Strategy Meeting Quotes

Something wonderful begins to happen with the simple realization that life, like an automobile, is driven from the inside out, not the other way around. As you focus more on becoming more peaceful with where you are, rather than focusing on where you would rather be, you begin to find peace right now, in the present. Then, as you move around, try new things, and meet new people, you carry that sense of inner peace with you. It's absolutely true that, "Wherever you go, there you are.

Those who attempt to conquer hatred by hatred are like warriors who take weapons to overcome others who bear arms. This does not end hatred, but gives it room to grow. But, ancient wisdom has advocated a different timeless strategy to overcome hatred. This eternal wisdom is to meet hatred with non-hatred. The method of trying to conquer hatred through hatred never succeeds in overcoming hatred. But, the method of overcoming hatred through non-hatred is eternally effective. That is why that method is described as eternal wisdom.

As night fell, Yamamoto, aboard the huge battleship Yamato, steamed eastward at full speed into the night. Far ahead the destroyers went to flank speed to search for the US carriers. Lookouts, with the best night-vision binoculars in the world, swept the night horizon where the very dark sky meets the black ocean. The faintest shape, the tiniest pinprick of light, would show there was something out there, like the superstructure of a ship over the horizon. There was nothing.

I think this is a good start.” Alpine started collecting his notes and placing them into his briefcase. “I’ll meet with you again tomorrow morning and we’ll start plotting strategy. This is out of your hands, so just try to relax and let me do my job.

Both in fighting and in everyday life you should be determined though calm. Meet the situation without tenseness yet not recklessly, your spirit settled yet unbiased. Even when your spirit is calm do not let your body relax, and when your body is relaxed do not let your spirit slacken. Do not let your spirit be influenced by your body, or your body be influenced by your spirit.

When an invading force crosses a river in its onward march, do not advance to meet it in mid-stream.  It will be best to let half the army get across, and then deliver your attack.

While complying can be an effective strategy for physical survival, it's a lousy one for personal fulfillment. Living a satisfying life requires more than simply meeting the demands of those in control. Yet in our offices and our classrooms we have way too much compliance and way too little engagement. The former might get you through the day, but only the latter will get you through the night.

Athna, please meet the, uh...Army of Awesome." Apollo arched a brow. "Or whatever they are calling themselves." The goddess of wisdom, strategy, and a whole slew of other things inclined her head. "Nice title.

When I feel threatened, vulnerable, or insecure, whether it from simply walking into a room of unknown people, meeting someone for the first time, an unexpected or expected confrontation, or doing something new, I affirm in my mind (over and over): There is no danger, there is no threat. From there, the discomfort lessens and I become open for discovery and adventure.

Alex Claremont-Diaz, it is almost seven,” Zahra shouts through the door. “You have a strategy meeting in fifteen minutes, and I have a key, so I don’t care how naked you are, if you don’t answer this door in the next thirty seconds, I’m coming in.

Without a clear definition of success, board discussions can become disjointed, with members focusing on different priorities and potentially conflicting agendas. It can also lead to members talking through each other or over each other during meetings, instead of talking with each other. This can lead to inefficient decision-making, missed opportunities, and ultimately, hinder the organization's progress.

My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn’t matter if you’re 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That’s why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

A great strategy meeting is a meeting of minds.

Instead of wasting time negotiating with every difficult person, work on spreading a spirit of camaraderie and efficiency that becomes self-policing. Streamline the organization, cutting out waste—in staff, in the irrelevant reports on your desk, in pointless meetings.

If the goal was to increase the love, rather than winning or dominating a constant opponent, I think we could actually imagine liberation from constant oppression. We would suddenly be seeing everything we do, everyone we meet, not through the tactical eyes of war, but through eyes of love. We would see that there's no such thing as a blank canvas, an empty land or a new idea - but everywhere there is complex, ancient, fertile ground full of potential.

May you study the pink of yourself. Know yourself riverine and coast. May you taste the fresh and the saltwater of yourself and know what only you can know. May you live in the mouth of the river, meeting place of the tides, may all blessings flow through you.

Simply put, there is no substitute for meeting and listening to dissatisfied customers directly.

Both in fighting and in everyday life, you should be determined though calm. Meet the situation without tenseness yet not recklessly, your spirit settled yet unbiased.

The key to creating or transforming community, then, is to see the power in the small but important elements of being with others. The shift we seek needs to be embodied in each invitation we make, each relationship we encounter, and each meeting we attend. For at the most operational and practical level, after all the thinking about policy, strategy, mission, and milestones, it gets down to this: How are we going to be when we gather together?

Ministry, then, is not about "using" relationships to get individuals to accept a "third thing," whether that be conservative politics, moral behaviors or even the gospel message. Rather, ministry is about connection, one to another, about sharing in suffering and joy, about persons meeting persons with no pretense or secret motives. It is about shared life, confessing Christ not outside the relationship but within it. This, I learned, was living the gospel. I

If left unexecuted, even the greatest competitive strategies are not worth the paper on which they were written.

Try to turn as many soft, aspirational goals as possible into success criteria, and make them specific enough that you can actually tell whether or not you've met them.

Visionaries will always meet opposition from weak minds but the seeds they plant always save the world

Morpheus tilts his head to meet my gaze from behind the frame. “Aw, shy little blossom. You should’ve seen the atrocities he tried to put me in those first few days. He didn’t let me have a say until I walked around naked for a few hours. Should you decide to employ that strategy, I’ll be behind you one hundred percent. Or in front of you. Lady’s choice.” He winks.

But humans have a built-in weakness for fats and sugar. We evolved in lean environments where it was a big plus for survival to gorge on calorie-dense foods whenever we found them. Whether or not they understand the biology, food marketers know the weakness and have exploited it without mercy. Obesity is generally viewed as a failure of personal resolve, with no acknowledgement of the genuine conspiracy in this historical scheme. People actually did sit in strategy meetings discussing ways to get all those surplus calories into people who neither needed nor wished to consume them. Children have been targeted especially; food companies spend over $10 billion a year selling food brands to kids, and it isn't broccoli they're pushing. Overweight children are a demographic in many ways similar to minors addicted to cigarettes, with one notable exception: their parents are usually their suppliers. We all subsidize the cheap calories with our tax dollars, the strategists make fortunes, and the overweight consumers get blamed for the violation. The perfect crime.

Not long after the book came out I found myself being driven to a meeting by a professor of electrical engineering in the graduate school I of MIT. He said that after reading the book he realized that his graduate students were using on him, and had used for the ten years and more he had been teaching there, all the evasive strategies I described in the book — mumble, guess-and-look, take a wild guess and see what happens, get the teacher to answer his own questions, etc. But as I later realized, these are the games that all humans play when others are sitting in judgment on them.

The first test of a strategy is whether your value proposition is different from your rivals. If you are trying to serve the same customers and meet the same needs and sell at the same relative price, then by Porter’s definition, you don’t have a strategy.

Mainly, though, the Democratic Party has become the party of reaction. In reaction to a war that is ill conceived, we appear suspicious of all military action. In reaction to those who proclaim the market can cure all ills, we resist efforts to use market principles to tackle pressing problems. In reaction to religious overreach, we equate tolerance with secularism, and forfeit the moral language that would help infuse our policies with a larger meaning. We lose elections and hope for the courts to foil Republican plans. We lost the courts and wait for a White House scandal. And increasingly we feel the need to match the Republican right in stridency and hardball tactics. The accepted wisdom that drives many advocacy groups and Democratic activists these days goes like this: The Republican Party has been able to consistently win elections not by expanding its base but by vilifying Democrats, driving wedges into the electorate, energizing its right wing, and disciplining those who stray from the party line. If the Democrats ever want to get back into power, then they will have to take up the same approach. ...Ultimately, though, I believe any attempt by Democrats to pursue a more sharply partisan and ideological strategy misapprehends the moment we're in. I am convinced that whenever we exaggerate or demonize, oversimplify or overstate our case, we lose. Whenever we dumb down the political debate, we lose. For it's precisely the pursuit of ideological purity, the rigid orthodoxy and the sheer predictability of our current political debate, that keeps us from finding new ways to meet the challenges we face as a country. It's what keeps us locked in "either/or" thinking: the notion that we can have only big government or no government; the assumption that we must either tolerate forty-six million without health insurance or embrace "socialized medicine". It is such doctrinaire thinking and stark partisanship that have turned Americans off of politics.

The strategy of infinite players is horizontal. They do not go to meet putative enemies with power and violence, but with poiesis and vision. They invite them to become a people in passage. Infinite players do not rise to meet arms with arms; instead, they make use of laughter, vision, and surprise to engage the state and put its boundaries back into play.

When the players will never meet again, the strategy of defection is the only stable strategy.

However many people you know now, you will always need to know more. You want to connect with as many people as possible to increase your chances of meeting the right people who will change your personal and professional life.

The two studied one another for what seemed hours, neither saying a word. Jaden’s first inclination was to yell and demand his freedom, but something held him back. Here was a new man, and a new set of mind games. He waited for the old man to speak first and introduce himself, as Dalton had upon their first formal meeting. The stranger remained silent.

As speaker and author Byron Katie asks, “Do you want to meet the love of your life? Look in the mirror.” When you see your incredible self, you won’t feel like your worth lies outside of you and you’ll also be more likely to keep good company.

... throughout the ages, effective results in war have rarely been attained unless the approach has had such indirectness as to ensure the opponent's unreadyness to meet it. The indirectness has usually been physical, and always psychological.

Chaos, the eternal feminine, is also the crushing force of sexual selection. Women are choosy maters (unlike female chimps, their closest animal counterparts). Most men do not meet female human standards. It is for this reason that women on dating sites rate 85 percent of men as below average in attractiveness. It is for this reason that we all have twice as many female ancestors as male (imagine that all the women who have ever lived have averaged one child. Now imagine that half the men who have ever lived have fathered two children, if they had any, while the other half fathered none).41 It is Woman as Nature who looks at half of all men and says, “No!” For the men, that’s a direct encounter with chaos, and it occurs with devastating force every time they are turned down for a date. Human female choosiness is also why we are very different from the common ancestor we shared with our chimpanzee cousins, while the latter are very much the same. Women’s proclivity to say no, more than any other force, has shaped our evolution into the creative, industrious, upright, large-brained (competitive, aggressive, domineering) creatures that we are.42 It is Nature as Woman who says, “Well, bucko, you’re good enough for a friend, but my experience of you so far has not indicated the suitability of your genetic material for continued propagation.

Presenters in strategy meetings often seem to not seek a conversation at all. Instead, they appear to deflect as many questions as they can, saying they are “trying to get through the materials.” They want to move to the last page of the presentation as smoothly as possible and then get that all-important “yes” to the plan, that “yes” to the resource request, that “yes” to have a shot at the next promotion. A successful meeting is deemed to be one with little friction and maximum good feelings.

Your goal as an investor should be simply to purchase, at a rational price, a part interest in an easily understood business whose earnings are virtually certain to be materially higher, five, ten, and twenty years from now. Over time, you will find only a few companies that meet those standards-so when you see one that qualifies, you should buy a meaningful amount of stock.

In 1988, a group of prominent homosexuals got together in Warrentown, Virginia, to map out their plan to get homosexuality accepted by the general public. In the book that resulted from their meeting, they revealed a strategy that achieves its effect “without reference to facts, logic or proof . . . the person’s beliefs can be altered whether he is conscious of the attack or not.”1

Frederick consistently used his central position to concentrate against one fraction of the enemy, and he always employed tactics of indirect approach. Thereby he gained many victories. But his tactical indirect approach was geometrical rather than psychological-unprepared by the subtler forms of surprise favoured by Scipio-and for all their executive skill, these manoeuvres were narrow. The opponent might be unable to meet the following blow, owing to the inflexibility of his mind or his formations, but the blow itself did not fall unexpectedly.

Porter defines the value proposition as the answer to three fundamental questions (see figure 4-1): Which customers are you going to serve? Which needs are you going to meet? What relative price will provide acceptable value for customers and acceptable profitability for the company?

When children feel powerless to convince us that their needs are legitimate, they whine, turn everything into a power struggle or become apathetic or defiant. We usually call this bad behaviour, but we could also think of it as a childish, dysfunctional strategy to meet the child’s legitimate needs.

Remember: You don’t want to be meeting your neighbours for the first time in the middle of the night when your house is burning

In addition to thinking aloud about your processing of text, plan to show students how you respond to the completion of an organizer or write a constructed response.

For example, in order to identify these schemas or clarify faulty relational expectations, therapists working from an object relations, attachment, or cognitive behavioral framework often ask themselves (and their clients) questions like these: 1. What does the client tend to want from me or others? (For example, clients who repeatedly were ignored, dismissed, or even rejected might wish to be responded to emotionally, reached out to when they have a problem, or to be taken seriously when they express a concern.) 2. What does the client usually expect from others? (Different clients might expect others to diminish or compete with them, to take advantage and try to exploit them, or to admire and idealize them as special.) 3. What is the client’s experience of self in relationship to others? (For example, they might think of themselves as being unimportant or unwanted, burdensome to others, or responsible for handling everything.) 4. What are the emotional reactions that keep recurring? (In relationships, the client may repeatedly find himself feeling insecure or worried, self-conscious or ashamed, or—for those who have enjoyed better developmental experiences—perhaps confident and appreciated.) 5. As a result of these core beliefs, what are the client’s interpersonal strategies for coping with his relational problems? (Common strategies include seeking approval or trying to please others, complying and going along with what others want them to do, emotionally disengaging or physically withdrawing from others, or trying to dominate others through intimidation or control others via criticism and disapproval.) 6. Finally, what kind of reactions do these interpersonal styles tend to elicit from the therapist and others? (For example, when interacting together, others often may feel boredom, disinterest, or irritation; a press to rescue or take care of them in some way; or a helpless feeling that no matter how hard we try, whatever we do to help disappoints them and fails to meet their need.)

the first product in a startup, your initial purpose in meeting customers is not to gather feature requests so you can change the product; it is to find customers for the product you are already building.

In our day everyone wants to appear intelligent, one would prefer to be accused of crime than of naiveté if the accompanying risks could be avoided. But since intelligence cannot be drawn from the void, subterfuge are resorted to, one of the most prevalent being the mania for "demystification", which allows an air of intelligence to be conveyed at small cost, for all one need do is assert that the normal response to a particular phenomenon is "prejudiced" and that it is high time it was cleared of the "legends" surrounding it; if the ocean could be made out to be a pond or the Himalayas a hill, it would be done. Certain writers find it impossible to be content with taking note of the fact that a particular thing or person has a particular character or destiny, as everyone had done before them; they must always begin by remarking that "it has too often been said", and go on to declare that the reality is something quite different and has at last been discovered, and that up till now all the world has been "living a lie". This strategy is applied above all to things that are evident and universally known, it would doubtless be too naive to acknowledge in so many words that a lion is a carnivore and that he is not quite safe to meet.

Some children grow up with parents whi have their own strong attachment issues: they experience their parents as sometimes emotionally available, sometimes scared, and sometimes even scary. This variation is confusing and frightening, and these children are unable to find a way to consistently meet their attachment needs. They don’t find solace in either deactivating (trying to go it alone) or hyperactivating (reaching out for attention and acceptance), so they attempt to use both kinds of strategies in a disorganized way. This creates a chaotic and confusing pattern in relationships known as the fearful style of attachment.

Elizabeth was counting on Marco to keep cousin Mary occupied until after the board meeting was over. A piece of cheese might catch a mouse, but an afternoon alone with a muscular masseur would ensnare her cousin far more effectively. And afterwards, while Mary lay sated and sleeping upon a massage table, wiser heads could determine the company's future. There were times, Elizabeth thought, when success in business demanded utter ruthlessness.

As important as the dimensions of rivalry is whether rivals compete on the same dimensions. When all or many competitors aim to meet the same needs or compete on the same attributes, the result is zero-sum competition. P. 33

I don’t want to talk about me. We never talk about you. I probably don’t know anything about you. He laces his fingers into mine and rests our hands on his stomach. I move my fingertips in tiny circles and he sighs indulgently. “Sure you do. Go on, list everything.” “I know surface things. The color of your shirts. Your lovely blue eyes. You live on mints and make me look like a pig in comparison. You scare three-quarters of B and G employees absolutely senseless, but only because the other quarter haven’t met you yet.” He smirks. “Such a bunch of delicate sissies.” I keep ticking things off. “You’ve got a pencil you use for secret purposes I think relate to me. You dry clean on alternate Fridays. The projector in the boardroom strains your eyes and gives you headaches. You’re good at using silence to scare the shit out of people. It’s your go-to strategy in meetings. You sit there and stare with your laser-eyes until your opponent crumbles.” He remains silent. “Oh, and you’re secretly a decent human being.” “You definitely know more about me than anyone else.” I can feel a tension in him. When I look at his face, he looks shaken. My stalking has scared the ever-loving shit out of him. Unfortunately, the next thing I say sounds deranged. I want to know what’s going on in your brain. I want to juice your head like a lemon.

Instead of rules or even strategy, the key to success is culture. Whether we are talking about our moral compass, our world view, or our sensibility and taste, the way that we set these compasses is through the culture that we create and how we communicate that culture through events, e-mail, meetings, blog posts, the rules that we make, and even the music that we play. It is more of a system of mythologies than some sort of mission statement or slogan. —Joi Ito

Ignoring our emotions is turning our back on reality; listening to our emotions ushers us into reality. And reality is where we meet God … Emotions are the language of the soul. They are the cry that gives the heart a voice … However, we often turn a deaf ear — through emotional denial, distortion, or disengagement. We strain out anything disturbing in order to gain tenuous control of our inner world. We are frightened and ashamed of what leaks into our consciousness.

Yet powerful as they were, as powerful as music that brings heart-piercing pain, tears, laughter, with its enchantments, they were as music, subordinate to their own creator. Humans need not, Paks saw, worship their immortality, their cool wisdom, their knowledge of the taig, their ability to repattern mortal perceptions. In brief mortal lives humans met challenges no elf could meet, learned strategies no elf could master, chose evil or good more direct and dangerous than elf could perceive. Humans were shaped for conflict, as elves for harmony; each needed the other's balance of wisdom, but must cleave to its own nature. It was easy for an immortal to counsel patience, withdrawal until a danger passed . . .

The belief that your happiness hinges on an external circumstance that you can’t control (i.e., meeting a romantic partner) not only makes it harder to find love, but it also sets you up for unhappiness. Letting go of the maddening myth that happiness comes from coupling up is the first step to freedom. Stressing out about meeting someone will not help you meet that person any faster. The healthiest way to increase your chances of finding love is to increase your happiness, right now.

I believe we can be serious and optimistic. I believe we can recognize the overwhelming odds against us and forge coalitions that overcome the odds. The point of beginning is not political strategy. It is a shared sense of necessity, an understanding that we must act. I believe that Americans, battered by job losses and wage stagnation, angered by inequality and injustice, have come to this understanding. I hear Americans saying loudly and clearly: enough is enough [. . .] When we declare, "Enough is enough," we are demanding a country and a future that meets the needs of the vast majority of Americans: a country and a future where it is hard to buy elections and easy to vote in them; a country and a future where tax dollars are invested in jobs and infrastructure instead of jails and incarceration; a country and a future where we have he best educated workforce and the widest range of opportunities for every child and every adult; a country and future where we take the steps necessary to ending systemic racism; a country and a future where we assure once and for all that no one who works forty hours a week will live in poverty [. . .] When we stand together there is nothing, nothing, nothing we cannot accomplish.

If we are developing students to be creative, flexible, independent learners, then we cannot scrub away opportunities for mistakes to be made and corrections to be learned. Often times we learn more from what did not go well and we have learned to fix.

As a woman in the business world, I kept seeing other women make the same mistakes over and over again. Telling their coworkers they wanted to be promoted. Asking their managers for more money. Bringing visibility to their work, leading meetings, talking in meetings, looking around in meetings, and breathing in meetings. Seeing this, I knew my calling was to write a book that would stop the frustration of making an effort. I learned many of these tips while I was working in the male-dominated world of tech.

Where-to-play choices occur across a number of domains, notably these: Geography. In what countries or regions will you seek to compete? Product type. What kinds of products and services will you offer? Consumer segment. What groups of consumers will you target? In which price tier? Meeting which consumer needs? Distribution channel. How will you reach your customers? What channels will you use? Vertical stage of production. In what stages of production will you engage? Where along the value chain? How broadly or narrowly?

A strategy is a coordinated and integrated set of where-to-play, how-to-win, core capability, and management system choices that uniquely meet a consumer’s needs, thereby creating competitive advantage and superior value for a business. Strategy is a way to win—and nothing less.

About half of the salespeople I’ve worked with over the years gave up after a single rejection. They would call a client, the client would say no, and the salesperson would never call that person back. Very few, perhaps only 4 percent to 5 percent, keep trying after four rejections. Yet, as you learned in the previous chapter, I’ve found that it takes about 8.4 rejections to get a meeting. And what makes the difference between people who will face that rejection one time and quit or 40 times and never quit is determined purely by the strength of their ego.

The problem with trying to find your happiness through avoidance is the nature of reality. Reality simply does not allow us to evade unwanted experiences. Sure, we might be able to escape a few {...] but the evasive life often comes at a cost, like having to live your life in terror. Even if we can successfully ward off some terrifying experiences, we can not advert them all. Particularly, the most unpleasant ones: sickness, old age and death. If our strategy has been to flea unpleasant circumstances, when they come to meet us - as they surely will - our suffering will be great indeed.

Primitive (and guerrilla) warfare consists of war stripped to its essentials: the murder of enemies; the theft or destruction of their sustenance, wealth, and essential resources; and the inducement in them of insecurity and terror. It conducts the basic business of war without recourse to ponderous formations or equipment, complicated maneuvers, strict chains of command, calculated strategies, time tables, or other civilized embellishments. When civilized soldiers meet adversaries so unencumbered, they too must shed a considerable weight of intellectual baggage and physical armor just to even the odds.

1. Identify the meaning you give to a situation. 2. Express using the following: “When _____________________________ (insert the situation) happened, I interpreted it to mean ______________________________ (insert the meaning you gave to it), and I felt ___________________________________ (insert the emotion you experienced).” 3. Identify what you need from your loved one and the strategy they can use to meet that need better. 4. Express using the following: “I need you to _____________________________ (insert what you need). You can do this by ___________________________________ (insert the “how”/strategy they can use).

First, one of the most universal numbing strategies is what I call crazy-busy. I often say that when they start having twelve-step meetings for busy-aholics, they’ll need to rent out football stadiums. We are a culture of people who’ve bought into the idea that if we stay busy enough, the truth of our lives won’t catch up with us.

Why, then, did the Americans invest so much in Vietnam when, in comparison with the whole of their interests at the time, so little was at stake there? Thucydidean resemblances, I think, suggest an answer. Megara might look like a trifle, Pericles told the Athenians in 432 B.C.E., but if they yielded on that small matter “you will instantly have to meet some greater demand.” “Without the United States,” John F. Kennedy warned a Texas audience on the morning of November 22, 1963, “South Viet-Nam would collapse overnight,” and American alliances everywhere were equally vulnerable. There was no choice, Pericles insisted, but to “resist our enemies in any way and in every way.” For, as Kennedy added: “We are still the keystone in the arch of freedom.” 58 However distant they may be in time and space, statements like these perch precariously across scale. For if credibility is always in doubt, then capabilities must become infinite or bluffs must become routine. Neither approach is sustainable: that’s why walls exist in the first place. They buffer what’s important from what’s not. When one’s own imprecisions pull walls down—as Pericles and Kennedy did when they dismissed the possibility of giving anything up—then fears become images, images become projections, and projections as they expand blur into indistinctiveness.

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.

What I found telling was what Trump and his team didn’t ask. They were about to lead a country that had been attacked by a foreign adversary, yet they had no questions about what the future Russian threat might be. Nor did they ask how the United States might prepare itself to meet that threat. Instead, with the four of us still in our seats—including two outgoing Obama appointees—the president-elect and his team shifted immediately into a strategy session about messaging on Russia. About how they could spin what we’d just told them. Speaking as if we weren’t there, Priebus began describing what a press statement about this meeting might look like. The Trump team—led by Priebus, with Pence, Spicer, and Trump jumping in—debated how to position these findings for maximum political advantage. They were keen to emphasize that there was no impact on the vote, meaning that the Russians hadn’t elected Trump. Clapper interjected to remind them of what he had said about sixty seconds earlier: the intelligence community did not analyze American politics, and we had not offered a view on that.

Ostensibly it would seem that the further apart these enemy forces, the easier it must be to achieve a decisive success. In terms of time, space, and number, this is undoubtedly true. But once more the moral element intrudes. When the enemy forces are widely separated each is self-contained and tends to be consolidated by pressure. When they are close together they tend to coalesce and 'become members one of another', mutually dependent in mind, morale, and matter. The minds of the commanders affect each other, moral impressions are quickly transfused, and even the movements of each force easily hinder or disorganized those of others. Thus while the antagonist has less time and space for his action, the dislocating results of it take effect more quickly and easily. Further, when forces are close together the enemy's mere divergence from his approach to one of them may become an unexpected, and therefore truly indirect approach to another. In contrast, when forces are widely separated there is more time to prepare to meet, or avoid, the second blow of the army which is exploiting its central position.

Don’t run down your checklist. There is a tendency, even for senior leaders, to use meetings with a boss as an opportunity to run through your checklist of what you’ve been doing. Sometimes this is appropriate, but it is rarely what your boss needs or wants to hear. You should assume she wants to focus on the most important things you’re trying to do and how she can help.

If it is humanly possible, you should plan to have one or more in-person meetings with your boss early on. It is essential to make face-to-face connections early on to begin to establish a basis of confidence and trust (the same is true if you’re leading a virtual team). So if this means you need to fight for the resources and fly halfway around the world, you should do it.

Union with God is not something we acquire by a technique but the grounding truth of our lives that engenders the very search for God. Because God is the ground of our being, the relationship between creature and Creator is such that, by sheer grace, separation is not possible. God does not know how to be absent. The fact that most of us experience throughout most of our lives a sense of absence or distance from God is the great illusion that we are caught up in; it is the human condition. The sense of separation from God is real, but the meeting of stillness reveals that this perceived separation does not have the last word. This illusion of separation is generated by the mind and is sustained by the riveting of our attention to the interior soap opera, the constant chatter of the cocktail party going on in our heads. For most of us this is what normal is, and we are good at coming up with ways of coping with this perceived separation (our consumer-driven entertainment culture takes care of much of it). But some of us are not so good at coping, and so we drink ourselves into oblivion or cut or burn ourselves “so that the pain will be in a different place and on the outside.” The grace of salvation, the grace of Christian wholeness that flowers in silence, dispels this illusion of separation. For when the mind is brought to stillness, and all our strategies of acquisition have dropped, a deeper truth presents itself: we are and have always been one with God and we are all one in God (Jn 17:21).

When your child is disrespectful and talks back to you, when you are asked to come in for a meeting with the principal, when you find crayon scribbles all over your wall: these are survive moments, no question about it. But at the same time, they are opportunities—even gifts—because a survive moment is also a thrive moment, where the important, meaningful work of parenting takes place.

Today’s Affirmations: Blessings follow me wherever I go. In all things, I am blessed and I make it a point to take notice of all the good in my life. Even if I experience challenging events, I always remember how blessed I am. I always have plenty of whatever I need. And often, I have more than enough. I am loved abundantly and I have plentiful love to give in return. Infinite resources are at my fingertips. In the realm of money, I always have enough to cover my basic needs and to meet many of my desires, too. If I experience times when I feel a lack of abundance, I remind myself that, in truth, I have all that I require. Whether I am employed or unemployed, partnered or single, with lots of kids or no kids at all, I feel blessed in a multitude of ways. Nothing I can do can destroy or wash away the many blessings that come my way. And to be fully satisfied with life, all I have to do is remember the abundance that is available to me. My universe is plentiful and my heart is abundant. Blessings come to me freely, and I cultivate gratitude for it. Today, I make time to contemplate the ways in which I am a blessed. I regularly experience gratitude for all of the wonderful things in my life. And I seek out opportunities to demonstrate this gratitude by living with a sense of abundance.

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.

We’d fought the living dead to a stalemate and, eventually, future generations might be able to reinhabit the planet with little or no physical danger. Yes, our defensive strategies had saved the human race, but what about the human spirit? The living dead had taken more from us than land and loved ones. They’d robbed us of our confidence as the planet’s dominant life-form. We were a shaken, broken species, driven to the edge of extinction and grateful only for a tomorrow with perhaps a little less suffering than today. Was this the legacy we would leave to our children, a level of anxiety and self-doubt not seen since our simian ancestors cowered in the tallest trees? What kind of world would they rebuild? Would they rebuild at all? Could they continue to progress, knowing that they had been powerless to reclaim their future? And what if that future saw another rise of the living dead? Would our descendants rise to meet them in battle, or simply crumple in meek surrender and accept what they believe to be their inevitable extinction? For this reason alone, we had to reclaim our planet. We had to prove to ourselves that we could do it, and leave that proof as this war’s greatest monument. The long, hard road back to humanity, or the regressive ennui of Earth’s once-proud primates. That was the choice, and it had to be made now.

On March 17 Napoleon held a consuls’ meeting, which he did most days at this time, a Conseil d’État, which he did every couple of days, and then a military strategy session with his chief cartographer, General Bacler de l’Albe, kneeling on huge large-scale maps of Piedmont spread out on the floor and covered in red and black wax-tipped pins to show the positions of the armies. (Sometimes, when crawling around the floor together on the maps, Napoleon and de l’Albe would bump heads.) In the strategy meeting he allegedly asked Bourrienne where he thought the decisive battle would be fought. ‘How the devil should I know?’ answered his Brienne-educated private secretary. ‘Why, look here, you fool,’ said Napoleon, pointing to the plains of the River Scrivia at San Giuliano Vecchio, explaining how he thought Melas would manoeuvre once the French had crossed the Alps.3 It was precisely there that the battle of Marengo was fought three months later.

Second, I ran across an article by John H. Johnson, the late publisher of Ebony magazine. In the ’50s when he tried to start the magazine, the white establishment said he wouldn’t have anybody to put in the magazine—there were no middle- or upper-class African Americans, no black celebrities. He couldn’t get any money to publish it. But he said, ‘There is no defense against an excellence that meets a pressing public need,’ and proved them wrong. I have the quote on my wall, and that became my strategy.

But what if that failed midterm also happened to be the first exam they ever took in college? What if they perceive not just the class but college as a whole as being a greater challenge than they’re able to meet? Since they’re unaware that failing the midterm has distorted their perceptions (such that the class and college appear harder than they actually are), they might reach premature and inappropriate decisions as a result. Indeed, many students drop out early in their freshman year for this exact reason

Having outgrown its Manhattan headquarters, most of Bell Labs moved to two hundred rolling acres in Murray Hill, New Jersey. Mervin Kelly and his colleagues wanted their new home to feel like an academic campus, but without the segregation of various disciplines into different buildings. They knew that creativity came through chance encounters. “All buildings have been connected so as to avoid fixed geographical delineation between departments and to encourage free interchange and close contact among them,” an executive wrote.11 The corridors were extremely long, more than the length of two football fields, and designed to promote random meetings among people with different talents and specialties, a strategy that Steve Jobs replicated in designing Apple’s new headquarters seventy years later. Anyone walking around Bell Labs might be bombarded with random ideas, soaking them up like a solar cell. Claude Shannon, the eccentric information theorist, would sometimes ride a unicycle up and down the long red terrazzo corridors while juggling three balls and nodding at colleagues.III It was a wacky metaphor for the balls-in-the-air ferment in the halls.

One of the teacher’s main goals should be to help learners become independent vocabulary learners. They can become independent vocabulary learners by knowing how to decide what vocabulary is most useful to learn, by knowing how to learn it through the use of word cards and other strategies, by knowing how to meet the words again by doing lots of extensive reading and listening, and by finding opportunities to produce the words they have learnt through speaking and writing. Rather than teach vocabulary, teachers should be spending that time on training learners in vocabulary learning.

In strategy, your spiritual bearing must not be any different from normal. Both in fighting and in everyday life you should be determined though calm. Meet the situation without tenseness yet not recklessly, your spirit settled yet unbiased. Even when your spirit is calm do not let your body relax, and when your body is relaxed do not let your spirit slacken. Do not let your spirit be influenced by your body, or your body influenced by your spirit. Be neither insufficiently spirited nor over-spirited. An elevated spirit is weak and a low spirit is weak. Do not let the enemy see your spirit.

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,

Amos [Tversky] liked to say that if you are asked to do anything—go to a party, give a speech, lift a finger—you should never answer right away, even if you are sure that you want to do it. Wait a day, Amos said, and you’ll be amazed how many of those invitations you would have accepted yesterday you’ll refuse after you have had a day to think it over. A corollary to his rule for dealing with demands upon his time was his approach to situations from which he wished to extract himself. A human being who finds himself stuck at some boring meeting or cocktail party often finds it difficult to invent an excuse to flee. Amos’s rule, whenever he wanted to leave any gathering, was to just get up and leave. Just start walking and you’ll be surprised how creative you will become and how fast you’ll find the words for your excuse, he said. His attitude to the clutter of daily life was of a piece with his strategy for dealing with social demands. Unless you are kicking yourself once a month for throwing something away, you are not throwing enough away, he said. Everything that didn’t seem to Amos obviously important he chucked, and thus what he saved acquired the interest of objects that have survived a pitiless culling.

John McCloy, Assistant Secretary of War, to add his comments before leaving. McCloy said that all the talk of invading Japan struck him as rather “fantastic.” The secretary asked, “Why not use the atomic bomb?” The meeting was once more called to order and McCloy’s remark was discussed. Truman listened intently as the men at the table argued the merits of first warning the Japanese to surrender and then using the new weapon if the enemy ignored the ultimatum. The dialogue broke down because of one basic truth. No one in the room knew whether the device being readied in New Mexico would actually work. Without that knowledge, strategy was pointless.

When you are diagnosing a new organization, start by meeting with your direct reports one-on-one. (This is an example of taking a horizontal slice across an organization by interviewing people at the same level in different functions.) Ask them essentially the same five questions: What are the biggest challenges the organization is facing (or will face in the near future)? Why is the organization facing (or going to face) these challenges? What are the most promising unexploited opportunities for growth? What would need to happen for the organization to exploit the potential of these opportunities? If you were me, what would you focus attention on?

Once a competitor’s move has occurred, the denial of an adequate base for the competitor to meet its goals, coupled with the expectation that this state of affairs will continue, can cause the competitor to withdraw. New entrants, for example, usually have some targets for growth, market share, and ROI, and some time horizon for achieving them. If a new entrant is denied its targets and becomes convinced that it will be a long time before they are met, then it may withdraw or deescalate. Tactics for denying a base include strong price competition, heavy expenditures on research, and so on. Attacking new products in the test-market phase can be an effective way to foretell a firm’s future willingness to fight and can be less expensive than waiting for the introduction to actually occur. Another tactic is using special deals to load customers up with inventory, thereby removing the market for the product and raising the short-run cost of entry. It can be worth paying a substantial short-run price to deny a base if a firm’s market position is threatened. Essential to such a strategy, however, is a good hypothesis about what a competitor’s performance targets and time horizon are. An example of such a situation may be Gillette’s withdrawal from digital watches. Although claiming it had won significant market shares in test markets, Gillette bowed out, citing the substantial investments required to develop technology and margins lower than those available in other areas of its business. Texas Instruments’ strategy of aggressive pricing and rapid technological development in digital watches probably had a substantial impact on this decision.

Einstein’s “physical strategy” began with his mission to generalize the principle of relativity so that it applied to observers who were accelerating or moving in an arbitrary manner. Any gravitational field equation he devised would have to meet the following physical requirements: • It must revert to Newtonian theory in the special case of weak and static gravitational fields. In other words, under certain normal conditions, his theory would describe Newton’s familiar laws of gravitation and motion. • It should preserve the laws of classical physics, most notably the conservation of energy and momentum. • It should satisfy the principle of equivalence, which holds that observations made by an observer who is uniformly accelerating would be equivalent to those made by an observer standing in a comparable gravitational field.

We may wish to control or influence the behavior of others in conflict, and we want, therefore, to know how the variables that are subject to our control can affect their behavior. If we confine our study to the theory of strategy, we seriously restrict ourselves by the assumption of rational behavior — not just of intelligent behavior, but of behavior motivated by a conscious calculation of advantages, a calculation that in turn is based on an explicit and internally consistent value system. We thus limit the applicability of any results we reach. If our interest is the study of actual behavior, the results we reach under this constraint may prove to be either a good approximation of reality or a caricature. Any abstraction runs a risk of this sort, and we have to be prepared to use judgment with any results we reach. The advantage of cultivating the area of “strategy” for theoretical development is not that, of all possible approaches, it is the one that evidently stays closest to the truth, but that the assumption of rational behavior is a productive one. It gives a grip on the subject that is peculiarly conducive to the development of theory. It permits us to identify our own analytical processes with those of the hypothetical participants in a conflict; and by demanding certain kinds of consistency in the behavior of our hypothetical participants, we can examine alternative courses of behavior according to whether or not they meet those standards of consistency. The premise of “rational behavior” is a potent one for the production of theory. Whether the resulting theory provides good or poor insight into actual behavior is, I repeat, a matter for subsequent judgment.

My own daughter went through a teenage phase of testing her mom and me. She once brought home a young man to meet us. He had four-inch-high gelled prongs that stood atop his head, tattoos covering most of his exposed skin, and a motorcycle in our driveway. I cordially greeted him without saying what I really felt about him or how disappointed I was with my daughter’s choice of companion. The next day, my daughter asked me what I thought of the young man. I wanted to command her never to see him again, but I knew that if I increased restraint, she would be that much more motivated to continue to date him. Instead, I chose the following strategy. I told my daughter that her mother and I raised her to make good judgments and that we trusted her decisions. If she felt the young man was a good person to have in her life, we would support her decision. I never saw him again.

The need is not the call. This piece of wisdom has saved the lives of many a missionary, especially in Africa, where the needs are so great that they can pull you to pieces. A missionary can put out so many fires trying to meet needs around him that he suffers burnout. I have known missionary friends who said, “I hear the cry of lost souls calling me into the mission field.” These workers are headed for the missionary bone yard. They have responded to the call of the need rather than the call of God. We must go where God sends us, speak what He gives us to speak, hear His voice and obey it – this is our best protection from burnout. It will also guide us to the very best strategy for accomplishing His mission. For everything a man does to follow the call of God, there are ten things he does not do. We cannot do everything. We must focus on the call and not simply the needs.

In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say they will do.”…. Here is a way to frame the investments that we make in the strategy that becomes our lives: we have resources – which include personal time, energy, talent and wealth – and we are using them to try to grow several “businesses” in our personal lives… How should we devote our resources to these pursuits? Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. As is true in companies, your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process –and you have, in your brain, a filter for making choices about what to prioritize. But it’s a messy process. People ask for your time and energy every day, and even if you are focused on what’s important to you, it’s still difficult to know which are the right choices. If you have an extra ounce of energy or a spare 30 minutes, there are a lot of people pushing you to spend them here rather than there. With so many people and projects wanting your time and attention, you can feel like you are not in charge of your own destiny. Sometimes that’s good: opportunities that you never anticipated emerge. But other times, those opportunities can take you far off course… The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments… How you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

In addition to work, ADHD can significantly impact family life and relationships. The effects of ADHD on relationships are not necessarily negative; in fact, they can bring out many positive attributes. Loved ones may feel energized around you and recognize that your sense of spontaneity and creative expression brings a lot of joy into their lives. On the flip side, friends and family may complain about imbalanced relationships, issues with intimacy, and/or fraught dynamics. If you get easily sidetracked, you may be late to dates with friends and family (or completely forget to meet). You may forget to respond to emails, calls, and test. Family and friends may take these behaviors personally. This can feel hurtful to you when you are trying your best with a brain that works differently than theirs. Of course, this does not have anything to do with how much you care for your loved ones, so communicating what you're going through and strengthening your organizational skills to respect important commitments can keep your treasured relationships humming along smoothly.

point. We work on the principle that behavior reflects personality and generally divide the profiling process into seven steps: 1. Evaluation of the criminal act itself. 2. Comprehensive evaluation of the specifics of the crime scene or scenes. 3. Comprehensive analysis of the victim or victims. 4. Evaluation of preliminary police reports. 5. Evaluation of the medical examiner’s autopsy protocol. 6. Development of a profile with critical offender characteristics. 7. Investigative suggestions predicated on construction of the profile. As the final step indicates, offering a profile of an offender is often only the beginning of the service we offer. The next level is to consult with local investigators and suggest proactive strategies they might use to force the UNSUB’s hand— to get him to make a move. In cases of this nature we try to stand off at a distance and detach ourselves, but we still may be thrust right into the middle of the investigation. This may involve meeting with the family of a murdered child, coaching family members how to handle taunting phone calls from the killer describing how the child died, even trying to use a sibling as bait in an effort to lure the killer to a particular place.

We must also know for ourselves that the Lord restored His Church and the priesthood keys through the Prophet Joseph Smith. And we must have an assurance through the Holy Ghost, refreshed often, that those keys have been passed without interruption to the living prophet and that the Lord blesses and directs His people through the line of priesthood keys that reaches down through presidents of stakes and of districts and through bishops and branch presidents to us, wherever we are and no matter how far from the prophet and the Apostles. That is not easy today. It was not easy in the days of Paul. It has always been hard to recognize in fallible human beings the authorized servants of God. Paul must have seemed an ordinary man to many. Joseph Smith's cheerful disposition was seen by some as not fitting their expectations for a prophet of God. Satan will always work on the Saints of God to undermine their faith in priesthood keys. One way he does it is to point out the humanity of those who hold them. He can in that way weaken our testimony and so cut us loose from the line of keys by which the Lord ties us to Him and can take us and our families home to Him and to our Heavenly Father. Satan succeeded in undermining the testimony of men who had, with Joseph Smith, seen the heavens opened and heard the voices of angels. The evidence of their physical eyes and ears was not enough when they no longer could feel the testimony that the priesthood keys were still in place with Joseph. The warning for us is plain. If we look for human frailty in humans, we will always find it. When we focus on finding the frailties of those who hold priesthood keys, we run risks for ourselves. When we speak or write to others of such frailties, we put them at risk. We live in a world where finding fault in others seems to be the favorite blood sport. It has long been the basis of political campaign strategy. It is the theme of much television programming across the world. Whenever we meet anyone, our first, almost unconscious reaction may be to look for imperfections. To keep ourselves grounded in the Lord's Church, we can and must train our eyes to recognize the power of the Lord in the service of those He has called. We must be worthy of the companionship of the Holy Ghost. And we need to pray for the Holy Ghost to help us know that men who lead us hold this power. For me, such prayers are most often answered when I am fully engaged in the Lord's service myself.

The symposium was a closed-doors, synod-style assembly of people who would never have mixed otherwise. My first surprise was to discover that the military people there thought, behaved, and acted like philosophers—far more so than the philosophers we will see splitting hairs in their weekly colloquium in Part Three. They thought out of the box, like traders, except much better and without fear of introspection. An assistant secretary of defence was among us, but had I not known his profession I would have thought he was a practitioner of skeptical empiricism. Even an engineering investigator who had examined the cause of a space shuttle explosion was thoughtful and open-minded. I came out of the meeting realising that only military people deal with randomness with genuine, introspective intellectual honesty—unlike academics and corporate executives using other people's money. This does not show in war movies, where they are usually portrayed as war-hungry autocrats. The people in front of me were not the people who initiate wars. Indeed, for many, the successful defence policy is the one that manages to eliminate potential dangers without war, such as the strategy of bankrupting the Russians through the escalation in defence spending. When I expressed my amazement to Laurence, another finance person who was sitting next to me, he told me that the military collected more genuine intellects and risk thinkers than most if not all other professions. Defence people wanted to understand the epistemology of risk.

Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.

Weekly Check-Ins Instead of focusing on your anxiety all the time, try scheduling a weekly check-in session with yourself. Clients who have been coming to sessions weekly often just put that same day and time aside. Instead of meeting with me, they meet with themselves. You can do the same. Pick a time and place that will work for you to do your weekly check-in. Start a notebook (or use the note-taking app on your phone) in which you can record things you might want to address during your weekly check-in. When it comes time for your check-in, use the list as your agenda. If you have lots of issues that come up during the week and end up with a long agenda, just pick the one or two that seem most important to work through. This process will allow you to take some time to focus on any anxiety-driven issues that occurred during the week that you didn’t get a chance to deal with as they happened or where you tried something but it didn’t seem to do the trick. Remember to include behavioral traps, like overworking or avoidance coping, if these have occurred during the week. For each issue, go back to what seems like the most relevant chapter and try a solution from that chapter. For example, if you noticed yourself ruminating about a problem but didn’t take problem-solving action (meaning you didn’t move from thinking about the problem to taking a behavioral action), you might try defining your problem, generating a list of your best three to six options for moving forward with that problem, picking one option, and planning when and where you’re going to implement that solution.

Catch Either/Or Thinking Anxious perfectionists will typically think “I need to perform flawlessly at all times,” with their underlying assumption being “or else it will result in disaster.” This is a common type of thinking trap termed either/or thinking. In this case, the either/or is this: Either there is flawless performance or complete and utter failure, and nothing in between. Not only can this style of thinking make you feel crushed when you don’t meet your own ideal standards, but it also often leads to perfectionism paralysis. Take, for example, an artist who sees his future career prospects as becoming either the next Picasso or a penniless flop; this person doesn’t see other possible outcomes in between. You can see how this would give the artist a creative block. For other folks, their hidden assumption may be slightly different: “Either I need to perform flawlessly at all times, or other people will reject me.” When I look back at my clinical psychology training, I realize I had this belief at that time. At a semiconscious level, I thought that the only way to prevent getting booted out of the program was to score at the top of the class for every test or assignment. Ultra-high standards often arise because a person is trying to hide imagined catastrophic flaws. In this scenario, people often think that if their flaws get revealed they’ll be shunned, and so the only way to conceal their defects is by always excelling. When people who have this belief do excel, their brain jumps to the conclusion that excelling was the only reason they managed to avoid catastrophe. This then perpetuates their belief that excelling is necessary for preventing future disasters. Researchers have used the term clinical perfectionism to describe the most problematic kind of perfectionism. When clinical perfectionists manage to meet their ultra-high standards, they often conclude that those standards must not have been high enough and revise them upward, meaning they can never feel any sense of peace. All this being said, I’m not suggesting you shoot for “acceptable” performance standards if you’re capable of excellence. Most of the anxious perfectionists I’ve worked with would hate that. It’s not in their nature to feel comfortable with mediocre performance.

Government is a contrivance of human wisdom to provide for human wants," wrote Edmund Burke in his Reflections on the Revolution in France. In the original and primary sense of lacks or needs, wants tend to structure our vision of government's responsibilities. The quest for security - whether economic, physical, psychological, or military - brings a sense of urgency to politics and is one of the enduring sources of passion in policy controversies. Need is probably the most fundamental political claim. Even toddlers know that need carries more weight than desire or deservingness. They learn early to counter a rejected request by pleading, "I need it." To claim need is to claim that one should be given the resources or help because they are essential. Of course, this raises the question "essential for what?" In conflicts over security, the central issues are what kind of security government should attempt to provide; what kinds of needs it should attempt to meet; and how the burdens of making security a collective responsibility should be distributed. Just as most people are all for equity and efficiency in the abstract, most people believe that society should help individuals and families when they are in dire need. But beneath this consensus is a turbulent and intense conflict over how to distinguish need from mere desire, and how to preserve a work - or - merit based system of economic distribution in the face of distribution according to need. Defining need for purposes of public programs become much an exercise like defining equity and efficiency. People try to portray their needs as being objective, and policymakers seek to portray their program criteria as objective, in order to put programs beyond political dispute. As with equity and efficiency, there are certain recurring strategies of argument that can be used to expand or contract a needs claim. In defense policy, relative need is far more important than absolute. Our sense of national security (and hence our need for weapons) depends entirely on comparison with the countries we perceive as enemies. And here Keynes is probably right: The need for weapons can only be satisfied by feeling superior to "them." Thus, it doesn't matter how many people our warheads can kill or how many cities they can destroy. What matters is what retaliatory capacity we have left after an attack by the other side, or whether our capacity to sustain an offense is greater than their capacity to destroy it. The paradox of nuclear weapons is that the more security we gain in terms of absolute capability (i.e., kill potential), the more insecure we make ourselves with respect to the consequences of nuclear explosions. We gain superiority only by producing weapons we ourselves are terrified to use.

He ran long at the White House, and arrived late to his next meeting with Hillary Clinton, Jake Sullivan and Frank Ruggiero—their first major strategy session on Taliban talks after the secret meeting with A-Rod. She was waiting in her outer office, a spacious room paneled in white and gilt wood, with tasseled blue and pink curtains and an array of colorfully upholstered chairs and couches. In my time reporting to her later, I only ever saw Clinton take the couch, with guests of honor in the large chair kitty-corner to her. She’d left it open for him that day. “He came rushing in. . . . ” Clinton later said. “And, you know, he was saying ‘oh I’m so sorry, I’m so sorry.’ ” He sat down heavily and shrugged off his coat, rattling off a litany of his latest meetings, including his stop-in at the White House. “That was typical Richard. It was, like, ‘I’m doing a million things and I’m trying to keep all the balls in the air,’ ” she remembered. As he was talking, a “scarlet red” flush went up his face, according to Clinton. He pressed his hands over his eyes, his chest heaving. “Richard, what’s the matter?” Clinton asked. “Something horrible is happening,” he said. A few minutes later, Holbrooke was in an ambulance, strapped to a gurney, headed to nearby George Washington University Hospital, where Clinton had told her own internist to prepare the emergency room. In his typically brash style, he’d demanded that the ambulance take him to the more distant Sibley Memorial Hospital. Clinton overruled him. One of our deputies on the SRAP team, Dan Feldman, rode with him and held his hand. Feldman didn’t have his BlackBerry, so he scrawled notes on a State Department expense form for a dinner at Meiwah Restaurant as Holbrooke dictated messages and a doctor assessed him. The notes are a nonlinear stream of Holbrooke’s indomitable personality, slashed through with medical realities. “Call Eric in Axelrod’s office,” the first read. Nearby: “aortic dissection—type A . . . operation risk @ > 50 percent”—that would be chance of death. A series of messages for people in his life, again interrupted by his deteriorating condition: “S”—Secretary Clinton—“why always together for medical crises?” (The year before, he’d been with Clinton when she fell to the concrete floor of the State Department garage, fracturing her elbow.) “Kids—how much love them + stepkids” . . . “best staff ever” . . . “don’t let him die here” . . . “vascular surgery” . . . “no flow, no feeling legs” . . . “clot” . . . and then, again: “don’t let him die here want to die at home w/ his fam.” The seriousness of the situation fully dawning on him, Holbrooke turned to job succession: “Tell Frank”—Ruggiero—“he’s acting.” And finally: “I love so many people . . . I have a lot left to do . . . my career in public service is over.” Holbrooke cracked wise until they put him under for surgery. “Get me anything you need,” he demanded. “A pig’s heart. Dan’s heart.