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.

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

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

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.

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.

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

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.

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

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.

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.

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.

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

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.

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.

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

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.

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.

...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.

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.

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.

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

Necessity remains the mother of invention.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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

Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This

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.

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.

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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 …

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.