Tackle The Week Quotes

We are now ready to tackle Dickens. We are now ready to embrace Dickens. We are now ready to bask in Dickens. In our dealings with Jane Austen we had to make a certain effort to join the ladies in the drawing room. In the case of Dickens we remain at table with our tawny port. With Dickens we expand. It seems to me that Jane Austen's fiction had been a charming re-arrangement of old-fashioned values. In the case of Dickens, the values are new. Modern authors still get drunk on his vintage. Here, there is no problem of approach as with Austen, no courtship, no dallying. We just surrender ourselves to Dickens' voice--that is all. If it were possible I would like to devote fifty minutes of every class meeting to mute meditation, concentration, and admiration of Dickens. However my job is to direct and rationalize those meditations, that admiration. All we have to do when reading Bleak House is to relax and let our spines take over. Although we read with our minds, the seat of artistic delight is between the shoulder-blades. That little shiver behind is quite certainly the highest form of emotion that humanity has attained when evolving pure art and pure science. Let us worship the spine and its tingle. Let us be proud of being vertebrates, for we are vertebrates tipped at the head with a divine flame. The brain only continues the spine, the wick really runs through the whole length of the candle. If we are not capable of enjoying that shiver, if we cannot enjoy literature, then let us give up the whole thing and concentrate on our comics, our videos, our books-of-the-week. But I think Dickens will prove stronger.

Bar a weekly wrestle with the "Pink 'Un" and an occasional dip into the form book I'm not much of a lad for reading, and my sufferings as I tackled The Woman (curse her!) Who Braved All were pretty fearful.

He used to love Mondays. There was nothing quite like tackling the week and showing it who was boss before the sun had a chance to reach the horizon.

You going to the game tonight?" I was about to answer,but another voice rang out from just behind me. "She'd better," Jack said as he wrapped an arm around my waist and pulled me back against him. I could smell the fresh leather on his letterman jacket as I crunched against it. "Why is that?" I asked,smiling and instantly warm in his arms.I still couldn't get over the fact that Jack Caputo and I were...together. It was hard to think the word. We had been friends for so long.To be honest, he had been friends with me and I had been secretly pining for him since...well, since forever. But now he was here. It was my waist he held. It didn't seem real. "I can't carry the team to victory without you," he said. "You're my rabbit's foot." I craned my neck around to look at him. "I've always dreamed of some guy saying that to me." He pressed his lips to the base of my neck, and heat rushed to my cheeks. "I love making you turn red," he whispered. "It doesn't take much. We're in the middle of the hallway." "You want to know what else I love?" His tone was playful. "No," I said, but he wasn't listening. He took his fingers and lightly railed them up my spine,to the back of my neck.Instant goose bumps sprang up all over my body,and I shuddered. "That." I could feel his smile against my ear. Jack was always smiling.It was what made him so likable. By this time,Jules had snaked her way through the throng of students. "Hello, Jack.I was in the middle of a conversation with Becks.Do you mind?" she said with a smirk. Right then a bunch of Jack's teammates rounded the corner at the end of the hallway,stampeding toward us. "Uh-oh," I said. Jack pushed me safely aside just before they tackled him, and Jules and I watched as what seemed like the entire football team heaped on top of their starting quarterback. "Dating Jack Caputo just might kill you one day." Jules laughed. "You sure it's worth it?" I didn't answer,but I was sure. In the weeks following my mother's death, I had spent nearly every morning sitting at her grave.Whispering to her, telling her about my day, like I used to each morning before she died. Jack came with me to the cemetary most days. He'd bring a book and read under a tree several headstones away,waiting quietly, as if what I was doing was totally normal. We hadn't even been together then. It had been only five months since my mom died. Five months since a drunk driver hit her during her evening jog. Five months since the one person who knew all my dreams disappeared forever. Jack was the reason I was still standing. Yeah,I was sure he was worth it.The only thing I wasn't sure about was why he was with me.

Any strategy for limiting your work in progress will help here (here), but perhaps the simplest is to keep two to-do lists, one “open” and one “closed.” The open list is for everything that’s on your plate and will doubtless be nightmarishly long. Fortunately, it’s not your job to tackle it: instead, feed tasks from the open list to the closed one—that is, a list with a fixed number of entries, ten at most. The rule is that you can’t add a new task until one’s completed. (You may also require a third list, for tasks that are “on hold” until someone else gets back to you.)

The key is to take a larger project or goal and break it down into smaller problems to be solved, constraining the scope of work to solving a key problem, and then another key problem. This strategy, of breaking a project down into discrete, relatively small problems to be resolved, is what Bing Gordon, a cofounder and the former chief creative officer of the video game company Electronic Arts, calls smallifying. Now a partner at the venture capital firm Kleiner Perkins, Gordon has deep experience leading and working with software development teams. He’s also currently on the board of directors of Amazon and Zynga. At Electronic Arts, Gordon found that when software teams worked on longer-term projects, they were inefficient and took unnecessary paths. However, when job tasks were broken down into particular problems to be solved, which were manageable and could be tackled within one or two weeks, developers were more creative and effective.

Well", he drawled."You do know what they say about guitarrists. I think nimbleness beats ball grabbing and body tackling any day of the week." And then he flexed his long, slender fingers, and the implications sent my brain into overdrive.

We are committed to involving as many people as possible, as young as possible, as soon as possible. Sometimes too young and too soon! But we intentionally err on the side of too fast rather than too slow. We don’t wait until people feel “prepared” or “fully equipped.” Seriously, when is anyone ever completely prepared for ministry? Ministry makes people’s faith bigger. If you want to increase someone’s confidence in God, put him in a ministry position before he feels fully equipped. The messages your environments communicate have the potential to trump your primary message. If you don’t see a mess, if you aren’t bothered by clutter, you need to make sure there is someone around you who does see it and is bothered by it. An uncomfortable or distracting setting can derail ministry before it begins. The sermon begins in the parking lot. Assign responsibility, not tasks. At the end of the day, it’s application that makes all the difference. Truth isn’t helpful if no one understands or remembers it. If you want a church full of biblically educated believers, just teach what the Bible says. If you want to make a difference in your community and possibly the world, give people handles, next steps, and specific applications. Challenge them to do something. As we’ve all seen, it’s not safe to assume that people automatically know what to do with what they’ve been taught. They need specific direction. This is hard. This requires an extra step in preparation. But this is how you grow people. Your current template is perfectly designed to produce the results you are currently getting. We must remove every possible obstacle from the path of the disinterested, suspicious, here-against-my-will, would-rather-be-somewhere-else, unchurched guests. The parking lot, hallways, auditorium, and stage must be obstacle-free zones. As a preacher, it’s my responsibility to offend people with the gospel. That’s one reason we work so hard not to offend them in the parking lot, the hallway, at check-in, or in the early portions of our service. We want people to come back the following week for another round of offending! Present the gospel in uncompromising terms, preach hard against sin, and tackle the most emotionally charged topics in culture, while providing an environment where unchurched people feel comfortable. The approach a church chooses trumps its purpose every time. Nothing says hypocrite faster than Christians expecting non-Christians to behave like Christians when half the Christians don’t act like it half the time. When you give non-Christians an out, they respond by leaning in. Especially if you invite them rather than expect them. There’s a big difference between being expected to do something and being invited to try something. There is an inexorable link between an organization’s vision and its appetite for improvement. Vision exposes what has yet to be accomplished. In this way, vision has the power to create a healthy sense of organizational discontent. A leader who continually keeps the vision out in front of his or her staff creates a thirst for improvement. Vision-centric churches expect change. Change is a means to an end. Change is critical to making what could and should be a reality. Write your vision in ink; everything else should be penciled in. Plans change. Vision remains the same. It is natural to assume that what worked in the past will always work. But, of course, that way of thinking is lethal. And the longer it goes unchallenged, the more difficult it is to identify and eradicate. Every innovation has an expiration date. The primary reason churches cling to outdated models and programs is that they lack leadership.

Okay, let’s see. Jake Tucker, ex-Marine, PTSD survivor, single—surprising right? I’m a sucker for hot blondes who puke all over me after I pull them from burning vehicles. I also like long walks on the beach where I tackle unsuspecting women to the ground to save them from rogue fireworks, and I singlehandedly took out a cut-throat razor last week with my stealth moves.

You’re not healed,” she warned Fitz. “You’re going to need another week of recovery for that. And you’ll need to drink a vile tea every morning.” “Did you say ‘vile’?” Della asked. “Oh yeah—it’s nasty stuff. But so is getting impaled by a giant bug.” She set a jar on the table filled with seven spiky red flowers. “Steep one hollowthistle into a cup of boiling water and make him down the whole thing in one gulp. Try not to throw it up,” she told Fitz. “And no getting out of this bed except for essential things.” “So, like, a few rounds of tackle bramble?” Keefe asked. “Very funny,” Physic said. “But seriously—no. Fitz will look worse before he gets better. Just know that’s part of the process. I promise he’ll be his old self by the seventh cup.” “Can’t I just down all seven cups right now?” Fitz asked. “Not unless you want your insides to liquefy.” “Am I the only one who thinks that would be kind of cool?” Keefe asked, earning another laugh from Physic.

Shirogane: "This is a brand-new show called 'Naze? Naze? Neeze!' " I'm Shirogane, the teacher of course.♥" " We're covering Arithmethic!" "Here we have Akira-kun and Kengo-kun, who will tackle the questions with us!" Kengo: "Hello there!" ^_^ Akira: "I'm a high school student, by the way!" "Why do I have to do arithmethic?!" Shirogane: "And here's my assistant, kokuchi!" Kokuchi: "HISS!" Akira: "HEY! I don't get why a kokuchi is here...Besides, does it even remotely understand our language." Shirogane:"Here's the first question" "Akira-kun, what's three times four?" Akira: "Twelve..." Shirogane: "CORRECT!!!" "Wonderful Akira-kun! Fantastic Job!" "You're so smart. Can I call you genius from now on?" Akira: "Only if you want a pencil shoved in your eye!" "Stop making fun of me right now!" Shirogane: "Let's move on to the next question.♥ (Shirogane spinning) Akira: "Why are you so hyper today?" "You're acting like a different person!" Shirogane: "Kengo-kun what is 23 minus 15?" Kengo: "Twe--" Shirogane: "WRONG." " If you can't solve a simple problem like this, you don't even deserve to be considered human. You'd be better off dead. SO JUST DIE." Kengo: "I made a small mistake! No need to walk all over me like that!!" Shirogane: "Let me explain this problem so that stupid Kengo-kun can understand." Kengo: "I...I am not stupid!" Shirogane: "First, you have 23 kokuchi..." "...You take 15 from the 23..." "...AND KILL THEM" (Shirogane killing the Kokuchi) Kengo: "OMG, Akira! Can you stop him?!" Akira: "Well...Why should I? I don't really care...I'm tired." Kengo: "AKIRA!!" (Shirogane covered in Kokuchi blood) Shirogane: Now then! How many kokuchi do we have left now, Kengo-kun." (Kokuchi shivers) Kengo: "SO GROSS! EI--EIGHT! THE ANSWER IS EIGHT!" Shirogane: "Yes you are correct! Well, the dumb boy finally understood the problem, and it's time for us to say goodbye!" "Take care and see you next week!" (Akira sleeping) Kengo: Not likely..." Shirogane: "GOODBYE!

I’ve learned that for hoarders, every cleanup is a grieving process. We are asking them to say goodbye to items that are heavy with memories - some wonderful, some painful. But all are important and deserve respect. A hoarder finds safety in the hoard, in the stacks and piles, and he or she will grieve over the loss of those items when they are gone. The week after the house cleaning is usually the worst. Instead of being happy and enjoying the new space, hoarders go through a difficult process. They miss their possessions, which were their closest friends for years.

What does it cost to lose these weeks, that light, the very nights in the year preferred over all others? Can you evade the dying of the brightness? Or do you evade only its warning? Where are you left if you miss the message the blue nights bring? 'Have you ever had a moment where everything in your life just stopped?' This was the way that this question was raised by Kris Jenkins, a three-hundred-and-sixty-pound Jets defensive tackle, after he tore, six plays into his tenth NFL season, both his meniscus and his anterior cruciate ligament. 'So fast, but in slow motion? Like all your senses shut down? Like you're watching yourself?

A man phones home from his office and says to his wife, “I have the chance to go fishing for a week. It’s the opportunity of a lifetime. I have to leave right away. Pack my clothes, my fishing equipment, and especially my blue silk pajamas. I’ll be home in an hour to pick them up.” The man rushes home to grab everything. He hugs his wife, apologizes for the short notice, and then hurries off. A week later, the man returns and his wife asks, “Did you have a good trip, dear?” The man replies, “Yep, the fishing was great...but you forgot to pack my blue silk pajamas.” His wife smiles and says, “Oh, no I didn’t...I put them in your tackle box!

Sir Lewis Finch was not only a brilliant inventor, but he’s become a royal advisor. He was said to have the ear of the Prince Regent himself, when he chose to bend it. The right word from this man could have Bram back with his regiment next week. And idiot that he was, Bram had announced his arrival in the neighborhood by tackling the man’s daughter in the road, rending her frock, and kissing her without leave. As strategic campaigns went, this one would not be medal-worthy. Fortunately, Sir Lewis seemed not to have noticed his daughter’s bedraggled state on their arrival. But Bram had best conclude this interview before Miss Finch returned and had a chance to relate the tale.

What's the trouble?" I said, knowing well what that trouble was. "I've a notion in my head that would make the most splendid story that was ever written. Do let me write it out here. It's such a notion!" There was no resisting the appeal. I set him a table; he hardly thanked me, but plunged into the work at once. For half an hour the pen scratched without stopping. Then Charlie sighed and tugged his hair. The scratching grew slower, there were more erasures, and at last ceased. The finest story in the world would not come forth. "It looks such awful rot now," he said, mournfully. "And yet it seemed so good when I was thinking about it. What's wrong?" I could not dishearten him by saying the truth. So I answered: "Perhaps you don't feel in the mood for writing." "Yes I do--except when I look at this stuff. Ugh!" "Read me what you've done," I said. "He read, and it was wondrous bad, and he paused at all the specially turgid sentences, expecting a little approval; for he was proud of those sentences, as I knew he would be. "It needs compression," I suggested, cautiously. "I hate cutting my things down. I don't think you could alter a word here without spoiling the sense. It reads better aloud than when I was writing it." "Charlie, you're suffering from an alarming disease afflicting a numerous class. Put the thing by, and tackle it again in a week." "I want to do it at once. What do you think of it?" "How can I judge from a half-written tale? Tell me the story as it lies in your head." Charlie told, and in the telling there was everything that his ignorance had so carefully prevented from escaping into the written word. I looked at him, and wondering whether it were possible that he did not know the originality, the power of the notion that had come in his way? It was distinctly a Notion among notions. Men had been puffed up with pride by notions not a tithe as excellent and practicable. But Charlie babbled on serenely, interrupting the current of pure fancy with samples of horrible sentences that he purposed to use. I heard him out to the end. It would be folly to allow his idea to remain in his own inept hands, when I could do so much with it. Not all that could be done indeed; but, oh so much!

He clipped the male again, this time in the shoulder, sending Einar flying backward. He was vaguely aware of Cyn racing to Leilani. He could hear her calling out his own name, but he tuned everything out, including her. Con couldn’t go to her yet. The threat needed to be eliminated. A red haze had descended across his vision as he body-slammed Einar, who was attempting to stand. That male wasn’t walking out of here. He knew he wasn’t acting rational, that the threat could be put down easier than this, but he couldn’t stop the rage that had overtaken him. Einar pumped a fist against Con’s ribcage as they tumbled to the ground. He barely felt it as he slammed a left hook across the male’s jaw. Didn’t feel anything as he jabbed him in the gut, the ribs, the face. Over and over. He felt a bloodlust overtake him as he pounded at Einar’s face. This male had wanted to hurt Leilani, to take her from Con. Strong arms wrapped around Con, tackling him to the ground and rolling him off his target. “Con!” Cyn held him tight, his eyes wild as he kept him pinned down. “It’s done. You’re scaring her.” Those words snapped him out of the dark fog of savagery that had overtaken him. Leilani stood a few feet away, her eyes wide as she stared at him. Fuck, he had scared her. “I’m fine,” he rasped to his brother. Cyn paused before loosening his grip. When he did, Con stood, terrified he’d screwed things up for good. He didn’t glance at Einar, who he was certain was dead. He’d never lost control like that, had never even come close. It pierced him that Leilani had seen him kill someone, that he literally had blood on his hands in front of her now. “Leilani—” She jumped at him, throwing her arms around his neck on a sob. “You came for me.” Unable to do anything about the blood, he wrapped his arms around her and held tight. Of course he’d come for her. There was nowhere she could go that he wouldn’t follow. That realization slammed into him as if someone had actually struck him. They’d known each other less than two weeks but she’d changed his world without even trying. He would give up his role of leader for her. The thought should have terrified him, but it didn’t. He buried his face against her neck, inhaled her sweet, arilod scent. “I’m not letting you go after the moon cycle.” She sniffled, her fingers gripping his shoulders tight. “Good because I’m not going anywhere,” she said as she pulled back. Her eyes were bright with tears as she looked at him. “I would move to the mainland for you.” She blinked once in surprise before her lips pulled up into a smile. “No. This is your home— my home now.” No, he realized, she was his home, but he simply nodded and crushed his mouth to hers.

In combat, focus comes pretty easily because the battle is right in front of your face. You have no choice but to focus. But sometimes, in day-to-day life, you can lose track of the long-term goal. It fades from your vision. It slips from your mind. Wrong. I want that long-term goal to be so embedded in my mind, that I never lose sight of it. Ever. The little tasks and projects and short-term goals that you tackle need to lead toward strategic victory – winning the long war. But we want results now. We want the shortcut to the winner’s podium. We need the instant gratification. And when we don’t get the short-term glory, sometimes we lose sight of those long-term goals. They fade. We lose focus. So we stop the daily tasks and disciplines that allow us to achieve those goals. And a day slips by. Then another day. And a day turns into a week and a week into a year. And you look up in six weeks or six months or six years … And you’ve made no progress. Maybe you even went backwards. You lost sight of the long-term goal. And it faded. It faded from memory and the passion dried up and you began to rationalize: Maybe I can’t. Maybe I don’t really want to. Maybe this goal isn’t for me. And so you give up. You let it go. And you settle for a status quo. For the easy road. No. Don’t do that. Embed that long-term goal in your mind. Burn it into your soul. Think about it, write about it, talk about it. Hang it up on your wall. But most important: Do something about it. Every single day. So I trained. And I prepared. And I did everything I could to be ready for that day. When I became a leader I took pains to prepare my men in the same way: brutally and without mercy so we could fight brutally and without mercy. And then that day came. We met the enemy on the battlefield. We fought, and we won.

For most people moving is a tiring experience. When on the verge of moving out to a new home or into a new office, it's only natural to focus on your new place and forget about the one you’re leaving. Actually, the last thing you would even think about is embarking on a heavy duty move out clean. However, you can be certain that agents, landlords and all the potential renters or buyers of your old home will most definitely notice if it's being cleaned, therefore getting the place cleaned up is something that you need to consider. The process of cleaning will basically depend to things; how dirty your property and the size of the home. If you leave the property in good condition, you'll have a higher the chance of getting back your bond deposit or if you're selling, attracting a potential buyer. Below are the steps you need to consider before moving out. You should start with cleaning. Remove all screws and nails from the walls and the ceilings, fill up all holes and dust all ledges. Large holes should be patched and the entire wall checked the major marks. Remove all the cobwebs from the walls and ceilings, taking care to wash or vacuum the vents. They can get quite dusty. Clean all doors and door knobs, wipe down all the switches, electrical outlets, vacuum/wipe down the drapes, clean the blinds and remove all the light covers from light fixtures and clean them thoroughly as they may contain dead insects. Also, replace all the burnt out light bulbs and empty all cupboards when you clean them. Clean all windows, window sills and tracks. Vacuum all carpets or get them professionally cleaned which quite often is stipulated in the rental agreement. After you've finished the general cleaning, you can now embark on the more specific areas. When cleaning the bathroom, wash off the soap scum and remove mould (if any) from the bathroom tiles. This can be done by pre-spraying the tile grout with bleach and letting it sit for at least half an hour. Clean all the inside drawers and vanity units thoroughly. Clean the toilet/sink, vanity unit and replace anything that you've damaged. Wash all shower curtains and shower doors plus all other enclosures. Polish the mirrors and make sure the exhaust fan is free of dust. You can generally vacuum these quite easily. Finally, clean the bathroom floors by vacuuming and mopping. In the kitchen, clean all the cabinets and liners and wash the cupboards inside out. Clean the counter-tops and shine the facet and sink. If the fridge is staying give it a good clean. You can do this by removing all shelves and wash them individually. Thoroughly degrease the oven inside and out. It's best to use and oven cleaner from your supermarket, just take care to use gloves and a mask as they can be quite toxic. Clean the kitchen floor well by giving it a good vacuum and mop . Sometimes the kitchen floor may need to be degreased. Dust the bedrooms and living room, vacuum throughout then mop. If you have a garage give it a good sweep. Also cut the grass, pull out all weeds and remove all items that may be lying or hanging around. Remember to put your garbage bins out for collection even if collection is a week away as in our experience the bins will be full to the brim from all the rubbish during the moving process. If this all looks too hard then you can always hire a bond cleaner to tackle the job for you or if you're on a tight budget you can download an end of lease cleaning checklist or have one sent to you from your local agent. Just make sure you give yourself at least a day or to take on the job. Its best not to rush through the job, just make sure everything is cleaned thoroughly, so it passes the inspection in order for you to get your bond back in full.

On quitting Bretton, which I did a few weeks after Paulina’s departure—little thinking then I was never again to visit it; never more to tread its calm old streets—I betook myself home, having been absent six months. It will be conjectured that I was of course glad to return to the bosom of my kindred. Well! the amiable conjecture does no harm, and may therefore be safely left uncontradicted. Far from saying nay, indeed, I will permit the reader to picture me, for the next eight years, as a bark slumbering through halcyon weather, in a harbour still as glass—the steersman stretched on the little deck, his face up to heaven, his eyes closed: buried, if you will, in a long prayer. A great many women and girls are supposed to pass their lives something in that fashion; why not I with the rest? Picture me then idle, basking, plump, and happy, stretched on a cushioned deck, warmed with constant sunshine, rocked by breezes indolently soft. However, it cannot be concealed that, in that case, I must somehow have fallen overboard, or that there must have been wreck at last. I too well remember a time—a long time—of cold, of danger, of contention. To this hour, when I have the nightmare, it repeats the rush and saltness of briny waves in my throat, and their icy pressure on my lungs. I even know there was a storm, and that not of one hour nor one day. For many days and nights neither sun nor stars appeared; we cast with our own hands the tackling out of the ship; a heavy tempest lay on us; all hope that we should be saved was taken away. In fine, the ship was lost, the crew perished. As far as I recollect, I complained to no one about these troubles. Indeed, to whom could I complain? Of Mrs. Bretton I had long lost sight. Impediments, raised by others, had, years ago, come in the way of our intercourse, and cut it off. Besides, time had brought changes for her, too: the handsome property of which she was left guardian for her son, and which had been chiefly invested in some joint-stock undertaking, had melted, it was said, to a fraction of its original amount. Graham, I learned from incidental rumours, had adopted a profession; both he and his mother were gone from Bretton, and were understood to be now in London. Thus, there remained no possibility of dependence on others; to myself alone could I look. I know not that I was of a self-reliant or active nature; but self-reliance and exertion were forced upon me by circumstances, as they are upon thousands besides; and when Miss Marchmont, a maiden lady of our neighbourhood, sent for me, I obeyed her behest, in the hope that she might assign me some task I could undertake.

Thomas (his middle name) is a fifth-grader at the highly competitive P.S. 334, the Anderson School on West 84th in New York City. Slim as they get, Thomas recently had his long sandy-blond hair cut short to look like the new James Bond (he took a photo of Daniel Craig to the barber). Unlike Bond, he prefers a uniform of cargo pants and a T-shirt emblazoned with a photo of one of his heroes: Frank Zappa. Thomas hangs out with five friends from the Anderson School. They are “the smart kids.” Thomas is one of them, and he likes belonging. Since Thomas could walk, he has constantly heard that he’s smart. Not just from his parents but from any adult who has come in contact with this precocious child. When he applied to Anderson for kindergarten, his intelligence was statistically confirmed. The school is reserved for the top 1 percent of all applicants, and an IQ test is required. Thomas didn’t just score in the top 1 percent. He scored in the top 1 percent of the top 1 percent. But as Thomas has progressed through school, this self-awareness that he’s smart hasn’t always translated into fearless confidence when attacking his schoolwork. In fact, Thomas’s father noticed just the opposite. “Thomas didn’t want to try things he wouldn’t be successful at,” his father says. “Some things came very quickly to him, but when they didn’t, he gave up almost immediately, concluding, ‘I’m not good at this.’ ” With no more than a glance, Thomas was dividing the world into two—things he was naturally good at and things he wasn’t. For instance, in the early grades, Thomas wasn’t very good at spelling, so he simply demurred from spelling out loud. When Thomas took his first look at fractions, he balked. The biggest hurdle came in third grade. He was supposed to learn cursive penmanship, but he wouldn’t even try for weeks. By then, his teacher was demanding homework be completed in cursive. Rather than play catch-up on his penmanship, Thomas refused outright. Thomas’s father tried to reason with him. “Look, just because you’re smart doesn’t mean you don’t have to put out some effort.” (Eventually, Thomas mastered cursive, but not without a lot of cajoling from his father.) Why does this child, who is measurably at the very top of the charts, lack confidence about his ability to tackle routine school challenges? Thomas is not alone. For a few decades, it’s been noted that a large percentage of all gifted students (those who score in the top 10 percent on aptitude tests) severely underestimate their own abilities. Those afflicted with this lack of perceived competence adopt lower standards for success and expect less of themselves. They underrate the importance of effort, and they overrate how much help they need from a parent.

character of each person involved in the government accounts departments. Checks-and-balance of each day, week, month, quarter and year should be verified of each accountant and office.   || 2-7-30,31

Tubby had taken a little time off. He had picked up some money from the Sandy Shandell case, and his current clients had no pressing problems that couldn’t be solved later, so he decided to treat himself. First he talked Raisin Partlow into driving down to Florida for a couple of weeks. Tubby rented a Lincoln Town Car with a built-in CD player, stuffed the trunk full of fishing tackle and firearms, and put an Igloo full of beer, bourbon, and orange juice in the backseat. They were on their way on the afternoon of a sunny day.

Shopping for the essentials of the Eat Clean diet can be tricky. For some people, just the thought of replacing all their “unclean” food scares them. This overwhelming reaction is normal and is typical among those who are still on the adjustment phase of the program. If you find yourself in this stage, you don’t have to fret. Here are some tips to help you get at ease with the process: Take Your Time You don’t have to rush. Take your time in examining each item in your pantry. Bear in mind that it is not necessary to eliminate all the bad foods. You can just eliminate the worst items first, and then gradually get rid of the others in the next few days or weeks. Once you have already discarded some of the worst food items, you may start making your grocery list. Prepare Your Grocery List Preparing your grocery list is the start of this Clean Eating journey. Allow yourself to make necessary adjustments, especially if you personally feel that it is a major transition and you want to tackle it step by step. It’s okay to miss an item or two. The important thing here is to stick to the basic principle of the program. Below are some of the essential items that you should consider when going shopping for this Eat Clean diet: Grains and Protein ·Brown rice ·Millet ·Black beans ·Pinto beans ·Lentils ·Chickpeas ·Raw almonds ·Raw cashews ·Sunflower seeds ·Walnuts ·Almond butter ·Cannellini beans ·Flax seed Vegetables/Herbs ·Kale ·Lettuces ·Onions ·Garlic ·Cilantro ·Parsley ·Tomatoes ·Broccoli ·Potatoes ·Fennel Condiments/Flavoring ·Extra virgin olive oil ·Coconut oil ·Sesame oil ·Black pepper ·Pink Himalayan salt ·Hot sauce ·Turmeric ·Cayenne ·Gomasio ·Cinnamon ·Red pepper flakes ·Maple syrup ·Tamari ·Stevia ·Dijon mustard ·Apple cider vinegar ·Red wine vinegar Fruits ·Lemons ·Avocado ·Apples ·Bananas ·Melon ·Grapes ·Berries Snacks ·Raw chocolate ·Coconut ice cream ·Tortilla chips ·Popcorn ·Pretzels ·Dairy-free cheese shreds ·Frozen fruits for smoothies ·Bagged frozen veggies ·Organic canned soups Beverages ·Coconut water ·Herbal teas ·Almond or hemp milk Pick the Fresh Ones You will know if the fruit or vegetable is fresh through its appearance and texture.

The “chemical imbalance” theory of depression, for example, also known as the catecholamine, monoamine, or serotonin deficiency hypothesis, was based on the chemical action of the first generation of antidepressants, which were discovered serendipitously and found to act on monoamine pathways to increase monoamine concentrations (López‐Muñoz & Alamo, 2009). We now know that the “chemical imbalance” hypothesis of depression is false. First, the fact that drugs that increase monoamine concentrations also reduce depressive symptoms (O'Donnell, 2011) is not strong evidence that depression is caused by a deficiency of monoamines. Aspirin reduces headache symptoms but headaches are not caused by an aspirin deficiency. Second, antidepressant drugs increase monoamine concentrations almost immediately (within minutes), but their antidepressant effects only appear after a few weeks (Frazer & Benmansour, 2002; Harmer, Goodwin, & Cowen, 2009). Third, other drugs, such as cocaine, increase monoamines (Kalsner & Nickerson, 1969; Kuhar, Ritz, & Boja, 1991) but are not effective antidepressants. Fourth, some antidepressant drugs, such as tianeptine, decrease monoamines (Baune & Renger, 2014; McEwen et al., 2010). Fifth, depletion of monoamines does not induce depression in non‐depressed individuals (Ruhé, Mason, & Schene, 2007). In summary, although monoamines might play some role in depression, there is no evidence that depression is caused by a simple imbalance of serotonin, norepinephrine, or any other neurotransmitter or biochemical (Kendler, 2008; Lacasse & Leo, 2015, and references therein).

You have to accept that there will always be too much to do; that you can’t avoid tough choices or make the world run at your preferred speed; that no experience, least of all close relationships with other human beings, can ever be guaranteed in advance to turn out painlessly and well—and that from a cosmic viewpoint, when it’s all over, it won’t have counted for very much anyway. And in exchange for accepting all that? You get to actually be here. You get to have some real purchase on life. You get to spend your finite time focused on a few things that matter to you, in themselves, right now, in this moment. Maybe it’s worth spelling out that none of this is an argument against long-term endeavors like marriage or parenting, building organizations or reforming political systems, and certainly not against tackling the climate crisis; these are among the things that matter most. But it’s an argument that even those things can only ever matter now, in each moment of the work involved, whether or not they’ve yet reached what the rest of the world defines as fruition. Because now is all you ever get.

America has a great philanthropic tradition. Since Warren Buffett and Bill and Belinda Gates created the Giving Pledge, hundreds of the world's wealthiest individuals have pledged to donate at least half of their wealth to charitable causes, adding up to hundreds of billions of dollars. And that's just the tip of the iceberg. Annual charitable donations from all Americans reached 410 billion dollars in 2017 - and that doesn't count the time and energy Americans volunteered to countless causes tackling a wide array of social challenges. But as substantial and heartwarming as philanthropy is, it's a pittance compared with federal and state government spending. Together they spent nearly the same amount - roughly $405 billion - every 4 weeks during the 2017 fiscal year. Philanthropy is no substitute for effective government.

The cognitive scientist Douglas Hofstadter is famous, among other reasons, for coining “Hofstadter’s law,” which states that any task you’re planning to tackle will always take longer than you expect,

What are your impressions of America and Americans from your last three weeks? During my presentation [to the AAEC], I tackled some topics that criticize Americans and I know there is a difference between the American people and the foreign policy, but what really frustrates me is the carelessness of Americans. They really don’t, you know, care about others outside the country. They don’t know what’s going on in the other parts of the world. They do not care about their countrymen who die on a daily basis in Iraq and Afghanistan. They didn’t learn from Vietnam. (2011 Interview with Cartoon Movement)

to step away from your life to just be for a period of time, whether that is for a weekend, a week, a month or a year, is always beneficial, because it’s about stepping outside of the fire. When you’re in it you have no idea of the scale of it, or how to tackle it – but by removing yourself you get a different perspective.

I kept thinking how grateful I felt to have been part of this magnificent team. For five months we had been one unit, all specialists and all tackling the same problem together. The staff at the pediatric ICU and the consultants in the children's center reacted spectacularly. They rallied behind us and spent countless hours without charge, working to make this operation successful. As pessimistic as I was about the eventual outcome of the surgery, I still felt a glow of pride in being able to work side by side with the best men and women in the medical field. And the end of the surgery wasn't the end of our teamwork. The postoperative care was as spectacular as the surgery. Everything in the weeks following the surgery confirmed again our togetherness. It seemed as if everyone from ward clerks to orderlies to nurses had become personally involved in this historic event. We were a team--a wonderful, marvelous team.

The Official Soviet Weightlifting Textbook Girevoy Sport Competition Training Guidelines (Falameyev, 1986) Train three times a week on non-consecutive days, preferably at the same time of the day. In the beginning limit your sessions to 30 min and your load to 3 sets per exercise in two arm exercises and 3 sets per arm in one arm drills. Select a weight that enables you to do 5-16 repetitions in a given exercise. Perform your exercises through the full range of motion. Breathe deep and smooth without excessive straining and breath holding. Rest for 2 min between sets. Calmly walk around. Train the one arm snatches, presses, and C&Js in 3-5 sets. Complete all the sets for the weaker arm first. Once a week work both arms back to back without setting the kettlebell down on the platform. Perform 2-3 such competition style sets. Do extra snatches with the weaker arm. Pay a lot of attention to the development of your wrist strength. Before tackling the competition-level, two arm/two kettlebell C&Js, master one arm/one KB C&Js, with a special emphasis on the weaker arm. Train the two arm/two kettlebell C&J in 6-8 sets. Include two different kettlebell exercises in a training session and follow them up with 2-3 barbell exercises. As the competition approaches, the number of barbell exercises in a session is decreased, so is their volume.

But there are some to-do list essentials that we should all know if we want to help our brains navigate the day, based on the science of working memory, motivation, and goal pursuit. I don’t always see people applying these brain-friendly essentials, so here’s a checklist for you to consider: Write it down as soon as it comes to mind. Never waste your brain’s precious working memory by trying to hold your tasks or ideas in your head. Use your intelligence for getting things done, rather than trying to remember what you need to do. That means having a process for capturing to-dos as soon as they occur to you, even if you then end up transferring them to a master list. Only keep today’s tasks in view. You might have a grand list of tasks you’d like to complete in the coming weeks or months. But once you’ve decided what you really need and want to get done today, work off that list, and hide the rest. As long as your longer-term items are visible, they’ll use up a little of your brain’s processing capacity—and may even depress you a little if your long list is very long. Make it satisfying to check off. If you’re online, give yourself a box to check, and a ping or a swoosh to hear. If you’re working on paper, give yourself the satisfaction of a big bold line through everything you’ve done. The more rewarding it feels to track your progress, the more your brain will tend to spur you toward getting things done. Be realistic about what you can do in a day. Progress feels good to your brain’s reward system; failure doesn’t. Do you have five things you’d like to tackle today, but know you probably only have time for three? It’s better to feel great about nailing three tasks. If you succeed and find you’ve got more time, you’ll be flushed with motivation to seek out one or two more tasks. Include mind-body maintenance. Put exercise, rest, and other physical health goals on your list alongside your other tasks. If you take a moment to put “take a walk” on the list, you’re way more likely to build it into your day rather than let it be crowded out by other demands—just as defining goals for anything makes it more likely you’ll get it done.

Figure it out. Work through it. You’ll find your answer. What’s my plan? I don’t have one, except to do what I do every day. Keep moving forward. “Get through today? Get through practice, and our games this week, and then I’m going to get through HockeyFest. Probably spend a little extra time on the lake. It’s kind of my happy place.” She nods. “One day at a time, one game at a time. I like that plan. My happy place has always been the weight room. I figure, if I can tackle that, I can tackle anything. You want to know my personal motto? ‘I can do hard things.’ I’ve proven that I can get through a challenge, so I can do it again. I’d say the same for you.

You could do this for any task you’ve been putting off, such as cleaning your closet. The deadlines might be: Week 1, open the door and stare at the mess. Week 2, tackle anything that’s on a hanger. Week 3, throw out anything that predates the Reagan administration. Week 4, find out if Goodwill accepts skeletons. Week 5—well, you get the picture.

One of the top questions I get from managers is: “How can I carve out time to focus on long-term work when there’s so much to do right now to keep the trains running?” In the framing of this question, there is an assumption that popping your head up to plan for the months or years ahead comes at the expense of successful near-term execution. It doesn’t have to be this way. One of my colleagues runs her team with a strategy that is similar to that of an investor’s. Just as no financial advisor would recommend putting all your money into one kind of asset, neither should you tackle projects with one kind of time horizon. My colleague makes sure that a third of her team works on projects that can be completed on the order of weeks, another third works on medium-term projects that may take months, and finally, the last third works on innovative, early-stage ideas whose impact won’t be known for years. By taking this portfolio approach, her team balances making constant improvements to their core features while casting an eye toward the horizon. Over the past decade, they’ve shown that this strategy works: her team has an amazing track record of identifying new opportunities and scaling them to huge businesses over the course of three years.

Quitting all addictions 2. Cultivating a good-quality sleep habit 3. Following sound nutritional habits 4. Performing 3 to 5 hours of moderate exercise per week 5. And most importantly, nurturing peace, happiness and contentment in your life. The often-ignored MORGEN trial from Holland demonstrated an 83% reduction in cardiovascular disease in people who follow these principles

She tries to dribble past him, but—" Todd leaped onto the blanket and dived for Elizabeth, tackling her to the ground. "He bumps her to the floor! It's a foul for Wilkins! Free shot for the beautiful forward." Todd smothered her face in tiny kisses. "Your shot, Liz," Todd whispered. Elizabeth fended him off, but she couldn't help laughing. "Todd, sometimes you can be so idiotic." "That's just because I'm so happy," Todd said, picking up his plate and taking a bite of salad. "Last week I was a wrecked man. My girlfriend was leaving me, and I was out for the season. Now I've got the two most important things in the world back again: basketball and my girlfriend." Elizabeth feigned hurt. "You mean I'm only as important as basketball?" Todd paused, pretending to be deep in thought. "Hmm, which is more important?" "Todd, that's not funny," Elizabeth said, picking up her champagne flute and taking a sip of apple cider. Todd nodded solemnly. "You're right, basketball is obviously more important." Elizabeth whacked him in the arm, sending his fork flying out of his hand. Todd put his plate down and his expression turned serious. "Liz, you know you're the most important thing in the world to me." He turned and looked at her, his coffee-colored eyes warm with love. Elizabeth's stomach fluttered at the intensity of his gaze. "Liz, it's so nice to have you back again," Todd said in a husky voice, taking the glass out of her hand and setting it down. "For good." He took her in his arms and kissed her deeply. Elizabeth closed her eyes and returned the embrace with ardor, wrapping her arms around his neck.

Formed in 1978, The Cure are an iconic British goth band whose music tackles sadness, loss, cats, the heartbreaking limits of interpersonal connection, fluctuations in affection over the course of a basic work week and the entirety of the human experience.

ENGINEERING ORGANIZATIONS OFTEN do the equivalent of spring cleaning. Everyone will stop working on new features for a week and fix bugs in the current product. Engineering teams are constantly tracking and evaluating bugs, so that they have a prioritized list to tackle when the so-called “fix-it” week comes around. A bug fix-it week is sort of the opposite of a Hack Week; instead of a chance to work on new and exciting ideas people usually don’t have time to get to, it’s a chance to fix old and annoying problems that have been bothering people for months. It’s like cleaning out the utensil drawer into which you spilled a little honey three months ago but somehow never found the moment to take all the knives and forks out to scrub the bottom of the drawer properly. Fix-it weeks can be deeply satisfying in a totally different way from hack weeks.

10 November You are a purposeful and ambitious person. From early on in life you know what you want to achieve and set your sights high. You have the ability to tackle difficult issues, and with your strong moral and physical courage, you usually succeed. If, however, you fail and get overlooked on your way to the top, your frustration can create health issues. You are adept at regeneration and can transform raw materials into ‘gold’, whether it’s a building, a company, or yourself. You are a pragmatic person but will not compromise your principles. This can lead to others seeing you as being inflexible. Relationships are serious for you, and you marry for love and financial security. Relaxation is vital for your emotional well-being. Your lack of flexibility would be remedied by a freestyle jazz dance form. STRENGTHS Aspiring and resolute WEEKNESSES Obstinate, materialistic MEDITATION A small mind is obstinate. A great mind can lead and be led.

Regarding the importance of injuries and their effect on overall team performance, here’s a great example from the NFL: Tampa Bay’s offensive tackle Tristan Wirfs usually wouldn’t be considered a high-impact player. But when Tampa Bay met the Los Angeles Rams in the 2022 playoffs, Wirfs was injured and, because of the unique set of circumstances involving that game, his absence had a major impact. The Rams, led by all-world defensive tackle Aaron Donald, had a ferocious pass rush, and Tom Brady was not the most mobile of quarterbacks. Wirfs, who we normally graded at 1.3 points or so in the regular season, suddenly became a lot more valuable because of his injury—maybe worth as many as 6 points. Here’s why. With Wirfs out, his backup (normally worth 0.3 points) was also injured, but playing. Therefore, with an injury, he was worth no points. We knew the cumulative totals of that injury, along with Wirfs’s absence, were going to have a significant impact on the Bucs’ performance and the outcome of the game. Add the disappearance of wide receiver Antonio Brown, who had left the team weeks earlier, the loss of wide receiver Chris Godwin, and, therefore, the need for tight end Rob Gronkowski to stay inside to help block the pass rush, and I knew the Bucs were in trouble. I wagered accordingly and won the bet, largely because I knew that an injured offensive line was going to change the dynamics of this game. I would have acted differently in the same scenario if the team had a more mobile quarterback or a stronger running attack. Again, these are the special situations in which you have to understand the value of each player, the quality of the opponent, and the overall impact on the score of the game.

keep two to-do lists, one “open” and one “closed.” The open list is for everything that’s on your plate and will doubtless be nightmarishly long. Fortunately, it’s not your job to tackle it: instead, feed tasks from the open list to the closed one—that is, a list with a fixed number of entries, ten at most. The rule is that you can’t add a new task until one’s completed. (You may also require a third list, for tasks that are “on hold” until someone else gets back to you.)

Deliberately he punished his body, strained his endurance, tested his capacity for strenuousness. He took out deliberately over trails that Indians and old timers warned him against. He tackled cliffs that more than once left him dangling halfway between talus and rim. With his burros he disappeared into the wild canyons and emerged weeks later, hundreds of miles away, with a new pack of sketches and paintings and a whole new section in his journal and a new batch of poems.

starter beginning in his sophomore year and was also one of the team captains as a senior. Anoai was named to the first-team All-Atlantic Coast Conference (ACC) after recording twenty-nine tackles for loss and twelve sacks in 2006. After going undrafted in the 2007 NFL Draft, Anoai was signed by the Minnesota Vikings in May 2007, but was released later that month. The Jacksonville Jaguars signed him in August 2007, only to release Anoa'i less than a week later before the start of the 2007 NFL season. In 2008, Anoai was signed by the Edmonton Eskimos of the Canadian Football

As commander of II Corps, Bradley had an unexpected problem to tackle: the deluge of Italian prisoners. During a single week in Sicily, the number of these prisoners comfortably exceeded the total taken during the whole of the First World War. Many of them were described as being ‘in a mood of fiesta … filling the air with laughter and song’. Some American units were obliged to post signs saying ‘No Prisoners Accepted Here’ or advising those wishing to give themselves up to come back another day.

Take a moment each day to reflect on the positive things around you and let go of what you can't change! Take time each week to focus on what you want to change. Establish a work plan and tackle each obstacle, one at a time. Be patient with yourself and those around you when things are taking longer than expected to complete. Have faith, remain positive, stay humble, and work hard!

Silly girl. That's why you never made it past scouting captain." Another kick. "Too headstrong, too idealistic. A shame, too." He rolled out his shoulders and shook his head regretfully. "You're a hell of a fighter." Loch spat blood and grinned fiercely. "I'm a better thief." And in one tightly clenched fist, she held up the flight charm she'd lifted when she'd tackled him. Her kick swept his legs cleanly, and he bounced hard on the stone, scrabbling frantically, and slid over the edge. This time, he didn't float.

I’ve found a few helpful strategies for addressing difficulties with planning and problem solving: •Mindfulness. In this case, mindfulness isn’t some complex life practice. It’s just a matter of realizing, “Oh, wait, I’m doing that thing again, which means I need to go get the vacuum/sponge/scissors and take care of this little annoyance that will only take a minute to fix and, oh, think how good I’ll feel afterward.” •Routines. In the same way that routines can be helpful for getting everyday tasks done, they can work for problem solving too. For example, if I’m waiting for Sang to get ready to go out, I’ll walk around our home, intentionally looking for little problems to take care of. Inevitably there will be a pile of clean laundry that needs folding or dishes that need to be picked up. This same routine works in the kitchen while waiting for something to boil or in the bathroom while waiting for the shower water to warm up. •Reminder software or apps. There are many apps that will send you an email or phone alert for recurring household tasks. I have one that reminds me to wash the sheets every two weeks, trim the dog’s toenails once a week and clean my car every three months. If there are some problems that occur regularly, try preempting them with scheduled reminders. •Strategic reminders. Like the reminder apps, strategically placing visual reminders around the house can nudge you into acting on common problems. Leaving the vacuum in a high-traffic area not only reminds you to vacuum more often, but it makes it easier to get the job done because the tool you need is handy. •Use chunking. If a problem gets to the point where you recognize that something needs to be done but the size of the task is now overwhelming, try breaking it into smaller parts. For example, instead of “cleaning your bedroom” start with a goal of getting everything off the floor or collecting the dirty laundry and washing it. As you tackle these smaller tasks, it will become more obvious what else is left to be done.

Jack Dorsey, the cofounder of Twitter and founder of Square, has an interesting approach to his weekly routine. He has divided up his week into themes. Monday is for management meetings and “running the company” work. Tuesday is for product development. Wednesday is for marketing, communications, and growth. Thursday is for developers and partnerships. Friday is for the company and its culture.9 This routine helps to provide calmness amid the chaos of a high-growth start-up. It enables him to focus his energy on a single theme each day instead of feeling pulled into everything. He adheres to this routine each week, no exceptions, and over time people learn this about him and can organize meetings and requests around it. TACKLE

The nautical expression that “Rats leave a sinking ship” is an observed truth. Not only will they attempt to save themselves but they will also assist in saving others. In fact studies show that they will be more apt to help their fellow rats if they had experienced a previous dunking themselves. Although detested by human’s rats are in fact very compassionate social animals that crave company. Research has proven that they will help another rat in distress before searching for food even though they may be hungry. Although not proven it has been observed that they have an innate knowledge of impending disaster and if they are seen abandoning ship, it just might be wise to follow. This is born out in Shakespeare's The Tempest, Act I, Scene II where he wrote: “In few, they hurried us aboard a bark, bore us some leagues to the sea; where they prepared a rotten carcass of a boat, not rigged, nor tackle, sail, nor mast; the very rats instinctively had to quit it.” Of course this nautical concept is fortunately not frequently witnessed, however in a metaphorical sense it is now being witnessed politically. The New York Times's Maggie Haberman and Alexander Burns have written articles concerning the tumult behind the scenes in the world of Donald Trump. “In private, Mr. Trump's mood is often sullen and erratic, his associates say. He veers from barking at members of his staff to grumbling about how he was better off following his own instincts…” Many others claim that he is not up to the task and could actually be a danger to our country if not the World. On Twitter, Bill Kristol a conservative and the Editor at large of the Weekly Standard says that the New York Times story suggest suggests prominent members of Trump's team are already beginning their recriminations in anticipation of a Republican defeat in November. Although I usually save my political remarks for my personal Facebook page, the obvious cannot be ignored and it has been universally apparent that our “Ship of State” has been heading into uncharted waters, rife with dangers herebefore unknown!

Mrs. Latham, president of the Victorian Oaks Preservation Society, hadn't said much about the nature of this meeting when she'd called a week ago. And Hayley hadn't even thought to ask, she'd been so overjoyed that the proposal from her tiny restoration firm had made the short list. Even with the size of the project-nine separate houses to fully restore-she knew she could do it. She wouldn't be alone. In the projects she'd tackled so far, Hayley had found a reliable group of subcontractors that didn't mind working for an untried woman, young enough to be a daughter to some of them. What she lacked in experience, she hoped she made up for in passion for the work and an ardent commitment to historical accuracy. But what did Mrs. Latham hope to accomplish in meeting with both her and her only competitor together? For an instant, Hayley wished she'd bought herself a briefcase. Still, with her delicate features and flyaway straight, looking businesslike was just a dream. The door opened, revealing an immaculately uniformed maid.

ENGINEERING ORGANIZATIONS OFTEN do the equivalent of spring cleaning. Everyone will stop working on new features for a week and fix bugs in the current product. Engineering teams are constantly tracking and evaluating bugs, so that they have a prioritized list to tackle when the so-called “fix-it” week comes around. A bug fix-it week is sort of the opposite of a Hack Week; instead of a chance to work on new and exciting ideas people usually don’t have time to get to, it’s a chance to fix old and annoying problems that have been bothering people for months. It’s like cleaning out the utensil drawer into which you spilled a little honey three months ago but somehow never found the moment to take all the knives and forks out to scrub the bottom of the drawer properly.

Carlyle walked out from the left hallway, mumbling about how unfair it was for him to get a week of detention just for tackling a teacher.

Tackled some giant, burrowing beetles the other week, if you can believe that…. At that stage I didn’t know about it either – only discovered after I was presented with a bill for over ten million quid. And I think it’s a long way from giant burrowing beetles to ginormous jellyfish eating people in toilets, don’t you? Oh? Well I do. One’s a land-based arthropod with a hard exo-skeleton and the other’s a water-based creature with no skeleton at all.

I open my makeup compact and set it on the table next to the vase of flowers and let my mechanical pencil hover over the page. I adjust until I can see most of my face in the tiny mirror and start drawing an outline of the compact itself first. Seems easier than tackling an eye right off the bat. “Drawing hearts in your diary again?” I perk my head up, pulse racing. “Darren!” Instinctively I stand and he rushes to me, opening his arms and pulling me close. “I wasn’t sure if I’d see you again before I had to leave,” I say, out of breath even though he’s the one that just trekked up the hill. His eyes widen. “Are you leaving soon?” “Well, my flight’s scheduled in a couple of weeks when the summer program I’m supposedly going to is over. Gotta keep up appearances.” He laughs and my smile spreads. It seems like it’s been forever since I heard that sound. “I’m glad I caught you then. When I woke up this morning…I just had to see you. It’s been too long. I started getting antsy,” he says, dimples appearing in his cheeks.

Um, we’ll ask your mom. Okay, bunny?” The classic answer he used so often. “Bunny?!” she squealed. “I’m not a bunny!” In spite of her words she jumped to her feet. He waved a hand at her. “Are you sure you’re not a bunny? You just jumped up like a bunny.” Giggling, she circled the little wooden table they sat at and shoved a tiny fist into his shoulder. Chad pretended to be wounded, falling from the pint-sized chair to the floor, moaning in pain. Mercy did not live up to her name as she tackled him while he was down, tickling him in the sides at an especially sensitive spot she’d found weeks ago. It had been another wrestling session, but in her defense, she was only protecting herself from her own tickling attack. Laughing hard, trying to get away from her sharp little fingers, Chad rolled across the room, being impaled by Mega-bloks in his back. He finally cried uncle and Mercy fell across him, her hands in the air in victory. “You’re going to give me a complex, little girl.” “What’s a complex?” she asked. Chad rolled his eyes, wondering how he got himself into these situations. “It’s when you make somebody worry about something.” She blinked and her pretty green eyes turned sad. “I’m sorry. I don’t want you to have an ̓omplex. I love you.” Chad stilled, all of the events swirling through the past nine months slowed to focus on this one second. “I love you too, bunny. Bunches. Think your mom has dinner ready yet? Maybe we should go down and cheer her on, you know, to make her cook faster.” Once again, Mercy’s mood lightened. “Yes, let’s do that.” Bouncing

Um, we’ll ask your mom. Okay, bunny?” The classic answer he used so often. “Bunny?!” she squealed. “I’m not a bunny!” In spite of her words she jumped to her feet. He waved a hand at her. “Are you sure you’re not a bunny? You just jumped up like a bunny.” Giggling, she circled the little wooden table they sat at and shoved a tiny fist into his shoulder. Chad pretended to be wounded, falling from the pint-sized chair to the floor, moaning in pain. Mercy did not live up to her name as she tackled him while he was down, tickling him in the sides at an especially sensitive spot she’d found weeks ago. It had been another wrestling session, but in her defense, she was only protecting herself from her own tickling attack. Laughing hard, trying to get away from her sharp little fingers, Chad rolled across the room, being impaled by Mega-bloks in his back. He finally cried uncle and Mercy fell across him, her hands in the air in victory. “You’re going to give me a complex, little girl.” “What’s

WHAT I DO ON MAINTENANCE DAY If you’re curious, here’s a complete list of everything I wait to tackle until Sunday morning—all of which takes me, at a leisurely pace, four to six hours: • Grocery shopping • Clean house and office • Create a meal and workout plan • Trim beard and shave • Do laundry • Prepare lunches in Tupperware containers for the week • Water plants • Read articles I’ve saved up throughout the week • Review my projects, and define next steps (this page) • Review my “Waiting For” list • Define three outcomes for the week ahead (this page) • Clear out all my inboxes (this page) • Review my hot spots (this page) • Review my Accomplishments List Naturally, your own Maintenance Day ritual will vary.

There should be three types of Issues Lists in your organization: 1. The Issues List in your Vision/ Traction Organizer (V/ TO). These are all company issues that can be shelved beyond 90 days. These issues are tackled in future quarterly meetings. The issues that are not a big enough priority for this week or this quarter must be stored somewhere so that you don’t lose sight of them. The V/ TO Issues List is the place for that. This list will include issues as diverse as new product ideas, key employee issues, technology needs, office relocation, capital needs, and the need for HR policies.

The weekly leadership team Issues List. The time frame on these items is much shorter. These are all of the relevant issues for this week and quarter that must be tackled at the highest level. These issues will be resolved in your weekly leadership team meetings. You should not be solving departmental issues. These will typically be more strategic in nature. If it can be solved at a departmental level, push it down. Leadership issues include things as diverse as company Rocks being off track, a bad number in the Scorecard, key employee issues, major client difficulties, and process-and system-related problems.

The departmental Issues List. These issues are on a more local level. These include all the relevant departmental issues for the week that must be tackled during the weekly departmental meetings.

There should be three types of Issues Lists in your organization: 1. The Issues List in your Vision/Traction Organizer (V/TO). These are all company issues that can be shelved beyond 90 days. These issues are tackled in future quarterly meetings. The issues that are not a big enough priority for this week or this quarter must be stored somewhere so that you don’t lose sight of them. The V/TO Issues List is the place for that. This list will include issues as diverse as new product ideas, key employee issues, technology needs, office relocation, capital needs, and the need for HR policies.

They were, David decided, a very colourful lot, but apart from Herries himself he was unable, during those first weeks, to strike up a friendship with any one of them. It was as though he had joined a band of castaways on a desert island, the lone survivor of a subsequent wreck, and at first he was inclined to view his isolation as the inevitable result of his own mental confusion. In the end he took his problem to Herries. 'In a sense you are an outsider, my dear chap,' he said, 'and that's the reason I grabbed you the moment you showed up. You're the bridge, don't you see? A passage over a generation gap, and it isn't the conventional generation gap we all have to cross if we know our business properly. Your gap, caused by the war, is semi permanent. It might take twenty years to close.' 'But some of the chaps on the staff are only a year or so older than I am,' David argued. 'There's the C.3 men, and Carter.' 'It's not a matter of years, but of experience, don't you see? What are our casualties to date? Not far short of three million, I'd say, and a third of them dead at eighteen-plus. No one who hasn't been out can imagine what it's like. Mentally a man like you must have aged about a year every month, and that makes you immeasurably senior to theorists like me, and faithful old buffers like Cordwainer, Acton and Gibbs. Someone has to tackle the job of nudging all those young rascals over the threshold into what I sincerely hope will be an entirely new world. We can't do it because we're even more adrift than they are and haven't a compass reading between us. In a year or so I daresay we can find you some help. Hang it all, everyone in his early twenties can't be dead or maimed or gassed. In the meantime you're on your own, lad.