools and methods, the creative process is inspired by commonalities. Designers make ideas tangible so we can see what we think. And as Steve Jobs noted, “It’s not just what it looks like and feels like.

Author Steve Denning has highlighted the weakness of Porter’s assumption that the purpose of strategy is to avoid competition. Denning pointed instead to management guru Peter Drucker’s dictum that the purpose of business is “to create a customer.

Alone at last, Rina stood up, stretched, and glanced at her watch again. Her own boys were still at the Computer Club. Steve would walk them home to a waiting baby-sitter so there was no need to rush. She could take her time. Removing her shoes, she rubbed her feet, slipped them into knitted socks and shuffled along the gleaming white tile. Loaded down with a bucket full of soapy water, a handful of rags, and a pail of supplies, she entered the hallway leading to the two bathrooms.

I had several friends from law school who were very enterprising guys, much more so than the average law student. They each started businesses after practicing law at large firms for multiple years. What kind of businesses did they start? They started boutique law firms. This is completely unsurprising if you think about it. They’d spent years becoming good at delivering legal services. It was a field that they understood and could compete in. Their credentials translated too. People learn from what they’re doing and do it again on their own. It’s not just lawyers; the consulting firm Bain and Company was started by seven former partners and managers from the Boston Consulting Group. Myriad boutique investment banks and hedge funds have spun out of large financial organizations. You can see the same pattern in the startup world. After PayPal was acquired by eBay in 2002, its founders and employees went on to found or cofound LinkedIn (Reid Hoffman), YouTube (Steve Chen, Jawed Karim, and Chad Hurley), Yelp (Russel Simmons and Jeremy Stoppelman), Tesla Motors (Elon Musk), SpaceX (Musk again), Yammer (David Sacks), 500 Startups (Dave McClure), and many other companies. PayPal’s CEO, Peter Thiel, famously made a $500,000 investment in Facebook that grew to over $1 billion. In this sense, PayPal is one of the most prolific companies of recent times. But if you look at any successful growth company you’ll start to see their alumni show up doing parallel things. Former Apple employees founded or cofounded Android, Palm, Nest, and Handspring, companies that revolve around devices. Former Yahoo! employees founded Ycombinator, Cloudera, Hunch.com, AppNexus, Polyvore, and many other web-oriented companies. Organizations give rise to other organizations like themselves.

He'd was called first Cephas in Aramaic, then Petros, rock, in Greek. Eventually he became Peter and the Gospels proclaimed that Christ said, Upon this rock I shall build my church.' The testimony was the first ancient account he'd ever read that made sense. No supernatural events or miraculous apparitions. No actions contrary to history or logic. No inconsistent details that cast doubt on credibility. Just the testimony by a simple fisherman of how he'd borne witness to a great man, one whose good works and kind words lived on after his death, enough to inspire him to continue the cause.

We live and die by the media. Every time we’re launching a book, I’ll build a battle map that literally breaks down by category every headline we’re going to place, every op-ed Peter’s going to publish. . . . Getting our message embedded in mainstream outlets is what gets us the biggest blast radius.

Rehearsed in the rigors of right-wing attacks, Clinton’s aides went after the source of so many of them: Peter Schweizer’s book. They tried to discredit Clinton Cash as they had successfully done to numerous anti-Clinton polemics in the 1990s. But their efforts mostly failed because Schweizer’s book was not filled with outlandish rumors and blind quotes, as the earlier books had been; it contained documentable facts that reporters could check out for themselves. To

Ailes dispatched his personal lawyer, Peter Johnson, Jr., to the Breitbart Embassy in Washington, D.C., to deliver a personal message to Bannon to end the war on Kelly. Bannon loathed Johnson, whom he referred to privately as “that nebbishy, goofball lawyer on Fox & Friends”—Johnson had leveraged his proximity to Ailes to become a Fox News pundit. When he arrived at the Embassy, Johnson got straight to the point: if Bannon didn’t stop immediately, he would never again appear on Fox News. “You’ve got a very strong relationship with Roger,” Johnson warned. “You’ve gotta stop these attacks on Megyn. She’s the star. And if you don’t stop, there are going to be consequences.” Bannon was incensed at the threat. “She’s pure evil,” he told Johnson. “And she will turn on him one day. We’re going full-bore. We’re not going to stop. I’m gonna unchain the dogs.” The conversation was brief and unpleasant, and it ended with a cinematic flourish.

What happened to the troubled young reporter who almost brought this magazine down The last time I talked to Stephen Glass, he was pleading with me on the phone to protect him from Charles Lane. Chuck, as we called him, was the editor of The New Republic and Steve was my colleague and very good friend, maybe something like a little brother, though we are only two years apart in age. Steve had a way of inspiring loyalty, not jealousy, in his fellow young writers, which was remarkable given how spectacularly successful he’d been in such a short time. While the rest of us were still scratching our way out of the intern pit, he was becoming a franchise, turning out bizarre and amazing stories week after week for The New Republic, Harper’s, and Rolling Stone— each one a home run. I didn’t know when he called me that he’d made up nearly all of the bizarre and amazing stories, that he was the perpetrator of probably the most elaborate fraud in journalistic history, that he would soon become famous on a whole new scale. I didn’t even know he had a dark side. It was the spring of 1998 and he was still just my hapless friend Steve, who padded into my office ten times a day in white socks and was more interested in alphabetizing beer than drinking it. When he called, I was in New York and I said I would come back to D.C. right away. I probably said something about Chuck like: “Fuck him. He can’t fire you. He can’t possibly think you would do that.” I was wrong, and Chuck, ever-resistant to Steve’s charms, was as right as he’d been in his life. The story was front-page news all over the world. The staff (me included) spent several weeks re-reporting all of Steve’s articles. It turned out that Steve had been making up characters, scenes, events, whole stories from first word to last. He made up some funny stuff—a convention of Monica Lewinsky memorabilia—and also some really awful stuff: racist cab drivers, sexist Republicans, desperate poor people calling in to a psychic hotline, career-damaging quotes about politicians. In fact, we eventually figured out that very few of his stories were completely true. Not only that, but he went to extreme lengths to hide his fabrications, filling notebooks with fake interview notes and creating fake business cards and fake voicemails. (Remember, this was before most people used Google. Plus, Steve had been the head of The New Republic ’s fact-checking department.) Once we knew what he’d done, I tried to call Steve, but he never called back. He just went missing, like the kids on the milk cartons. It was weird. People often ask me if I felt “betrayed,” but really I was deeply unsettled, like I’d woken up in the wrong room. I wondered whether Steve had lied to me about personal things, too. I wondered how, even after he’d been caught, he could bring himself to recruit me to defend him, knowing I’d be risking my job to do so. I wondered how I could spend more time with a person during the week than I spent with my husband and not suspect a thing. (And I didn’t. It came as a total surprise). And I wondered what else I didn’t know about people. Could my brother be a drug addict? Did my best friend actually hate me? Jon Chait, now a political writer for New York and back then the smart young wonk in our trio, was in Paris when the scandal broke. Overnight, Steve went from “being one of my best friends to someone I read about in The International Herald Tribune, ” Chait recalled. The transition was so abrupt that, for months, Jon dreamed that he’d run into him or that Steve wanted to talk to him. Then, after a while, the dreams stopped. The Monica Lewinsky scandal petered out, George W. Bush became president, we all got cell phones, laptops, spouses, children. Over the years, Steve Glass got mixed up in our minds with the fictionalized Stephen Glass from his own 2003 roman à clef, The Fabulist, or Steve Glass as played by Hayden Christiansen in the 2003

Wonder Woman completely eschewed a damsel in distress role by instead being a superhero of unparalleled skill, and the inversion of the typical gender roles didn’t stop there. Like her superhero peers, Wonder Woman had her own damsel in distress, a fawning love interest who always got captured and had to be rescued. “Her” name was Steve Trevor. A major in the US Air Force, Steve was a highly decorated pilot who was often called on to perform important secret missions. He appeared to be the quintessential American hero and was drawn that way by H. G. Peter, with a strong jaw, muscular build, and handsome face. However, the man was entirely inept.

Hello, Nathan,” Peter’s voice, his actual voice, was deep and wispy, the sort of voice you’d imagine a snake would have. “I figured you might call at some point,” I said. “You want to brag about something really impressive? Killed a few more defenseless werewolves or something?

The men crashed back through the store and Peter moved right to the racks of weapons. He pulled down a gorgeous high-powered rifle that was equipped with a sophisticated scope for sighting. “Ain’t it a crime!” he ejaculated. “What?” Steve asked, confused by the man’s sudden outburst. “The only person who could ever miss with this gun,” Peter said, looking through the telescope, “is the sucker with bread enough to buy it.

Maybe you are asking the same question I ask: What happened to my life? What happened for most of us is reality. Instead of finding fame and fortune, normalcy and “never enough” found us. We are average Joes, but is that really a problem? Definitely not! So-called average Joes are the ones who make the world work. God seems to have a special fondness for average Joes. Before they accomplished extraordinary deeds, normal guys like Gideon, David, Peter, and Paul went about their farming, sheep herding, fishing, and tent making. Even Jesus, our Redeemer, Healer, and coming King, started out using a hammer and saw in a carpenter’s shop.

his voice barely above a whisper. “There’s no more room in hell.” His face was set in a grim expression, his eyes downcast. “What?” Steve spun around, not believing what he had just heard uttered. Peter took the wide-brimmed hat off his head and wiped his forearm across his sweating brow. He leaned against the railing and gazed long and hard at the couple. “Somethin’ my grandaddy used to tell us. You know Macumba? Voodoo? Grandaddy was a priest in Trinidad. Used to tell us, ‘When there’s no more room in hell, the dead will walk the earth!