The Fastest Way To Fall Quotes

In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy.

Someone who really wants to be with you would be willing to move mountains, let alone break rules.

There are four independent brain circuits that influence our lasting well-being, Davidson explained. The first is “our ability to maintain positive states.” It makes sense that the ability to maintain positive states or positive emotions would directly impact one’s ability to experience happiness. These two great spiritual leaders were saying that the fastest way to this state is to start with love and compassion. The second circuit is responsible for “our ability to recover from negative states.” What was most fascinating to me was that these circuits were totally independent. One could be good at maintaining positive states but easily fall into an abyss of a negative state from which one had a hard time recovering. That explained a lot in my life. The third circuit, also independent but essential to the others, is “our ability to focus and avoid mind-wandering.” This of course was the circuit that so much of meditation exists to develop. Whether it was focusing on one’s breath, or a mantra, or the analytic meditation that the Dalai Lama did each morning, this ability to focus one’s attention was fundamental. The fourth and final circuit is “our ability to be generous.” That was amazing to me: that we had an entire brain circuit, one of four, devoted to generosity. It is no wonder that our brains feel so good when we help others or are helped by others, or even witness others being helped, which Ekman had described as the elevation that is one dimension of joy. There was strong and compelling research that we come factory equipped for cooperation, compassion, and generosity.

I shouldn’t think about you as much as I do or count down the hours until I see you next. I shouldn’t want to kiss you again more than taking my next breath, but I do.

The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy.

You’re better than easy fixes, Britta. You don’t need fixing at all. You’re making changes, but not because you were broken to begin with. Please promise me you won’t let this guy, or any guy, make you question yourself again. Anyone who makes you feel you’re not good enough isn’t worth the breath it takes to tell them to go to hell.

You were willing. See here, Kamala: When you throw a stone into water, it falls quickly by the fastest route to the bottom of the pond. This is the way it is when Siddhartha has an aim, an intention. Siddhartha does nothing—he waits, he thinks, he fasts—but he passes through the things of the world like the stone through the water, without bestirring himself. He is drawn forward and he lets himself fall. His goal draws him to it, for he lets nothing enter his mind that interferes with the goal. This is what Siddhartha learned from the shramanas. This is what fools call magic, thinking that it is brought about by demons. Nothing is brought about by demons; demons do not exist. Anyone can do magic, anyone can reach his goals if he can think, wait, and fast.

The final element is execution. The only way a strategy can get implemented is if we dedicate resources to it. Good intentions are not enough—you’re not implementing the strategy that you intend if you don’t spend your time, your money, and your talent in a way that is consistent with your intentions. In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy. All of these factors—priorities, balancing plans with opportunities, and allocating your resources—combine to create your strategy.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

gee i like to think of dead" gee i like to think of dead it means nearer because deeper firmer since darker than little round water at one end of the well       it's too cool to be crooked and it's too firm to be hard but it's sharp and it's thick and it loves,      every old thing falls in rosebugs and jackknives and kittens and pennies they all sit there looking at each other having the fastest time because they've never met before dead's more even than how many ways of sitting on your head your unnatural hair has in the morning dead's clever too like POF goes the alarm off and the little striker having the best time tickling away every- body's brain so everybody just puts out their finger and they stuff the poor thing all full of fingers dead has a smile like the nicest man you've never met who maybe winks at you in a streetcar and you pretend you don't but really you do see and you are My how glad he winked and hope he'll do it again or if it talks about you somewhere behind your back it makes your neck feel all pleasant and stoopid      and if dead says may i have this one and was never intro- duced you say Yes because you know you want it to dance with you and it wants to and it can dance and Whocares dead's fine like hands do you see that water flowerpots in windows but they live higher in their house than you so that's all you see but you don't want to dead's happy like the way underclothes All so differ- ently solemn and inti and sitting on one string dead never says my dear,Time for your musiclesson and you like music and to have somebody play who can but you know you never can and why have to? dead's nice like a dance where you danced simple hours and you take all your prickley-clothes off and squeeze- into-largeness without one word      and you lie still as anything      in largeness and this largeness begins to give you,the dance all over again and you,feel all again all over the way men you liked made you feel when they touched you(but that's not all)because largeness tells you so you can feel what you made,men feel when,you touched,them dead's sorry like a thistlefluff-thing which goes land- ing away all by himself on somebody's roof or some- thing where who-ever-heard-of-growing and nobody expects you to anyway dead says come with me he says(and why ever not)into the round well and see the kitten and the penny and the jackknife and the rosebug                                 and you say Sure you say  (like that)  sure i'll come with you you say for i like kittens i do and jackknives i do and pennies i do and rosebugs i do E.E. Cummings, 100 Selected Poems. (Grove Press, January 10, 1994) Originally published 1954.

According to Harvard University’s Atlas of Economic Complexity, the key to driving economic growth is not so much individual experts as the combination of expertise required to make complex products: for example, the mix of experience in batteries, liquid crystals, semiconductors, software, metallurgy, and lean manufacturing required to make a smartphone. The fastest way to secure this array of talent is to import it. The same idea applies to more and more fields in an age when even cooking has become culinary science.

NORA AND LIBBY’S ULTIMATE READING LIST Incense and Sensibility by Sonali Dev The Roughest Draft by Emily Wibberley and Austin Siegemund-Broka Yinka, Where Is Your Huzband? by Lizzie Damilola Blackburn Arsenic and Adobo by Mia P. Manansala A Special Place for Women by Laura Hankin A Thorn in the Saddle by Rebekah Weatherspoon Just Last Night by Mhairi McFarlane An Extraordinary Union by Alyssa Cole The Editor by Steven Rowley The Siren by Katherine St. John A Lot Like Adiós by Alexis Daria Verity by Colleen Hoover The Kiss Quotient by Helen Hoang Portrait of a Scotsman by Evie Dunmore The Fastest Way to Fall by Denise Williams So We Meet Again by Suzanne Park By the Book by Jasmine Guillory Payback’s A Witch by Lana Harper A Week to Be Wicked by Tessa Dare

Do not lie. Do not take part in behaviors that are not true to who you are. Do not fall victim to the flashy rewards and false promises of success told to you by people who are also unsuccessful. The blind leading the blind is perhaps the fastest way to end up with a terrible life. Instead, find people who have the life you want and learn from them; model what they do and bring their traits that resonate with you into who you are.

We are three quarters of a mile in the depths of the earth, and the great river shrinks into insignificance, as it dashes its angry waves against the walls and cliffs, that rise to the world above; they are but puny ripples, and we but pigmies, running up and down the sands, or lost among the boulders. We have an unknown distance yet to run; an unknown river yet to explore. What falls there are, we know not; what rocks beset the channel, we know not; what walls rise over the river, we know not. Powell wasn’t overstating their ignorance. At this point, they had no clear idea how far they had come or how much canyon lay ahead of them. They did not know how many turns the river would make, how many rapids there might be, or whether their supplies would sustain them through the time it would take to negotiate these obstacles. And they had no way of knowing that their most serious challenges lay ahead. Just

During the segment when people could come forward for prayer, anything at all could happen. Once when I was praying over a woman, she fell completely out in the Spirit. Now, we were interdenominational and we dearly loved and cherished our many Pentecostal attendees, but this was early on, and I already knew the fastest way to get shut down by the Baptists was for people to start falling out. I bent over, grabbed sister by the waist on her way down, slung her deadweight up like a sack of flour, hooked her chin onto my shoulder, and whispered with no small measure of authority, “With everything in me, I ask God to bless you and grant your petitions, but I’m gonna need you to wake up in Jesus’ name or I’m gonna get fired.” She came to a few seconds later. I never did figure out what happened to make her drop the way she did, but it was months before I got guts enough to lay hands on someone again. Another

You're better than easy fixes, Britta. You don't need fixing at all. You're making changes, but not because you were broken to begin with. Please promise me you won't let this guy, or any guy, make you question yourself again. Anyone who makes you feel like you're not good enough isn't worth the breath it takes to tell them to go to hell.

Also, you indicated wanting to lose weight on the registration form—many of our clients do, but I want to make sure you know we don’t focus on that with coaching. It can happen when people exercise more and eat well, but my focus will not be the numbers on the scale, but on you moving more and feeling good. This is challenging for some people who have been conditioned to believe that the numbers are the only things that matter—let me know if you have questions.