Super Senior Quotes

I still had this idea that there was a whole world of marvelous golden people somewhere, as far ahead of me as the seniors at Rye when I was in the sixth grade; people who knew everything instinctively, who made their lives work out the way they wanted without even trying, who never had to make the best of a bad job because it never occured to them to do anything less then perfectly the first time. Sort of heroic super-people, all of them beautiful and witty and calm and kind, and I always imagined that when I did find them I'd suddenly know that I Belonged among them, that I was one of them, that I'd been meant to be one of them all along, and everything in the meantime had been a mistake; and they'd know it too. I'd be like the ugly duckling among the swans.

You still felt that life was passing you by? Sort of. I still had this idea that there was a whole world of marvelous golden people somewhere, as far ahead of me as the seniors at Rye when I was in sixth grade; people who knew everything instinctively, who made their lives work out the way they wanted without even trying, who never had to make the best of a bad job because it never occurred to them to do anything less than perfectly the first time. Sort of heroic super-people, all of them beautiful and witty and calm and kind, and I always imagined that when I did find them I'd suddenly know that I belonged among them, that I was one of them, that I'd been meant to be one of them all along, and everything in the meantime had been a mistake; and they'd know it too. I'd be like the ugly duckling among the swans.

Nearly 40% of iGen high school seniors in 2016 had never tried alcohol at all, and the number of 8th graders who have tried alcohol has been cut nearly in half.

I didn’t know it yet, but he would become one of our high school’s super-athletes. There were hints of athletic (and, presumably, sexual) prowess there. For one, boys as ridiculously Abercrombie- esque good-looking as he was are always sports stars throughout high school. It is a rule, a self- fulfilling prophecy. It seems as if, sometime during elementary school, coaches make note of the little boys with the most classic bone structure and the best height projections and kidnap them, training them under cover of night. Not all of them will make it in college ball (that’s what people call it, right?) because by the time they’re all seniors, many of them will have been riding more on the sportsman-like nature of their faces than their actual abilities. But until that day, coaches will keep putting them on the field in the most prominent and visually appealing positions because they just kind of look like that’s where they should be. At least I’m pretty sure that is what’s going on.

The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail).

I believe that social media, and the internet as a whole, have negatively impacted our ability to both think long-term and to focus deeply on the task in front of us. It is no surprise, therefore, that Apple CEO, Steve Jobs, prohibited his children from using phones or tablets—even though his business was to sell millions of them to his customers! The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail). As we demand more and more stimulation, our focus is increasingly geared toward the short term and our vision of reality becomes distorted. This leads us to adopt inaccurate mental models such as: Success should come quickly and easily, or I don’t need to work hard to lose weight or make money. Ultimately, this erroneous concept distorts our vision of reality and our perception of time. We can feel jealous of people who seem to have achieved overnight success. We can even resent popular YouTubers. Even worse, we feel inadequate. It can lead us to think we are just not good enough, smart enough, or disciplined enough. Therefore, we feel the need to compensate by hustling harder. We have to hurry before we miss the opportunity. We have to find the secret that will help us become successful. And, in this frenetic race, we forget one of the most important values of all: patience. No, watching motivational videos all day long won’t help you reach your goals. But, performing daily consistent actions, sustained over a long period of time will. Staying calm and focusing on the one task in front of you every day will. The point is, to achieve long-term goals in your personal or professional life, you must regain control of your attention and rewire your brain to focus on the long term. To do so, you should start by staying away from highly stimulating activities.

DON’T LET YOUR CULTURE BECOME TOXIC SUCCESSFUL START-UPS often begin with a culture where people challenge one another directly and even fiercely, but also show they care personally. That’s because they start small, involve people who get to know each other really well, and are fighting for survival. However, as the business grows and new people join the firm, it’s impossible to know everyone’s name, let alone to have strong relationships with everyone. The kind of super-direct challenges that are easy when people know each other well become difficult. Not wanting to lose the friendly culture of the early days, many hesitate to speak up when they see problems, backing off of Challenge Directly and retreating to Ruinous Empathy. Because Obnoxious Aggression is more effective than Ruinous Empathy, that kind of behavior has an advantage; people who behave badly begin to win, rising in the company. When confronted with a powerful jerk, many people retreat to Manipulative Insincerity, more out of instinctive self-protectiveness than intentional wrongdoing. In this kind of environment, there’s an incentive to retreat to Manipulative Insincerity in front of those who are more senior to them, and resort to Obnoxious Aggression with those who are less powerful. The culture becomes toxic—many kissing up and kicking down, few willing to speak truth to power. This kind of behavior won’t kill a company right away. Instead, it leads to a slow, painful death of innovation, and lives of quiet desperation. That’s the bad news. The good news is that many companies large and small are now taking active measures to shift to a culture in which caring personally and challenging directly go hand in hand. When people learn to do both simultaneously, bad behavior no longer gives anyone an advantage. Bad behavior is punished not rewarded, the truth comes out, and the environment is more conducive to both success and happiness.

Decouple participation from productivity. As you grow more senior, you’ll be invited to more meetings, and many of those meetings will come with significant status. Attending those meetings can make you feel powerful, but you have to keep perspective about whether you’re accomplishing much by attending. Sometimes, being able to convey important context to your team is super valuable, and in those cases you should keep attending, but don’t fall into the trap of assuming that attendance is valuable.

She wore pearls and bold colors. Her blouse and skirt were both super-tight. All the senior partners at FFD were dressed likewise. It had been Sadie Fisher’s idea. When Sadie first started representing women who had been sexually harassed or assaulted, she had been told to “tone down” the outfits, to wear clothing that was both drab and shapeless. Sadie hated that. It was more victim blaming and she wouldn’t stand for that. Now the lawyers on this floor did the opposite. “Working

Jason Kurland, forty-seven, represented them all. In fall 2011, Kurland, then an attorney at the Long Island branch of the firm Rivkin Radler specializing in commercial real estate law, received a phone call that would determine his future. The caller, seeking legal advice, had gotten Kurland’s name from another client. Payment would not be an issue because he and two coworkers had just won a $254 million Powerball jackpot. After taxes on their lump-sum payout, they would have $104 million to share. We stereotype lottery winners as financially unsophisticated. Not these guys. They were a founding partner, senior portfolio manager, and chief investment officer for Belpointe Asset Management, a financial firm in Greenwich, Connecticut, where mansions sprout from spacious lots and single-family homes list for quintuple the national median price. Kurland was no lottery expert, but he quickly made it his business to become one. He researched how different states tax lottery winnings, whether and how big jackpot winners need to be identified (at least eight states let them remain anonymous), and the legal tricks one might use, depending on location, to claim a monster windfall. Claiming in the name of a trust or a limited liability corporation, for instance, won’t reduce the initial tax hit, but it may limit a winner’s public exposure. Some states let you claim using a legal entity and others don’t. Some require press conferences. Some allow an attorney to claim the prize as a trustee. “In that case, the attorney signs the back of the ticket—and you have to make sure you trust that attorney,” Kurland said. (We will come to see the irony in that advice.)

You have to be strong and agile to ride a bicycle in city traffic. You need excellent balance and vision. (Children and seniors, for example, have worse peripheral vision than fit adults, and more trouble judging the speed of approaching objects.17) Most of all, you must possess a high tolerance for risk.18 Even the blood of adventurous riders gets flooded with beta-endorphins – the euphoria-inducing chemical that has been found in bungee-jumpers and rollercoaster riders – not to mention a stew of cortisol and adrenaline, the stress hormones that are so useful in moments of fight and flight, but toxic if experienced over the long term. The biologist Robert Sapolsky once said that the way to understand the difference between good and bad stress is to remember that a rollercoaster ride lasts for three minutes rather than three days. A super-long roller-coaster would not only be a lot less fun but poisonous. I personally like rollercoasters, and I loved the challenge of riding in the Paris traffic. But what is thrilling to me – a slightly reckless, forty-something male – would be terrifying for my mother, or my brother or a child. So if we really care about freedom for everyone, we need to design for everyone – not just the brave. This means we have got to confront the shared-space movement, which has gradually found favour since the sharing concept known as the woonerf emerged on residential streets in the Dutch city of Delft in the 1970s. In the woonerf, walkers, cyclists and cars are all invited to mingle in the same space, as though they are sharing a living room. Street signs and marked kerbs are replaced with flowerpots and cobblestones and even trees, forcing users to pay more attention as they move. It’s a bit like the vehicular cyclist paradigm, except that in a woonerf, everyone is expected to share the road.fn8

I close the book and text Livia back. Okay, Fern Woman. I’ll meet you at 8. Then I add, Are you super sure about the Nite’s Inn? She responds right away. I’ll see you then, and I’m very sure. I’m doing this on a public servant’s budget! And it’s close to a Steak’n Shake, so you know it’s in a good neighborhood. ...Liv. Kitten. They found a body in that Steak’n Shake’s dumpster last year. One body and all of a sudden it’s a ‘bad’ place. You are so judgey! I, for one, won’t be scared away by that one tiny thing. I like to see the best in places. My radio goes off in my ear—a senior is causing a disturbance at a nursing home and they need all available units to respond. With a rueful smile to myself at my idealistic little librarian, I send her a final message and then climb out of my car. See you tonight, Livvy-girl. Don’t get thrown into a dumpster before I get there. Even though I was mostly joking about the Murder Steak’n Shake, I get to the Nite’s Inn half an hour early so that I can be extra sure she’s not in the parking lot alone

His family had San Francisco 49ers season tickets, and no sports fan his age could have asked for a better deal. From preschool to senior year, Brady watched his Niners go to five Super Bowls and win them all.

The fraternity’s leadership did a membership review, interviewing every member and weeding out any brothers who were deemed unfit to be a part of the house. Evan and Reggie were picked as two bad apples and kicked out of the fraternity. Reggie’s expulsion came as no surprise to anyone who’d been paying attention. He was known principally for getting wasted, breaking things, and leaving a mess in the kitchen. His room, which reeked of weed and tobacco, was filled with cups and plates from the house’s kitchen that he hadn’t bothered to return. He never showed up for house meetings or lent a hand on house cleans or party setups. Although he was very book smart and super friendly to everyone, he was a downright nuisance to live with. Evan’s case was not so clear-cut—ask ten people why he got kicked out and you’ll get ten different answers. Some say he was a willing scapegoat, volunteering to be kicked out because he knew he wouldn’t have the house for his senior year anyway. Others say he was scapegoated because he had angered younger guys by pushing for parties while the house was on probation. Others say Evan deserved to be kicked out because he didn’t want to fight hard enough get the house back, and he had been taking too cavalier an attitude toward the trouble the fraternity faced. No matter the reason, Evan was out. Guys in the fraternity blamed him for their house being taken away. Friends who he thought would have his back didn’t. Bad news came in threes for Evan. He had already lost Future Freshman. He lost the fraternity. Then, his girlfriend Lily told him she’d had enough and dumped him after two-plus years of dating.

Our research and extensive interviews with executives and senior practitioners in the digital transformation process revealed that digital leaders think differently about high performance. In successful digital organizations, pushing the performance envelope, rewarding high performance, and learning how to invest in “optimal” mindsets are all critical parts needed to drive and sustain digital changes. “Overall, starting with a feeling of optimism promotes hope and overrides any other sentiments in your work. What would happen if all your employees felt different about coming to work? There would be a different buzz about the building. There would be a different outlook that would help people look forward to what’s next and what’s coming up. This optimism and hope creates an environment that inspires people to seek out their best and find levels of performance that maybe before they never thought were attainable. Starting with this whole new and different chemistry, any workplace is far better suited to achieve its goals and be its best, even in times of difficulty or adversity.” —Pete Carroll, head coach, the Super Bowl Champion Seattle Seahawks

At the beginning of an address to an audience of 150 employees at their annual company retreat, I asked everyone to stand up. Then I asked everyone who did not have goals to sit down. A handful of people sat. I then asked everyone who did not have written goals to sit down. Unfortunately, but not surprisingly, all but about twenty people sat. Next, I asked those remaining to sit down unless they had written goals for more than just their career or financial life. That eliminated another twelve, leaving only eight of 150 people who had written goals targeting more than finances or career. I asked the remaining eight to sit down unless they had a written plan that accompanied their goals. That question filtered out five more, leaving three of 150 who had written goals and a plan in more than just the financial area. I asked the remaining three (all senior management, including the company president) to sit down unless they reviewed their goals on a daily basis. Only one person remained standing (a vice president of sales). Only one in 150 had written goals in more areas than just financial, had a plan for accomplishing them, and reviewed the goals daily. This is consistently what I’ve found over the years as I’ve surveyed the attendees in my public events. Invariably, less than 3 percent have written goals, and even those who have written down their goals have often done so only regarding finances or career. You may have heard of the 1953 study of Yale graduates. The subjects were periodically interviewed and followed by researchers for more than twenty years. Eventually the graduates were again interviewed, tested, and surveyed. Results showed that 3 percent of the Yale graduates earned more money than all the other 97 percent put together! The only difference between them was the top 3 percent had written goals and a plan of action for those goals, which they reviewed daily. Harvard University later did a study of business-school graduates from the class of 1979. They found that, other than to “enjoy themselves,” 84 percent of the class had no goals at all. Thirteen percent had goals and plans but had not written them down. Only 3 percent of the Harvard class had written goals accompanied by a plan of action. In 1989, the class was resurveyed. The results showed that the 13 percent who at least had mental goals were earning twice as much as the 84 percent with no goals. However, the 3 percent who had written down their goals and drafted a plan of action were earning ten times as much as the other 97 percent combined! The point is clear: Having written goals will make you more successful, and having written, well-planned goals that you review daily will make you super successful.

In 2007 one of its biggest clients, Goldman Sachs, demanded that AIG put up billions of dollars more in collateral as required under its swaps contracts. AIG disclosed the existence of the collateral dispute in November. At the December conference, Charles Gates, a longtime insurance analyst for Credit Suisse, asked pointedly what it meant that “your assessment of certain super-senior credit default swaps and the related collateral . . . differs significantly from your counterparties.

What was I to do, after sailing the seven seas now that we moved to 33 Van Wart Avenue, on the Scarsdale line of White Plains, NY. Like they say, money doesn’t grow on trees, so it was up to me to find a job. The economy wasn’t all that great and the best I could do was to find a commission job selling home fire detection units. One of the senior salesmen took me under his wing and showed me the ropes. The most important part of the pitch was to emphasize the importance of the fire detection unit and how, after declining our product a family had a fire in their home. The hapless husband was found stretched across the bed where he obviously died attempting to reach the telephone, while his family succumbed to the super-heated poisonous gasses and raging flames. It all could have been prevented if only they would have bought the fire detection unit when it was offered. I hated cold calling and selling something to people that they couldn’t afford was not in my nature. I wasn’t like my brother who could lure a hungry dog off the back of a meat wagon! It wasn’t that I didn’t try, because the more often I told the story the worse it got! I could just tell that the people I talked to knew that I was full of shXt and all I wanted to do was get out of there, although one of the sales rules was that you stayed until the people invited you to leave at least three times. For every rebuttal I had an answer and for every financial problem I had a solution, to put them even further into debt. In the end I would come home with my tail between my legs and with Ursula, watched the midnight horror show with John Zacherle. Dick Clark, a friend, gave Zacherle his nickname, "The Cool Ghoul," and for us it was television at it’s very best in the 1960’s.

for survival. However, as the business grows and new people join the firm, it’s impossible to know everyone’s name, let alone to have strong relationships with everyone. The kind of super-direct challenges that are easy when people know each other well become difficult. Not wanting to lose the friendly culture of the early days, many hesitate to speak up when they see problems, backing off of Challenge Directly and retreating to Ruinous Empathy. Because Obnoxious Aggression is more effective than Ruinous Empathy, that kind of behavior has an advantage; people who behave badly begin to win, rising in the company. When confronted with a powerful jerk, many people retreat to Manipulative Insincerity, more out of instinctive self-protectiveness than intentional wrongdoing. In this kind of environment, there’s an incentive to retreat to Manipulative Insincerity in front of those who are more senior to them, and resort to Obnoxious Aggression with those who are less powerful. The culture becomes toxic—many kissing up and

Five months later, Goldman launched Project Maximus, buying another $1.75 billion in bonds to finance 1MDB’s acquisition of power plants from the Malaysian casino-and-plantations conglomerate Genting Group. Again, the fund paid a high price, and, like Tanjong, Genting made payments to a Najib-linked charity. This time, $790.3 million disappeared into the look-alike Aabar. David Ryan, president of Goldman’s Asia operations, argued to lower the fee on the second bond, given how easy it had been to sell the first round. But he was overruled by senior executives, including Gary Cohn. While Goldman was working on the deal, Ryan was effectively sidelined; the bank brought in a veteran banker, Mark Schwartz, a proponent of the 1MDB business, as chairman in Asia, a post senior to Ryan’s. Goldman earned a little less than the first deal, making $114 million—still an enormous windfall. For bringing in the business, Leissner was paid a salary and bonuses in 2012 of more than $10 million, making him one of the bank’s top-remunerated employees. But that was just the tip of the iceberg. Unknown to his bosses at Goldman, and three months after the first bond, millions of dollars began to flow into a British Virgin Islands shell company controlled by Leissner, some of which he shared with Roger Ng, according to Department of Justice filings. Millions of dollars more moved through Leissner’s shell company to pay bribes to 1MDB officials. Over the next two years, more than $200 million in 1MDB money, raised by Goldman, would flow through accounts controlled by Leissner and his relatives. He could have taken his hefty Goldman salary and disavowed knowledge of the bribery carried out by Low and others. Perhaps he would have gotten away with it, as many Wall Street bankers do in countries far from headquarters. But he decided to take a risk by becoming a direct accomplice in the fraud, rather than just greasing its wheels. He had seen the kind of life Low was leading, and he must have thought that a mere $10 million wasn’t going to cut it, not if he wanted to buy super yachts and host parties himself. Soon he would be doing just that.

Studies show that seniors with the lowest Klotho levels have a 78 percent higher risk of death over a six-year period than those with the highest Klotho levels, even after correcting for sex, age, and health status.

The study was done in a relatively small town in Kyoto named Kyotango.  What makes this town special and a very good place to conduct the study was the fact that its population of people above 100 years old was the highest in Japan - 3 times more than the average for any town in the country.  The program - Takeshi no katei no igaku - specifically wanted to find out what these very old - but very joyful - bunch of people in Kyotango had in common when it comes to living their daily lives.  The program followed 7 people who were already in their late 90s and early 100s from sunrise to sunset.  The program also subjected them to health checkups such as blood tests, among others.  One of the interesting findings of the study was that all of the 7 subjects had very high levels of DHEA, which is a steroid hormone produced by the body's adrenal glands.  DHEA has a solid reputation of being a miracle hormone that's highly associated with longevity.  And as the study continued following the 7 super senior citizens, they discovered another commonality:  they all did things that they really enjoyed.  Each of them had different hobbies they passionately practiced every day such as painting, fishing and making traditional Japanese masks, among others. Given these findings, is it possible then that doing something you really love to do, something you're very passionate about, is the key to higher levels of DHEA and, therefore, a much longer life?  The science on this relationship hasn't been established yet, but the program concluded that regularly doing something that you're very interested in, passionate about, and focused on can give you a long-lasting and deep sense of personal satisfaction in life, which in turn can help elevate your DHEA levels.  And when such levels are very high, a long and joyful life isn't far behind.  And guess what, the program repeatedly made mention of Ikigai in discussing this concept of conclusion.

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