Successfully Completed 1 Year Quotes

Share and Enjoy' is the company motto of the hugely successful Sirius Cybernetics Corporation Complaints Division, which now covers the major land masses of three medium-sized planets and is the only part of the Corporation to have shown a consistent profit in recent years. The motto stands-- or rather stood-- in three mile high illuminated letters near the Complaints Department spaceport on Eadrax. Unfortunately its weight was such that shortly after it was erected, the ground beneath the letters caved in and they dropped for nearly half their length through the offices of many talented young Complaints executives-- now deceased. The protruding upper halves of the letters now appear, in the local language, to read "Go stick your head in a pig," and are no longer illuminated, except at times of special celebration.

And they beat. The women for having known them and no more, no more; the children for having been them but never again. They killed a boss so often and so completely they had to bring him back to life to pulp him one more time. Tasting hot mealcake among pine trees, they beat it away. Singing love songs to Mr. Death, they smashed his head. More than the rest, they killed the flirt whom folks called Life for leading them on. Making them think the next sunrise would be worth it; that another stroke of time would do it at last. Only when she was dead would they be safe. The successful ones--the ones who had been there enough years to have maimed, mutilated, maybe even buried her--kept watch over the others who were still in her cock-teasing hug, caring and looking forward; remembering and looking back.

Wisdom is really the key to wealth. With great wisdom, comes great wealth and success. Rather than pursuing wealth, pursue wisdom. The aggressive pursuit of wealth can lead to disappointment. Wisdom is defined as the quality of having experience, and being able to discern or judge what is true, right, or lasting. Wisdom is basically the practical application of knowledge. Rich people have small TVs and big libraries, and poor people have small libraries and big TVs. Become completely focused on one subject and study the subject for a long period of time. Don't skip around from one subject to the next. The problem is generally not money. Jesus taught that the problem was attachment to possessions and dependence on money rather than dependence on God. Those who love people, acquire wealth so they can give generously. After all, money feeds, shelters, and clothes people. They key is to work extremely hard for a short period of time (1-5 years), create abundant wealth, and then make money work hard for you through wise investments that yield a passive income for life. Don't let the opinions of the average man sway you. Dream, and he thinks you're crazy. Succeed, and he thinks you're lucky. Acquire wealth, and he thinks you're greedy. Pay no attention. He simply doesn't understand. Failure is success if we learn from it. Continuing failure eventually leads to success. Those who dare to fail miserably can achieve greatly. Whenever you pursue a goal, it should be with complete focus. This means no interruptions. Only when one loves his career and is skilled at it can he truly succeed. Never rush into an investment without prior research and deliberation. With preferred shares, investors are guaranteed a dividend forever, while common stocks have variable dividends. Some regions with very low or no income taxes include the following: Nevada, Texas, Wyoming, Delaware, South Dakota, Cyprus, Liechtenstein, Luxembourg, Panama, San Marino, Seychelles, Isle of Man, Channel Islands, Curaçao, Bahamas, British Virgin Islands, Brunei, Monaco, Qatar, United Arab Emirates, Saudi Arabia, Bahrain, Bermuda, Kuwait, Oman, Andorra, Cayman Islands, Belize, Vanuatu, and Campione d'Italia. There is only one God who is infinite and supreme above all things. Do not replace that infinite one with finite idols. As frustrated as you may feel due to your life circumstances, do not vent it by cursing God or unnecessarily uttering his name. Greed leads to poverty. Greed inclines people to act impulsively in hopes of gaining more. The benefit of giving to the poor is so great that a beggar is actually doing the giver a favor by allowing the person to give. The more I give away, the more that comes back. Earn as much as you can. Save as much as you can. Invest as much as you can. Give as much as you can.

You go out into your world, and try and find the things that will be useful to you. Your weapons. Your tools. Your charms. You find a record, or a poem, or a picture of a girl that you pin to the wall and go, "Her. I'll try and be her. I'll try and be her - but here." You observe the way others walk, and talk, and you steal little bits of them - you collage yourself out of whatever you can get your hands on. You are like the robot Johnny 5 in Short Circuit, crying, "More input! More input for Johnny 5! as you rifle through books and watch films and sit in front of the television, trying to guess which of these things that you are watching - Alexis Carrington Colby walking down a marble staircase; Anne of Green Gables holding her shoddy suitcase; Cathy wailing on the moors; Courtney Love wailing in her petticoat; Dorothy Parker gunning people down; Grace Jones singing "Slave to the Rhythm" - you will need when you get out there. What will be useful. What will be, eventually, you? And you will be quite on your own when you do all this. There is no academy where you can learn to be yourself; there is no line manager slowly urging you toward the correct answer. You are midwife to yourself, and will give birth to yourself, over and over, in dark rooms, alone. And some versions of you will end in dismal failure - many prototypes won't even get out the front door, as you suddenly realize that no, you can't style-out an all-in-one gold bodysuit and a massive attitude problem in Wolverhampton. Others will achieve temporary success - hitting new land-speed records, and amazing all around you, and then suddenly, unexpectedly exploding, like the Bluebird on Coniston Water. But one day you'll find a version of you that will get you kissed, or befriended, or inspired, and you will make your notes accordingly, staying up all night to hone and improvise upon a tiny snatch of melody that worked. Until - slowly, slowly - you make a viable version of you, one you can hum every day. You'll find the tiny, right piece of grit you can pearl around, until nature kicks in, and your shell will just quietly fill with magic, even while you're busy doing other things. What your nature began, nature will take over, and start completing, until you stop having to think about who you'll be entirely - as you're too busy doing, now. And ten years will pass without you even noticing. And later, over a glass of wine - because you drink wine now, because you are grown - you will marvel over what you did. Marvel that, at the time, you kept so many secrets. Tried to keep the secret of yourself. Tried to metamorphose in the dark. The loud, drunken, fucking, eyeliner-smeared, laughing, cutting, panicking, unbearably present secret of yourself. When really you were about as secret as the moon. And as luminous, under all those clothes.

And they beat. The women for having known them and no more, no more; the children for having been them but never again. They killed a boss so often and so completely they had to bring him back to life to pulp him one more time. Tasting hot mealcake among pine trees, they beat it away. Singing love songs to Mr. Death, they smashed his head. More than the rest, they killed the flirt whom folks called Life for leading them on. Making them think the next sunrise would be worth it; that another stroke of time would do it at last. Only when she was dead would they be safe. The successful ones—the ones who had been there enough years to have maimed, mutilated, maybe even buried her—kept watch over the others who were still in her cock-teasing hug, caring and looking forward, remembering and looking back.

With an IQ of 160, Alex Volkov was a genius, or close to it. He was the only person in Thayer’s history to complete its five-year joint undergrad/MBA program in three years, and at age twenty-six, he was the COO of one of the most successful real estate development companies in the country. He was a legend, and he knew it.

From a very early age Edison became used to doing things for himself, by necessity. His family was poor, and by the age of twelve he had to earn money to help his parents. He sold newspapers on trains, and traveling around his native Michigan for his job, he developed an ardent curiosity about everything he saw. He wanted to know how things worked—machines, gadgets, anything with moving parts. With no schools or teachers in his life, he turned to books, particularly anything he could find on science. He began to conduct his own experiments in the basement of his family home, and he taught himself how to take apart and fix any kind of watch. At the age of fifteen he apprenticed as a telegraph operator, then spent years traveling across the country plying his trade. He had no chance for a formal education, and nobody crossed his path who could serve as a teacher or mentor. And so in lieu of that, in every city he spent time in, he frequented the public library. One book that crossed his path played a decisive role in his life: Michael Faraday’s two-volume Experimental Researches in Electricity. This book became for Edison what The Improvement of the Mind had been for Faraday. It gave him a systematic approach to science and a program for how to educate himself in the field that now obsessed him—electricity. He could follow the experiments laid out by the great Master of the field and absorb as well his philosophical approach to science. For the rest of his life, Faraday would remain his role model. Through books, experiments, and practical experience at various jobs, Edison gave himself a rigorous education that lasted about ten years, up until the time he became an inventor. What made this successful was his relentless desire to learn through whatever crossed his path, as well as his self-discipline. He had developed the habit of overcoming his lack of an organized education by sheer determination and persistence. He worked harder than anyone else. Because he was a consummate outsider and his mind had not been indoctrinated in any school of thought, he brought a fresh perspective to every problem he tackled. He turned his lack of formal direction into an advantage. If you are forced onto this path, you must follow Edison’s example by developing extreme self-reliance. Under these circumstances, you become your own teacher and mentor. You push yourself to learn from every possible source. You read more books than those who have a formal education, developing this into a lifelong habit. As much as possible, you try to apply your knowledge in some form of experiment or practice. You find for yourself second-degree mentors in the form of public figures who can serve as role models. Reading and reflecting on their experiences, you can gain some guidance. You try to make their ideas come to life, internalizing their voice. As someone self-taught, you will maintain a pristine vision, completely distilled through your own experiences—giving you a distinctive power and path to mastery.

The largest and most rigorous study that is currently available in this area is the third one commissioned by the British Home Office (Kelly, Lovett, & Regan, 2005). The analysis was based on the 2,643 sexual assault cases (where the outcome was known) that were reported to British police over a 15-year period of time. Of these, 8% were classified by the police department as false reports. Yet the researchers noted that some of these classifications were based simply on the personal judgments of the police investigators, based on the victim’s mental illness, inconsistent statements, drinking or drug use. These classifications were thus made in violation of the explicit policies of their own police agencies. There searchers therefore supplemented the information contained in the police files by collecting many different types of additional data, including: reports from forensic examiners, questionnaires completed by police investigators, interviews with victims and victim service providers, and content analyses of the statements made by victims and witnesses. They then proceeded to evaluate each case using the official criteria for establishing a false allegation, which was that there must be either “a clear and credible admission by the complainant” or “strong evidential grounds” (Kelly, Lovett, & Regan,2005). On the basis of this analysis, the percentage of false reports dropped to 2.5%." Lonsway, Kimberly A., Joanne Archambault, and David Lisak. "False reports: Moving beyond the issue to successfully investigate and prosecute non-stranger sexual assault." The Voice 3.1 (2009): 1-11.

Each purpose, each mission, is meant to be fully lived to the point where it becomes empty, boring, and useless. Then it should be discarded. This is a sign of growth, but you may mistake it for a sign of failure. For instance, you may take on a business project, work at it for several years, and then suddenly find yourself totally disinterested. You know that if you stayed with it for another few years you would reap much greater financial reward than if you left the project now. But the project no longer calls you. You no longer feel interested in the project. You have developed skills over the last few years working on the project, but it hasn’t yet come to fruition. You may wonder, now that you have the skills, should you stick with it and bring the project to fruition, even though the work feels empty to you? Well, maybe you should stick with it. Maybe you are bailing out too soon, afraid of success or failure, or just too lazy to persevere. This is one possibility. Ask your close men friends if they feel you are simply losing steam, wimping out, or afraid to bring your project to completion. If they feel you are bailing out too soon, stick with it. However, there is also the possibility that you have completed your karma in this area. It is possible that this was one layer of purpose, which you have now fulfilled, on the way to another layer of purpose, closer to your deepest purpose. Among the signs of fulfilling or completing a layer of purpose are these: 1. You suddenly have no interest whatsoever in a project or mission that, just previously, motivated you highly. 2. You feel surprisingly free of any regrets whatsoever, for starting the project or for ending it. 3. Even though you may not have the slightest idea of what you are going to do next, you feel clear, unconfused, and, especially, unburdened. 4. You feel an increase in energy at the prospect of ceasing your involvement with the project. 5. The project seems almost silly, like collecting shoelaces or wallpapering your house with gas station receipts. Sure, you could do it, but why would you want to? If you experience these signs, it is probably time to stop working on this project. You must end your involvement impeccably, however, making sure there are no loose ends and that you do not burden anybody’s life by stopping your involvement. This might take some time, but it is important that this layer of your purpose ends cleanly and does not create any new karma, or obligation, that will burden you or others in the future. The next layer of your unfolding purpose may make itself clear immediately. More often, however, it does not. After completing one layer of purpose, you might not know what to do with your life. You know that the old project is over for you, but you are not sure of what is next. At this point, you must wait for a vision. There is no way to rush this process. You may need to get an intermediary job to hold you over until the next layer of purpose makes itself clear. Or, perhaps you have enough money to simply wait. But in any case, it is important to open yourself to a vision of what is next. You stay open to a vision of your deeper purpose by not filling your time with distractions. Don’t watch TV or play computer games. Don’t go out drinking beer with your friends every night or start dating a bunch of women. Simply wait. You may wish to go on a retreat in a remote area and be by yourself. Whatever it is you decide to do, consciously keep yourself open and available to receiving a vision of what is next. It will come.

Experiment: To replace negative character labels, try the following steps: 1. Pick a new, positive character label that you would prefer. For example, if your old belief is “I’m incompetent,” you would likely pick “I’m competent.” 2. Rate how much you currently believe the old negative character label on a scale of 0 (= I don’t believe it at all) to 100 (= I believe it completely). Do the same for the new positive belief. For example, you might say you believe “I’m incompetent” at level 95 and believe “I’m competent” at level 10 (the numbers don’t need to add up to 100). 3. Create a Positive Data Log and a Historical Data Log. Strengthening your new, positive character label is often a more helpful approach than attempting to hack away at the old, negative one. I’m going to give you two experiments that will help you do this. Positive Data Log. For two weeks, commit to writing down evidence that supports your new, positive character belief. For example, if you are trying to boost your belief in the thought “I’m competent” and you show up to an appointment on time, you can write that down as evidence. Don’t fall into the cognitive trap of discounting some of the evidence. For example, if you make a mistake and then sort it out, it’s evidence of competence, not incompetence, so you could put that in your Positive Data Log. Historical Data Log. This log looks back at periods of your life and finds evidence from those time periods that supports your positive character belief. This experiment helps people believe that the positive character quality represents part of their enduring nature. To do this experiment, split your life into whatever size chunks you want to split it into, such as four- to six-year periods. If you’re only in your 20s, then you might choose three- or four-year periods. To continue the prior example, if you’re working on the belief “I’m competent,” then evidence from childhood might be things like learning to walk, talk, or make friends. You figured these things out. From your teen years, your evidence of general competency at life might be getting your driver’s license (yes, on the third try still counts). Evidence from your early college years could be things like successfully choosing a major and passing your courses. Evidence for after you finished your formal education might be related to finding work to support yourself and finding housing. You should include evidence in the social domain, like finding someone you wanted to date or figuring out how to break up with someone when you realized that relationship wasn’t the right fit for you. The general idea is to prove to yourself that “I’m competent” is more true than “I’m incompetent.” Other positive character beliefs you might try to strengthen could be things like “I’m strong” (not weak), “I’m worthy of love” (not unlovable), and “I’m worthy of respect” (not worthless). Sometimes the flipside of a negative character belief is obvious, as in the case of strong/weak, but sometimes there are a couple of possible options that could be considered opposites; in this case, you can choose. 4. Rerate how much you believe the negative and positive character labels. There should have been a little bit of change as a result of doing the data logs. For example, you might bow believe “I’m incompetent” at only 50 instead of 95, and believe “I’m competent” at 60 instead of 10. You’ve probably had your negative character belief for a long time, so changing it isn’t like making a pack of instant noodles.

Speech to the German Folk January 30, 1944 Without January 30, 1933, and without the National Socialist revolution, without the tremendous domestic cleansing and construction efforts, there would be no factor today that could oppose the Bolshevik colossus. After all, Germany was itself so ill at the time, so weakened by the spreading Jewish infection, that it could hardly think of overcoming the Bolshevik danger at home, not to mention abroad. The economic ruin brought about by the Jews as in other countries, the unemployment of millions of Germans, the destruction of peasantry, trade, and industry only prepared the way for the planned internal collapse. This was furthered by support for the continued existence of a senseless state of classes, which could only serve to transform the reason of the masses into hatred in order to make them the willing instrument of the Bolshevik revolution. By mobilizing the proletarian slaves, the Jews hoped that, following the destruction of the national intelligentsia, they could all the more reduce them for good to coolies. But even if this process of the Bolshevik revolt in the interior of Germany had not led to complete success, the state with its democratic Weimar constitution would have been reduced to something ridiculously helpless in view of the great tasks of current world politics. In order to be armed for this confrontation, not only the problems of political power but also the social and economic problems had to be resolved. When National Socialism undertook the realization of its program eleven years ago, it managed just in time to build up a state that did not only have the strength at home but also the power abroad to fulfill the same European mission which first Greece fulfilled in antiquity by opposing the Persians, then Rome [by opposing] the Carthaginians, and the Occident in later centuries by opposing the invasions from the east. Therefore, in the year 1933, we set ourselves four great tasks among many others. On their resolution depended not only the future of the Reich but also the rescue of Europe, perhaps even of the entire human civilization: 1. The Reich had to regain the internal social peace that it had lost by resolving the social questions. That meant that the elements of a division into classes bourgeoisie and proletariat-had to be eliminated in their various manifestations and be replaced by a Volksgemeinschaft. The appeal to reason had to be supplemented by the merciless eradication of the base elements of resistance in all camps. 2. The social and political unification of the nation had to be supplemented by a national, political one. This meant that the body of the Reich, which was not only politically, but also governmentally divided, had to be replaced by a unified National Socialist state, the construction and leadership of which were suited to oppose and withstand even the heaviest attacks and severest tests of the future. 3. The nationally and politically coherent centralized state had the mission of immediately creating a Wehrmacht, whose ideology, moral attitude, numerical strength, and material equipment could serve as an instrument of self-assertion. After the outside world had rejected all German offers for a limitation of armament, the Reich had to fashion its own armament accordingly. 4. In order to secure its continued existence in Europe with the prospect of actual success, it was necessary to integrate all those countries which were inhabited by Germans, or were areas which had belonged to the German Reich for over a thousand years and which, in terms of their national substance and economy, were indispensable to the preservation of the Reich, that is, for its political and military defense. Only the resolution of all these tasks could result in the creation of that state which was capable, at home and abroad, of waging the fight for its defense and for the preservation of the European family of nations.

The fascination with automation in part reflected the country’s mood in the immediate postwar period, including a solid ideological commitment to technological progress. Representatives of industry (along with their counterparts in science and engineering) captured this mood by championing automation as the next step in the development of new production machinery and American industrial prowess. These boosters quickly built up automation into “a new gospel of postwar economics,” lauding it as “a universal ideal” that would “revolutionize every area of industry.” 98 For example, the November 1946 issue of Fortune magazine focused on the prospects for “The Automatic Factory.” The issue included an article titled “Machines without Men” that envisioned a completely automated factory where virtually no human labor would be needed. 99 With visions of “transforming the entire manufacturing sector into a virtually labor-free enterprise,” factory owners in a range of industries began to introduce automation in the postwar period. 100 The auto industry moved with particular haste. After the massive wave of strikes in 1945–46, automakers seized on automation as a way to replace workers with machines. 101 As they converted back to civilian auto production after World War II, they took the opportunity to install new labor-saving automatic production equipment. The two largest automakers, Ford and General Motors, set the pace. General Motors introduced the first successful automated transfer line at its Buick engine plant in Flint in 1946 (shortly after a 113-day strike, the longest in the industry’s history). The next year Ford established an automation department (a Ford executive, Del S. Harder, is credited with coining the word “automation”). By October 1948 the department had approved $ 3 million in spending on 500 automated devices, with early company estimates predicting that these devices would result in a 20 percent productivity increase and the elimination of 1,000 jobs. Through the late 1940s and 1950s Ford led the way in what became known as “Detroit automation,” undertaking an expensive automation program, which it carried out in concert with the company’s plans to decentralize operations away from the city. A major component of this effort was the Ford plant in the Cleveland suburb of Brook Park, a $ 2 billion engine-making complex that attracted visitors from government, industry, and labor and became a national symbol of automation in the 1950s. 102

If you had an Internet connection and lived in North America at the time, you may have seen it. Vasquez is the man behind the “Double Rainbow” video, which at last check had 38 million views. In the clip, Vasquez pans his camera back and forth to show twin rainbows he’d discovered outside his house, first whispering in awe, then escalating in volume and emotion as he’s swept away in the moment. He hoots with delight, monologues about the rainbows’ beauty, sobs, and eventually waxes existential. “What does it mean?” Vasquez crows into the camera toward the end of the clip, voice filled with tears of sheer joy, marveling at rainbows like no man ever has or probably ever will again. It’s hard to watch without cracking up. That same month, the viral blog BuzzFeed boosted a different YouTuber’s visibility. Michelle Phan, a 23-year-old Vietnamese American makeup artist, posted a home video tutorial about how to apply makeup to re-create music star Lady Gaga’s look from the recently popular music video “Bad Romance.” BuzzFeed gushed, its followers shared, and Lady Gaga’s massive fanbase caught wind of the young Asian girl who taught you how to transform into Gaga. Once again, the Internet took the video and ran with it. Phan’s clip eventually clocked in at roughly the same number of views as “Double Rainbow.” These two YouTube sensations shared a spotlight in the same summer. Tens of millions of people watched them, because of a couple of superconnectors. So where are Vasquez and Phan now? Bear Vasquez has posted more than 1,300 videos now, inspired by the runaway success of “Double Rainbow.” But most of them have been completely ignored. After Kimmel and the subsequent media flurry, Vasquez spent the next few years trying to recapture the magic—and inadvertent comedy—of that moment. But his monologues about wild turkeys or clips of himself swimming in lakes just don’t seem to find their way to the chuckling masses like “Double Rainbow” did. He sells “Double Rainbow” T-shirts. And wears them. Today, Michelle Phan is widely considered the cosmetic queen of the Internet, and is the second-most-watched female YouTuber in the world. Her videos have a collective 800 million views. She amassed 5 million YouTube subscribers, and became the official video makeup artist for Lancôme, one of the largest cosmetics brands in the world. Phan has since founded the beauty-sample delivery company Ipsy.com, which has more than 150,000 paying subscribers, and created her own line of Sephora cosmetics. She continues to run her video business—now a full-blown production company—which has brought in millions of dollars from advertising. She’s shot to the top of a hypercompetitive industry at an improbably young age. And she’s still climbing. Bear Vasquez is still cheerful. But he’s not been able to capitalize on his one-time success. Michelle Phan could be the next Estée Lauder. This chapter is about what she did differently.

At the heart of his explorations in probability was a preoccupation with Hume’s question. For example, how do we know the sun will rise tomorrow? It has done so every day until today, but that’s no guarantee it will continue. Laplace’s answer had two parts. The first is what we now call the principle of indifference, or principle of insufficient reason. We wake up one day—at the beginning of time, let’s say, which for Laplace was five thousand years or so ago—and after a beautiful afternoon, we see the sun go down. Will it come back? We’ve never seen the sun rise, and there is no particular reason to believe it will or won’t. Therefore we should consider the two scenarios equally likely and say that the sun will rise again with a probability of one-half. But, Laplace went on, if the past is any guide to the future, every day that the sun rises should increase our confidence that it will continue to do so. After five thousand years, the probability that the sun will rise yet again tomorrow should be very close to one, but not quite there, since we can never be completely certain. From this thought experiment, Laplace derived his so-called rule of succession, which estimates the probability that the sun will rise again after having risen n times as (n + 1) / (n + 2). When n = 0, this is just ½; and as n increases, so does the probability, approaching 1 when n approaches infinity.

Tube Mastery And Monetization course help you kick start your YouTube channel from scratch and earn a handsome income out of it What is YouTube Monetization Course? Youtube Mastery and Monetization For Begginers teaches how to start, grow, and monetize a hyper-profitable YouTube channel from complete scratch. It doesn't matter if you don't have any tech skills or any previous business experience , as long as you have a heart to learn YouTube monetizes videos via pre-roll, display, and other advertising formats. Advertisers pay based on clicks and impressions. YouTube gives the content creator 55% of this revenue and takes 45% for itself. Content creators must adhere to advertising guidelines. Matt Par, a successful 20-year-old You Tuber, has been creating engaging content since 2014 and has received multiple silver play buttons along with a gold play button. Matt runs 9 successful YouTube channels, all with diverse content. To start earning money directly from YouTube, creators must have at least 1,000 subscribers and 4,000 watch hours in the past year. Once they reach that threshold, they can apply for YouTube's Partner Program, which allows creators to start monetizing their channels through ads, subscriptions, and channel memberships.For more detail message me

For weeks, as his mission had moved closer to completion, he had increasingly thought about what he would do then—he had no desire to stay in Germany and no reason to return to Lebanon. Within days, he knew, a modern plague—the black pox was how he thought of it—would burst into the public consciousness. Its presence would start slow, like a match in straw, but it would rapidly become what scientists call a self-amplifying process—an explosion—and the whole barn would be on fire. America—the great infidel—would be ground zero, the kill rate astronomical. Deprived of its protector, Israel’s belly would be exposed and at last it would be left to the mercy of its near enemies. As economic activity fell off a cliff, the price of oil would collapse and the ruling Saudi elite—unable to buy off its own people any longer or fall back on the support of the United States—would invoke a fearful repression and in doing so, sow the seeds of its own destruction. In the short term, the world would close down and travel be rendered impossible, as nations sought safety in quarantine and isolation. Some would be more successful than others and though a billion people had died from smallpox in the hundred years before its eradication, nothing like it had ever happened in the modern world—not even AIDS—and nobody could predict where the rivers of infection would flood and where they would turn.

For a good 10 years of my life, I was suicidal. As in, actively wishing I could die whenever I wasn’t busy or distracted. More people feel like this than you’d realise. You probably know somebody who is actively suicidal but smiles and seems completely fine.

Within each project, what are the three tasks that must be completed? What is fixed on my schedule? This would be a weekly review session, weekly planning session, exercise, and regular breaks. Structure is critical to success. I worked for years without a proven structure and my productivity suffered as a result. When identifying blocks or obstacles in your weekly schedule, consider these questions: What distractions regularly pull me away from my work? What is the #1 habit that delivers 80% of my results?

Self-Analysis Questionnaire for Personal Inventory. 1.   Have I attained the goal which I established as my objective for this year? (You should work with a definite yearly objective to be attained as a part of your major life objective.) 2.   Have I delivered service of the best possible quality of which I was capable, or could I have improved any part of this service? 3. Have I delivered service in the greatest possible quantity of which I was capable? 4. Has the spirit of my conduct been harmonious and cooperative at all times? 5. Have I permitted the habit of procrastination to decrease my efficiency, and if so, to what extent? 6. Have I improved my personality, and if so, in what ways? 7. Have I been persistent in following my plans through to completion? 8. Have I reached decisions promptly and definitely on all occasions? 9. Have I permitted any one or more of the six basic fears to decrease my efficiency? 10. Have I been either over-cautious, or under-cautious? 11. Has my relationship with my associates in work been pleasant, or unpleasant? If it has been unpleasant, has the fault been partly, or wholly mine? 12. Have I dissipated any of my energy through lack of concentration of effort? 13. Have I been open-minded and tolerant in connection with all subjects? 14. In what way have I improved my ability to render service? 15. Have I been intemperate in any of my habits? 16. Have I expressed, either openly or secretly, any form of egotism? 17. Has my conduct toward my associates been such that it has induced them to respect me? 18. Have my opinions and decisions been based upon guesswork, or accuracy of analysis and thought? 19. Have I followed the habit of budgeting my time, my expenses, and my income, and have I been conservative in these budgets? 20. How much time have I devoted to unprofitable effort which I might have used to better advantage? 21. How may I re-budget my time, and change my habits so I will be more efficient during the coming year? 22. Have I been guilty of any conduct which was not approved by my conscience? 23. In what ways have I rendered more service and better service than I was paid to render? 24. Have I been unfair to anyone, and if so, in what way? 25. If I had been the purchaser of my own services for the year, would I be satisfied with my purchase? 26. Am I in the right vocation, and if not, why not? 27. Has the purchaser of my services been satisfied with the service I have rendered, and if not, why not? 28. What is my present rating on the fundamental principles of success? (Make this rating fairly and frankly, and have it checked by someone who is courageous enough to do it accurately.)

Global Talent Visa programs around the world: Opportunities similar to Australia's Global Talent Visa Many countries have created programs like Australia's Global Talent Visa as they compete for the best talent to drive economic growth and innovation. These initiatives seek to attract highly skilled workers from a range of industries and provide them with opportunities to live and work in a foreign country. This blog will explore a number of nations with comparable visa policies and highlight their distinctive features, benefits and application procedures if you are considering opportunities outside of Australia. 1. United Kingdom: Global Talent Visa People who have been recognized as leaders or have the potential to be leaders in disciplines like science, engineering, the humanities, medicine, digital technology, and the arts are eligible for the UK Global Talent Visa. Compared to other visa categories, this one has less limits on the successful applicant's ability to live and work in the UK. Key Features: Endorsement required: Applicants must secure endorsement from a recognized body in their field such as UK Research and Innovation or the Royal Society. Flexible work options: Visa holders can work for themselves, start a business or work for any employer in the UK. Processing Path: After three years (or two years for exceptional talent), visa holders can apply for indefinite leave to remain leading to permanent residence. Application process: Get support: Gather evidence of your achievements and submit your application to the approving body. Submitting your visa application: Once confirmed, complete your visa application online and provide the necessary documentation. 2. Canada: Global Talent Stream The Global Talent Stream is part of Canada's Temporary Foreign Worker Program, which aims to attract highly skilled talent in specific occupations. This program is especially beneficial for technology companies that want to hire specialized workers quickly. Key Features: Two categories: Category A: For employers who have been referred by a Designated Partner and are hiring unique talent. Category B: For employers looking to fill positions in high-demand occupations on Canada's Global Talent Occupations List. Expedited processing: Applications are processed within two weeks, making it an attractive option for businesses. Application process: Employer application: Employers must apply for a labor market benefits plan and demonstrate that they need a foreign worker. Worker Application: Once approved, the foreign worker can apply for a work permit. 3. United States of America: Employment-Based Immigration (EB-2 and EB-1 Visas) In the US, the EB-2 and EB-1 visas are for highly skilled individuals. The EB-1 visa is for individuals with exceptional ability, while the EB-2 is for individuals with advanced education or exceptional ability. Key Features: EB-1 Visa: Does not require a job offer, allows self-petition for individuals with exceptional ability in their field. EB-2 Visa: Requires a job offer, but individuals with exceptional ability can apply for a National Interest Waiver (NIW), which allows them to submit their own application. Permanent Residency: Both types of visas provide a pathway to permanent residence in the US. Application process: Eligibility Determination: Assess which visa category you are eligible for based on your qualifications and achievements. File Petition: Submit Form I-140 for EB-1 or EB-2, including supporting documentation. Apply for adjustment of status: If you are already in the US, you can apply for adjustment of status to become a permanent resident. 4. Germany: EU Blue Card The German EU Blue Card is designed to attract highly skilled workers from countries outside the European Union. This program aims to fill labor shortages in specific sectors and provides an attractive option for professionals who want to work in Germany.

How Long Will It Take? You can’t blame people for wanting instant results. Time is money, and quickness, especially quick OODA loops, is good. But when it comes to adopting maneuver conflict / Boyd’s principles to your business, there is a lot to be learned and a lot to be done. Consider that: •   According to its principle creator, Taiichi Ohno, it took 28 years (1945-1973) to create and install the Toyota Production System, which is maneuver conflict applied to manufacturing. •   It takes roughly 15 years of experience—and recognition as a leader in one’s technical field—to qualify as a susha (development manager) for a new Toyota vehicle.150 •   Studies of people regarded as the top experts in a number of fields suggest that they practice about four hours a day, virtually every day, for 10 years before they achieve a recognized level of mastery.151 •   It takes a minimum of 8 years beyond a bachelor’s degree to train a surgeon (4 years medical school and 4 or more years of residency.) •   It takes four to six years on the average beyond a bachelor’s degree to complete a Ph.D. •   It takes three years or so to earn a black belt (first degree) in the martial arts and four to six years beyond that to earn third degree, assuming you are in good physical condition to begin with. •   It takes a bare minimum of five years military service to qualify for the Special Forces “Green Beret” (minimum rank of corporal / captain with airborne qualification, then a 1-2 year highly rigorous and selective training program.) •   It takes three years to achieve proficiency as a first level leader in an infantry unit—a squad leader.152 It is no less difficult to learn to fashion an elite, highly competitive company. Yet for some reason, otherwise intelligent people sometimes feel they should be able to attend a three-day seminar and return home experts in maneuver conflict as applied to business. An intensive orientation session may get you started, but successful leaders study their art for years—Patton, Rommel, and Grant were all known for the intensity with which they studied military history and current campaigns. Then-LTC David Hackworth had commanded 10 other units before taking over the 4th Battalion, 39th Infantry in Vietnam in 1969, as he described in Steel My Soldiers’ Hearts. You may also recall the scene in We Were Soldiers where LTC Hal Moore unloaded armfuls of strategy and history books as he was moving into his quarters at Ft. Benning. At that point, he had been in the Army 20 years and had commanded at every level from platoon to battalion.

Are the family lists complete yet?" he asked George. "Aye, my lord. We've gathered the names of every possible successful runner for the last forty years. Not many men, I'll tell you that. Six at most, and all were thought to be very much dead. Four apparently lost to fire-you remember the blaze that leveled the tavern in '33-one to drowning, and one bloke to, ah, wolves." Kit raised his brows. "Wolves?" "That's what his son said. Stirling Jacobs was his name. Liked to hunt at dawn. Liked a challenge. Known to venture out beyond our boundaries. Bones were found, possibly his. That's all." "How old would this man be now?" "Let's see...nearing eighty, I'd say." Kit gazed at him over the mess of china and papers. "Your instructions were to consider everyone." George shifted in the chair, uneasy. "And I've bloody well considered everyone." -Kit & George

As the days since the funeral passed, and the house became depleted and unkempt, Kane naturally thought of how Avery would feel with his favorite soft terry bath towels still dirty from the morning he'd last used them, or how his toothpaste cap still lay discarded at the sink. Kane hadn't allowed housekeeping inside their bedroom; there were so many things Avery would have balked at after all this time. Now, as he stared at the empty refrigerator, he thought about how Avery had been a complete water snob. He'd only drink a certain brand of water, and Kane had gone out of his way to keep the house stocked to encourage Avery to drink more. That brought tears to his eyes, ones he successfully fought as he turned away, settling on a glass of water from the sink. He swallowed the pills down, dumping the rest of the water into the sink, and reminded himself all this was normal, no matter how bad he felt. Avery had occupied his head, heart, and soul for the last forty years. Of course he would continue on like this, probably until the day he died, and just like every time he thought that way, he said a small prayer wishing that day would come sooner rather than later.

The twelve management principles of IBM are: Principle #1 - The purpose and mission should be set clearly. Additionally noble and fair objective should be set. Principle #2 – Goals should be specific and when the targets are set, employees should be notified. Principle #3 – Your heart should always be full with strong and persistent passionate desire. Principle #4 – You should be the one who strives for the most. The tasks that you set should be reasonable, and you should work hard on completion. Principle #5 – Costs should be minimized and profit should be maximized. The profit should not be chased but the inflows and the outflows should be controlled. Principle #6 – Top management should be the one to set pricing strategy. They need to find the perfect balance between profitability and happy customers. Principle #7 – The business management requires strong will. Principle #8 - The manager should have corresponding mentality. Principle #9 – Every challenge should be faced with courage. Each challenge should be resolved in fair way. Principle #10 – Creativity should always be present. New stop to innovate and improve, otherwise you will not be able to compete in today’s tough world. Principle #11 – Never forget to be a human. You need to be kind, fair and sincere. Principle #12 – Never lose your hope. Be positive, happy, cheerful and keep your hopes alive. Deciding which way you want your company to go is essential for ensuring success. You can follow IBM’s example, or adapt these principles to fit your situation. I always recommend that you ensure that every employee knows your principles. Employees will feel more confident, secure and motivated if they start working in a company that knows what it wants, where it will be in 10 years, what should be done in order to reach the specific/or set goals, etc. Once you have your principles it is important that you follow them as well. Leading from the front is the best way to inspire those around you.

In the next five years another 1,000 nanosats are expected to be launched (seeTechnology Quarterly). Two trends are setting up nanosats for further success. Like people working on everything from robots to 3D printers, nanosat builders are harvesting the benefits of ever better, ever cheaper components built for smartphones and other consumer electronics. Some nanosats even contain complete smartphones, making use of the clever operating systems, radios and cameras which phones now contain. For as long as phones go on getting cheaper and more capable, so will nanosats. The cheapest so far—a tiny chipsat—was assembled for just $25, though it has yet to be successfully launched.

For as many as 25,000 other children who reach their eighteenth birthdays each year, the emotions are similar. But there is a defining difference. These are young people who step through a doorway into a world full of unknowns, without the connections and supports that other children take for granted. Something has happened in their lives that forever makes them different: Usually through no fault of their own, they were taken away from their families and placed in foster care.1 They entered a bureaucratic system peopled with strangers who had complete control over where they lived, where they went to school, and even whether they ever saw their families again. The supports in their lives were not people who loved them, but people who were paid for the roles they played—caseworkers, judges, attorneys, and either shift workers in group homes or a succession of often kind, but always temporary, foster parents. In most states, on the day that a child in foster care turns eighteen, these supports largely disappear. The people who once attended to that child’s needs are now either unable or unwilling to continue; a new case demands their time, a new child requires the bed. There is often no one with whom to share small successes. And with no one to approach for advice, garden-variety emergencies—a flat tire, a stolen wallet, a missing birth certificate—escalate into full-blown crises.

When you attempt to change, if you’re part of the 92%, this happens: 1. You decide to change. 2. You are scared of the change, but determined to do it. 3. You start. 4. You hit a wall. 5. You stop your new action and fail to achieve change. This almost always happens at the beginning. You don’t really know what to do; you lack skills and/or knowledge. You are destined to struggle at first. After the first failure, your doubts awaken anxiousness. You try again, you fail again. Your doubts get stronger, your resolve weakens. You lose your enthusiasm for the change, and your efforts from this point are half-hearted. Half-hearted attempts have even less likelihood of succeeding, so you fail again and your negative attitude is reinforced. The problem is that you expected significant results too soon. That’s the curse of instant gratification at work. It’s completely unrealistic to expect a visible change in your body shape two weeks after starting a new diet. If it’s a balanced diet, not some Tic-Tac hardcore regime (only two calories), you can reasonably expect to lose maybe four pounds. Two is more realistic. Let’s say three on average. Even if you are a skinny fellow like me, three pounds is just 2% of your body weight. That loss will be almost invisible. That result may not seem enough for the effort you are making. Well, it is actually a great result. If you keep that pace, you would lose 78 pounds in a year. That’s visible even on obese people. However, you’ve set your internal evaluating mechanism to expect much more in a shorter time. You had the picture of your skinny bikini or 6-pack self in your mind, but all you see in the mirror is your same old flabby self. What is more, you’ll usually take intensive action when you begin something. You’re keen! You want results! You use this initial enthusiasm to apply massive effort. A very restrictive diet! A lot of exercises! It’s no wonder that after two weeks of such hard work you decide (at least subconsciously) that it’s not worth it. Do you see what’s happening?

Trust God Roll your works upon the Lord [commit and trust them wholly to Him; He will cause your thoughts to become agreeable to His will, and] so shall your plans be established and succeed. PROVERBS 16:3 AMP Many people make resolutions at the beginning of a new year . . . only to break them before the month is complete. Others set goals, then lay out detailed plans to accomplish them. In fact, January sees a plethora of self-help courses, webinars, blog posts, and other venues that emphasize how goals and/or resolutions will lead to success if we can manage not to break them or throw out the goals. There’s nothing wrong with these things, except too many times we forget to include God in our plans. In the first chapter of Joshua we read of God’s charge to Joshua after Moses was dead. It was time to lead the children of Israel into the Promised Land. God tells Joshua the secret to success: “Be sure to obey all the teachings my servant Moses gave you. If you follow them exactly, you will be successful in everything you do. Always remember what is written in the Book of the Teachings. Study it day and night to be sure to obey everything that is written there. If you do this, you will be wise and successful in everything” (Joshua 1:7–8 NCV). Solomon writes that we are to roll all our plans and goals onto the Lord. If they are in accordance with God’s plan, then He will establish our plans and help us make them reality. Father, I commit my plans to You today.

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

Apparently England is ever forgetting that she is at present the greatest Mohammedan empire in the world. Of late years she has systematically neglected Arabism and, indeed, actively discouraged it in examinations for the Indian Civil Service, where it is incomparably more valuable than Greek and Latin. Hence, when suddenly compelled to assume the reins of government in Moslem lands, as Afghanistan in times past and Egypt at present, she fails after a fashion which scandalises her few (very few) friends; and her crass ignorance concerning the Oriental peoples which should most interest her, exposes her to the contempt of Europe as well as of the Eastern world. When the regrettable raids of 1883-84, culminating in the miserable affairs of Tokar, Teb and Tamasi, were made upon the gallant Sudani negroids, the Bisharin outlying Sawakin, who were battling for the holy cause of liberty and religion and for escape from Turkish task-masters and Egyptian tax-gatherers, not an English official in camp, after the death of the gallant and lamented Major Morice, was capable of speaking Arabic. Now Moslems are not to be ruled by raw youths who should be at school and college instead of holding positions of trust and emolument. He who would deal with them successfully must be, firstly, honest and truthful and, secondly, familiar with and favourably inclined to their manners and customs if not to their law and religion.

Noteworthy language revitalization success stories include Catalan, suppressed for decades under Franco in Spain, but now a first language for most Catalans (almost all of whom also speak Spanish), and enjoying co-official status with the national language in Catalonia, and Welsh, which has stabilized after years of decline.

As crazy as all of this may sound to you, I know that our brains are able to control so many things depending on how we think about something. About twenty years ago, a business partner and I taught real estate investing seminars. One of the most significant factors that affects someone’s success in real estate, or any other endeavor, is belief. I’ve heard it said that if you believe you can or if you believe you can’t, either way, you’re right. Suppose you really honestly believe that you’ll succeed in real estate or any other endeavor. In that case, you’re about 1,000 times more likely to put in the effort and stick with it. If you don’t believe you’re going to succeed, then most people put in next to no effort to basically prove themselves right when nothing happens. At our seminars, we would demonstrate this by teaching the concept of “Spots.” We explained that according to an ancient methodology, we all have a weak spot and a strong spot. Speaking in a strong, confident voice, we’d say, “Here’s your strong spot right here,” and demonstrate this by touching the center of our forehead. “You also have a weak spot” (speaking in a softer, weaker voice). “It’s located in the soft fleshly spot right here behind your ear.” We again demonstrated and encouraged them to follow along. Then to give it a little emphasis, we added, “Careful, don’t push it too much, or you’ll get really weak!” Then we said, “We’ll show you how this actually works,” and invited one of the stronger-looking participants up onto the stage. We’d touch the person in their “strong” spot and ask them to hold their arm straight out to the side. “Now I’m going to push down on your arm, and I want you to resist me as much as you can.” We’d push down with a decent amount of effort, and our client’s arm would not budge down at all. “Now I’m going to touch your weak spot” (touching the person behind their ear). “And watch as I’m now able to push their arm completely down.” The crazy thing is that no matter how hard the subject tries to hold their arm up, after touching their “weak” spot, it drops right down with much less effort than during the first attempt. Then we said, “Now I want you to prove this to yourself. Pair up with the person next to you to test this out for yourself.” The room would buzz with the sounds of people talking as they discovered that the strong and weak spots really did, for the most part, work. Then we would switch the spots. “Isn’t it crazy that just because we told you to push on the strong spot behind your ear, that made you really strong? And when we told you to push on the weak spot in the middle of your forehead, that made you really weak?” we’d say. “No, no, you’ve got them backward!” the crowd would shout at us. At which point, we’d demonstrate that the spots worked just as well if you switched them, finally telling them, “We actually made all this up—but it works anyway!” What you tell yourself and what you believe really does make a difference. I don’t know if this helps to explain why I was hiking the Appalachian Trail. I was passionately committed to the belief that if I hiked the entire Appalachian Trail, then my foot and leg were going to have to be better. Each day that I hiked, with every mile further north that I went, heck, with every single step I took, I was reclaiming my life. I know that anything is possible. My adventure on the trail proved this to me each and every day. 14 May—Finding a Buddy You Can’t Avoid Pain, But You Can Choose to Overcome it. —Paulo Coelho Two and a half hours after leaving Shenandoah National Park, I arrived home.

Recently, two target satellites were launched from Jiuquan. The test attacks by Red Coast were completely successful. Temperature inside the satellites reached nearly a thousand degrees, and all instruments and photographic equipment onboard were destroyed. In future wars, Red Coast can effectively strike at the enemy’s communication and reconnaissance satellites, like the KH-8 spy satellites on which the American Imperialists rely, as well as the KH-9, which are about to be launched. The lower-orbit spy satellites of the Soviet Revisionists are even more vulnerable. If necessary, we even have the capacity to destroy the Salyut space station of the Soviet Revisionists and the Skylab station that American Imperialists plan on launching next year.

for some time. She’s long past her bearing years now. Nettle will be our only daughter.’ His face softened. ‘I’m sorry, Fitz. I’ve been told that nothing completes a man’s life in quite the way that children do. I know that you wanted—’ I interrupted. ‘I had the raising of Hap. I flatter myself that I did well enough for a man handed an eight-year-old orphan at short notice. He keeps in touch with me still, when his travels and minstrel duties allow it. And Nettle turned out well, and Molly has shared all her younger children with me. I watched Hearth and Just grow to manhood, and we watched them ride off together. Those were good years, Chade. There’s no good to be had from pining after lost chances. I have Molly. And truly, she’s enough for me. She’s my home.’ And there, I’d successfully cut him off before he could importune me to stay a while, or move back to Buckkeep Castle just for a season or a year or two. His litany was as familiar as Kettricken’s, but flavoured more with guilt than duty. He was an old man, and still had so much to teach me. I had always been his most promising student. Dutiful still had need of an accomplished assassin, and I was a unique weapon in that the young king could converse silently with me via the Skill. And there was the Skill itself. There were still so many mysteries to unravel. So much translating left to do, so many secrets and techniques to be mined from the trove of scrolls we had retrieved from Aslevjal. I knew all his arguments and persuasions. Over the years, I had heard them all. And resisted them all. Repeatedly. Yet

The libraries, as they were written by Edwards, were typed on paper 8-1/2” by 13,” the marginal stops so placed that a typewritten line approximated the same line when printed. Eighty of these sheets completed a story, and five pages were regularly allowed to each chapter. Thus there were always sixteen chapters in every story.

Marilyn Monroe (born Norma Jeane Mortenson; June 1, 1926 – August 5, 1962) was an American actress, model, and singer, who became a major sex symbol, starring in a number of commercially successful motion pictures during the 1950s and early 1960s. After spending much of her childhood in foster homes, Monroe began a career as a model, which led to a film contract in 1946 with Twentieth Century-Fox. Her early film appearances were minor, but her performances in The Asphalt Jungle and All About Eve (both 1950), drew attention. By 1952 she had her first leading role in Don't Bother to Knock and 1953 brought a lead in Niagara, a melodramatic film noir that dwelt on her seductiveness. Her "dumb blonde" persona was used to comic effect in subsequent films such as Gentlemen Prefer Blondes (1953), How to Marry a Millionaire (1953) and The Seven Year Itch (1955). Limited by typecasting, Monroe studied at the Actors Studio to broaden her range. Her dramatic performance in Bus Stop (1956) was hailed by critics and garnered a Golden Globe nomination. Her production company, Marilyn Monroe Productions, released The Prince and the Showgirl (1957), for which she received a BAFTA Award nomination and won a David di Donatello award. She received a Golden Globe Award for her performance in Some Like It Hot (1959). Monroe's last completed film was The Misfits, co-starring Clark Gable with screenplay by her then-husband, Arthur Miller. Marilyn was a passionate reader, owning four hundred books at the time of her death, and was often photographed with a book. The final years of Monroe's life were marked by illness, personal problems, and a reputation for unreliability and being difficult to work with. The circumstances of her death, from an overdose of barbiturates, have been the subject of conjecture. Though officially classified as a "probable suicide", the possibility of an accidental overdose, as well as of homicide, have not been ruled out. In 1999, Monroe was ranked as the sixth greatest female star of all time by the American Film Institute. In the decades following her death, she has often been cited as both a pop and a cultural icon as well as the quintessential American sex symbol. 수면제,액상수면제,낙태약,여성최음제,ghb물뽕,여성흥분제,남성발기부전치유제,비아,시알,88정,드래곤,바오메이,정력제,남성성기확대제,카마그라젤,비닉스,센돔,,꽃물,남성조루제,네노마정,러쉬파퍼,엑스터시,신의눈물,lsd,아이스,캔디,대마초,떨,마리화나,프로포폴,에토미데이트,해피벌륜 등많은제품판매하고있습니다 원하시는제품있으시면 추천상으로 더좋은제품으로 모시겠습니다 qwe114.c33.kr 카톡【ACD5】텔레【KKD55】 I believe that everything happens for a reason. People change so that you can learn to let go, things go wrong so that you appreciate them when they're right, you believe lies so you eventually learn to trust no one but yourself, and sometimes good things fall apart so better things can fall together

You’ll seize on any excuse to sell Eversby Priory because you don’t want to take on a challenge.” “It’s only a challenge when there’s some small hope of success. This is a debacle. The list of creditors is longer than my bloody arm, the coffers are empty, and the annual yields have been cut in half.” “I don’t believe you. You’re planning to sell the estate to settle personal debts that have nothing to do with Eversby Priory.” Devon’s hands knotted with the urge to destroy something. His rising bloodlust would only be satisfied with the sound of shattering objects. He had never faced a situation like this, and there was no one to give him trustworthy advice, no kindly aristocratic relation, no knowledgeable friends in the peerage. And this woman could only accuse and insult him. “I had no debt,” he growled, “until I inherited this mess. God’s bollocks, did your idiot husband never explain any of the estate’s issues to you? Were you completely ignorant of how dire the situation was when you married him? No matter--someone has to face reality, and Christ help us all, it seems to be me.” He turned his back on her and returned to the desk. “Your presence isn’t wanted,” he said without looking back. “You will leave now.” “Eversby Priory has survived four hundred years of revolutions and foreign wars,” he heard Kathleen say contemptuously, “and now it will take but one self-serving rake to bring it all to ruins.” As if he were entirely to blame for the situation. As if he alone would be accountable for the estate’s demise. Damn her to hell. With effort, Devon swallowed back his outrage. Deliberately he stretched out his legs with relaxed indolence and glanced at his brother. “West, are we quite certain that Cousin Theo perished in a fall?” he asked coolly. “It seems far more likely that he froze to death in the marital bed.” West chuckled, not above the enjoyment of a malicious quip. Totthill and Fogg, for their part, kept their gazes down. Kathleen crossed the threshold and sent the door shuddering with a violent slam. “Brother,” West said with mock chiding, “that was beneath you.” “Nothing’s beneath me,” Devon replied, stone-faced. “You know that.

I try not to think that this breakup has anything to do with the fact that I’m not good enough for Adam. He has a degree and a successful job that keeps him busy and traveling. I’m a year behind in college and I’ve got enough baggage to weigh down a 747.

One of the most overlooked aspects of excellence is how much work it takes. Fame can come easily and overnight, but excellence is almost always accompanied by a crushing workload, pursued with single-minded intensity. Strenuous effort over long periods of time is a repetitive theme in the biographies of the giants, sometimes taking on mythic proportions (Michelangelo painting the ceiling of the Sistine Chapel). Even the most famous supposed exception, Mozart, illustrates the rule. He was one of the lighter spirits among the giants, but his reputation for composing effortlessly was overstated—Mozart himself complained on more than one occasion that it wasn’t as easy as it looked1—and his devotion to his work was as single-minded as Beethoven’s, who struggled with his compositions more visibly. Consider the summer of 1788. Mozart was living in a city that experienced bread riots that summer and in a country that was mobilizing for war. He was financially desperate, forced to pawn his belongings to move to cheaper rooms. He even tried to sell the pawnbroker’s tickets to get more loans. Most devastating of all, his beloved six-month old daughter died in June. And yet in June, July, and August, he completed two piano trios, a piano sonata, a violin sonata, and three symphonies, two of them among his most famous.2 It could not have been done except by someone who, as Mozart himself once put it, is “soaked in music,…immersed in it all day long.”3 Psychologists have put specific dimensions to this aspect of accomplishment. One thread of this literature, inaugurated in the early 1970s by Herbert Simon, argues that expertise in a subject requires a person to assimilate about 50,000 “chunks” of information about the subject over about 10 years of experience—simple expertise, not the mastery that is associated with great accomplishment.4 Once expertise is achieved, it is followed by thousands of hours of practice, study, labor.5 Nor is all of this work productive. What we see of the significant figures’ work is typically shadowed by an immense amount of wasted effort—most successful creators produce clunkers, sometimes far more clunkers than gems.6