Successful Launch Quotes

Perfectionism is the unparalleled defense for emotionally abandoned children. The existential unattainability of perfection saves the child from giving up, unless or until, scant success forces him to retreat into the depression of a dissociative disorder, or launches him hyperactively into an incipient conduct disorder. Perfectionism also provides a sense of meaning and direction for the powerless and unsupported child. In the guise of self-control, striving to be perfect offers a simulacrum of a sense of control. Self-control is also safer to pursue because abandoning parents typically reserve their severest punishment for children who are vocal about their negligence.

Launching a similar product still needs some kind of differentiation.

Remember an arrow can only be shot by pulling it backwards; so when you feel like life is dragging you down with difficulties, it simply means that it's going to launch you to something great. So just focus and keep aiming - Unknown

Avoid people who are always having a bad day. In their minds, nothing ever works in their favor. They have a chronic “Woe Is Me” campaign that they continue to launch full blast. This kind of negativity depletes enthusiasm. You don’t need the woe-is-me speech every day.

Success is feeling good about the work you do throughout the long, unheralded journey that May or may not wind up at the launch pad. You can't view training solely as a stepping stone to something loftier. It's got to be an end in itself.

Market research is an ongoing part of any business. It shouldn’t be done just when you’re launching a product or when you’re struggling with business growth.

Timing is critical to a successful product launch.

I had a dream about you. You told me you loved me, and then you stabbed me with a spoon. Luckily, moments before your attack, I assumed the identity of a bowl of Jell-O. Later on in the dream, as a half-eaten bowl of Jell-O, I launched a successful political campaign, got elected, and moved to Washington DC.


You have a choice,” Dan said. “You can be good at those twenty-five things or you can be world-class at the five. Most people have so many things they want to do that they never do a single thing well. If I’ve learned one thing from Mr. Buffett, it’s that the Avoidance List is the secret to being world-class. “Success,” he added, “is a result of prioritizing your desires.

Our culture today confuses great attention with great success, assuming them to be the same thing, but they are not. You are great, already. Whether you realize it or not. Whether anybody else realizes it or not. And it's not because you launched an iPhone app, or finished school a year early, or bought yourself a sweet ass boat. These things do not define greatness. You are already great because in the face of endless confusion and certain death, you continue to choose what to give a fuck about and what not to.

In the stress and strain of life today, with space rockets zooming, loudspeakers thundering in our ears, and a lot of other sounds, the voice of your subconscious goes unnoticed.

The only rules that really matter are these: what a man can do and what a man can’t do – CAPTAIN JACK SPARROW, PIRATES OF THE CARIBBEAN

You must be successful, affluent, powerful, married to the right person,” and so on. Each child is thus launched in service to the parent’s neurosis, and gets further and further from his or her own soul.

One cannot launch a new history — the idea is altogether unthinkable; there would not be the continuity and tradition. Tradition cannot be contrived or learned. In its absence one has, at the best, not history but ‘progress’ — the mechanical movement of a clock hand, not the sacred succession of interlinked events.

There are many different experiences that cause girls to relinquish their true selves. In early adolescence girls learn how important appearance is in defining social acceptability. Attractiveness is both a necessary and a sufficient condition for girls' success. This is an old, old problem. Helen of Troy didn't launch a thousand ships because she was a hard worker. Juliet wasn't loved for her math ability.

Most people: Overthink first, act later. Every successful entrepreneur: Act first, figure it out later.

You have no way of knowing what’s going on in the lives of the people in your pipeline. You can’t anticipate their mood or how generous they’re feeling. All you can do is control your effort.

Our Heavenly Father did not launch us on our eternal voyage without providing the means whereby we could receive from Him guidance to ensure our safe return. I speak of prayer. I speak too of the whisperings from that still, small voice; and I do not overlook the holy scriptures, which contain the word of the Lord and the words of the prophets—provided to us to help us successfully cross the finish line.

The genius of niches is they are too small for large competitors, allowing a nimble entrepreneur the breathing room to focus on an underserved audience. Once you’ve succeeded in that niche, you can leverage your success to establish credibility for your business to move into larger markets.

The best negotiating tactic is to build a genuine, trusting relationship. If you’re an unknown entrepreneur and the person you’re dealing with isn’t invested in you, why would he or she even do business with you? But on the other hand, if the person is your mentor or friend, you might not even need to negotiate.

Valuable and ingenious he might be, thought Jack, fixing him with his glass, but false he was too, and perjured. He had voluntarily sworn to have no truck with vampires, and here, attached to his bosom, spread over it and enfolded by one arm, was a greenish hairy thing, like a mat - a loathsome great vampire of the most poisonous kind, no doubt. ‘I should never have believed it of him: his sacred oath in the morning watch and now he stuffs the ship with vampires; and God knows what is in that bag. No doubt he was tempted, but surely he might blush for his fall?’ No blush; nothing but a look of idiot delight as he came slowly up the side, hampered by his burden and comforting it in Portuguese as he came. ‘I am happy to see that you were so successful, Dr Maturin,’ he said, looking down into the launch and the canoes, loaded with glowing heaps of oranges and shaddocks, red meat, iguanas, bananas, greenstuff. ‘But I am afraid no vampires can be allowed on board.’ ‘This is a sloth,’ said Stephen, smiling at him. ‘A three-toed sloth, the most affectionate, discriminating sloth you can imagine!’ The sloth turned its round head, fixed its eyes on Jack, uttered a despairing wail, and buried its face again in Stephen’s shoulder, tightening its grip to the strangling-point.

At this point there's something I should explain about myself, which is that I don't talk much, probably too little, and I think this has been detrimental to my social life. It's not that I have trouble expressing myself, or no more than people generally have when they're trying to put something complex into words. I'd even say I have less trouble than most because my long involvement with literature has given me a better-than-average capacity for handling language. But I have no gift for small talk, and there's no point trying to learn or pretend; it wouldn't be convincing. My conversational style is spasmodic (someone once described it as "hollowing"). Every sentence opens up gaps, which require new beginnings. I can't maintain any continuity. In short, I speak when I have something to say. My problem, I suppose - and this may be an effect of involvement with literature - is that I attribute too much importance to the subject. For me, it's never simply a question of "talking" but always a question of "what to talk about". And the effort of weighing up potential subjects kills the spontaneity of dialogue. In other words, when everything you say has to be "worth the effort", it's too much effort to go on talking. I envy people who can launch into a conversation with gusto and energy, and keep it going. I envy them that human contact, so full of promise, a living reality from which, in my mute isolation, I feel excluded. "But what do they talk about?" I wonder, which is obviously the wrong question to ask. The crabbed awkwardness of my social interactions is a result of this failing on my part. Looking back, I can see that it was responsible for most of my missed opportunities and almost all the woes of solitude. The older I get, the more convinced I am that this is a mutilation, for which my professional success cannot compensate, much less my "rich inner life." And I've never been able to resolve the conundrum that conversationalists pose for me: how do they keep coming up with things to talk about? I don't even wonder about it anymore, perhaps because I know there's no answer.

Simcha, Rabbi Tatz said, is “the experience of the soul that comes when you are doing what you should be doing.

Pursuing a rapid experiment and finding out you were wrong and changing directions isn’t failure. That is the road to success.

When I was young, I admired clever people. Now that I am old, I admire kind people.

Easy reading is damn hard writing.

Failure is nothing more than a prelude to success—and a poetic one at that.

In a successful launch, the author believes that buying their book is actually a good thing for people to do.

Overthinking seems like the “smart” way to launch, but it’s far less effective. Super-successful people do the opposite—they take action first, get real feedback, and learn from that, which is a million times more valuable than any book or course. And quicker! Most people: Overthink first, act later. Every successful entrepreneur: Act first, figure it out later.

Steve Jobs once said, “You can’t connect the dots looking forward. You can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future.

Winning the vote required seventy-two years of ceaseless agitation by three generations of dedicated, fearless suffragists, who sought to overturn centuries of law and millennia of tradition concerning gender roles. The women who launched the movement were dead by the time it was completed; the women who secured its final success weren’t born when it began. It took more than nine hundred local, state, and national campaigns, involving tens of thousands of grassroots volunteers, financed by millions of dollars of mostly small (and a few large) donations by women across the country.

America posed a deeply interesting question to any Frenchmen with a political curiosity to ask it. How had Americans launched a revolution that aimed at establishing a free, stable, and constitutional government and made a success of it, while the French had in forty-one years lurched from absolute monarchy to constitutional monarchy, to the declaration of the republic, to mob rule, the Terror, the mass murder, and thence to a conservative republic, Napoleonic autocracy, the Bourbon restoration, further revolution, and the installation of an Orleanist constitutional monarchy?

Rocket Fever Grips Nation's Teenagers' cheers on enthusiastic newsreel, reflecting the nation's sudden reversal in attitude following the successful launch of Explorer-I into Earth orbit. Rather than being strange and threatening, outer space looks set to become the next big distraction after Elvis Presley and Davy Crockett hats. 'More and more teenagers are passing up rock and roll for a rocket role,' commentator Michael Fitzmaurice blithely remarks before very probably wishing he hadn't.

A wise man will know what game to play to-day, and play it. We must not be governed by rigid rules, as by the almanac, but let the season rule us. The moods and thoughts of man are revolving just as steadily and incessantly as nature's. Nothing must be postponed. Take time by the forelock. Now or never! You must live in the present, launch yourself on every wave, find your eternity in each moment. Fools stand on their island opportunities and look toward another land. There is no other land; there is no other life but this, or the like of this. Where the good husbandman is, there is the good soil. Take any other course, and life will be a succession of regrets. Let us see vessels sailing prosperously before the wind, and not simply stranded barks. There is no world for the penitent and regretful.

Gates wanted to be paid in something more valuable than cash: strategic positioning. It’s better to make a fair deal today that sets you up for more deals down the road than a great deal that doesn’t set you up for anything. The takeaway was clear: choose long-term positioning over short-term profits.

In launching Operation RYAN, Andropov broke the first rule of intelligence: never ask for confirmation of something you already believe. Hitler had been certain that the D-day invasion force would land at Calais, so that is what his spies (with help from Allied double agents) told him, ensuring the success of the Normandy landings. Tony Blair and George W. Bush were convinced that Saddam Hussein possessed weapons of mass destruction, and that is what their intelligence services duly concluded. Yuri Andropov, pedantic and autocratic, was utterly convinced that his KGB minions would find evidence of a looming nuclear assault. So that is what they did.

Today the most serious computer predators are funded by rich criminal syndicates and even nation-states, and their goals are far more ambitious. Cyberattacks were launched at digital networks in Estonia by ethnic Russian protesters in 2007 and in Georgia before Russia attacked that country in 2008; and someone, probably Israel or the United States (or both), successfully loosed a worm called Stuxnet in 2010 to sabotage computer-controlled uranium centrifuges inside Iran’s secretive nuclear program.

A product leader is ultimately responsible for the success or failure of a product and, by extension, the company itself. The impact of that cannot be underestimated.

Shipping work must also solve a problem and result in customers truly receiving value from whatever was shipped.

Winners launch into every project with a mindset and plan to overdo it at the start. Because “just do it” isn’t good enough.

If you launch a career doing something you don't really like, that even if you're successful, you won't feel successful, and you'll be contemptuous of your own success.

Never, ever, ever, write off anything you’ve achieved as merely being lucky. You are not lucky: you are hard-working and capable. Don’t ever question it.

fundamental nature of success: it’s hidden among failures.

A tipping point only appears in hindsight,” Elliott added. “You don’t feel it when you’re in the trenches. Being an entrepreneur is about pushing, not tipping.

Yesterday’s ending launched today’s success, and today will have to end if tomorrow’s changes are to take place.

Churchill created the Royal Naval Air Service, which had fifty planes by 1914, and pioneered the concept of aerial bombing of Zeppelin airship aerodromes and German lines of communication. The first successful launch of a plane off the deck of a battleship took place in January 1912, and some military historians see Churchill as the father of the modern aircraft carrier.

I am truly amazed that every time Apple comes out with a new laptop I am quickly able to identify (in my mind) a real need for it, as in the case of the recent European launch of the new MacBook Air. Which is odd as my existing MacBook is but six months old. But you understand, I can't fit my current model into an A4 envelope, hence I have rather successfully established the 'need.

We often try to get to clarity while standing still. It just doesn’t work that way. Clarity comes from movement. You must try, test, attempt, launch, prove and examine before you get to clarity.

What I’m about to tell you,” Elliott told me, “ninety-nine percent of people in the world will never understand.” For the first time all week, it was just the two of us. Elliott had told Austin he wanted to talk to me one-on-one. We were standing on a rooftop lounge during sunset, looking out at the Manhattan skyline. “You see, most people live a linear life,” he continued. “They go to college, get an internship, graduate, land a job, get a promotion, save up for a vacation each year, work toward their next promotion, and they just do that their whole lives. Their lives move step by step, slowly and predictably. “But successful people don’t buy into that model. They opt into an exponential life. Rather than going step by step, they skip steps. People say that you first need to ‘pay your dues’ and get years of experience before you can go out on your own and get what you truly want. Society feeds us this lie that you need to do x, y, and z before you can achieve your dream. It’s bullshit. The only person whose permission you need to live an exponential life is your own. “Sometimes an exponential life lands in your lap, like with a child prodigy. But most of the time, for people like you and me, we have to seize it for ourselves. If you actually want to make a difference in the world, if you want to live a life of inspiration, adventure, and wild success—you need to grab on to that exponential life—and hold on to it with all you’ve got.

If, in spite of his best efforts, a man fails in a particular undertaking, he does not experience the same emotion of pride that he would feel if he had succeeded; but, if he is rational, his self-esteem is unaffected and unimpaired. His self-esteem is not—or should not be—dependent on particular successes or failures, since these are not necessarily in a man’s direct, volitional control and/or not in his exclusive control.

Nobody is in control of who they are when they’re born,” she continued. “You’re born into the family you’re born into and you’re born into the circumstances you’re born into. So you just have to take what you can from where you’re at and not compare yourself to other people. You have to look at your path and know that whatever got you there, and where you’re going, is unique to you. You weren’t supposed to be any other way.

It was one of the bloodiest battles in history, and one of the most historic. Kursk is generally viewed as the turning point in the Second World War in Europe, for the Germans never again launched a successful offensive.

That day was an education for me. I'll never forget it. Standing in teh doorway, watching the reaction of the men and women gathered there, I witnessed the poewrful effect of unwavering, uncomplaining, uncompromising leadership. It changed me. It was one of those moments when you say to yourself, [in italics] That's what I want to be when I grow up. and you know you've grown up a little already, simply because you recognize it. Norman called Ducky-Bob's party supply and ordered chairs while I wheeled the second bed out to the hallway. Mommy, Margaret Valentine, and I rushed around, getting everything we needed to cater the cramped but memorable even, and on Tuesday morning, about three dozen top members of the Chili's team jammed into Norman's room at Presbyterian Hospital. Norman didn't what his people to see him lying down, so I'd helped him get into a jogging suit and robe, and propped him up on one of those rolling carts they use to distribute meals. He was in unthinkable pain, but he spoke to them from his heart about how much he appreciated them, how committed he was to the success of the organization, and how far they could all go together.

She put her brutal wake-up call into action and launched Thrive Global, a corporate and consumer well-being and productivity platform with the mission of changing the way we work and live by ending the collective delusion that burnout is the price we must pay for success.

Von Braun and his team had just launched America’s first successful satellite, Explorer I, and as far as the public was concerned, von Braun’s star was on the rise. But Army intelligence had information on von Braun that the rest of the world most definitely did not, namely, that he had been an officer with the Nazi paramilitary organization the SS during the war and that he was implicated in the deaths of thousands of slave laborers forced to build the V-2 rocket, in an underground labor-concentration camp called Nordhausen, in Nazi Germany.

Yesterday’s ending launched today’s success, and today will have to end if tomorrow’s changes are to take place. Endings are not comfortable for any of us. But they are also neither unprecedented breaks with the past nor attempts by those in power to make people’s lives miserable.

No revolution can be successful without organization and money. "The downtrodden masses" usually provide little of the former and none of the latter. But Insiders at the top can arrange for both.   What did these people possibly have to gain in financing the Russian Revolution? What did they have to gain by keeping it alive and afloat, or, during the 1920's by pouring millions of dollars into what Lenin called his New Economic Program, thus saving the Soviets from collapse?   Why would these "capitalists" do all this? If your goal is global conquest, you have to start somewhere. It may or may not have been coincidental, but Russia was the one major European country without a central bank. In Russia, for the first time, the Communist conspiracy gained a geographical homeland from which to launch assaults against the other nations of the world. The West now had an enemy.   In the Bolshevik Revolution

Most people do things because that’s what society tells them they should do. But if you stop and do the math—if you actually think for yourself—you’ll realize there’s a better way to do things.” “Is that why you’re so happy?” I asked. “Bingo,” Wozniak said. “I’m happy because I do what I want every day.

The weird thing is that, when normal, inevitable challenges come up – like a refund request – some people not only fall down, they launch themselves down a snake/chute and refuse to play the game again, convinced they’re a failure. They quit, or remain paralyzed by fear, shame, and indecision for years.

It’s about humbling yourself enough to learn, even when you’re at the top of your game. It’s about knowing that the moment you get comfortable being an executive is the moment you begin to fail. It’s about realizing that, if you want to continue being Mufasa, at the same time you have to keep being Simba.

A saying which has always stuck with me, ‘Turnover is vanity, profit is sanity.’ A business turning over £100k a year but creating a net profit of £20k is much more successful than a business turning over £1m but only producing a net profit of £50k. The former has a net profit of 20% while the latter only has a net profit of 5%.

Yes: the future bridegroom, Mr. Rochester himself, exercised over his intended a ceaseless surveillance: and it was from this sagacity—this guardedness of his—this perfect clear consciousness of his fair one's defects—this obvious absence of passion in his sentiments toward her, that my ever-torturing pain arose. I saw he was going to marry her, for family, perhaps political reasons; because her rank and connections suited him; I felt he had not given her his love, and that her qualifications were ill adapted to win from him that treasure. This was the point—this was where the nerve was touched and teased—this was where the fever was sustained and fed: she could not charm him. If she had managed the victory at once, and he had yielded and sincerely laid his heart at her feet, I should have covered my face, turned to the wall, and (figuratively) have died to them. If Miss Ingram had been a good and noble woman, endowed with force, fervor, kindness, sense, I should have had one vital struggle with two tigers—jealousy and despair: then, my heart torn out and devoured, I should have admired her—acknowledged her excellence, and been quiet for the rest of my days: and the more absolute her superiority, the deeper would have been my admiration—the more truly tranquil my quiescence. But as matters really stood, to watch Miss Ingram's efforts at fascinating Mr. Rochester; to witness their repeated failure—herself unconscious that they did fail; vainly fancying that each shaft launched, hit the mark, and infatuatedly pluming herself on success, when her pride and self-complacency repelled further and further what she wished to allure—to witness this, was to be at once under ceaseless excitation and ruthless restraint. Because when she failed I saw how she might have succeeded. Arrows that continually glanced off from Mr. Rochester's breast and fell harmless at his feet might, I knew, if shot by a surer hand, have quivered keen in his proud heart—have called love into his stern eye and softness into his sardonic face; or, better still, without weapons a silent conquest might have been won.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Like I said, there are layers. People might agree with the principles but there’s more to it. Maybe they finally find a place with the true believers – a place they never had before with anyone else. Maybe the ideals, while not that important to them, open up paths to success or honor that weren’t open to them before. Maybe they get power they didn’t have. Maybe it just makes them feel good to rub other people’s faces in the dirt or feel like they’re somehow in the right or cleverer than their neighbors, or to rebel – not against anything, just to rebel in general. People are strange. In that buzz of thoughts and wants any one thing could be the controlling impulse that launches them down a path you can’t turn back from.

A significant percentage of the millions of students who will graduate schools today are desperately searching for the one thing. But rather than help them discover the secrets that could launch them into a successful and fulfilling life, many universities simply keep the addiction going – capitalizing on that need in order to keep tuition coming in and filling seats.

But the launching had been a great success and now that the Space Hotel was safely in orbit, there was a tremendous hustle and bustle to send up the first guests. It was rumored that the President of the United States himself was going to be among the first to stay in the hotel, and of course there was a mad rush by all sorts of other people across the world to book rooms. Several kings and queens had cabled the White House in Washington for reservations, and a Texas millionaire called Orson Cart, who was about to marry a Hollywood starlet called Helen Highwater, was offering one hundred thousand dollars a day for the honeymoon suite. But you cannot send guests to a hotel unless there are lots of people there to look after them, and that explains why there was yet another interesting object orbiting the earth at that moment. This was the large Commuter Capsule containing the entire staff for Space Hotel “U.S.A.” There were managers, assistant managers, desk clerks, waitresses, bellhops, chambermaids, pastry chefs and hall porters. The capsule they were traveling in was manned by the three famous astronauts, Shuckworth, Shanks and Showler, all of them handsome, clever and brave. “In exactly one hour,” said Shuckworth,

In 1994, Friedman wrote a memo marked “Very Confidential” to Raymond, Mortimer, and Richard Sackler. The market for cancer pain was significant, Friedman pointed out: four million prescriptions a year. In fact, there were three-quarters of a million prescriptions just for MS Contin. “We believe that the FDA will restrict our initial launch of OxyContin to the Cancer pain market,” Friedman wrote. But what if, over time, the drug extended beyond that? There was a much greater market for other types of pain: back pain, neck pain, arthritis, fibromyalgia. According to the wrestler turned pain doctor John Bonica, one in three Americans was suffering from untreated chronic pain. If that was even somewhat true, it represented an enormous untapped market. What if you could figure out a way to market this new drug, OxyContin, to all those patients? The plan would have to remain secret for the time being, but in his memo to the Sacklers, Friedman confirmed that the intention was “to expand the use of OxyContin beyond Cancer patients to chronic non-malignant pain.” This was a hugely audacious scheme. In the 1940s, Arthur Sackler had watched the introduction of Thorazine. It was a “major” tranquilizer that worked wonders on patients who were psychotic. But the way the Sackler family made its first great fortune was with Arthur’s involvement in marketing the “minor” tranquilizers Librium and Valium. Thorazine was perceived as a heavy-duty solution for a heavy-duty problem, but the market for the drug was naturally limited to people suffering from severe enough conditions to warrant a major tranquilizer. The beauty of the minor tranquilizers was that they were for everyone. The reason those drugs were such a success was that they were pills that you could pop to relieve an extraordinary range of common psychological and emotional ailments. Now Arthur’s brothers and his nephew Richard would make the same pivot with a painkiller: they had enjoyed great success with MS Contin, but it was perceived as a heavy-duty drug for cancer. And cancer was a limited market. If you could figure out a way to market OxyContin not just for cancer but for any sort of pain, the profits would be astronomical. It was “imperative,” Friedman told the Sacklers, “that we establish a literature” to support this kind of positioning. They would suggest OxyContin for “the broadest range of use.” Still, they faced one significant hurdle. Oxycodone is roughly twice as potent as morphine, and as a consequence OxyContin would be a much stronger drug than MS Contin. American doctors still tended to take great care in administering strong opioids because of long-established concerns about the addictiveness of these drugs. For years, proponents of MS Contin had argued that in an end-of-life situation, when someone is in a mortal fight with cancer, it was a bit silly to worry about the patient’s getting hooked on morphine. But if Purdue wanted to market a powerful opioid like OxyContin for less acute, more persistent types of pain, one challenge would be the perception, among physicians, that opioids could be very addictive. If OxyContin was going to achieve its full commercial potential, the Sacklers and Purdue would have to undo that perception.

If you are a prospective entrepreneur with the desire to start and build a visionary company but have not yet taken the plunge because you don’t have a “great idea”, we encourage you to lift from your shoulders the burden of the great-idea myth. Indeed, the evidence suggests that it might be better to not obsess on finding a great idea before launching a company. Why? because the great-idea approach shifts your attention away from seeing the company as your ultimate creation.

I love my kids, and I’m so proud of them for everything that they have accomplished. My oldest child, Elon, is making electric cars to save the environment and launching rockets. My middle child, Kimbal, opened farm-to-table restaurants and is teaching children across the country to build fruit and vegetable gardens in underserved schools. My youngest child, Tosca, runs her own entertainment company, producing and directing romance films from bestselling novels. They all have different interests.

Jimmy Hoffa’s first notoriety in union work was as the leader of a successful strike by the “Strawberry Boys.” He became identified with it. In 1932 the nineteen-year-old Jimmy Hoffa was working as a truck loader and unloader of fresh fruits and vegetables on the platform dock of the Kroger Food Company in Detroit for 32¢ an hour. Twenty cents of that pay was in credit redeemable for groceries at Kroger food stores. But the men only got that 32¢ when there was work to do. They had to report at 4:30 P.M. for a twelve-hour shift and weren’t permitted to leave the platform. When there were no trucks to load or unload, the workers sat around without pay. On one immortal hot spring afternoon, a load of fresh strawberries arrived from Florida, and the career of the most famous labor leader in American history was launched. Hoffa gave a signal, and the men who would come to be known as the Strawberry Boys refused to move the Florida strawberries into refrigerator cars until their union was recognized and their demands for better working conditions were met.

Two days earlier, the United States of America had successfully launched its first Space Hotel, a gigantic sausage-shaped capsule no less than one thousand feet long. It was called Space Hotel “U.S.A.” and it was the marvel of the space age. It had inside it a tennis court, a swimming pool, a gymnasium, a children’s playroom and five hundred luxury bedrooms, each with a private bath. It was fully air-conditioned. It was also equipped with a gravity-making machine so that you didn’t float about inside it. You could walk normally.

In the early 1980s, managers at the National Aeronautics and Space Administration (NASA) estimated that the flights would be 99.999 percent reliable, which represents a failure rate of only 1 in 100,000. According to the physicist Richard Feynman, who was a member of the commission that investigated the January 1986 Challenger accident, in which the shuttle broke apart shortly into its flight, killing all seven astronauts on board, this “would imply that one could put a Shuttle up each day for 300 years expecting to lose only one.” He wondered, “What is the cause of management’s fantastic faith in the machinery?” Engineers, who were more familiar with the shuttle itself and with machines in general, predicted only a 99 percent success rate, or a failure every 100 launches. A range safety officer, who personally observed test firings during the developmental phase of the rocket motors, expected a failure rate of 1 in 25. The Challenger accident proved that estimate to be the actual failure rate, giving a success rate of 96 percent after exactly 25 launchings.

INT. KAMA’S HIDEOUT—EVENING The interior of KAMA’S hideout is pitch black. The sound of water dripping. A brief shaft of sunlight reveals TINA, sleeping lightly on the floor in her coat. NEWT: Tina? She wakes. A moment as NEWT and TINA stare at each other. Each has thought of the other daily for a year. With no sign of KAMA, it seems she has been rescued. TINA (joyful, disbelieving): Newt! TINA notices KAMA entering in the background and raising his wand. Her expression changes. KAMA: Expelliarmus! NEWT’S wand flies out of his hand into KAMA’S. Bars form across the door, imprisoning them. KAMA (through the door): My apologies, Mr. Scamander! I shall return and release you when Credence is dead! TINA: Kama, wait! KAMA: You see, either he dies . . . or I do. He claps a hand to his eye. KAMA: No, no, no, no. Oh no. No, no, no. He jerks convulsively and slides to the floor, unconscious. NEWT: Well, that’s not the best start to a rescue attempt. TINA: This was a rescue attempt? You’ve just lost me my only lead. JACOB launches for the door, trying to break it down. NEWT (innocent): Well, how was the interrogation going before we turned up? TINA throws him a dark look. She strides to the back of the cave. Pickett, who, unnoticed, has hopped out of NEWT’S pocket, successfully picks the lock, and the bars swing open. JACOB: Newt! NEWT: Well done, Pick. (to TINA) You need this man, you say? TINA: Yeah. I think this man knows where Credence is, Mr. Scamander. As they bend over the unconscious KAMA, they hear an earth-shattering roar from somewhere above them. They look at each other. NEWT: Well, that’ll be the Zouwu. NEWT grabs his wand and Disapparates.

But, my God, I want to be back in the spotlight. You enjoy this delightful waterfall of attention when your book is the latest breakout success. You dominate the cultural conversation. You possess the literary equivalent of the hot hand. Everyone wants to interview you. Everyone wants you to blurb their book, or host their launch event. Everything you say matters. If you utter a hot take about the writing process, about other books, or even about life itself, people take your word for gospel. If you recommend a book on social media, people actually drive out that day to buy it.

There are people who know where they want to be, and also have a roadmap in their mind, about how to get there. But something stops them! They either keep waiting for better circumstances, or simply lack the courage to give up the comfort of a secure life. For them, the pursuit of their purpose is a risky proposition. Often, those are the same people that die with the weight of regrets. Those are the people who feel unfulfilled or unworthy at the end of their journey. They bury their dreams for the sake of a safe life, without ever venturing into the world of possibilities. But the truth is that if you risk nothing for the pursuit of your passion, you risk more. An even deeper reality is that there’s never a perfect time; the most ideal and opportune time is the time when YOU choose to begin your journey. Find courage to take the first step today. Your age, your pace, or your handicap doesn’t matter. Nothing is insurmountable if you have passion and persistence – your heart knows this. You simply have to convince your mind to play along. Find your moments of courage – the times when you feel strong, able, and energized. Tap those moments to launch yourself; the world beckons!

And this is one of the first things one learns from Musk’s example—he is relentless in his pursuit of the bold and, the bigger point, totally unfazed by scale. When he couldn’t get a job, he started a company. When Internet commerce stalled, he reinvented banking. When he couldn’t find decent launch services for his Martian greenhouse, he went into the rocket business. And as a kicker, because he never lost interest in the problem of energy, he started both an electric car and a solar energy company. It is also worth pointing out that Tesla is the first successful car company started in America in five decades and that SolarCity has become one of the nation’s largest residential solar providers.9 All told, in slightly less than a dozen years, Musk’s appetite for bold has created an empire worth about $30 billion.10 So what’s his secret? Musk has a few, but none are more important to him than passion and purpose. “I didn’t go into the rocket business, the car business, or the solar business thinking this is a great opportunity. I just thought, in order to make a difference, something needed to be done. I wanted to have an impact. I wanted to create something substantially better than what came before.

You are great. Already. Whether you realize it or not. Whether anybody else realizes it or not. And it’s not because you launched an iPhone app, or finished school a year early, or bought yourself a sweet-ass boat. These things do not define greatness. You are already great because in the face of endless confusion and certain death, you continue to choose what to give a fuck about and what not to. This mere fact, this simple optioning for your own values in life, already makes you beautiful, already makes you successful, and already makes you loved. Even if you don’t realize it. Even if you’re sleeping in a gutter and starving.

While some of these near-death experiences are marked by a sense of helplessness and passivity, even dissociation, in others there is an intense sense of immediacy and reality, and a dramatic acceleration of thought and perception and reaction, which allow one to negotiate danger successfully. Noyes and Kletti describe a jet pilot who faced almost certain death when his plane was improperly launched from its carrier: “I vividly recalled, in a matter of about three seconds, over a dozen actions necessary to successful recovery of flight attitude. The procedures I needed were readily available. I had almost total recall and felt in complete control.

The idealized image of American citizenship pleased people like Roosevelt, but there was a negative side to the image of a pure American government of individualistic citizens. Those who seemed to support special interests were often purged from government, even if they had won elections fair and square. Their success in winning office simply proved to mainstream Americans that they were corrupting society and strengthened the resolve to get rid of them. In November 1898, for example, the “best citizens” of Wilmington, North Carolina, launched a race riot to purify the city government of the Populist/African American coalition that had won election in 1896.

I didn’t like the way Elgie was talking. Thanks to Victims Against Victimhood, I have grown expert at detecting the signs of being victimized by emotional abuse: confusion, withdrawal, negotiating reality, self-reproach. At VAV, we don’t help newcomers, we CRUSH them. C: Confirm their reality. R: Reveal our own abuse. U: Unite them with VAV. S: Say sayonara to abuse. H: Have a nice life! I launched into the saga of Barry’s failed businesses, his trips to Vegas, his Intermittent Explosive Disorder (which was never diagnosed, but which I’m convinced he suffers from), and finally how I found the strength to divorce him, but not before he successfully drained our life savings.

Launching more drone strikes than Bush ever did and compiling a secret “kill list,” President Obama’s administration took the view that al-Qaeda was like an organized crime gang—disrupt the hierarchy, destroy the gang. Theirs was a concerted and dogmatic attempt at pretending that al-Qaeda was nothing but a fringe criminal group, and not a concrete realization of an ideological phenomenon with grassroots sympathy. They took this view in part because of how successful Islamist “fellow-traveler” lobbies had been in influencing Obama’s campaign after the mistakes of the Bush years. For Islamists and their allies, the problem was “al-Qaeda inspired extremism,” and not the extremism that had inspired al-Qaeda.

In 1966, the Roman Catholic Church formally ended the largest censorship drive in the history of the world, formally known as the Index Librorum Prohibitorum (the Index of Forbidden Books). Formally launched in 1559 under Pope Paul IV, this four-century project was remarkably successful, even against non-Catholics. The Church was so powerful in Europe and America that many authors would avoid controversial topics, or modify their works according to the Church's dictates, in order to avoid condemnation by the Church. Authors who ignored the Church's dictates and were banned had trouble finding publishers. Even if they were published, their books were often hard or impossible to find because bookstores were under pressure not to stock them.

Summary of Rule #4 The core idea of this book is simple: To construct work you love, you must first build career capital by mastering rare and valuable skills, and then cash in this capital for the type of traits that define compelling careers. Mission is one of those traits. In the first chapter of this rule, I reinforced the idea that this trait, like all desirable career traits, really does require career capital—you can’t skip straight into a great mission without first building mastery in your field. Drawing from the terminology of Steven Johnson, I argued that the best ideas for missions are found in the adjacent possible—the region just beyond the current cutting edge. To encounter these ideas, therefore, you must first get to that cutting edge, which in turn requires expertise. To try to devise a mission when you’re new to a field and lacking any career capital is a venture bound for failure. Once you identify a general mission, however, you’re still left with the task of launching specific projects that make it succeed. An effective strategy for accomplishing this task is to try small steps that generate concrete feedback—little bets—and then use this feedback, be it good or bad, to help figure out what to try next. This systematic exploration can help you uncover an exceptional way forward that you might have never otherwise noticed. The little-bets strategy, I discovered as my research into mission continued, is not the only way to make a mission a success. It also helps to adopt the mindset of a marketer. This led to the strategy that I dubbed the law of remarkability. This law says that for a project to transform a mission into a success, it should be remarkable in two ways. First, it must literally compel people to remark about it. Second, it must be launched in a venue conducive to such remarking. In sum, mission is one of the most important traits you can acquire with your career capital. But adding this trait to your working life is not simple. Once you have the capital to identify a good mission, you must still work to make it succeed. By using little bets and the law of remarkability, you greatly increase your chances of finding ways to transform your mission from a compelling idea into a compelling career.

Rewriting the baseball record book must be very fulfilling. Or maybe not. Yankees outfielder Roger Maris knew firsthand the fickle nature of success. After an MVP season in 1960—when he hit 39 homers and drove in a league-high 112 runs—Maris began a historic assault on one of baseball’s most imposing records: Babe Ruth’s single-season home run mark of 60. In the thirty-three seasons since the Bambino had set the standard, only a handful of players had come close when Jimmie Foxx in 1932 and Hank Greenberg in 1938 each hit 58. Hack Wilson, in 1930, slammed 56. But in 1961, Maris—playing in “The House That Ruth Built”—launched 61 home runs to surpass baseball’s most legendary slugger. Surprisingly, the achievement angered fans who seemed to feel Maris lacked the appropriate credentials to unseat Ruth. Some record books reminded readers that the native Minnesotan had accomplished his feat in a season eight games longer than Ruth’s. Major League Baseball, due to expansion, changed the traditional 154-game season to 162 games with the 1961 season. Of the new home run record, Maris said, “All it ever brought me was trouble.” Human achievements can be that way. Apart from God, the things we most desire can become empty and unfulfilling—even frustrating—as the writer of Ecclesiastes noted. “Whoever loves money never has enough; whoever loves wealth is never satisfied with their income,” he wrote (5:10). “Everyone’s toil is for their mouth,” he added, “yet their appetite is never satisfied” (6:7). But the Bible also shows where real satisfaction is found, in what Ecclesiastes calls “the conclusion of the matter.” Fulfillment comes to those who “fear God and keep his commandments” (12:13).

The proletariat has not succeeded in negating itself as such - the century and a half since Marx has made that clear. The proletariat has failed to negate itself qua class and thereby abolish class society per se. Perhaps this is because the proletariat never was a class, as had been supposed - because only the bourgeoisie was a true Class, and therefore the only one capable of negating itself as such. For it has indeed negated itself, along with capital, and so generated a classless society, albeit one which has nothing to do with the classless society that was supposed to arise from a revolution and from a negation of the proletariat as such. As for the proletariat, it has simply disappeared - vanished along with the class struggle itself. There can be no doubt that had capitalism developed in accordance with its own contradictory logic, it would have been defeated by the proletariat. In an ideal sense, Marx's analysis is still irreproachable. But Marx simply did not foresee that it would be possible for capital, in the face of the imminent threat to its existence, to transpoliticize itself, as it were: to launch itself into an orbit beyond the relations of production and political contradictions, to make itself autonomous in a free-floating, ecstatic and haphazard form, and thus to totalize the world in its own image. Capital (if it may still be so called) has barred the way of political economy and the law of value; it is in this sense that it has successfully escaped its own end. Henceforward it can function independently of its own former aims, and absolutely without reference to any aims whatsoever. The inaugural event of this mutation was undoubtedly the Great Crash of 1929; the stockmarket crisis of 1987 was merely an aftershock.

Keeping a new church outwardly focused from the beginning is much easier than trying to refocus an inwardly concerned church. In order to plant a successful church, you have to know that you know that you are undeniably called by God. The call to start a new church plant is not the same as the call to serve in an existing church or work in a ministry-related organization. You may be the greatest preacher this side of Billy Graham but still not be called to start a church. If you think you may have allowed an improper reason, voice or emotion to lead you to the idea of starting a new church, back away now. Spend some more time with God. You don’t want to move forward on a hunch or because you feel “pretty sure” that you should be planting a church. You have to be completely certain. “You’re afraid? So what. Everybody’s afraid. Fear is the common ground of humanity. The question you must wrestle to the ground is, ‘Will I allow my fear to bind me to mediocrity?’” When you think of a people group that you might be called to reach, does your heart break for them? If so, you may want to consider whether God is specifically calling you to reach that group for His kingdom. Is your calling clear? Has your calling been confirmed by others? Are you humbled by the call? Have you acted on your call? Do you know for certain that God has called you to start a new church? Nail it down. When exactly were you called? What were the circumstances surrounding your call? How did it match up with the sources of proper calling? Do you recognize the four specific calls in your calling? How? How does your call measure up to biblical characteristics? What is the emerging vision that God is giving you with this call? As your dependence on God grows, so will your church. One of the most common mistakes that enthusiastic and well-meaning church starters make is to move to a new location and start trying to reach people without thinking through even a short-term strategy. Don’t begin until you count the cost. why would you even consider starting a church (the only institution Jesus left behind and the only one that will last forever) without first developing a God-infused, specific, winning strategy? There are two types of pain: the pain of front-end discipline and the pain of back-end regret. With the question of strategy development, you get to choose which pain you’d rather live with. Basically, a purpose, mission and vision statement provides guiding principles that describe what God has called you to do (mission), how you will do it (purpose) and what it will look like when you get it done (vision). Keep your statement simple. Be as precise as possible. Core values are the filter through which you fulfill your strategy. These are important, because your entire strategy will be created and implemented in such a way as to bring your core values to life. Your strategic aim will serve as the beacon that guides the rest of your strategy. It is the initial purpose for which you are writing your strategy. He will not send more people to you than you are ready to receive. So what can you do? The same thing Dr. Graham does. Prepare in a way that enables God to open the floodgates into your church. If you are truly ready, He will send people your way. If you do the work we’ve described in this chapter, you’ll be able to build your new church on a strong base of God-breathed preparation. You’ll know where you are, where you’re going and how you are going to get there. You’ll be standing in the rain with a huge bucket, ready to take in the deluge. However, if you don’t think through your strategy, write it down and then implement it, you’ll be like the man who stands in the rainstorm with a Dixie cup. You’ll be completely unprepared to capture what God is pouring out. The choice is yours!

No revolution can be successful without organization and money. "The downtrodden masses" usually provide little of the former and none of the latter. But Insiders at the top can arrange for both.   What did these people possibly have to gain in financing the Russian Revolution? What did they have to gain by keeping it alive and afloat, or, during the 1920's by pouring millions of dollars into what Lenin called his New Economic Program, thus saving the Soviets from collapse?   Why would these "capitalists" do all this? If your goal is global conquest, you have to start somewhere. It may or may not have been coincidental, but Russia was the one major European country without a central bank. In Russia, for the first time, the Communist conspiracy gained a geographical homeland from which to launch assaults against the other nations of the world. The West now had an enemy.   In the Bolshevik Revolution we have some of the world's richest and most powerful men financing a movement which claims its very existence is based on the concept of stripping of their wealth men like the Rothschilds, Rockefellers, Schiffs, Warburgs, Morgans, Harrimans, and Milners. But obviously these men have no fear of international Communism. It is only logical to assume that if they financed it and do not fear it, it must be because they control it. Can there be any other explanation that makes sense? Remember that for over 150 years it has been standard operating procedure of the Rothschilds and their allies to control both sides of every conflict. You must have an "enemy" if you are going to collect from the King. The East-West balance-of-power politics is used as one of the main excuses for the socialization of America. Although it was not their main purpose, by nationalization of Russia the Insiders bought themselves an enormous piece of real estate, complete with mineral rights, for somewhere between $30 and $40 million.   ----  

Have you ever been in a place where history becomes tangible? Where you stand motionless, feeling time and importance press around you, press into you? That was how I felt the first time I stood in the astronaut garden at OCA PNW. Is it still there? Do you know it? Every OCA campus had – has, please let it be has – one: a circular enclave, walled by smooth white stone that towered up and up until it abruptly cut off, definitive as the end of an atmosphere, making room for the sky above. Stretching up from the ground, standing in neat rows and with an equally neat carpet of microclover in between, were trees, one for every person who’d taken a trip off Earth on an OCA rocket. It didn’t matter where you from, where you trained, where your spacecraft launched. When someone went up, every OCA campus planted a sapling. The trees are an awesome sight, but bear in mind: the forest above is not the garden’s entry point. You enter from underground. I remember walking through a short tunnel and into a low-lit domed chamber that possessed nothing but a spiral staircase leading upward. The walls were made of thick glass, and behind it was the dense network you find below every forest. Roots interlocking like fingers, with gossamer fungus sprawled symbiotically between, allowing for the peaceful exchange of carbon and nutrients. Worms traversed roads of their own making. Pockets of water and pebbles decorated the scene. This is what a forest is, after all. Don’t believe the lie of individual trees, each a monument to its own self-made success. A forest is an interdependent community. Resources are shared, and life in isolation is a death sentence. As I stood contemplating the roots, a hidden timer triggered, and the lights faded out. My breath went with it. The glass was etched with some kind of luminescent colourant, invisible when the lights were on, but glowing boldly in the dark. I moved closer, and I saw names – thousands upon thousands of names, printed as small as possible. I understood what I was seeing without being told. The idea behind Open Cluster Astronautics was simple: citizen-funded spaceflight. Exploration for exploration’s sake. Apolitical, international, non-profit. Donations accepted from anyone, with no kickbacks or concessions or promises of anything beyond a fervent attempt to bring astronauts back from extinction. It began in a post thread kicked off in 2052, a literal moonshot by a collective of frustrated friends from all corners – former thinkers for big names gone bankrupt, starry-eyed academics who wanted to do more than teach the past, government bureau members whose governments no longer existed. If you want to do good science with clean money and clean hands, they argued, if you want to keep the fire burning even as flags and logos came down, if you understand that space exploration is best when it’s done in the name of the people, then the people are the ones who have to make it happen.

The foundation of your greatness is in your head. Your brain is the most sophisticated computer there is. Its ten billion parts can store the equivalent of one hundred trillion words. It would take dozens of buildings to house computers capable of containing that much information. You have the potential to become a gifted genius, because you were born with the equivalent of a Pentium 10000 processor with hundreds of “cores” and millions of gigabytes of memory. However, like any powerful computer, your brain requires to be turned on and programed properly! Any computer today has more capacity and processing power than all the computers used by NASA to send rockets to the moon. However, you cannot launch rockets from your iPhone (or your Galaxy!) because you don’t have the necessary software (and hopefully nor the rockets...) However, with the right apps, you COULD! It is the same with that amazing computer in your head: You have to turn it on, and then upload the right programs or apps that will allow you to develop your potential and achieve everything you set out to do in life.

The BFMSS [British False Memory Syndrome Society] The founder of the 'false memory' movement in Britain is an accused father. Two of his adult daughters say that Roger Scotford sexually abused them in childhood. He denied this and responded by launching a spectacular counter-attack, which enjoyed apparently unlimited and uncritical air time in the mass media and provoke Establishment institutions that had made no public utterance about abuse to pronounce on the accused adults' repudiation of it. p171-172 The 'British False Memory Syndrome Society' lent a scientific aura to the allegations - the alchemy of 'falsehood' and 'memory' stirred with disease and science. The new name pathologised the accusers and drew attention away from the accused. But the so-called syndrome attacked not only the source of the stories but also the alliances between the survivors' movement and practitioners in the health, welfare, and the criminal justice system. The allies were represented no longer as credulous dupes but as malevolent agents who imported a miasma of the 'false memories' into the imaginations of distressed victims. Roger Scotford was a former naval officer turned successful property developer living in a Georgian house overlooking an uninterrupted valley in luscious middle England. He was a rich man and was able to give up everything to devote himself to the crusade. He says his family life was normal and that he had been a 'Dr Spock father'. But his first wife disagrees and his second wife, although believing him innocent, describes his children's childhood as very difficult. His daughters say they had a significantly unhappy childhood. In the autumn of 1991, his middle daughter invited him to her home to confront him with the story of her childhood. She was supported by a friend and he was invited to listen and then leave. She told him that he had abused her throughout her youth. Scotford, however, said that the daughter went to a homeopath for treatment for thrush/candida and then blamed the condition on him. He also said his daughter, who was in her twenties, had been upset during a recent trip to France to buy a property. He said he booked them into a hotel where they would share a room. This was not odd, he insisted, 'to me it was quite natural'. He told journalists and scholars the same story, in the same way, reciting the details of her allegations, drawing attention to her body and the details of what she said he had done to her. Some seemed to find the detail persuasive. Several found it spooky. p172-173

Your success with that initial group, the number that clicks on the video, determines how far and wide YouTube will promote it further. If many of your subscribers click on the video, YouTube will send it out to more subscribers and to some non-subscribers that have watched similar content. If that group of non-subscribers also clicks to watch the video, the platform will expand the reach even further. The platform keeps doing this, continuously using data from who is clicking and how much of the video they watch, to determine how much further to expand your video’s reach. So what does this mean to your niche and why is it important? Think about it from the perspective of someone with no definable niche, a person that posts videos with no clear content strategy. People that subscribe to their channel may do so because they like the creator’s personality but they aren’t likely to be interested in a lot of the content. That means there might not be many of your subscribers from that initial test group that will be interested in the new video. They won’t click through and it will be a negative signal to YouTube…even the subscribers aren’t interested so why push it out to more people? That’s going to make it difficult to grow a channel in the first place if your videos aren’t being promoted much by YouTube. Now think of it in terms of someone that posts videos only

President Obama warned that the use of chemical weapons by the Assad regime would pose a “red line” that would trigger an American military response. In August 2013, word filtered out that Assad’s forces had used poison gas against a rebel suburb of Damascus, killing as many as fourteen hundred people. This was a key moment. The United States was just a few hours away from launching airstrikes. “Our finger was on the trigger,” General Martin Dempsey, chairman of the Joint Chiefs of Staff, later said.13 Obama decided otherwise. He concluded that airpower would be insufficient and ineffective, and he wanted congressional authorization but could not get it. He had come into office to end America’s two wars—in Iraq and Afghanistan—and he was loath to slip into a third, with no clear path to success. Air power in Libya had helped remove Gadhafi, but it had left chaos behind. Obama was also demonstrating that, as he later said, he had broken with the military response “playbook” of the “foreign policy establishment.” Moreover, he feared that an air strike would not eliminate all the chemical weapons, and Assad could then claim that “he had successfully defied the United States.”14 Still, an American president had said using chemical weapons was a red line, but had not acted on that. Coming on top of Mubarak, it made leaders in other countries question the credibility of the United States and its reliability as an ally.

Launching “Buy It Now” was a large change that touched every transaction, but the eBay team also innovated across the experience for both sellers and buyers as well. With an initial success, we doubled down on innovation to drive growth. We introduced stores on eBay, which dramatically increased the amount of product offered for sale on the platform. We expanded the menu of optional features that sellers could purchase to better highlight their listings on the site. We improved the post-transaction experience on ebay.com by significantly improving the “checkout” flow, including the eventual seamless integration of PayPal on the eBay site. Each of these innovations supported the growth of the business and helped to keep that gravity at bay. Years later, Jeff became a general partner at Andreessen Horowitz, where he would kick off the firm’s success in startups with network effects, investing in Airbnb, Instacart, Pinterest, and others. I’m lucky to work with him! He recounted in an essay on the a16z blog that his strategy was to grow eBay by adding layers and layers of new revenue—like “adding layers to the cake.” You can see it visually here: Figure 12: eBay’s growth layer cake As the core US business began to look more like a line than a hockey stick, international and payments were layered on top. Together, the aggregate business started to look like a hockey stick, but underneath it was actually many new lines of business.

Despite Imbry's demurrals, Ghyll never missed an opportunity to expound on his creed, and was now again launched upon a lecture. "Life, after all," he said, "is but a succession of greater and lesser probabilities—a melange of maybes, as the Grand Prognosticator so aptly put it. Look at you, here in the supposed security of Bolly's Snug, supping and swilling with nary a care. Yet can you deny that a fragment of some asteroid, shattered in a collision far out in thither space back when humankind was still adrip with the primordial slime, having spent millions of years looming toward us, might now, its moment come, lance down through the atmosphere at immense speed and obliterate you where you stand?" "I do not deny the possibility," said Imbry. "I say that the likelihood is remote." "Yet still it exists! And if we couple that existence to a divine appetite for upsetting mortal plans—" "I can think of other, less far-fetched scenarios that might lead to the obliteration of someone in this room," said the thief. He accompanied the remark with an unwinking stare that ought to have caused Ghyll to stop to consider that, though Imbry was so corpulent as to be almost spherical, he was capable of sudden and conclusive acts of violence. And that consideration would have led, in turn, to a change of subject. But the Computant was too deeply set in his philosophy to take note of how others responded to it, and continued to discourse on abstruse concerns.

You may not recognize the name Steven Schussler, CEO of Schussler Creative Inc., but you are probably familiar with his very popular theme restaurant Rainforest Café. Steve is one of the scrappiest people I know, with countless scrappy stories. He is open and honest about his wins and losses. This story about how he launched Rainforest Café is one of my favorites: Steve first envisioned a tropical-themed family restaurant back in the 1980s, but unfortunately, he couldn’t persuade anyone else to buy into the idea at the time. Not willing to give up easily, he decided to get scrappy and be “all in.” To sell his vision, he transformed his own split-level suburban home into a living, mist-enshrouded rain forest to convince potential investors that the concept was viable. Yes, you read that correctly—he converted his own house into a jungle dwelling complete with rock outcroppings, waterfalls, rivers, and layers of fog and mist that rose from the ground. The jungle included a life-size replica of an elephant near the front door, forty tropical birds in cages, and a live baby baboon named Charlie. Steve shared the following details: Every room, every closet, every hallway of my house was set up as a three-dimensional vignette: an attempt to present my idea of what a rain forest restaurant would look like in actual operation. . . . [I]t took me three years and almost $400,000 to get the house developed to the point where I felt comfortable showing it to potential investors. . . . [S]everal of my neighbors weren’t exactly thrilled to be living near a jungle habitat. . . . On one occasion, Steve received a visit from the Drug Enforcement Administration. They wanted to search the premises for drugs, presuming he may have had an illegal drug lab in his home because of his huge residential electric bill. I imagine they were astonished when they discovered the tropical rain forest filled with jungle creatures. Steve’s plan was beautiful, creative, fun, and scrappy, but the results weren’t coming as quickly as he would have liked. It took all of his resources, and he was running out of time and money to make something happen. (It’s important to note that your scrappy efforts may not generate results immediately.) I asked Steve if he ever thought about quitting, how tight was the money really, and if there was a time factor, and he said, “Yes to all three! Of course I thought about quitting. I was running out of money and time.” Ultimately, Steve’s plan succeeded. After many visits and more than two years later, gaming executive and venture capitalist Lyle Berman bought into the concept and raised the funds necessary to get the Rainforest Café up and running. The Rainforest Café chain became one of the most successful themed restaurants ever created, and continues that way under Landry’s Restaurants and Tilman Fertitta’s leadership. Today, Steve creates restaurant concepts in fantastic warehouses far from his residential neighborhood!

Heuristics for testing your goals Assess your goals using these guidelines: Does your goal start with a verb (“launch,” “build,” “refactor,” etc.)? Then you probably have an action, so reframe it to describe the outcome you want. Often, this takes the form of translating “X so that Y” into “Y via X” (and consider if you need X in there at all). A helpful trick to figure out the proper framing is to read the goal out, ask yourself why, answer that question, then do that a couple of times until the true goal comes into focus. (See Table 2 for an example.) Do you have “engineering goals” and “business goals,” or something similar? Stop it. Are your goals more than one page, more than three to five objectives, or more than three to five KRs per objective? No one will read them—let alone remember them. When you (or your team) look at your goals, do you wince and think, “What about X? I was really hoping to get to that this quarter”? If not, you probably haven’t focused enough, and your goals are not adding value. Could one team member think a goal is achieved and another one completely disagree? Then your goal isn’t specific enough. (By contrast, if everyone feels it’s mostly successful but the assessments range from 60–80 percent done, who cares?) Can you imagine a scenario where the goal is achieved but you’re still dissatisfied with where you ended up? Then your goal isn’t specific enough, or an aspect is missing. Could you be successful without achieving the goal? Then your goal is overly specific, and you should rethink how to define success.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

Patrick Vlaskovits, who was part of the initial conversation that the term “growth hacker” came out of, put it well: “The more innovative your product is, the more likely you will have to find new and novel ways to get at your customers.”12 For example: 1. You can create the aura of exclusivity with an invite-only feature (as Mailbox did). 2. You can create hundreds of fake profiles to make your service look more popular and active than it actually is—nothing draws a crowd like a crowd (as reddit did in its early days). 3. You can target a single service or platform and cater to it exclusively—essentially piggybacking off or even stealing someone else’s growth (as PayPal did with eBay). 4. You can launch for just a small group of people, own that market, and then move from host to host until your product spreads like a virus (which is what Facebook did by starting in colleges—first at Harvard—before taking on the rest of the population). 5. You can host cool events and drive your first users through the system manually (as Myspace, Yelp, and Udemy all did). 6. You can absolutely dominate the App Store because your product provides totally new features that everyone is dying for (which is what Instagram did—twenty-five thousand downloads on its first day—and later Snapchat). 7. You can bring on influential advisors and investors for their valuable audience and fame rather than their money (as About.me and Trippy did—a move that many start-ups have emulated). 8. You can set up a special sub-domain on your e-commerce site where a percentage of every purchase users make goes to a charity of their choice (which is what Amazon did with Smile.Amazon.com this year to great success, proving that even a successful company can find little growth hacks). 9. You can try to name a Planned Parenthood clinic after your client or pay D-list celebrities to say offensive things about themselves to get all sorts of publicity that promotes your book (OK, those stunts were mine).

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

the military-industrial-scientific complex, because today’s wars are scientific productions. The world’s military forces initiate, fund and steer a large part of humanity’s scientific research and technological development. When World War One bogged down into interminable trench warfare, both sides called in the scientists to break the deadlock and save the nation. The men in white answered the call, and out of the laboratories rolled a constant stream of new wonder-weapons: combat aircraft, poison gas, tanks, submarines and ever more efficient machine guns, artillery pieces, rifles and bombs. 33. German V-2 rocket ready to launch. It didn’t defeat the Allies, but it kept the Germans hoping for a technological miracle until the very last days of the war. {© Ria Novosti/Science Photo Library.} Science played an even larger role in World War Two. By late 1944 Germany was losing the war and defeat was imminent. A year earlier, the Germans’ allies, the Italians, had toppled Mussolini and surrendered to the Allies. But Germany kept fighting on, even though the British, American and Soviet armies were closing in. One reason German soldiers and civilians thought not all was lost was that they believed German scientists were about to turn the tide with so-called miracle weapons such as the V-2 rocket and jet-powered aircraft. While the Germans were working on rockets and jets, the American Manhattan Project successfully developed atomic bombs. By the time the bomb was ready, in early August 1945, Germany had already surrendered, but Japan was fighting on. American forces were poised to invade its home islands. The Japanese vowed to resist the invasion and fight to the death, and there was every reason to believe that it was no idle threat. American generals told President Harry S. Truman that an invasion of Japan would cost the lives of a million American soldiers and would extend the war well into 1946. Truman decided to use the new bomb. Two weeks and two atom bombs later, Japan surrendered unconditionally and the war was over. But science is not just about offensive weapons. It plays a major role in our defences as well. Today many Americans believe that the solution to terrorism is technological rather than political. Just give millions more to the nanotechnology industry, they believe, and the United States could send bionic spy-flies into every Afghan cave, Yemenite redoubt and North African encampment. Once that’s done, Osama Bin Laden’s heirs will not be able to make a cup of coffee without a CIA spy-fly passing this vital information back to headquarters in Langley.