Sustain Success Quotes

The Ego, however, is not who you really are. The ego is your self-image; it is your social mask; it is the role you are playing. Your social mask thrives on approval. It wants control, and it is sustained by power, because it lives in fear.

The plain fact is that the planet does not need more successful people. But it does desperately need more peacemakers, healers, restorers, storytellers, and lovers of every kind. It needs people who live well in their places. It needs people of moral courage willing to join the fight to make the world habitable and humane. And these qualities have little to do with success as we have defined it.

No matter how old you are now. You are never too young or too old for success or going after what you want. Here’s a short list of people who accomplished great things at different ages 1) Helen Keller, at the age of 19 months, became deaf and blind. But that didn’t stop her. She was the first deaf and blind person to earn a Bachelor of Arts degree. 2) Mozart was already competent on keyboard and violin; he composed from the age of 5. 3) Shirley Temple was 6 when she became a movie star on “Bright Eyes.” 4) Anne Frank was 12 when she wrote the diary of Anne Frank. 5) Magnus Carlsen became a chess Grandmaster at the age of 13. 6) Nadia Comăneci was a gymnast from Romania that scored seven perfect 10.0 and won three gold medals at the Olympics at age 14. 7) Tenzin Gyatso was formally recognized as the 14th Dalai Lama in November 1950, at the age of 15. 8) Pele, a soccer superstar, was 17 years old when he won the world cup in 1958 with Brazil. 9) Elvis was a superstar by age 19. 10) John Lennon was 20 years and Paul Mcartney was 18 when the Beatles had their first concert in 1961. 11) Jesse Owens was 22 when he won 4 gold medals in Berlin 1936. 12) Beethoven was a piano virtuoso by age 23 13) Issac Newton wrote Philosophiæ Naturalis Principia Mathematica at age 24 14) Roger Bannister was 25 when he broke the 4 minute mile record 15) Albert Einstein was 26 when he wrote the theory of relativity 16) Lance E. Armstrong was 27 when he won the tour de France 17) Michelangelo created two of the greatest sculptures “David” and “Pieta” by age 28 18) Alexander the Great, by age 29, had created one of the largest empires of the ancient world 19) J.K. Rowling was 30 years old when she finished the first manuscript of Harry Potter 20) Amelia Earhart was 31 years old when she became the first woman to fly solo across the Atlantic Ocean 21) Oprah was 32 when she started her talk show, which has become the highest-rated program of its kind 22) Edmund Hillary was 33 when he became the first man to reach Mount Everest 23) Martin Luther King Jr. was 34 when he wrote the speech “I Have a Dream." 24) Marie Curie was 35 years old when she got nominated for a Nobel Prize in Physics 25) The Wright brothers, Orville (32) and Wilbur (36) invented and built the world's first successful airplane and making the first controlled, powered and sustained heavier-than-air human flight 26) Vincent Van Gogh was 37 when he died virtually unknown, yet his paintings today are worth millions. 27) Neil Armstrong was 38 when he became the first man to set foot on the moon. 28) Mark Twain was 40 when he wrote "The Adventures of Tom Sawyer", and 49 years old when he wrote "Adventures of Huckleberry Finn" 29) Christopher Columbus was 41 when he discovered the Americas 30) Rosa Parks was 42 when she refused to obey the bus driver’s order to give up her seat to make room for a white passenger 31) John F. Kennedy was 43 years old when he became President of the United States 32) Henry Ford Was 45 when the Ford T came out. 33) Suzanne Collins was 46 when she wrote "The Hunger Games" 34) Charles Darwin was 50 years old when his book On the Origin of Species came out. 35) Leonardo Da Vinci was 51 years old when he painted the Mona Lisa. 36) Abraham Lincoln was 52 when he became president. 37) Ray Kroc Was 53 when he bought the McDonalds Franchise and took it to unprecedented levels. 38) Dr. Seuss was 54 when he wrote "The Cat in the Hat". 40) Chesley "Sully" Sullenberger III was 57 years old when he successfully ditched US Airways Flight 1549 in the Hudson River in 2009. All of the 155 passengers aboard the aircraft survived 41) Colonel Harland Sanders was 61 when he started the KFC Franchise 42) J.R.R Tolkien was 62 when the Lord of the Ring books came out 43) Ronald Reagan was 69 when he became President of the US 44) Jack Lalane at age 70 handcuffed, shackled, towed 70 rowboats 45) Nelson Mandela was 76 when he became President

In today's competitive business landscape, a board's primary responsibility is to ensure the long-term success and sustainability of the organization.

I believe that you're great, that there's something magnificent about you. Regardless of what has happened to you in your life, regardless of how young or how old you think you might be, the moment you begin to think properly, there's something that is within you, there's power within you, that's greater than the world. It will begin to emerge. It will take over your life. It will feed you. It will clothe you. It will guide you, protect you, direct you, sustain your very existence, if you let it. Now, that is what I know for sure.

The understanding of the environment - political, economic, social, technological, and legal is very crucial for the success of a business.

There's a simple, but oft-neglected lesson here: to sustain success, you have to be willing to abandon things that are no longer successful.

Ensuring the company's sustainable success requires building resilience into the business model to withstand external shocks.

Sustained change only happens when we shift at an emotional rather than logical level.

Ensuring the company's sustainable success requires a board that champions a value-centric approach to decision making.

That's what humanity is: a series of successes and failures, a testing of one's own nature and aptitude. Neither the body nor the soul can sustain such a state. Eventually it consumes a person

A balanced approach fosters sustainable growth by avoiding an over-reliance on any single success factor.

By embracing a holistic approach to value creation, you can position your company for long-term success, build a resilient and sustainable business, and make a positive impact on the world.

My Father and my God, I thank You for Your discipline and correction that is pushing me to reach my full potential. I open myself to receive the success and victory Your chastisement brings. I speak competence and excellence to my spirit. I call forth discipline into my life that I may be able to sustain high levels of success and accomplishment for the kingdom of God. I decree and declare growth and expansion to be released into my life, in the name of Jesus!

Ensuring the company's sustainable success requires a board that ensures the accuracy and transparency of financial reporting.

Do not measure the number of tragedies you sustain, but to quantify the success you derive from them.

Ensuring the company's sustainable success requires a relentless focus on creating value for all stakeholders, not just shareholders.

People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.

While some may view ethics as a constraint on profit maximization, a growing body of evidence suggests that ethical governance is actually a m powerful driver of long-term value creation and sustainable success.

Profitability metrics are the lifeblood of any business. They reveal the company's ability to generate profit, a fundamental indicator of its success and sustainability.

Many of these technologies are proven, even beyond controlled environments, so their success will be driven by the value proposition, adoption, and ability to scale in the real world.

Become meaningful in your interactions and the path to success in any endeavor is simpler and far more sustainable.

You are just as worthy, deserving, and capable of creating and sustaining extraordinary health, wealth, happiness, love, and success in your life, as any other person on earth.

How can the world find global solutions to systemic challenges like pandemics, climate mitigation and AI regulation? Regional approaches are inadequate for holistic issues.

I have no friend, Margaret: when I am glowing with the enthusiasm of success, there will be none to participate my joy; if I am assailed by disappointment, no one will endeavour to sustain me in dejection. I shall commit my thoughts to paper, it is true; but that is a poor medium for the communication of feeling. I desire the company of a man who could sympathize with me, whose eyes would reply to mine. You may deem me romantic, my dear sister, but I bitterly feel the want of a friend.

Corporate governance involves its fair share of short-term demands, but focusing on long-term value creation ensures sustainable success.

Profit enables businesses to innovate and develop sustainable solutions, such as environmentally friendly technologies, socially responsible products, and ethical supply chains.

Train the mind, body and spirit, so you may achieve anything. Life is about sharing your dreams/purpose (gifts/passions/talents) with the world and helping others find their way.

Competitiveness is far more about doing what customers value than doing what you think you’re good at. And

What determines your success isn’t, “What do you want to enjoy?” The relevant question is, “What pain do you want to sustain?” The path to happiness is a path full of shitheaps and shame. You

In essence, a blitz play in football is a microcosm of corporate governance principles. It showcases the importance of coordination in mind body and spirit, clear roles, strategic planning, risk management, and performance evaluation – all critical elements in ensuring a company's success and sustainability.

But I have one want which I have never yet been able to satisfy; and the absence of the object of which I now feel as a most severe evil. I have no friend, Margaret: when I am glowing with the enthusiasm of success, there will be none to participate my joy; if I am assailed by disappointment, no one will endeavour to sustain me in dejection. I shall commit my thoughts to paper, it is true; but that is a poor medium for the communication of feeling. I desire the company of a man who could sympathise with me; whose eyes would reply to mine. You may deem me romantic, my dear sister, but I bitterly feel the want of a friend. I have no one near me, gentle yet courageous, possessed of a cultivated as well as of a capacious mind, whose tastes are like my own, to approve or amend my plans. How would such a friend repair the faults of your poor brother!

Hustle is to business success what fossil fuels are to civilization. It's extremely important in the beginning, but eventually you gotta upgrade to something more efficient and something more sustainable.

Don’t you see? Success isn’t just the hand that chops down the tree used to build the home. It’s also the hand that feeds that man, or the smile that sustains him.

Just keeping yourself interested and motivated to train over a long period of time is often the biggest hurdle and one of the biggest factors for success in building sustainable muscle.

Of course, chaos can lead to failure and extinction. But so can order. Far more nations, people, and ideas die of atrophy than die from revolution. Both order and chaos are necessary ingredients for long run success - for sustainability.

...this is the first time in the history of humankind where we are trying to experience sexuality in the long term, not because we want 14 children, for which we need to have even more because many of them won't make it, and not because it is exclusively a woman's marital duty. This is the first time that we want sex over time about pleasure and connection that is rooted in desire. So what sustains desire, and why is it so difficult? And at the heart of sustaining desire in a committed relationship, I think is the reconciliation of two fundamental human needs... So reconciling our need for security and our need for adventure into one relationship, or what we today like to call a passionate marriage, used to be a contradiction in terms. Marriage was an economic institution in which you were given a partnership for life in terms of children and social status and succession and companionship. But now we want our partner to still give us all these things, but in addition I want you to be my best friend and my trusted confidant and my passionate lover to boot, and we live twice as long. So we come to one person, and we basically are asking them to give us what once an entire village used to provide: Give me belonging, give me identity, give me continuity, but give me transcendence and mystery and awe all in one. Give me comfort, give me edge. Give me novelty, give me familiarity. Give me predictability, give me surprise. And we think it's a given, and toys and lingerie are going to save us with that.

Research suggests that in over 90 percent of all successful new businesses, historically, the strategy that the founders had deliberately decided to pursue was not the strategy that ultimately led to the business’s success.

There are people who bring joy to our lives, but who fail to make us happy. They are the people for the moment. Never rely on their love because it is not sustainable. Their love is alike a comet that illuminates the sky, but then fades away because it lacks the sustainable energy of the sun.

Most people set intentions wrong. The right way to set intentions is to be clear on what you want to go FROM and what you want to go TO.

Strive to be bored is a contradictory statement for most entrepreneurs. But we have to strive to be bored to make space for more if we want to grow our business.

The self-employed need business strategies that are relationship-based, not transactional, authentic to who you are, and right-sized for small business.

It is not your job to prove your value to anyone. It is your job to find the people that already value what you do.

Necessity remains the mother of invention.

There has been a sustained and dreadfully successful campaign to make most people dissatisfied with what I would call the normal life and some would call the simple life.

Your confidence, competence and belief will sustain you through the fear, uncertainty and doubt you will face. Knowing with everything you are, that you can do it.

The key to achieving your sustainable best is to organize around doing what matters most.

Entrepreneurs don't fail because they want to, they fail because they don't have the right MINDSET to really succeed in a sustainable manner.

At any particular time, leaders are operating from either fear or love. This

The success of an economy can be assessed only by looking at what is happening to the living standards—broadly defined—of most citizens over a sustained period of time.

We hire coaches for our mindsets, attend conferences to improve our skill set, work with specialists for every need in our business and wonder why we feel like we’re all over the place.

People who have wellbeing and feel fulfilled, need far less than people who feel unfulfilled, who always seem to need more." By Rethinking Your Mindset you can create SWIFT sustainable success.

Then there’s the issue of cognitive capacity. Deep work is exhausting because it pushes you toward the limit of your abilities. Performance psychologists have extensively studied how much such efforts can be sustained by an individual in a given day.* In their seminal paper on deliberate practice, Anders Ericsson and his collaborators survey these studies. They note that for someone new to such practice (citing, in particular, a child in the early stages of developing an expert-level skill), an hour a day is a reasonable limit. For those familiar with the rigors of such activities, the limit expands to something like four hours, but rarely more.

We are doing business in the empowerment age. It is our job to empower our customers to choose us. The moment you tell them to choose you, they will back up. The moment you tell someone to trust you, they won’t.

Since the self, in maintaining its isolation and detachment does not commit itself to a creative relationship with the other and is preoccupied with the figures of phantasies, thought, memories, etc. (imagos), which cannot be directly observable by or directly expressed to others, anything (in a sense) is possible. Whatever failures or successes come the way of the false-self system, the self is able to remain uncommitted and undefined. In phantasy, the self can be anyone, anywhere, do anything, have everything. It is thus omnipotent and completely free - but only in phantasy. Once it commits itself to any real project it suffers the agonies of humiliation - not necessarily for any failure, but simply because it has to subject itself to necessity and contingency. It is omnipotent and free only in phantasy. The more this phantastic omnipotence and freedom are indulged, the more weak, helpless, and fettered it becomes in actuality. The illusion of omnipotence and freedom can be sustained only within the magic circle of its own shut-upness in phantasy. And in order that this attitude be not dissipated by the slightest intrusion of reality, phantasy and reality have to be kept apart.

A successful startup takes a very long time—certainly much longer than most founders think at the outset. You cannot treat it as an all-nighter. You have to eat well, sleep well, and exercise. You have to spend time with your family and friends. You also need to work in an area you’re actually passionate about—nothing else will sustain you for ten years.

To be joyous of heart is to hold an optimistic outlook, to see adversity as opportunity, to see failure as the starting point of success, to view our stubbed toes as the release of acupuncture points, to wake with a feeling of gratitude, and to sleep with a sustaining, unfaltering trust in the Universe of which we are a part. The person with a joyous heart is a treasure to be with, a wellspring of inspiration, and a fit companion. When we are joyous of heart, we hear a resonance in the songs of the birds, see resonance in the opening of a flower, and feel it in the pressure of a friend’s hand.

The reason some people see the world so differently from others is that the human brain doesn’t just take a picture of the external world like a camera; it is constantly interpreting and processing the information it receives.

only when we choose to believe that we live in a world where challenges can be overcome, our behavior matters, and change is possible can we summon all our drive, energy, and emotional and intellectual resources to make that change happen.

Every good-to-great company had Level 5 leadership during the pivotal transition years. • “Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves. • Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure. • Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. • Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. • Level 5 leaders display a workmanlike diligence—more plow horse than show horse. • Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite—they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.

Musk has talked about having more kids, and it’s on this subject that he delivers some controversial philosophizing vis-à-vis the creator of Beavis and Butt-head. “There’s this point that Mike Judge makes in Idiocracy, which is like smart people, you know, should at least sustain their numbers,” Musk said. “Like, if it’s a negative Darwinian vector, then obviously that’s not a good thing. It should be at least neutral. But if each successive generation of smart people has fewer kids, that’s probably bad, too. I mean, Europe, Japan, Russia, China are all headed for demographic implosion. And the fact of the matter is that basically the wealthier—basically wealth, education, and being secular are all indicative of low birth rate. They all correlate with low birth rate. I’m not saying like only smart people should have kids. I’m just saying that smart people should have kids as well. They should at least maintain—at least be a replacement rate. And the fact of the matter is that I notice that a lot of really smart women have zero or one kid. You’re like, ‘Wow, that’s probably not good.

Allowing people the freedom to pursue their own interests (within the limits of just conduct) is the best and only sustainable way to achieve societal progress. For individuals to develop and have a chance at happiness, they must be free to make their own choices and mistakes, rather than be forced to accept choices made for them by others.

Disruptive innovations, in contrast, don’t attempt to bring better products to established customers in existing markets. Rather, they disrupt and redefine that trajectory by introducing products and services that are not as good as currently available products. But disruptive technologies offer other benefits—typically, they are simpler, more convenient, and less expensive products that appeal to new or less-demanding customers.3

Businesses are better positioned in cities that prioritize sustainability. For example, business leaders look at the architectural environment - whether or not the buildings in the city designed for efficiency and resiliency. Business leaders look at energy - whether or not solar and other renewable energy sources are designed into the city's systems. And business leaders look at a variety of other factors regarding sustainability when they're deciding where to establish or relocate a business. So cities that prioritize sustainable development are positioning themselves to be hubs of business success.

When you’re self-employed, your success is proportionate to your personal development.

When we’re self-employed, much of what has been typical of business, marketing, and sales has creeped us out. We want to do business in ways that feel good to us.

The beginning of change doesn’t come from motivation and dangling carrots. It begins with being clear about what you want to get away from.

We stretch ourselves when the impact we want to make and the life we want to create is bigger than the fear and challenges.

Having a successful life and business requires that we first learn who we are, then do what we have to do in order to have what we want.

We used to build businesses with all effort and hard work. Today, we create businesses by paying attention to what the market wants and co-creating with those we serve.

Build systems for the business to come, not the business you have.

The biggest risk is not in what you build. It is in not supporting what you build.

To create success in your business, you have to protect your capacity to serve others by learning to work efficiently and effectively.

Your success is limited by your personal development- what you think you’re capable of, what you think you deserve, and the mindsets that hold you back.

Daily habits that create steady mindsets are vital to be sure the uncontrollable circumstances of business and life don’t derail you.

Observe how nature balances growth with sustainability - businesses must do the same to ensure long-term success.

cost reductions meant survival, but not profitability,

I defined happiness as “the joy we feel moving toward our potential.

Grounded leaders are present for others, operate with fortitude, and influence with the full impact of their vision and strength.

Develop your leaders into a competitive advantage. Reconnect your leader-power to success.

To become wondrously successful and to sustain that success in any profession, one must be willing to relinquish many pleasures and be ready to postpone gratification.

With a burning ambition, sustained focus, and daily action - there simply are no limits to what you will achieve.

Global warming will not end by Earth finding a shade under the trees but under our hands joined together

All it takes is consciously remembering that we need to include others in our reality.

What determines your success isn't, "What do you want to enjoy?" the relevant question is, "What pain do you want to sustain?

For organizations and consumers alike, climate is a cost-benefit analysis where economics matter.

Profit provides the financial foundation for businesses to invest in CSR initiatives, such as sustainable practices, employee well-being programs, and community development projects.

You cannot train yourself to successfully and sustainedly unsee and unhear — you do them all the time, but they also fail, repeatedly, and you cheat, repeatedly, in all sorts of small ways. The book mentions that several times. It is absolutely about absolute fidelity to those particular urban protocols, exaggerations or extrapolations of the ones that I think are all around us all the time in the real world; but it's also about cheating them, and failing them, and playing a little fast and loose, which I think is an inextricable part of such norms.

first dedicate time each day to becoming the person you need to be, one who is qualified and capable of consistently attracting, creating, and sustaining the levels of success you want.

You need a healthy, thriving self-employed ecosystem. An ecosystem that integrates the three main elements of self-employed success--personal development, business strategies, and daily habit.

The success of human beings depends crucially, but precariously, on numbers and connections. A few hundred people cannot sustain a sophisticated technology: trade is a vital part of the story.

The myth of self-employment is we go into business for ourselves thinking we’re going to gain control over our destiny without realizing we are entering completely uncontrollable circumstances.

There are really only three kinds of people. Those who don’t succeed, those who achieve success temporarily, and those who become and remain successful. Character is the only way to sustain success.

The employment equation used to be built on a foundation of two-way loyalty. The world has changed. Today, successful employment relationships can only be sustained on a foundation of two-way honesty

Sensitive pricing and a deliberate policy of keeping taxes low were symptomatic of the bureaucratic nous of the Mongol Empire, which gets too easily lost beneath the images of violence and wanton destruction. In fact, the Mongols’ success lay not in indiscriminate brutality but in their willingness to compromise and co-operate, thanks to the relentless effort to sustain a system that renewed central control.

Recovery itself is a very un-glamorous daily process of being willing to fall down again, to break again, to cry again, to get up and try yet again until ‘success’ manifests as ever-greater sustained healing.

When most people practice, they focus on the things they can do effortlessly,” Ericsson has said. “Expert practice is different. It entails considerable, specific, and sustained efforts to do something you can’t do well—or even at all. Research across domains shows that it is only by working at what you can’t do that you turn into the expert you want to become.” So far the focus in this book has been on the quantity of practice required to reach the top, and we’ve seen that it’s a staggering amount of time, stretching for a period of at least ten years.

Just as scientific experimentation is informed by theory, startup experimentation is guided by the startup’s vision. The goal of every startup experiment is to discover how to build a sustainable business around that vision.

happiness, fulfillment, well-being, and sustainable performance arise when you concentrate on being present in the process of living instead of obsessing over outcomes, and above all when you’re firmly grounded wherever you are.

The sustainable success of digital transformation comes from a carefully planned organisational change management process that meets two key objectives, one being the company culture, and the other one is empowering its employees

Companies should monitor key performance indicators (KPIs) because they provide critical insights into the health and success of the business. Regular KPI tracking helps companies make data-driven decisions, identify areas for improvement, and stay aligned with their strategic goals, ultimately contributing to sustained growth and profitability.

Caterpillars chew their way through ecosystems leaving a path of destruction as they get fatter and fatter. When they finally fall asleep and a chrysalis forms around them, tiny new imaginal cells, as biologists call them, begin to take form within their bodies. The caterpillar’s immune system fights these new cells as though they were foreign intruders, and only when they crop up in greater numbers and link themselves together are they strong enough to survive. Then the caterpillar’s immune system fails and its body dissolves into a nutritive soup which the new cells recycle into their developing butterfly. The caterpillar is a necessary stage but becomes unsustainable once its job is done. There is no point in being angry with it and there is no need to worry about defeating it. The task is to focus on building the butterfly, the success of which depends on powerful positive and creative efforts in all aspects of society and alliances built among those engaged in them.

As a physician, I was trained to deal with uncertainty as aggressively as I dealt with disease itself. The unknown was the enemy. Within this worldview, having a question feels like an emergency; it means that something is out of control and needs to be made known as rapidly, efficiently, and cost-effectively as possible. But death has taken me to the edge of certainty, to the place of questions. After years of trading mystery for mastery, it was hard and even frightening to stop offering myself reasonable explanations for some of the things that I observed and that others told me, and simply take them as they are. "I don't know" had long been a statement of shame, of personal and professional failing. In all of my training I do not recall hearing it said aloud even once. But as I listened to more and more people with life-threatening illnesses tell their stories, not knowing simply became a matter of integrity. Things happened. And the explanations I offered myself became increasingly hollow, like a child whistling in the dark. The truth was that very often I didn't know and couldn't explain, and finally, weighed down by the many, many instances of the mysterious which are such an integral part of illness and healing, I surrendered. It was a moment of awakening. For the first time, I became curious about the things I had been unwilling to see before, more sensitive to inconsistencies I had glibly explained or successfully ignored, more willing to ask people questions and draw them out about stories I would have otherwise dismissed. What I have found in the end was that the life I had defended as a doctor as precious was also Holy. I no longer feel that life is ordinary. Everyday life is filled with mystery. The things we know are only a small part of the things we cannot know but can only glimpse. Yet even the smallest of glimpses can sustain us. Mystery seems to have the power to comfort, to offer hope, and to lend meaning in times of loss and pain. In surprising ways it is the mysterious that strengthens us at such times. I used to try to offer people certainty in times that were not at all certain and could not be made certain. I now just offer my companionship and share my sense of mystery, of the possible, of wonder. After twenty years of working with people with cancer, I find it possible to neither doubt nor accept the unprovable but simply to remain open and wait. I accept that I may never know where truth lies in such matters. The most important questions don't seem to have ready answers. But the questions themselves have a healing power when they are shared. An answer is an invitation to stop thinking about something, to stop wondering. Life has no such stopping places, life is a process whose every event is connected to the moment that just went by. An unanswered question is a fine traveling companion. It sharpens your eye for the road.

Focus is scary—until you realize that it only means turning your back on markets you could never have anyway. Sharp focus on jobs that customers are trying to get done holds the promise of greatly improving the odds of success in new-product development.

Gratitude is like an enzyme. An enzyme catalyzes a reaction by lowering its activation energy in order to produce the desired product. Similarly, gratitude lowers the energy requirement to attain and sustain man’s most desired state, the state of contentment.

you look at the life histories of most successful people or organisations, who have 1) Succeeded, 2) sustained success and 3) maintained goodwill, they have all lived by this one principle: “I shall always give more than I get, to my family, organisation and my society.

she sat opposite, watching me (as I thought) and endeavouring to sustain something like a conversation — consisting chiefly of a succession of commonplace remarks, expressed with frigid formality: but this might be more my fault than hers, for I really could not converse.

Just like the way a beautiful butterfly can’t come into life without its transformation cycle from egg to larva, caterpillar to pupa and finally to a brilliant creation, to become a successful digitally transformed organisation, similar transformational stages are essential.

Our flawed mechanisms of perception and thought are not a cause for grief, but an opportunity to evolve, for an internal evolution of consciousness that will also make possible, in a sustainable form, our aspirations toward what we call individual success and global progress.

He was right. I would only eke out a living as a singer. The limited success I had, which Bailey recognized, stemmed from the fact that I didn't love singing. My voice was fair and interesting; my ear was not great, or even good, but my rhythm was reliable. Still, I could never become a great singer, since I would not sacrifice for it. To become wondrously successful and to sustain that success in any profession, one must be willing to relinquish many pleasures and be ready to postpone gratification. I didn't care enough for my own singing to make other people appreciate it.

Barrett said that when we’re dehydrated, we don’t necessarily feel thirsty—we feel exhausted. When we have something odd happening in our stomach, our body doesn’t quite know if we have a menstrual cramp or a stomachache or if we need to poop. We might not even be aware for a long period of time that our stomach hurts. And this isn’t unique to people with PTSD. It’s normal, everyday bodily dissociation that we all suffer from. If we find ourselves in a shitty mood, we might not necessarily be mad about a certain trigger. We could just be running at a metabolic deficit. Our body might be screaming “I NEED FUNYUNS” while we project our hangriness onto, say, this poor sweaty schmuck who’s breathing too loud in the elevator. But Barrett said that PTSD does make these inclinations worse. It affects a variety of systems in the body, throwing them all out of whack. Our hearts might beat faster. Our lungs might pump harder. Our body budget can get tipped off-balance more easily. And when it does, our reactions to these deficits can feel outsized. “Make sure that you get enough sleep, make sure you exercise, make sure that you eat in a healthful way,” she told me when I asked her what I could do to be a better person. When I countered that that didn’t seem like enough, she kindly offered, “You know, all you can do is take as much responsibility as you can. And sometimes it’s the attempt that matters, you know, more than the success.” Then she chuckled at herself. “That’s a very Jewish mother response!” So, first step of hacking my brain: sustaining it with enough oxygen and nutrients

The mind state caused by ambiguity is called uncertainty, and it’s an emotional amplifier. It makes anxiety more agonizing, and pleasure especially enjoyable. The delight of crossword puzzles, for example, comes from pondering and resolving ambiguous clues. Detective stories, among the most successful literary genres of all time, concoct their suspense by sustaining uncertainty about hints and culprits. Mind-bending modern art, the multiplicities of poetry, Lewis Carroll’s riddles, Márquez’s magical realism, Kafka’s existential satire—ambiguity saturates our art forms and masterpieces, suggesting its deeply emotional nature. Goethe once said that “what we agree with leaves us inactive, but contradiction makes us productive.” So it is with ambiguity.

Sustained profit is the lifeblood of any business. It fuels growth, investment, and resilience against economic downturns. Without it, a business may struggle to cover expenses, attract talent, or maintain competitiveness. Ultimately, consistent profitability is essential for long-term survival and success.

Publishing is a business based on fiction—and not only the fiction that is packaged between book covers or sold as digital downloads. In order to convince harried, distracted people to set aside hours or even days to read hundreds of pages of non-animated words, we in the publishing business must manufacture an aura of success around a book, a glowing sheen that purrs I am worth your time. This aura is conveyed through breathless jacket copy, seductive cover imagery, and blurbs dripping with praise so thick the words seem painted on with honey. This fiction of success is stoked by the fiction of buzz and sustained by the fiction of social media.

What would it say to our youth group if, instead of inviting the former NFL star, we had a couple visit who had been married for forty-five years to talk honestly about the ups and downs of growing together in Christ? What if we held up those “ordinary” examples of humble and faithful service over the worldly success stories?

Thus, lacking the necessary follow-through required for sustained success, pure Jupiterian energy will not succeed. It can translate to a case of easy come, easy go. On the other hand, pure Saturnian energy would struggle without Fortune’s favor. Here we will see diligent people beset with trials and tribulations, one after another.

The myth about the CIA dated back to the Bay of Pigs: that all its successes were secret, that only its failures were trumpeted. The truth was that the CIA could not succeed without recruiting and sustaining skilled and daring officers and foreign agents. The agency failed daily at that mission, and to pretend otherwise was a delusion.

When you focus on other people’s shortcomings, they lose confidence in their abilities. But if you focus on their hard work and successes, you produce a sustainable increase in their self-confidence. What’s more, researchers have discovered that the earlier in life you focus on a person’s daily successes, the greater the gains over time.

when I say, “creating a positive reality,” I don’t mean simply being optimistic. I also don’t mean adopting some sort of deluded view of the world in which simply wishing for wealth will suddenly result in a windfall of millions, or simply envisioning your cancer disappearing will cure you forever. This is neither positive nor productive.

A firm may achieve differentiation, yet this differentiation will usually sustain only so much of a price differential. Thus if a differentiated firm gets too far behind in cost due to technological change or simply inattention, the low cost firm may be in a position to make major inroads. For example, Kawasaki and other Japanese motorcycle producers have been able to successfully attack differentiated producers such as Harley-Davidson and Triumph in large motorcycles by offering major cost savings to buyers.

If your dream is all about winning an ‪#oscar‬, a ‪‎grammy‬, an ‪#emmy‬, or another award, give up and quit now! Why dream for accolades, awards, recognition or celebrity status? Dream to learn, achieve, grow, sustain and succeed. You will be a happier person in life over trying to define your success or your dream by what others think of you.

We must not be deluded into making concessions, whether on Kashmir or any other issue, in the naive expectation that these would end the hostility of the ISI and its cohorts. We must understand that Pakistan’s fragile sense of self-worth rests on its claim to be superior to India, stronger and more valiant than India, richer and more capable than India. This is why the killers of 26/11 struck the places they did, because their objective was not only to kill and destroy, but also to pull down India’s growth, tarnish its success story and darken its lustre in the world. The more we grow and flourish in the world, the more difficult we make it for the Pakistani military to sustain its myth of superiority or even parity. There are malignant forces in Islamabad who see their future resting upon India’s failure. These are not motives we can easily overcome.

The “secret” to health is eating more fruits and vegetables and whole grains and legumes and dairy, and eating what you enjoy, in small portions, when you are hungry. The best health plan is the sustainable one—the one you will stick to, even when you are stressed, or tired, or too busy to pay a lot of attention to it. You don’t need a pill. You need a plan.

If your actions aren't advancing your goals, stop and ask why.

Success is intoxicating, yet to sustain it requires sobriety.

The old-adage that business is business, don’t take it personal, doesn’t apply to the self-employed. It’s all personal!

Putting a stake in the ground that you’re self-employed is important. It’s the only term that accurately portrays your lifestyle and your business model.

We don’t let go of something until the benefits of what’s ahead are greater than what we’ve been holding on to.

when I am glowing with the enthusiasm of success, there will be none to participate my joy; if I am assailed by disappointment, no one will endeavour to sustain me in dejection.

Business is the most important institution on the planet for furthering human flourishing.

This is a very important study because it shows that when we perceive a reality in which success is likely, that success become a self-fulfilling prophecy.

Though deliberate crafting of strategy does not guarantee success, the absence of a coherent, sustainable strategy is a reliable route to failure.

Despair is paralysis. It robs us of agency. It blinds us to our own power and the power of the earth… Restoration is a powerful antidote to despair. Restoration offers concrete means by which humans can once again enter into positive, creative relationship with the more-than-human world, meeting responsibilities that are simultaneously material and spiritual. ... Restoration is imperative for healing the earth, but reciprocity is imperative for long-lasting, successful restoration. Like other mindful practices, ecological restoration can be viewed as an act of reciprocity in which humans exercise their caregiving responsibility for the ecosystems that sustain them. We restore the land, and the land restores us.

Profits must be judged as moral or immoral by how they are earned and how they are disposed. Without a new barometer, we are left with the old barometer—profit for its own sake, regardless of whether it is sustainable or ultimately ruinous. But over the course of a seven-day weekend when a reservoir of talent is tapped, a calling is found, a true, well-rounded definition of success is established, people may realize they’re working not for the money but literally working for and on themselves. And what a liberating realization that is.

Predictable marketing requires an understanding of the circumstances in which customers buy or use things. Specifically, customers—people and companies—have “jobs” that arise regularly and need to get done. When customers become aware of a job that they need to get done in their lives, they look around for a product or service that they can “hire” to get the job done.

There is proverbially a mystery among most men of new wealth, how they made their first ten thousand; it is the qualities they showed then, before they became bullies, when every man was someone to be placated, when only hope sustained them and they could count on nothing from the world but what could be charmed from it, that make them, if they survive their triumph, successful with women.

Putting these conclusions together, this controlling insight can serve as the One Thing you need to know about happy marriage: Find the most generous explanation for each other’s behavior and believe it.

have no friend, Margaret: when I am glowing with the enthusiasm of success, there will be none to participate my joy; if I am assailed by disappointment, no one will endeavour to sustain me in dejection.

I have no friend, Margaret: when I am glowing with the enthusiasm of success, there will be none to participate my joy; if I am assailed by disappointment, no one will endeavor to sustain me in dejection.

The safest way to be in business today and the way to gain as much control over your business as possible, is to have a business model of multiples where you can reach a multiple of audiences in multiple ways.

Let us fool ourselves no longer. At the very moment Western nations, threw off the ancient regime of absolute government, operating under a once-divine king, they were restoring this same system in a far more effective form in their technology, reintroducing coercions of a military character no less strict in the organization of a factory than in that of the new drilled, uniformed, and regimented army. During the transitional stages of the last two centuries, the ultimate tendency of this system might b e in doubt, for in many areas there were strong democratic reactions; but with the knitting together of a scientific ideology, itself liberated from theological restrictions or humanistic purposes, authoritarian technics found an instrument at hand that h as now given it absolute command of physical energies of cosmic dimensions. The inventors of nuclear bombs, space rockets, and computers are the pyramid builders of our own age: psychologically inflated by a similar myth of unqualified power, boasting through their science of their increasing omnipotence, if not omniscience, moved by obsessions and compulsions no less irrational than those of earlier absolute systems: particularly the notion that the system itself must be expanded, at whatever eventual co st to life. Through mechanization, automation, cybernetic direction, this authoritarian technics has at last successfully overcome its most serious weakness: its original dependence upon resistant, sometimes actively disobedient servomechanisms, still human enough to harbor purposes that do not always coincide with those of the system. Like the earliest form of authoritarian technics, this new technology is marvellously dynamic and productive: its power in every form tends to increase without limits, in quantities that defy assimilation and defeat control, whether we are thinking of the output of scientific knowledge or of industrial assembly lines. To maximize energy, speed, or automation, without reference to the complex conditions that sustain organic life, have become ends in themselves. As with the earliest forms of authoritarian technics, the weight of effort, if one is to judge by national budgets, is toward absolute instruments of destruction, designed for absolutely irrational purposes whose chief by-product would be the mutilation or extermination of the human race. Even Ashurbanipal and Genghis Khan performed their gory operations under normal human limits. The center of authority in this new system is no longer a visible personality, an all-powerful king: even in totalitarian dictatorships the center now lies in the system itself, invisible but omnipresent: all its human components, even the technical and managerial elite, even the sacred priesthood of science, who alone have access to the secret knowledge by means of which total control is now swiftly being effected, are themselves trapped by the very perfection of the organization they have invented. Like the Pharoahs of the Pyramid Age, these servants of the system identify its goods with their own kind of well-being: as with the divine king, their praise of the system is an act of self-worship; and again like the king, they are in the grip of an irrational compulsion to extend their means of control and expand the scope of their authority. In this new systems-centered collective, this Pentagon of power, there is no visible presence who issues commands: unlike job's God, the new deities cannot be confronted, still less defied. Under the pretext of saving labor, the ultimate end of this technics is to displace life, or rather, to transfer the attributes of life to the machine and the mechanical collective, allowing only so much of the organism to remain as may be controlled and manipulated.

In a way, being in the zone is kind of the football equivalent of trusting God. Instead of overthinking everything or trying to take everything on yourself, you turn it over to God and let him carry the weight. You do your part, and then you trust God to do the rest. You get through the hard times by leaning on God to sustain you. That’s the amazing thing about faith: when you’re at your weakest, that’s when God shows his strength.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

It’s been said that our quality of life is created by the quality of our habits. If a person is living a successful life, then that person simply has the habits in place that are creating and sustaining their levels of success.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

First, when you try to restrict calories and exercise more, your body is hardwired to perceive a starvation situation. That makes you tired (so you move less and conserve energy) and hungry (so you eat more), and it slows down your metabolism (so you don’t die!). This “eat less, exercise more” formula is not too successful for most people. It can work for a short time, certainly, but less than 10 percent of people lose weight and keep it off for a year;4 you will almost always rebound and gain back the weight. Second, when you eat carbs and sugar, insulin spikes and your blood sugar drops. The insulin drives most of the available fuel in your bloodstream into fat cells, especially the fat cells around your middle, otherwise known as belly fat. So your body is starved of fuel, and this stimulates your brain5 to make you eat more.6 You could have a year’s worth of stored energy in your fat tissue and yet feel like you are starving. The only thing that can stop this vicious cycle is eating a lot of fat and cutting out the refined carbs and sugar. A high-fat, low-carb diet leads to a faster metabolism and sustained weight loss.

A conquering force sustained the old folks and now centers us. Forming a collective of comeback saints, let us rally behind them and move forward. We’re called to a new awakening and application of what we’ve learned from those who’ve “looked over Jordan.

the breakthrough researcher first discovers the fundamental causal mechanism behind the phenomena of success. This allows those who are looking for “an answer” to get beyond the wings-and-feathers mind-set of copying the attributes of successful companies.

TAKING 100% RESPONSIBILITY PROCESS STEP 1: Identify an issue/complaint about anything going on in your life. State the complaint in “unenlightened” terms. Be dramatic. Ham it up. Blame overtly. STEP 2: Step into 100% responsibility. Physically find a place in the room that represents your internal shift to being 100% responsible for the situation. STEP 3: Gain insight by completing these statements, repeating each of them several times, until you have what feels like a breakthrough: From the past this reminds me of… I keep this issue going by… What I get from keeping this issue going is… The lifelong pattern I’m noticing is… I can demonstrate 100% responsibility concerning this issue by… STEP 4: If during Step 3, you do not experience a shift, go back to Step 1 and repeat the process.

Success is finding purpose in what you do. Success is an expression of passion, the realization of a sustainable business. Success is contributing to the lives of others. And ultimately, I believe that success is generating enough income to fund your ideal lifestyle,

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

Thanks in part to the resulting high score on the evaluation, he gets a longer sentence, locking him away for more years in a prison where he’s surrounded by fellow criminals—which raises the likelihood that he’ll return to prison. He is finally released into the same poor neighborhood, this time with a criminal record, which makes it that much harder to find a job. If he commits another crime, the recidivism model can claim another success. But in fact the model itself contributes to a toxic cycle and helps to sustain it. That’s a signature quality of a WMD.

if you want to set the tone or mood, make sure you get some of the first words in. Think about it, which meeting would you prefer to attend? One that starts with “Let’s get going because we have so much to do today and a lot of fires to put out” or one that starts with “I’m happy to see you all today—it’s great that we have such a strong team working on these exciting new projects”? Same reality but a very different outlook. Then sit back and watch how people’s engagement and motivation improve in response to your power lead. It’s one of the most effective tools in this book.

While small might not be sexy, it is successful and sustainable. When it comes to most life changes that people want to make, big bold moves actually don’t work as well as small stealthy ones. Applying go big or go home to everything you do is a recipe for self-criticism and disappointment.

The problem is that the pressure to disprove a stereotype changes what you are about in a situation. It gives you an additional task. In addition to learning new skills, knowledge, and ways of thinking in a schooling situation, or in addition to trying to perform well in a workplace like the women in the high-tech firms, you are also trying to slay a ghost in the room, the negative stereotype and its allegation about you and your group. You are multitasking, and because the stakes involved are high--survival and success versus failure in an area that is important to you--this multitasking is stressful and distracting. ...And when you realize that this stressful experience is probably a chronic feature of the stetting for you, it can be difficult for you to stay in the setting, to sustain your motivation to succeed there. Disproving a stereotype is a Sisyphean task; something you have to do over and over again as long as your are in the domain where the stereotype applies. Jeff seemed to feel this way about Berkeley, that he couldn't find a place there where he could be seen as belonging. When men drop out of quantitative majors in college, it is usually because they have bad grades. But when women drop out of quantitative majors in college it usually has nothing to do with their grades. The culprit, in their case, is not their quantitative skills but, more likely, the prospect of living a significant portion of their lives in a domain where they may forever have to prove themselves--and with the chronic stress that goes with that. This is not an argument against trying hard, or against choosing the stressful path. There is no development without effort; and there is seldom great achievement, or boundary breaking, without stress. And to the benefit of us all, many people have stood up to these pressures...The focus here, instead, is on what has to be gotten out of he way to make these playing fields mere level. People experiencing stereotype threat are already trying hard. They're identified with their performance. They have motivation. It's the extra ghost slaying that is in their way.

I began to think of success not as a job title, wealth, prestige or social network but as the ability to be myself in the world. To know that, as a woman who had been taught that I needed to serve a man to be complete, I could instead build a life for myself that I loved and that I could sustain that life by myself.

But, once you know that consciousness is the only reality and is the sole creator of your particular world and have burnt this truth into your whole being, then you know that success or failure is entirely in your own hands. Whether or not you are disciplined enough to sustain the required state of consciousness in specific instances has no bearing on the truth of the law itself — that an assumption, if persisted in, will harden into truth. The certainty of the truth of this law must remain despite great disappointment and tragedy — even when you 'see the light of life go out and all the world go on as though it were still okay'.

Feeling Faint Issue: I’m happy losing weight with a low carbohydrate diet, but I’m always tired, get light headed when I stand up, and if I exercise for more than 10 minutes I feel like I’m going to pass out. Response: Congratulations on your weight loss success, and with just a small adjustment to your diet, you can say goodbye to your weakness and fatigue. The solution is salt…a bit more salt to be specific. This may sound like we’re crazy when many experts argue that we should all eat less salt, however these are the same experts who tell us that eating lots of carbohydrates and sugar is OK. But what they don’t tell you is that your body functions very differently when you are keto-adapted. When you restrict carbs for a week or two, your kidneys switch from retaining salt to rapidly excreting it, along with a fair amount of stored water. This salt and water loss explains why many people experience rapid weight loss in the first couple of weeks on a low carbohydrate diet. Ridding your body of this excess salt and water is a good thing, but only up to a point. After that, if you don’t replace some of the ongoing sodium excretion, the associated water loss can compromise your circulation The end result is lightheadedness when you stand up quickly or fatigue if you exercise enough to get ‘warmed up’. Other common side effects of carbohydrate restriction that go away with a pinch of added salt include headache and constipation; and over the long term it also helps the body maintain its muscles. The best solution is to include 1 or 2 cups of bouillon or broth in your daily schedule. This adds only 1-2 grams of sodium to your daily intake, and your ketoadapted metabolism insures that you pass it right on through within a matter of hours (allaying any fears you might have of salt buildup in your system). This rapid clearance also means that on days that you exercise, take one dose of broth or bouillon within the hour before you start.

I knew now that I loved Albertine; but, alas! I had no thought of letting her know it. This was because, since the days of our games in the Champs-Élysées, my conception of love had become different, even if the persons to whom my love was successively assigned remained almost identical. For one thing, the avowal, the declaration of my affection to her whom I loved no longer seemed to me one of the vital and necessary scenes of love, nor love itself an external reality, but simply a subjective pleasure. And as for this pleasure, I felt that Albertine would do everything necessary to sustain it all the more readily if she did not know that I was experiencing it.

The consensus that had sustained our postwar foreign policy had evaporated. The men and women who had sustained our international commitments and achievements were demoralized by what they considered their failure in Vietnam. Too many of our young were in rebellion against the successes of their fathers, attacking what they claimed to be the overextension of our commitments and mocking the values that had animated the achievements. A new isolationism was growing. Whereas in the 1920s we had withdrawn from the world because we thought we were too good for it, the insidious theme of the late 1960s was that we should withdraw from the world because we were too evil for it. Not

As they ate, the others talked and she listened, finding it as interesting as any romance to hear these young women discuss their plans, ambitions, successes, and defeats. It was a new world to her, and they seemed a different race of creatures from the girls whose lives were spent in dress, gossip, pleasure, or ennui. They were girls still, full of spirits, fun, and youth; but below the light-heartedness each cherished a purpose, which seemed to ennoble her womanhood, to give her a certain power, a sustaining satisfaction, a daily stimulus, that led her on to daily effort, and in time to some success in circumstance or character, which was worth all the patience, hope, and labor of her life.

1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

The very first sentence of the September 2002 National Security Strategy (the President's annual laying out to Congress of the country's security objectives) reads, "The great struggles of the twentieth century between liberty and totalitarianism ended with a decisive victory for the forces of freedom and a single sustainable model for national success: freedom, democracy, and free enterprise." The assumptions behind this statement are false on two counts. First, there is no single sustainable model for national success. Second, the American model, which has indeed been successful, is not available to others, because our success depends greatly on our dominant position at the center of the global capitalist system, and we are not willing to yield it.

The value of a company selling a trendy product, such as television shopping, depends on the profitability of the product, the product life cycle, competitive barriers, and the ability of the company to replicate its current success. Investors are often overly optimistic about the sustainability of a trend, the ultimate degree of market penetration, and the size of profit margins.

Experts say that the nervous system needs to be reprogrammed to allow for greater happiness, fulfillment, and relational connectedness. The good news is that the nervous system is highly receptive to new programming. In fact, it is somewhat capable of reprogramming itself if we provide support. To create the space and allow the nervous system to develop this new capacity, we encourage leaders to integrate just after they experience a new high. For example, you close the deal you never thought you’d be able to close; you get the promotion you’ve always wanted; you have a great weekend away with your partner and experience a new level of closeness. At these moments, we suggest leaders integrate by doing things that are grounding, ordinary, mindless, soothing, mundane, and/or repetitive. This could be going for a walk, mowing the lawn, sweeping the floor, washing the car, making a meal, flipping through a favorite hobby magazine, or taking a little longer shower. This allows for the gentle raising of old Upper Limits (the reprogramming of the nervous system), without forcefully blowing past them in a way that actually causes a big crash.

9. We Can Do Better Than Happiness. We live at a time when the search for happiness has taken center stage as never before. Books, TV shows, and websites are constantly offering pointers about how to finally achieve and sustain this elusive and sought-after state of being. If only we were happy, everything would be okay. Imagine a drug that would make you perfectly happy, but remove any interest you might have in doing anything more than simple survival. You would lead a thoroughly boring treadmill of a life, from the outside—but inside you would be blissfully happy, romping through imaginary adventures and always-successful romantic escapades. Would you take the drug? Think of Socrates, Jesus, Gandhi, Nelson Mandela. Or Michelangelo, Beethoven, Virginia Woolf. Is “happy” the first word that comes to mind when you set out to describe them? They may have been—and surely were, from time to time—but it’s not their defining characteristic. The mistake we make in putting emphasis on happiness is to forget that life is a process, defined by activity and motion, and to search instead for the one perfect state of being. There can be no such state, since change is the essence of life.

Closer inspection showed that lichens were more interesting than magical. They are in fact a partnership between fungi and algae. The fungi excrete acids that dissolve the surface of the rock, freeing minerals that the algae convert into food sufficient to sustain both. It is not a very exciting arrangement, but it is a conspicuously successful one. The world has more than twenty thousand species of lichens.

Success is intoxicating, yet to sustain it requires sobriety. We can’t keep learning if we think we already know everything. We cannot buy into myths we make ourselves, or the noise and chatter of the outside world. We must understand that we are a small part of an interconnected universe. On top of all this, we have to build an organization and a system around what we do—one that is about the work and not about us.

I'm like a shark," Janie said. "I need to keep moving or die, which means I need to expand-" she stopped there. Her own father's business was successful mainly because he kept expanding, kept moving onward and upward. The only difference was Dan Westerveld didn't have a spouse who gambled away all available equity in the house and business. But Janie kept that information to herself. Neither her sister nor her parents knew how dire her financial situation was. "What do you mean? And you're kind of struggling as it is." "And that's why I need to expand. I'm just trying to make sure I can sustain my current lifestyle, which is hardly extravagant." "I'll say. I can't believe that beater of a car of yours is still running." "Regular maintenance helps." And prayer, Janie thought. Something she spent a lot of time on these days.

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

The inexperienced reader wants the essentially familiar combined with superficial novelty. Each story must have a slightly new setting or twist or "gimmick," though the fundamental features of the characters and situations remain the same. He evaluates a story not by its truth but by its twists and turns and surprises, by its suspense or its love interest. He wants his stories to be mainly pleasant. Evil, danger, and misery may appear in them, but not in such a way that they need be taken really seriously or are felt to be oppressive or permanent. He wants reading that slips easily and smoothly through his mind, requiring little mental effort. Most of all, he wants something that helps sustain his fantasy life, providing ready-made daydreams in which he overcomes his limitations, thwarts his enemies, and wins success or fame or the girl.

The offerings of Machiavelli (1469–1527), Guicciardini (1483–1540), La Rochefoucauld (1613–80) and La Bruyère (1645–96) give us an indication of the manoeuvres that workers may, aside from their regular advertised roles, have to perform in order to flourish: The need to beware of colleagues: ‘Men are so false, so insidious, so deceitful and cunning in their wiles, so avid in their own interest, and so oblivious to others’ interests, that you cannot go wrong if you believe little and trust less.’ GUICCIARDINI ‘We must live with our enemies as if they might one day become our friends, and live with our friends as if they might some time or other become our enemies’. LA BRUYÈRE The need to lie and exaggerate: ‘The world more often rewards signs of merit than merit itself.’ LA ROCHEFOUCAULD ‘If you are involved in important affairs, you must always hide failures and exaggerate successes. It is swindling but since your fate more often depends upon the opinion of others rather than on facts, it is a good idea to create the impression that things are going well.’ GUICCIARDINI ‘You are an honest man, and do not make it your business either to please or displease the favourites. You are merely attached to your master and to your duty. You are finished.’ LA BRUYÈRE The need to threaten: ‘It is much safer to be feared than loved. Love is sustained by a bond of gratitude which, because men are excessively self-interested, is broken whenever they see a chance to benefit themselves. But fear is sustained by a dread of punishment that is always effective.’ MACHIAVELLI ‘Since the majority of men are either not very good or not very wise, one must rely more on severity than on kindness.’ GUICCIARDINI

In the first case it emerges that the evidence that might refute a theory can often be unearthed only with the help of an incompatible alternative: the advice (which goes back to Newton and which is still popular today) to use alternatives only when refutations have already discredited the orthodox theory puts the cart before the horse. Also, some of the most important formal properties of a theory are found by contrast, and not by analysis. A scientist who wishes to maximize the empirical content of the views he holds and who wants to understand them as clearly as he possibly can must therefore introduce other views; that is, he must adopt a pluralistic methodology. He must compare ideas with other ideas rather than with 'experience' and he must try to improve rather than discard the views that have failed in the competition. Proceeding in this way he will retain the theories of man and cosmos that are found in Genesis, or in the Pimander, he will elaborate them and use them to measure the success of evolution and other 'modern' views. He may then discover that the theory of evolution is not as good as is generally assumed and that it must be supplemented, or entirely replaced, by an improved version of Genesis. Knowledge so conceived is not a series of self-consistent theories that converges towards an ideal view; it is not a gradual approach to truth. It is rather an ever increasing ocean of mutually incompatible alternatives, each single theory, each fairy-tale, each myth that is part of the collection forcing the others in greater articulation and all of them contributing, via this process of competition, to the development of our consciousness. Nothing is ever settled, no view can ever be omitted from a comprehensive account. Plutarch or Diogenes Laertius, and not Dirac or von Neumann, are the models for presenting a knowledge of this kind in which the history of a science becomes an inseparable part of the science itself - it is essential for its further development as well as for giving content to the theories it contains at any particular moment. Experts and laymen, professionals and dilettani, truth-freaks and liars - they all are invited to participate in the contest and to make their contribution to the enrichment of our culture. The task of the scientist, however, is no longer 'to search for the truth', or 'to praise god', or 'to synthesize observations', or 'to improve predictions'. These are but side effects of an activity to which his attention is now mainly directed and which is 'to make the weaker case the stronger' as the sophists said, and thereby to sustain the motion of the whole.

That might have led to an Easter-Island–like catastrophe. Instead, over the course of the next two centuries Japan gradually achieved a stable population and much more nearly sustainable resource consumption rates. The shift was led from the top by successive shoguns, who invoked Confucian principles to promulgate an official ideology that encouraged limiting consumption and accumulating reserve supplies in order to protect the country against disaster.

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

Every successful artist starts before they’re ready. They show up to the studio even when they feel uninspired. They send that marketing email even when they don’t feel motivated. The inspiration comes from creating the art. The motivation comes from doing the work. The confidence comes from riding the wild horse of fear even when your brain tells you it’s a bad idea. The reason you don’t feel ready is because readiness isn’t a feeling. You’re feeling scared, unmotivated, or uninspired, but the story your brain tells you is that you’re “just not ready yet.

I consider therapy successful when the family members (or individual clients) have discovered ways to get what they need from their relationships with the people in their lives, so that their relationship with me is no longer necessary to sustain them. Like a chemical catalyst that facilitates a reaction between two other substances, the therapeutic relationship catalyzes the transformation of relationships in the lives of clients. But the real healing takes place not in the therapeutic relationship but in the client's relationships with significant others.

Becoming a draftsman takes years of focused application and self-discipline. It is tempting to reduce the mastery of drawing to the completion of a few exercises. However, drawing would not have challenged and fascinated the many brilliant minds found in art history if it could have been mastered so easily. Unfortunately, there are no shortcuts to greatness; becoming a master artist takes a lifetime of sustained effort, study, and focus. The atelier curriculum points the way to the goal of mastery, but it is the diligent personal application of these principles over time that determines success.

I don't know why we live—the gift of life comes to us from I don't know what source or for what purpose; but I believe we can go on living for the reason that (always of course up to a certain point) life is the most valuable thing we know anything about and it is therefore presumptively a great mistake to surrender it while there is any yet left in the cup. In other words consciousness is an illimitable power, and though at times it may seem to be all consciousness of misery, yet in the way it propagates itself from wave to wave, so that we never cease to feel, though at moments we appear to, try to, pray to, there is something that holds one in one's place, makes it a standpoint in the universe which it is probably good not to forsake. You are right in your consciousness that we are all echoes and reverberations of the same, and you are noble when your interest and pity as to everything that surrounds you, appears to have a sustaining and harmonizing power. Only don't, I beseech you, generalize too much in these sympathies and tendernesses—remember that every life is a special problem which is not yours but another's, and content yourself with the terrible algebra of your own. Don't melt too much into the universe, but be as solid and dense and fixed as you can. We all live together, and those of us who love and know, live so most. We help each other—even unconsciously, each in our own effort, we lighten the effort of others, we contribute to the sum of success, make it possible for others to live. Sorrow comes in great waves—no one can know that better than you—but it rolls over us, and though it may almost smother us it leaves us on the spot and we know that if it is strong we are stronger, inasmuch as it passes and we remain. It wears us, uses us, but we wear it and use it in return; and it is blind, whereas we after a manner see …

I’m not sure what they’ll do, now that they’ve gone native. At the end of the war, I released them on neutral. It would have been cruel otherwise. A mute bird would have faced too many challenges. They not only survived but mated successfully with the mockingbirds. So now we have a whole new species.” Dr. Kay pointed up at a mockingjay in the foliage. “Mockingjays, the locals call them.” “And what can they do?” asked Coriolanus. “Not sure. I’ve been watching them for the last few days. They’ve no ability to mimic speech. But they have a better, more sustained ability to repeat music than their mothers,” she said. “Sing something.

The larger and more complex a company becomes, the more important it is for senior managers to train employees at every level, acting autonomously, to make prioritization decisions that are consistent with the strategic direction and the business model of the company. That is why successful senior executives spend so much time articulating clear, consistent values that are broadly understood throughout the organization. Over time, a company’s values must evolve to conform to its cost structure or its income statement, because if the company is to survive, employees must prioritize those things that help the company to make money in the way that it is structured to make money.

What the most advanced researchers and theoreticians in all of science now comprehend is that the Newtonian concept of a universe driven by mass force is out of touch with reality, for it fails to account for both observable phenomena and theoretical conundrums that can be explained only by quantum physics: A quantum view explains the success of small efforts quite differently. Acting locally allows us to be inside the movement and flow of the system, participating in all those complex events occurring simultaneously. We are more likely to be sensitive to the dynamics of this system, and thus more effective. However, changes in small places also affect the global system, not through incrementalism, but because every small system participates in an unbroken wholeness. Activities in one part of the whole create effects that appear in distant places. Because of these unseen connections, there is potential value in working anywhere in the system. We never know how our small activities will affect others through the invisible fabric of our connectedness. In what Wheatley calls “this exquisitely connected world,” the real engine of change is never “critical mass”; dramatic and systemic change always begins with “critical connections.”14 So by now the crux of our preliminary needs should be apparent. We must open our hearts to new beacons of Hope. We must expand our minds to new modes of thought. We must equip our hands with new methods of organizing. And we must build on all of the humanity-stretching movements of the past half century: the Montgomery Bus Boycott; the civil rights movement; the Free Speech movement; the anti–Vietnam War movement; the Asian American, Native American, and Chicano movements; the women’s movement; the gay and lesbian movement; the disability rights/pride movement; and the ecological and environmental justice movements. We must find ourselves amid the fifty million people who as activists or as supporters have engaged in the many-sided struggles to create the new democratic and life-affirming values that are needed to civilize U.S. society.

I used to think optimists were naive and pessimists were smart. Pessimism seemed like an essential feature of a scientist: the basis of science is to challenge every result, to pick theories apart to see which one stands up. I thought cynicism was one of its founding principals. Maybe there is some truth in that. But science is inherently optimistic too. How else would we describe the willingness to try experiments over and over, often with slim odds of success? Scientific progress can be frustratingly slow: the best minds can dedicate their entire lives to a single question and come away with nothing. They do so with the hope that a breakthrough is around the corner. The odds drop to zero if they give up.

Your career is likely to bear more resemblance to that of a writer than that of an athlete or painter. You should look ahead to your forties as the time when you will be at your peak of creativity, technical proficiency, and energy, and also have enough phronesis to realize your potential. The more your field depends on good judgment that comes only from experience, the longer you can expect to sustain a high level of performance into your fifties and sixties. To put it another way: Even if you wait as late as thirty to start accumulating the fifty thousand chunks of expertise, you will still have completed that apprenticeship when you approach the peak of your other powers in your forties. So push out your time horizon and don’t get frustrated if what you hoped would be a meteoric rise proves to be more measured. You’re not failing; you’re getting better at your craft and can reasonably aspire to master it one day. In the meantime, consult Wikipedia to check on the lives of those who became conspicuously successful at a young age. Ted Sorenson? After JFK was assassinated, he had a financially successful career as an attorney and remained a participant in politics, but, like sports heroes, rock stars, and pure mathematicians, he had to turn forty knowing that his most exciting professional years were behind him. How sad. And how happy you should be that you aren’t going to be a famous presidential aide at thirty-two.

Some of these arrangements involve an exhibitionist Narcissist and a partner who is “in the closet.” The closet Narcissist is an unassuming type who has her feelers out for someone she can idealize. She needs to put the love object on a pedestal in order to hold herself together, because if her partner is wonderful and she can have him, then all the insecurities inside her will go away. In the Narcissist-closet Narcissist couple, it is actually the latter who is in control, feeding the grandiosity of the love object in order to inflate herself via osmosis. These relationships can be quite successful, as long as the idealizations and illusions can be sustained. But when unpleasant reality intrudes, love implodes.

Sebastian nodded his way. “This is Hadrian … er, Hadrian…” He snapped his fingers and looked for help. “Blackwater.” He extended his hand and shook with each. “And where do you hail from, Hadrian?” Eugene asked. “Nowhere really.” “A man with no home?” Samuel’s voice was nasal and a bit suspicious. Hadrian imagined him the type of man to count money handed him by a priest. “What do you mean?” Eugene asked. “He came off the boat from Calis. We talked about it just last night.” “Don’t be a fool, Eugene,” Sebastian said. “Do you think Calians have sandy hair and blue eyes? Calians are swarthy brutes and clever beyond measure. Never trust one, any of you.” “What were you doing in Calis, then?” Eugene’s tone was inquisitorial and spiteful, as if Hadrian had been the one to declare him foolish. “Working.” “Making his fortune, I suspect,” Sebastian said, motioning toward Hadrian. “The man wears a heavy purse. You should be half as successful, Eugene.” “All Calian copper dins, I’ll wager.” Eugene sustained his bitter tone. “If not, he’d have a fine wool robe like us.” “He wears a fine steel sword, two of them in fact. So you might consider your words more carefully,” Sebastian said. “Three,” Samuel added. “He keeps another in his cabin. A big one.” “There you have it, Eugene. The man spends all his coin on steel, but by all means go right on insulting him. I’m certain Samuel and I can manage just fine without you.

The color is yet another variant in another dimension of variation, that of its relations with the surroundings: this red is what it is only by connecting up from its place with other reds about it, with which it forms a constellation, or with other colors it dominates or that dominate it, that it attracts or that attracts it, that it repels or that repel it. In short, it is a certain node in the woof of the simultaneous and the successive. It is a concretion of visibility, it is not an atom. The red dress a fortiori holds with all its fibers onto the fabric of the visible, and thereby onto a fabric of invisible being. A punctuation in the field of red things, which includes the tiles of roof tops, the flags of gatekeepers and of the Revolution, certain terrains near Aix or in Madagascar, it is also a punctuation in the field of red garments, which includes, along with the dresses of women, robes of professors, bishops, and advocate generals, and also in the field of adornments and that of uniforms. And its red literally is not the same as it appears in one constellation or in the other, as the pure essence of the Revolution of 1917 precipitates in it, or that of the eternal feminine, or that of the public prosecutor, or that of the gypsies dressed like hussars who reigned twenty-five years ago over an inn on the Champs-Elysées. A certain red is also a fossil drawn up from the depths of imaginary worlds. If we took all these participations into account, we would recognize that a naked color, and in general a visible, is not a chunk of absolutely hard, indivisible being, offered all naked to a vision which could be only total or null, but is rather a sort of straits between exterior horizons and interior horizons ever gaping open, something that comes to touch lightly and makes diverse regions of the colored or visible world resound at the distances, a certain differentiation, an ephemeral modulation of this world—less a color or a thing, therefore, than a difference between things and colors, a momentary crystallization of colored being or of visibility. Between the alleged colors and visibles, we would find anew the tissue that lines them, sustains them, nourishes them, and which for its part is not a thing, but a possibility, a latency, and a flesh of things.

In explaining the way that trivial, if diverting, pursuits like Guitar Hero provide an easy alternative to meaningful work, Horning draws on the writing of political theorist Jon Elster. In his 1986 book An Introduction to Karl Marx, Elster used a simple example to illustrate the psychic difference between the hard work of developing talent and the easy work of consuming stuff: Compare playing the piano with eating lamb chops. The first time one practices the piano it is difficult, even painfully so. By contrast, most people enjoy lamb chops the first time they eat them. Over time, however, these patterns are reversed. Playing the piano becomes increasingly more rewarding, whereas the taste for lamb chops becomes satiated and jaded with repeated, frequent consumption. Elster then made a broader point: Activities of self-realization are subject to increasing marginal utility: They become more enjoyable the more one has already engaged in them. Exactly the opposite is true of consumption. To derive sustained pleasure from consumption, diversity is essential. Diversity, on the other hand, is an obstacle to successful self-realization, as it prevents one from getting into the later and more rewarding stages. “Consumerism,” comments Horning, “keeps us well supplied with stuff and seems to enrich our identities by allowing us to become familiar with a wide range of phenomena—a process that the internet has accelerated immeasurably. . . . But this comes at the expense with developing any sense of mastery of anything, eroding over time the sense that mastery is possible, or worth pursuing.” Distraction is the permanent end state of the perfected consumer, not least because distraction is a state that is eminently programmable. To buy a guitar is to open possibilities. To buy Guitar Hero is to close them. A

In living things, nature springs an ontological surprise in which the world-accident of terrestrial conditions brings to light an entirely new possibility of being: systems of matter that are unities of a manifold, not in virtue of a synthesizing perception whose object they happen to be, nor by the mere concurrence of the forces that bind their parts together, but in virtue of themselves, for the sake of themselves, and continually sustained by themselves. Here wholeness is self-integrating in active performance, and form for once is the cause rather than the result of the material collections in which it successively subsists. Unity here is self-unifying, by means of changing multiplicity. Sameness, while it last, (and it does not last inertially, in the manner of static identity or of on-moving continuity), is perpetual self-renewal through process, borne on the shift of otherness. This active self-integration of life alone gives substance to the term “individual”: it alone yields the ontological concept of an individual as against a merely phenomenological one. The ontological individual, its very existence at any moment, its duration and its identity in duration is, then, essentially its own function, its own concern, its own continuous achievement. In this process of self-sustained being, the relation of the organism to its own concern, its own continuous achievement. In this process of self-sustained being, the relation of the organism to its material substance is of a double nature: the materials are essential to its specifically, accidental individually; it coincides with their actual collection at the instant, but is not bound to any one collection in the succession of instants, “riding” their change like the crest of a wave and bound only to their form of collection which endures as its own feat. Dependent on their availability as materials, its is independent of their sameness as these; its own, functional identity, passingly incorporating theirs, is of a different order. In a word, the organic form stands in a dialectical relation of needful freedom to matter.

Letter II To Mrs. Saville, England. Archangel, 28th March, 17—. How slowly the time passes here, encompassed as I am by frost and snow! Yet a second step is taken towards my enterprise. I have hired a vessel and am occupied in collecting my sailors; those whom I have already engaged appear to be men on whom I can depend and are certainly possessed of dauntless courage. But I have one want which I have never yet been able to satisfy, and the absence of the object of which I now feel as a most severe evil, I have no friend, Margaret: when I am glowing with the enthusiasm of success, there will be none to participate my joy; if I am assailed by disappointment, no one will endeavour to sustain me in dejection. I shall commit my thoughts to paper, it is true; but that is a poor medium for the communication of feeling. I desire the company of a man who could sympathise with me, whose eyes would reply to mine. You may deem me romantic, my dear sister, but I bitterly feel the want of a friend. I have no one near me, gentle yet courageous, possessed of a cultivated as well as of a capacious mind, whose tastes are like my own, to approve or amend my plans. How would such a friend repair the faults of your poor brother! I am too ardent in execution and too impatient of difficulties. But it is a still greater evil to me that I am self-educated: for the first fourteen years of my life I ran wild on a common and read nothing but our Uncle Thomas' books of voyages. At that age I became acquainted with the celebrated poets of our own country; but it was only when it had ceased to be in my power to derive its most important benefits from such a conviction that I perceived the necessity of becoming acquainted with more languages than that of my native country. Now I am twenty-eight and am in reality more illiterate than many schoolboys of fifteen. It is true that I have thought more and that my daydreams are more extended and magnificent, but they want (as the painters call it) keeping; and I greatly need a friend who would have sense enough not to despise me as romantic, and affection enough for me to endeavour to regulate my mind.

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.

The study of error is not only in the highest degree prophylactic, but it serves as a stimulating introduction to the study of truth. As our minds become more deeply aware of their own subjectivism, we find a zest in objective method that is not otherwise there. We see vividly, as normally we should not, the enormous mischief and casual cruelty of our prejudices. And the destruction of a prejudice, though painful at first, because of its connection with our self-respect, gives an immense relief and a fine pride when it is successfully done. There is a radical enlargement of the range of attention. As the current categories dissolve, a hard, simple version of the world breaks up. The scene turns vivid and full. There follows an emotional incentive to hearty appreciation of scientific method, which otherwise it is not easy to arouse, and is impossible to sustain. Prejudices are so much easier and more interesting. For if you teach them at first as victories over the superstitions of the mind, and the exhilaration of the chase and of the conquest may carry the pupil over that hard transition from his self-bound experience to the phase where his curiosity has matured, and his reason has acquired passion.

True law necessarily is rooted in ethical assumptions or norms; and those ethical principles are derived, in the beginning at least, from religious convictions. When the religious understanding, from which a concept of law arose in a culture, has been discarded or denied, the laws may endure for some time, through what sociologists call "cultural lag"; but in the long run, the laws also will be discarded or denied. With this hard truth in mind, I venture to suggest that the corpus of English and American laws--for the two arise for the most part from a common root of belief and experience--cannot endure forever unless it is animated by the spirit that moved it in the beginning: that is, by religion, and specifically by the Christian people. Certain moral postulates of Christian teaching have been taken for granted, in the past, as the ground of justice. When courts of law ignore those postulates, we grope in judicial darkness. . . . We suffer from a strong movement to exclude such religious beliefs from the operation of courts of law, and to discriminate against those unenlightened who cling fondly to the superstitions of the childhood of the race. Many moral beliefs, however, though sustained by religious convictions, may not be readily susceptible of "scientific" demonstration. After all, our abhorrence of murder, rape, and other crimes may be traced back to the Decalogue and other religious injunctions. If it can be shown that our opposition to such offenses is rooted in religion, then are restraints upon murder and rape unconstitutional? We arrive at such absurdities if we attempt to erect a wall of separation between the operation of the laws and those Christian moral convictions that move most Americans. If we are to try to sustain some connection between Christian teaching and the laws of this land of ours, we must understand the character of that link. We must claim neither too much nor too little for the influence of Christian belief upon our structure of law. . . . I am suggesting that Christian faith and reason have been underestimated in an age bestridden, successively, by the vulgarized notions of the rationalists, the Darwinians, and the Freudians. Yet I am not contending that the laws ever have been the Christian word made flesh nor that they can ever be. . . . What Christianity (or any other religion) confers is not a code of positive laws, but instead some general understanding of justice, the human condition being what it is. . . . In short, judges cannot well be metaphysicians--not in the execution of their duties upon the bench, at any rate, even though the majority upon the Supreme Court of this land, and judges in inferior courts, seem often to have mistaken themselves for original moral philosophers during the past quarter century. The law that judges mete out is the product of statute, convention, and precedent. Yet behind statute, convention, and precedent may be discerned, if mistily, the forms of Christian doctrines, by which statute and convention and precedent are much influenced--or once were so influenced. And the more judges ignore Christian assumptions about human nature and justice, the more they are thrown back upon their private resources as abstract metaphysicians--and the more the laws of the land fall into confusion and inconsistency. Prophets and theologians and ministers and priests are not legislators, ordinarily; yet their pronouncements may be incorporated, if sometimes almost unrecognizably, in statute and convention and precedent. The Christian doctrine of natural law cannot be made to do duty for "the law of the land"; were this tried, positive justice would be delayed to the end of time. Nevertheless, if the Christian doctrine of natural law is cast aside utterly by magistrates, flouted and mocked, then positive law becomes patternless and arbitrary.

The accelerated pace of technological innovation in modern times, however, was by no means the sole result of the new awareness of invention. At least as important was the fact that, at some point during the Industrial Revolution, progress became sustained. A transition took place from a situation in which inventions were for the most part not only exceptional but accidental and unexpected, to one in which technological change—and the anticipation of technological change—became the normal state of affairs. Applied to the military sphere, this meant that war itself became an exercise in managing the future, and the most successful commanders were not those most experienced in the ways of the past but, on the contrary, those who realized that the past would not be repeated. In addition to becoming sustained, technological progress also became deliberate and therefore, up to a point, predictable. No longer regarding new devices as the gift of the gods or, increasingly, even as the near-miraculous brain-child of individual inventors, society began developing technology in directions which for one reason or another appealed to it. Often vast human and economic resources were expended to obtain some desired result, and the time was to come when it seemed that a goal only had to be formulated in order to be achieved.

There are hundreds of examples of highly functioning commons around the world today. Some have been around for centuries, others have risen in response to economic and environmental crises, and still others have been inspired by the distributive bias of digital networks. From the seed-sharing commons of India to the Potato Park of Peru, indigenous populations have been maintaining their lands and managing biodiversity through a highly articulated set of rules about sharing and preservation. From informal rationing of parking spaces in Boston to Richard Stallman’s General Public License (GPL) for software, new commons are serving to reinstate the value of land and labor, as well as the ability of people to manage them better than markets can. In the 1990s, Elinor Ostrom, the American political scientist most responsible for reviving serious thought about commoning, studied what specifically makes a commons successful. She concluded that a commons must have an evolving set of rules about access and usage and that it must have a way of punishing transgressions. It must also respect the particular character of the resource being managed and the people who have worked with that resource the longest. Managing a fixed supply of minerals is different from managing a replenishing supply of timber. Finally, size and place matter. It’s easier for a town to manage its water supply than for the planet to establish water-sharing rules.78 In short, a commons must be bound by people, place, and rules. Contrary to prevailing wisdom, it’s not an anything-goes race to the bottom. It is simply a recognition of boundaries and limits. It’s pooled, multifaceted investment in pursuit of sustainable production. It is also an affront to the limitless expansion sought by pure capital. If anything, the notion of a commons’ becoming “enclosed” by privatization is a misnomer: privatizing a commons breaks the boundaries that protected its land and labor from pure market forces. For instance, the open-source seed-sharing networks of India promote biodiversity and fertilizer-free practices among farmers who can’t afford Western pesticides.79 They have sustained themselves over many generations by developing and adhering to a complex set of rules about how seed species are preserved, as well as how to mix crops on soil to recycle its nutrients over centuries of growing. Today, they are in battle with corporations claiming patents on these heirloom seeds and indigenous plants. So it’s not the seed commons that have been enclosed by the market at all; rather, the many-generations-old boundaries have been penetrated and dissolved by disingenuously argued free-market principles.

The nudge movement spawned by Thaler and Sunstein has been spectacularly successful around the globe. A 2017 review in the Economist described how policy makers were beginning to embrace insights from behavioral science: In 2009 Barack Obama appointed Mr Sunstein as head of the White House’s Office of Information and Regulatory Affairs. The following year Mr Thaler advised Britain’s government when it established BIT, which quickly became known as the “nudge unit”. If BIT did not save the government at least ten times its running cost (£500,000 a year), it was to be shut down after two years. Not only did BIT stay open, saving about 20 times its running cost, but it marked the start of a global trend. Now many governments are turning to nudges to save money and do better. In 2014 the White House opened the Social and Behavioural Sciences Team. A report that year by Mark Whitehead of Aberystwyth University counted 51 countries in which “centrally directed policy initiatives” were influenced by behavioural sciences. Nonprofit organisations such as Ideas42, set up in 2008 at Harvard University, help run dozens of nudge-style trials and programmes around the world. In 2015 the World Bank set up a group that is now applying behavioural sciences in 52 poor countries. The UN is turning to nudging to help hit the “sustainable development goals”, a list of targets it has set for 2030.32

The attachment voids experienced by immigrant children are profound. The hardworking parents are focused on supporting their families economically and, unfamiliar with the language and customs of their new society, they are not able to orient their children with authority or confidence. Peers are often the only people available for such children to latch on to. Thrust into a peer-oriented culture, immigrant families may quickly disintegrate. The gulf between child and parent can widen to the point that becomes unbridgeable. Parents of these children lose their dignity, their power, and their lead. Peers ultimately replace parents and gangs increasingly replace families. Again, immigration or the necessary relocation of people displaced by war or economic misery is not the problem. Transplanted to peer-driven North American society, traditional cultures succumb. We fail our immigrants because of our own societal failure to preserve the child-parent relationship. In some parts of the country one still sees families, often from Asia, join together in multigenerational groups for outings. Parents, grandparents, and even frail great-grandparents mingle, laugh, and socialize with their children and their children's offspring. Sadly, one sees this only among relatively recent immigrants. As youth become incorporated into North American society, their connections with their elders fade. They distance themselves from their families. Their icons become the artificially created and hypersexualized figures mass-marketed by Hollywood and the U.S. music industry. They rapidly become alienated from the cultures that have sustained their ancestors for generation after generation. As we observe the rapid dissolution of immigrant families under the influence of the peer-oriented society, we witness, as if on fast-forward video, the cultural meltdown we ourselves have suffered in the past half century. It would be encouraging to believe that other parts of the world will successfully resist the trend toward peer orientation. The opposite is likely to be the case as the global economy exerts its corrosive influences on traditional cultures on other continents. Problems of teenage alienation are now widely encountered in countries that have most closely followed upon the American model — Britain, Australia, and Japan. We may predict similar patterns elsewhere to result from economic changes and massive population shifts. For example, stress-related disorders are proliferating among Russian children. According to a report in the New York Times, since the collapse of the Soviet Union a little over a decade ago, nearly a third of Russia's estimated 143 million people — about 45 million — have changed residences. Peer orientation threatens to become one of the least welcome of all American cultural exports.

It is through the Holocaust that they sustain their connection to world Jewry, especially to privileged, secure American Jewry, with its exploitable guilt over being unimperiled and successful. Without the connection to world Jewry, where is their historical claim to the land? Nowhere! If they were to lose their custodianship of the Holocaust, if the mythology of the dispersion were to be exposed as a sham—what then? What happens when American Jews shed their guilt and come to their senses? What happens when American Jews realize that these people, with their incredible arrogance, have taken on a mission and a meaning that is utterly preposterous, that is pure mythology? What happens when they come to realize that they have been sold a bill of goods and that, far from being superior to Diaspora Jewry, these Zionists are inferior by every measure of civilization? What happens when American Jews discover that they have been duped, that they have constructed an allegiance to Israel on the basis of irrational guilt, of vengeful fantasies, above all, above all, based on the most naive delusions about the moral identity of this state? Because this state has no moral identity. It has forfeited its moral identity, if it ever had any to begin with. By relentlessly institutionalizing the Holocaust it has even forfeited its claim to the Holocaust! The state of Israel has drawn the last of its moral credit out of the bank of the dead six million—this is what they have done by breaking the hands of Arab children on the orders of their illustrious minister of defense. Even

Statistically, the probability of any one of us being here is so small that you'd think the mere fact of existing would keep us all in a contented dazzlement of surprise. We are alive against the stupendous odds of genetics, infinitely outnumbered by all the alternates who might, except for luck, be in our places. Even more astounding is our statistical improbability in physical terms. The normal, predictable state of matter throughout the universe is randomness, a relaxed sort of equilibrium, with atoms and their particles scattered around in an amorphous muddle. We, in brilliant contrast, are completely organized structures, squirming with information at every covalent bond. We make our living by catching electrons at the moment of their excitement by solar photons, swiping the energy released at the instant of each jump and storing it up in intricate loops fro ourselves. We violate probability, by our nature. To be able to do this systematically, and in such wild varieties of form, from viruses to whales, is extremely unlikely; to have sustained the effort successfully for the several billion years of our existence, without drifting back into randomness, was nearly a mathematical impossibility. Add to this the biological improbability that makes each member of our own species unique. Everyone is one in 3 billion at the moment, which describes the odds. Each of us is a self-contained, free-standing individual, labeled by specific protein configurations at the surfaces of cells, identifiable by whorls of fingertip skin, maybe even by special medleys of fragrance. You'd think we'd never stop dancing.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.