Strategy Management Quotes

Success comes from the inside out. In order to change what is on the outside, you must first change what is on the inside.

When money realizes that it is in good hands, it wants to stay and multiply in those hands.

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

Both positive and negative thinking are contagious.

Managers tend to pick a strategy that is the least likely to fail, rather then to pick a strategy that is most efficient," Said Palmer. " The pain of looking bad is worse than the gain of making the best move.

The principle on which to manage an army is to set up one standard of courage which all must reach.

Change is hard at first,Messy in the middle and gorgeous at the end.

Strategy is really the essence of the boards value proposition to the company. The ability to strategize well is the essence of what makes a board relevant.

Habitual procrastinators will readily testify to all the lost opportunities, missed deadlines, failed relationships and even monetary losses incurred just because of one nasty habit of putting things off until it is often too late.

The problem with procrastination is it’s been around since the beginning of time it seems.

In business 'professionalism' is not a tactic but a moral value.

A perfect website with perfect marketing but bad financial management can fail, similarly a perfect product with a perfect website but a bad customer management strategy can fail.

poor cash planning leads to a loss of investment.

Don't interpret anything too much. This is time waster number 1.

You gotta make it a priority to make your priorities a priority.

If you are trying to open a restaurant in a place where the majority of people are the practitioners of Judaism faith, then you cannot make a non-Kosher restaurant and still hope to gain popularity.

Regular risk assessments are a critical component of a holistic risk management strategy.

The board's vision sets the standard for leadership throughout the company. By actively promoting and embodying the vision, board members hold management accountable for aligning their actions and strategies with the company's long-term aspirations.

The business environment is constantly evolving. Economic fluctuations, technological disruptions, regulatory shifts, and competitive pressures demand that companies be able to adjust their goals and strategies.

Strategy is not really a solo sport – even if you’re the CEO.

We are more than role models for our students; we are leaders and teachers of both an academic curriculum and a social curriculum.

What you post online speaks VOLUME about who you really are. POST with intention. REPOST with caution.

How often do you find yourself saying, “In a minute”, “I’ll get to it” or “Tomorrow’s good enough” and every other possible excuse in the book? Compare it with how often you decide it’s got to be done, so let’s get on and do it! That should tell you just how serious your procrastinating problem really is.

Jews believe that people are creators, not consumers. The role of humans is to improve and perfect God's creations through work, creation, and innovation.

They copied my product, they copied my strategies yet they failed miserably in the business, because they couldn't copy my professionalism.

To be on the same page, we need to be in the same book.

It is said, in a fire, everyone runs away from it save for the fireman who run towards it. When dealing with students, be the fireman.

It’s not the people you fire who make your life miserable. It’s the people you don’t.

Be creative while inventing ideas, but be disciplined while implementing them.

The pace and ability at which an organization is able to effectively innovate will be the determining factor of competitiveness in the future. The future is now.

A successful blitz requires a well-thought-out strategy and flawless execution. Similarly, effective corporate governance involves developing and implementing sound strategies that align with the company's goals and values.

For businesses to survive, they will need to build organizational resilience for climate change, cyber, technology, and space as part of a broader existential risk management strategy.

Thinking there had to be a better way was a brilliant stroke of serendipity!

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

Dream without fear, love without limits, and let your life sing its song.

I have always been fascinated by the intricate dance of power, strategy, and decision-making that unfolds within the boardroom. It is a microcosm of human interaction, where the fate of companies, communities, and sometimes even nations, is shaped.

At its core, macromanagement is a development strategy that allows you to position others to learn more, do more, and be more.

If you don't appreciate your customers, someone else will.

Business people need to understand the psychology of risk more than the mathematics of risk.

People submit too easily to change from others. And yet, for some reason, whenever they consider changing themselves, the focus is always on what they are giving up, never what they are about to gain

Trust me. If you do not decide where you are heading, and refuse to take the appropriate action, you will end up being shaped into what others would have you become. Then any change will not be made for your benefit but for theirs.

Change Management provides strategies, tools, and methods that equip an organization to achieve a desired future state.

Your current marketing plan, strategy, and research objective are also going to play an important role in defining your sample size.

Qualitative research is about collecting and understanding non-numerical data. It’s about how humans think, perceive, or give meaning to a thing based on various stimuli.

Quantitative market research deals with collecting and analyzing numerical data to describe or predict the variables of your interest.

Corporate strategy is usually only useful if you get people engaged with helping you to make it work.

Everything you desire is always just outside your comfort zone, dear boy. If it wasn't you would already possess it, would you not?

In any career, there is a moment when you are no longer need to be pushed up from below, but rather pulled up from above. Know when that moment comes and adjust your strategy accordingly.

If the research is done for brand awareness and the results don't show any rosy picture, then maybe you want to share those results with your marketing head who can include more brand awareness strategies in her marketing plan.

Be a life-long learner. Whether you are seeking to achieve peace and harmony, learn a new technology to do your work faster, or design a strategy to blow your competitors out of the water, retraining is a pivotal way to strengthen your knowledge and realize your goals

Although some popular religious texts such as the New Testament, Quran, Bhagavad Gita, Tao Te Ching, or Tibetan Book of the Dead contain interesting insights and stories, it is the Jewish religious texts such as the Old Testament (Hebrew Scriptures) that contain valuable information on acquiring wealth.

For me the starting point for everything - before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience - is work ethic.

I guess you could pay off the management to let you bring in a SecUnit and weapons and do a hostage exchange, but they drew the line at giving you free feed access.

Managers must clearly distinguish operational effectiveness from strategy.

An angry enemy is a conquered enemy

Strategy is about shaping the future.

In all spheres of life, there are constraints. You have to develop your own strategy to overcome each constraint.

senior managers’ goal here should be to manage their portfolio of businesses to wisely balance between profitable growth and cash flow at a given point in time.

Leaders need to sacrifice "power-over" to get "power-to".

Leveraging existing resources is innovation’s sweetest play.

Develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values and beliefs

Because Cards' fans are the most knowledgeable and loyal in all of baseball, they booed almost reluctantly, polite as booing goes, what would have passes as a standing ovation in Philly.

When he’d joined the Service he’d been in Psych Eval, which had involved evaluating operational strategies for psychological impact – on targets as well as agents – but had also meant carrying out individual assessments; who was stressed, who’d benefit from a change of routine, and who was a psychopath. Every organisation had a few, usually at management level, and it was handy to know who they were in case there was an emergency, or an office party.

At that point where you have decided to upgrade from aspiration to expectation and have begun to visualize an outcome, something incredibly important has happened, you have committed to the process of change.

In his work as a management consultant, Covey often asked his corporate clients to write a one-sentence answer to the question “What is this organization’s essential mission or purpose and what is its main strategy to accomplish that?

I pursued a conscious strategy of managing my opportunities in a way that would make it easier for luck to find me.

Your decisions about allocating your personal time, energy, and talent ultimately shape your life’s strategy. I have a bunch

A great strategy meeting is a meeting of minds.

Two questions flow from and support the heart of strategy: (1) what capabilities must be in place to win, and (2) what management systems are required to support the strategic choices?

The Talmud says that “blessed is He who has created all these to serve me.” German politician Julius Streicher said, “It is an open secret that Jews do not work, but rather let others work for them.

Wealth is a planned result that requires productive work and dedication. The Tanakh says, “The plans of the diligent lead only to abundance; but all who rush in arrive only at want” (CJB, Proverbs 21:5).

A promising junior executive of IBM was involved in a risky venture for the company and managed to lose over $10 million in the gamble. It was a disaster. When Watson called the nervous executive into his office, the young man blurted out, 'I guess you want my resignation?' Watson said, 'You can't be serious. We've just spent $10 million educating you!

And if it was this hard with Ratthi and Pin-Lee (Gurathin had never liked me and it was mutual), what was it going to be like with Mensah, if I managed to get that far? I didn’t know if I could trust them. I wanted to. But I want a lot of things—freedom, unlimited downloads, new episodes of Drama Sun Islands—most of which I wasn’t going to get.

In business, what's required for short term profit and what's required for long term resilience are very often at a juxtaposition. I used to run track and field and any track runner will tell you that winning a 100 meter race requires a completely different skill set than winning a marathon. And the same skills that may win you the 100 meter race may infact cause you to lose a marathon. And the skills that may win you a marathon may cause you to lose a 100 meter race. It's not really about balance. But it's about management asking the question what race is this business in at this moment and what skills are required to win this exact race right now. And then it's about asking that question over and over and over again all of the time with every business that the company is engaged in.

Information is a significant component of most organizations’ competitive strategy either by the direct collection, management, and interpretation of business information or the retention of information for day-to-day business processing. Some of the more obvious results of IS failures include reputational damage, placing the organization at a competitive disadvantage, and contractual noncompliance. These impacts should not be underestimated.

Six Strategy Traps 1) The do-it-all strategy: failing to make choices, and making everything a priority. Remember, strategy is choice. 2) The Don Quixote strategy: attacking competitive "walled cities" or taking on the strongest competitor first, head-to-head. Remember, where to play is your choice. Pick somewhere you can have a choice to win. 3) The Waterloo Strategy: starting wars on multiple fronts with multiple competitors at the same time. No company can do everything well. If you try to do so, you will do everything weakly. 4) The something-for-everyone strategy: attempting to capture all consumer or channel or geographic or category segments at once. Remember, to create value, you have to choose to serve some constituents really well and not worry about the others. 5) The dreams-that-never-come-true strategy: developing high-level aspirations and mission statements that never get translated into concrete where-to-play and how-to-win choices, core capabilities, and management systems. Remember that aspirations are not strategy. Strategy is the answer to all five questions in the choice cascade. 6) The program-of-the-month strategy: settling for generic industry strategies, in which all competitors are chasing the same customers, geographies, and segments in the same way. The choice cascade and activity system that supports these choices should be distinctive. The more your choices look like those of your competitors, the less likely you will ever win.

The smart strategist allows strategy to be shaped by events. Good reactions can make great strategy. Strategy involves competition of goals, and the risk is the difference between those goals and the ability of the organization to achieve them. So part of the risk is created by the strategy.

Two-thirds of professionally managed funds are regularly outperformed by a broad capitalization-weighted index fund with equivalent risk, and those that do appear to produce excess returns in one period are not likely to do so in the next. The record of professionals does not suggest that sufficient predictability exists in the stock market to produce exploitable arbitrage opportunities.

At Mayflower-Plymouth, we analyze global markets, analyze businesses and employ a range of strategies that emulate natural ecosystems to deliver holistic and industry-consistent investment returns. Our approach emphasizes preservation, steady compounding growth and steady returns for our capital partners and clients.

Accordingly, the Chinese texts regard war not as an instrument for the attainment of this end or that but as the product of stern necessity, something which must be confronted and coped with and managed and brought to an end. Clausewitz emphasizes that war is brutal and bloody and seeks to achieve a great victory. By contrast, the Chinese texts are permeated by a humanitarian approach and have as their aim the restoration of dao.

Give serious thought to why your company should care about your strategy. Specifically, find problems that the board wants to be solved. What are senior managers scared of? Part of becoming a credible strategic thinker is learning effective approaches to selling ideas for your situation. You’ll know that you’re getting better at selling (or pitching) strategy when managers start coming to you when there is strategic thinking to be done.

Brainstorm your big idea(s). (2 hrs) Identify your product, customer, competition, and sales/marketing strategy. (2 hrs) Identify your plan for operations, management, capitalization, and finances. (4 hrs) Create a life plan. (4 hrs) Validate your business idea. (8 hrs) Type up your finished business plan. (4 hrs) Execute and follow through on your plan.

External conflicts we can avoid, resolve, or manage. But, when it comes to internal conflicts, there is only one viable option: resolve. Whatever internal conflict, major or minor, we don't resolve will grate within us nonstop. Fortunately, we can resolve all our internal conflicts with one simple strategy: Act the way it feels right, no matter how inconvenient the consequences are.

When we dedicate ourselves to a plan and it isn’t going as we hoped, our first instinct isn’t usually to rethink it. Instead, we tend to double down and sink more resources in the plan. This pattern is called escalation of commitment. Evidence shows that entrepreneurs persist with failing strategies when they should pivot, NBA general managers and coaches keep investing in new contracts and more playing time for draft busts, and politicians continue sending soldiers to wars that didn’t need to be fought in the first place.

I reiterate my dedication to advocating for effective preventive strategies to end gun violence once and for all. In the face of the rising tensions and the widespread proliferation of small arms and light weapons, we call on everyone to join us to build conditions that will make world peace more likely. We all know that the road to building peace goes through ending conflicts and silencing the guns.

Uh, hello? Hello, hello! Uh, this is just to inform all employees, that due to current restrictions, the previously mentioned safe rooms, are being sealed at most locations. Including this one. Work crews will be here most of the day today, constructing a false wall over the old door bay. Nothing is being taken out before hand, so if you left anything inside, then it's your own fault. Management also requests, that this room not be mentioned to family, friends or insurance representatives. Thanks again, and remember to smile. You are the face of Freddy Fazbear's Pizza.

Strategies that relax and replenish can restore one’s reservoir of willpower and are thus helpful in ADHD. These strategies include: times of relaxation such as meditation, positive emotions, self-talk that is encouraging, time of play, physical exercise, adequate breaks, or even having a snack that increases blood glucose. Motivational strategies such imagery, or physical reminders of or talking about future rewards can also help.

Increase. Being fruitful is a good and necessary start, but it should grow into the next phase, increase. Once again, even though the idea here is to multiply or reproduce, sexual procreation is only part of the meaning. The Hebrew word for increase also can mean “abundance,” “to be in authority,” “to enlarge,” and “to excel.” It carries the sense of refining your gift until it is completely unique. It is impossible to reproduce what you have not refined. In this context, then, to increase means not only to multiply or reproduce as in having children, but also to improve and excel, mastering your gift and becoming the very best you can possibly be at what you do. It also means learning how to manage the resources God has given you and developing a strategy for managing the increase that will come through refinement. By refining your gift, you make room for it in the world. The more refined your gift, the more in demand you will be. Proverbs 18:16 (KJV) says, “A man’s gift maketh room for him, and bringeth him before great men.” By refining your gift, you make room for it in the world. What is your fruit—your gift? What are you known for? What do you have that is reproducible? What quality or ability do you have that causes people to seek you out? What brings you joy? What are you passionate about? What do you have to offer the world, even just your little part of it? Fruit must be reproducible or else it is not genuine fruit. “Be fruitful” means to produce fruit; “increase” means to reproduce it.

Despite its pacific demeanor, tolerance is an internally unharmonious term, blending together goodness, capaciousness, and conciliation with discomfort, judgment, and aversion. Like patience, tolerance is necessitated by something one would prefer did not exist. It involves managing the presence of the undesirable, the tasteless, the faulty—even the revolting, repugnant, or vile. In this activity of management, tolerance does not offer resolution or transcendence, but only a strategy for coping.

Here’s the short version of how to practice mindfuless: 1. Start with two minutes. For two minutes a day, direct your attention to your breath: the way the air comes into your body and your chest and belly expand, and the way the breath leaves your body and your chest and belly deflate. 2. The first thing that will happen is your mind will wander to something else. That’s normal. That’s healthy. That’s actually the point. Notice that your mind wandered, let those extraneous thoughts go—you can return to them as soon as the two minutes are up—and allow your attention to return to your breath. 3. Noticing that your mind wandered and then returning your attention to your breath is the real work of mindfulness. It’s not so much about paying attention to your breath as it is about noticing what you’re paying attention to without judgment, and making a choice about whether you want to pay attention to it. What you’re “mindful” of is both your breath and your attention to your breath. By practicing this skill of noticing what you’re paying attention to, you are teaching yourself to be in control of your brain, so that your brain is not in control of you. This regular two-minute practice will gradually result in periodic moments throughout the day when you notice what you’re paying attention to and then decide if that’s what you want to pay attention to right now, or if you want to pay attention to something else. What you pay attention to matters less than how you pay attention. This is a sideways strategy for weeding trauma out of your garden. It’s a way of simply noticing a weed and then deciding if you want to water it or not, pull it or not, fertilize it or not. The weed of trauma will gradually disappear as long as at least half the time you choose not to nurture it. And the more you choose to withdraw your protection from the trauma, the faster it will wither and die. Mindfulness is good for everyone and everything. It is to your mind what exercise and green vegetables are to your body. If you change only one thing in your life as a result of reading this book, make it this daily two-minute practice. The practice grants the opportunity to “cultivate deep respect for emotions,” differentiating their causes from their effects and granting you choice over how you manage them.

...[I]t doesn't take an advanced degree to figure out that this education talk is less a strategy for mitigating inequality than it is a way of rationalizing it. To attribute economic results to school years finished and SAT scores achieved is to remove matters from the realm of, well, economics and to relocate them to the provinces of personal striving and individual intelligence. From this perspective, wages aren't what they are because one party (management) has a certain amount of power over the other (workers); wages are like that because the god of the market, being surpassingly fair, rewards those who show talent and gumption. Good people are those who get a gold star from their teacher in elementary school, a fat acceptance letter from a good college, and a good life when they graduate. All because they are the best. Those who don't pay attention in high school get to spend their days picking up discarded cans by the side of the road. Both outcomes are our own doing.

The key is to take a larger project or goal and break it down into smaller problems to be solved, constraining the scope of work to solving a key problem, and then another key problem. This strategy, of breaking a project down into discrete, relatively small problems to be resolved, is what Bing Gordon, a cofounder and the former chief creative officer of the video game company Electronic Arts, calls smallifying. Now a partner at the venture capital firm Kleiner Perkins, Gordon has deep experience leading and working with software development teams. He’s also currently on the board of directors of Amazon and Zynga. At Electronic Arts, Gordon found that when software teams worked on longer-term projects, they were inefficient and took unnecessary paths. However, when job tasks were broken down into particular problems to be solved, which were manageable and could be tackled within one or two weeks, developers were more creative and effective.

Speaking of body decorations, I luuhhhvv your belly piercing!” Heeb said, looking at the gold ring in the center of her slim, tan waist. Despite the artic cold, Angelina had opted for a skin tight, black tube top that ended just above her belly, on the assumption that a warm cab, a winter coat, and a short wait to get into the club was an adequate frosty weather strategy. Heeb was still reverently staring at her belly when Angelina finally caught her breath from laughing. “Do you really like it? You’re just saying that so that you can check out my belly!” “And what’s so bad about that? I mean, didn’t you get that belly piercing so that people would check out your belly?” “No. I just thought it would look cool…Do you have any piercings?” “Actually, I do,” Heeb replied. “Where?” “My appendix.” “Huh?” “I wanted to be the first guy with a pierced organ. And the appendix is a totally useless organ anyway, so I figured why the hell not?” “That’s pretty original,” she replied, amused. “Oh yeah. I’ve outdone every piercing fanatic out there. The only problem is when I have to go through metal detectors at the airport.” Angelina burst into laughs again, and then managed to say, “Don’t you have to take it out occasionally for a cleaning?” “Nah. I figure I’ll just get it removed when my appendix bursts. It’ll be a two for one operation, if you know what I mean.

The academic literature describes marshals who “‘police’ other demonstrators,” and who have a “collaborative relationship” with the authorities. This is essentially a strategy of co-optation. The police enlist the protest organizers to control the demonstrators, putting the organization at least partly in the service of the state and intensifying the function of control. (...) Police/protestor cooperation required a fundamental adjustment in the attitude of the authorities. The Negotiated Management approach demanded the institutionalization of protest. Demonstrations had to be granted some degree of legitimacy so they could be carefully managed rather than simply shoved about. This approach de-emphasized the radical or antagonistic aspects of protest in favor of a routinized and collaborative approach. Naturally such a relationship brought with it some fairly tight constraints as to the kinds of protest activity available. Rallies, marches, polite picketing, symbolic civil disobedience actions, and even legal direct action — such as strikes or boycotts — were likely to be acceptable, within certain limits. Violence, obviously, would not be tolerated. Neither would property destruction. Nor would any of the variety of tactics that had been developed to close businesses, prevent logging, disrupt government meetings, or otherwise interfere with the operation of some part of society. That is to say, picketing may be fine, barricades are not. Rallies were in, riots were out. Taking to the streets — under certain circumstances — may be acceptable; taking over the factories was not. The danger, for activists, is that they might permanently limit themselves to tactics that were predictable, non-disruptive, and ultimately ineffective.

How does one transcend himself; how does he open himself to new possibility? By realizing the truth of his situation, by dispelling the lie of his character, by breaking his spirit out of its conditioned prison. The enemy, for Kierkegaard as for Freud, is the Oedipus complex. The child has built up strategies and techniques for keeping his self-esteem in the face of the terror of his situation. These techniques become an armor that hold the person prisoner. The very defenses that he needs in order to move about with self-confidence and self-esteem become his life-long trap. In order to transcend himself he must break down that which he needs in order to live. Like Lear he must throw off all his "cultural lendings" and stand naked in the storm of life. Kierkegaard had no illusions about man's urge to freedom. He knew how comfortable people were inside the prison of their character defenses. Like many prisoners they are comfortable in their limited and protected routines, and the idea of a parole into the wide world of chance, accident, and choice terrifies them. We have only to glance back at Kierkegaard's confession in the epigraph to this chapter to see why. In the prison of one's character one can pretend and feel that he is somebody, that the world is manageable, that there is a reason for one's life, a ready justification for one's action. To live automatically and uncritically is to be assured of at least a minimum share of the programmed cultural heroics-what we might call "prison heroism": the smugness of the insiders who "know.

I had tracked down a little cafe in the next village, with a television set that was going to show the World Cup Final on the Saturday. I arrived there mid-morning when it was still deserted, had a couple of beers, ordered a sensational conejo au Franco, and then sat, drinking coffee, and watching the room fill up. With Germans. I was expecting plenty of locals and a sprinkling of tourists, even in an obscure little outpost like this, but not half the population of Dortmund. In fact, I came to the slow realisation as they poured in and sat around me . . . that I was the only Englishman there. They were very friendly, but there were many of them, and all my exits were cut off. What strategy could I employ? It was too late to pretend that I was German. I’d greeted the early arrivals with ‘Guten Tag! Ich liebe Deutschland’, but within a few seconds found myself conversing in English, in which they were all fluent. Perhaps, I hoped, they would think that I was an English-speaker but not actually English. A Rhodesian, possibly, or a Canadian, there just out of curiosity, to try to pick up the rules of this so-called ‘Beautiful Game’. But I knew that I lacked the self-control to fake an attitude of benevolent detachment while watching what was arguably the most important event since the Crucifixion, so I plumped for the role of the ultra-sporting, frightfully decent Upper-Class Twit, and consequently found myself shouting ‘Oh, well played, Germany!’ when Helmut Haller opened the scoring in the twelfth minute, and managing to restrain myself, when Geoff Hurst equalised, to ‘Good show! Bit lucky though!’ My fixed grin and easy manner did not betray the writhing contortions of my hands and legs beneath the table, however, and when Martin Peters put us ahead twelve minutes from the end, I clapped a little too violently; I tried to compensate with ‘Come on Germany! Give us a game!’ but that seemed to strike the wrong note. The most testing moment, though, came in the last minute of normal time when Uwe Seeler fouled Jackie Charlton, and the pig-dog dolt of a Swiss referee, finally revealing his Nazi credentials, had the gall to penalise England, and then ignored Schnellinger’s blatant handball, allowing a Prussian swine named Weber to draw the game. I sat there applauding warmly, as a horde of fat, arrogant, sausage-eating Krauts capered around me, spilling beer and celebrating their racial superiority.

The intelligent want self-control; children want candy. —RUMI INTRODUCTION Welcome to Willpower 101 Whenever I mention that I teach a course on willpower, the nearly universal response is, “Oh, that’s what I need.” Now more than ever, people realize that willpower—the ability to control their attention, emotions, and desires—influences their physical health, financial security, relationships, and professional success. We all know this. We know we’re supposed to be in control of every aspect of our lives, from what we eat to what we do, say, and buy. And yet, most people feel like willpower failures—in control one moment but overwhelmed and out of control the next. According to the American Psychological Association, Americans name lack of willpower as the number-one reason they struggle to meet their goals. Many feel guilty about letting themselves and others down. Others feel at the mercy of their thoughts, emotions, and cravings, their lives dictated by impulses rather than conscious choices. Even the best-controlled feel a kind of exhaustion at keeping it all together and wonder if life is supposed to be such a struggle. As a health psychologist and educator for the Stanford School of Medicine’s Health Improvement Program, my job is to help people manage stress and make healthy choices. After years of watching people struggle to change their thoughts, emotions, bodies, and habits, I realized that much of what people believed about willpower was sabotaging their success and creating unnecessary stress. Although scientific research had much to say that could help them, it was clear that these insights had not yet become part of public understanding. Instead, people continued to rely on worn-out strategies for self-control. I saw again and again that the strategies most people use weren’t just ineffective—they actually backfired, leading to self-sabotage and losing control. This led me to create “The Science of Willpower,” a class offered to the public through Stanford University’s Continuing Studies program. The course brings together the newest insights about self-control from psychology, economics, neuroscience, and medicine to explain how we can break old habits and create healthy habits, conquer procrastination, find our focus, and manage stress. It illuminates why we give in to temptation and how we can find the strength to resist. It demonstrates the importance of understanding the limits of self-control,

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

One article on reproductive strategies was titled "Sneaky Fuckers." Kya laughed. As is well known, the article began, in nature, usually the males with the most prominent secondary sexual characteristics, such as the biggest antlers, deepest voices, broadest chests, and superior knowledge secure the best territories because they have fended off weaker males. The females choose to mate with these imposing alphas and are thereby inseminated with the best DNA around, which is passed on to the female's offspring- one of the most powerful phenomena in the adaptation and continuance of life. Plus, the females get the best territory for their young. However, some stunted males, not strong, adorned, or smart enough to hold good territories, possess bags of tricks to fool the females. They parade their smaller forms around in pumped-up postures or shout frequently- even if in shrill voices. By relying on pretense and false signals, they manage to grab a copulation here or there. Pint-sized male bullfrogs, the author wrote, hunker down in the grass and hide near an alpha male who is croaking with great gusto to call in mates. When several females are attracted to his strong vocals at the same time, and the alpha is busy copulating with one, the weaker male leaps in and mates one of the others. The imposter males were referred to as "sneaky fuckers." Kya remembered, those many years ago, Ma warning her older sisters about young men who overrevved their rusted-out pickups or drove jalopies around with radios blaring. "Unworthy boys make a lot of noise," Ma had said. She read a consolation for females. Nature is audacious enough to ensure that the males who send out dishonest signals or go from one female to the next almost always end up alone. Another article delved into the wild rivalries between sperm. Across most life-forms, males compete to inseminate females. Male lions occasionally fight to the death; rival bull elephants lock tusks and demolish the ground beneath their feet as they tear at each other's flesh. Though very ritualized, the conflicts can still end in mutilations. To avoid such injuries, inseminators of some species compete in less violent, more creative methods. Insects, the most imaginative. The penis of the male damselfly is equipped with a small scoop, which removes sperm ejected by a previous opponent before he supplies his own. Kya dropped the journal on her lap, her mind drifting with the clouds. Some female insects eat their mates, overstressed mammal mothers abandon their young, many males design risky or shifty ways to outsperm their competitors. Nothing seemed too indecorous as long as the tick and the tock of life carried on. She knew this was not a dark side to Nature, just inventive ways to endure against all odds. Surely for humans there was more.

Come inside with me,” he urged, increasing the pressure on her elbow, “and I’ll begin making it up to you.” Elizabeth let herself be drawn forward a few steps and hesitated. “This is a mistake. Everyone will see us and think we’ve started it all over again-“ “No, they won’t,” he promised. “There’s a rumor spreading like fire in there that I tried to get you in my clutches two years ago, but without a title to tempt you I didn’t have a chance. Since acquiring a title is a holy crusade for most of them, they’ll admire your sense. Now that I have a title, I’m expected to use it to try to succeed where I failed before-as a way of bolstering my wounded male pride.” Reaching up to brush a wisp of hair from her soft cheek, he said, “I’m sorry. It was the best I could do with what I had to work with-we were seen together in compromising circumstances. Since they’d never believe nothing happened, I could only make them think I was in pursuit and you were evading.” She flinched from his touch but didn’t shove his hand away. “You don’t understand. What’s happening to me in there is no less than I deserve. I knew what the rules were, and I broke them when I stayed with you at the cottage. You didn’t force me to stay. I broke the rules, and-“ “Elizabeth,” he interrupted in a voice edge with harsh remorse, “if you won’t do anything else for me, at least stop exonerating me for that weekend. I can’t bear it. I exerted more force on you than you understand.” Longing to kiss her, Ian had to be satisfied instead with trying to convince her his plan would work, because he now needed her help to ensure its success. In a teasing voice he said, “I think you’re underrating my gift for strategy and subtlety. Come and dance with me, and I’ll prove to you how easily most of the male minds in there have been manipulated.” Despite his confidence, moments after they entered the ballroom Ian noticed the increasing coldness of the looks being directed at them, and he knew a moment of real alarm-until he glanced at Elizabeth as he took her in his arms for a waltz and realized the cause of it. “Elizabeth,” he said in a low, urgent voice, gazing down at her bent head, “stop looking meek! Put your nose in the air and cut me dead or flirt with me, but do not on any account look humble, because these people will interpret it as guilt!” Elizabeth, who had been staring at his shoulder, as she'd done with her other dancing partners, tipped her head back and looked at him in confusion. "What?" Ian's heart turned over when the chandeliers overhead revealed the wounded look in her glorious green eyes. Realizing logic and lectures weren't going to help her give the performance he badly needed her to give, he tried the tack that had, in Scotland, made her stop crying and begin to laugh: He tried to tease her. Casting about for a subject, he said quickly, "Belhaven is certainly in fine looks tonight-pink satin pantaloons. I asked him for the name of his tailor so that I could order a pair for myself." Elizabeth looked at him as if he'd taken leave of his senses; then his warning about looking meek hit home, and she began to understand what he wanted her to do. That added to the comic image of Ian's tall, masculine frame in those absurd pink pantaloons enabled her to manage a weak smile. "I have greatly admired those pantaloons myself," she said. "Will you also order a yellow satin coat to complement the look?" He smiled. "I thought-puce." "An unusual combination," she averred softly, "but one that I am sure will make you the envy of all who behold you.