Tie Yourself To A Goal Quotes

By tying your self-love and self-acceptance to a goal, your happiness corresponds to its achievement. When you reach your goal, your self-esteem rises temporarily; when you don't, you think less of yourself.

The Idiot. I have read it once, and find that I don't remember the events of the book very well--or even all the principal characters. But mostly the 'portrait of a truly beautiful person' that dostoevsky supposedly set out to write in that book. And I remember how Myshkin seemed so simple when I began the book, but by the end, I realized how I didn't understand him at all. the things he did. Maybe when I read it again it will be different. But the plot of these dostoevsky books can hold such twists and turns for the first-time reader-- I guess that's b/c he was writing most of these books as serials that had to have cliffhangers and such. But I make marks in my books, mostly at parts where I see the author's philosophical points standing in the most stark relief. My copy of Moby Dick is positively full of these marks. The Idiot, I find has a few... Part 3, Section 5. The sickly Ippolit is reading from his 'Explanation' or whatever its called. He says his convictions are not tied to him being condemned to death. It's important for him to describe, of happiness: "you may be sure that Columbus was happy not when he had discovered America, but when he was discovering it." That it's the process of life--not the end or accomplished goals in it--that matter. Well. Easier said than lived! Part 3, Section 6. more of Ippolit talking--about a christian mindset. He references Jesus's parable of The Word as seeds that grow in men, couched in a description of how people are interrelated over time; its a picture of a multiplicity. Later in this section, he relates looking at a painting of Christ being taken down from the cross, at Rogozhin's house. The painting produced in him an intricate metaphor of despair over death "in the form of a huge machine of the most modern construction which, dull and insensible, has aimlessly clutched, crushed, and swallowed up a great priceless Being, a Being worth all nature and its laws, worth the whole earth, which was created perhaps solely for the sake of the advent of this Being." The way Ippolit's ideas are configured, here, reminds me of the writings of Gilles Deleuze. And the phrasing just sort of remidns me of the way everyone feels--many people feel crushed by the incomprehensible machine, in life. Many people feel martyred in their very minor ways. And it makes me think of the concept that a narrative religion like Christianity uniquely allows for a kind of socialized or externalized, shared experience of subjectivity. Like, we all know the story of this man--and it feels like our own stories at the same time. Part 4, Section 7. Myshkin's excitement (leading to a seizure) among the Epanchin's dignitary guests when he talks about what the nobility needs to become ("servants in order to be leaders"). I'm drawn to things like this because it's affirming, I guess, for me: "it really is true that we're absurd, that we're shallow, have bad habits, that we're bored, that we don't know how to look at things, that we can't understand; we're all like that." And of course he finds a way to make that into a good thing. which, it's pointed out by scholars, is very important to Dostoevsky philosophy--don't deny the earthly passions and problems in yourself, but accept them and incorporate them into your whole person. Me, I'm still working on that one.

Nobody is going to get into your shoes to walk the road for you.. it's only you alone who have to tie the lace, cross the hurdles, wait on the signal and reach to your desired goals. Life is one, do it for yourself Think once!

As we were wrapping up the book, I sat down and thought about all the lessons I’d learned over the past two years. I couldn’t list them all, but here are a few: Never complain about the price of a gift from your spouse--accept it with love and gratitude. You can’t put a price on romance. Take lots of videos, even of the mundane. You will forget the sound of your children’s voices and you will miss your youth as much as theirs. Celebrate every wedding anniversary. Make time for dates. Hug your spouse every single morning. And always, ALWAYS, say “I love you.” Believe in your partner. When you hit hard times as a couple, take a weekend away or at least a night out. The times that you least feel like doing it are likely the times that you need it the most. Write love notes to your spouse, your children, and keep the ones they give you. Don’t expect a miniature pig to be an “easy” pet. Live life looking forward with a goal of no regrets, so you can look back without them. Be the friend you will need some day. Often the most important thing you can do for another person is just showing up. Question less and listen more. Don’t get too tied up in your plans for the future. No one really knows their future anyway. Laugh at yourself, and with life. People don’t change their core character. Be humble, genuine, and gracious. Before you get into business with someone, look at their history. Expect them to be with you for the long haul, even if you don’t think they will be. If they aren’t someone you could take a road trip across the country with, don’t do business with them in the first place. Real families and real sacrifices live in the fabric of the Red, White, and Blue; stand for the national anthem.

Set your ambitions, even if you are uncertain about what they should be. The better ambitions have to do with the development of character and ability, rather than status and power. Status you can lose. You carry character with you wherever you go, and it allows you to prevail against adversity. Knowing this, tie a rope to a boulder. Pick up the great stone, heave it in front of you, and pull yourself towards it. Watch and observe while you move forward. Articulate your experience as clearly and carefully to yourself and others as you possibly can. In this manner, you will learn to proceed more effectively and efficiently towards your goal. And, while you are doing this, do not lie. Especially to yourself.

While a 10x improvement is gargantuan, Teller has very specific reasons for aiming exactly that high. “You assume that going 10x bigger is going to be ten times harder,” he continues, “but often it’s literally easier to go bigger. Why should that be? It doesn’t feel intuitively right. But if you choose to make something 10 percent better, you are almost by definition signing up for the status quo—and trying to make it a little bit better. That means you start from the status quo, with all its existing assumptions, locked into the tools, technologies, and processes that you’re going to try to slightly improve. It means you’re putting yourself and your people into a smartness contest with everyone else in the world. Statistically, no matter the resources available, you’re not going to win. But if you sign up for moonshot thinking, if you sign up to make something 10x better, there is no chance of doing that with existing assumptions. You’re going to have to throw out the rule book. You’re going to have to perspective-shift and supplant all that smartness and resources with bravery and creativity.” This perspective shift is key. It encourages risk taking and enhances creativity while simultaneously guarding against the inevitable decline. Teller explains: “Even if you think you’re going to go ten times bigger, reality will eat into your 10x. It always does. There will be things that will be more expensive, some that are slower; others that you didn’t think were competitive will become competitive. If you shoot for 10x, you might only be at 2x by the time you’re done. But 2x is still amazing. On the other hand, if you only shoot for 2x [i.e., 200 percent], you’re only going to get 5 percent and it’s going to cost you the perspective shift that comes from aiming bigger.” Most critically here, this 10x strategy doesn’t hold true just for large corporations. “A start-up is simply a skunk works without the big company around it,” says Teller. “The upside is there’s no Borg to get sucked back into; the downside is you have no money. But that’s not a reason not to go after moonshots. I think the opposite is true. If you publicly state your big goal, if you vocally commit yourself to making more progress than is actually possible using normal methods, there’s no way back. In one fell swoop you’ve severed all ties between yourself and all the expert assumptions.” Thus entrepreneurs, by striving for truly huge goals, are tapping into the same creativity accelerant that Google uses to achieve such goals. That said, by itself, a willingness to take bigger risks

Question 2: How Do You Want to Grow? When you watch how young children soak up information, you realize how deeply wired we are to learn and grow. Personal growth can and should happen throughout life, not just when we’re children. In this section, you’re essentially asking yourself: In order to have the experiences above, how do I have to grow? What sort of man or woman do I need to evolve into? Notice how this question ties to the previous one? Now, consider these four categories from the Twelve Areas of Balance: 5.​YOUR HEALTH AND FITNESS. Describe how you want to feel and look every day. What about five, ten, or twenty years from now? What eating and fitness systems would you like to have? What health or fitness systems would you like to explore, not because you think you ought to but because you’re curious and want to? Are there fitness goals you’d like to achieve purely for the thrill of knowing you accomplished them (whether it’s hiking a mountain, learning to tap dance, or getting in a routine of going to the gym)? 6.​YOUR INTELLECTUAL LIFE. What do you need to learn in order to have the experiences you listed above? What would you love to learn? What books and movies would stretch your mind and tastes? What kinds of art, music, or theater would you like to know more about? Are there languages you want to master? Remember to focus on end goals—choosing learning opportunities where the joy is in the learning itself, and the learning is not merely a means to an end, such as a diploma. 7.​YOUR SKILLS. What skills would help you thrive at your job and would you enjoy mastering? If you’d love to switch gears professionally, what skills would it take to do that? What are some skills you want to learn just for fun? What would make you happy and proud to know how to do? If you could go back to school to learn anything you wanted just for the joy of it, what would that be? 8.​YOUR SPIRITUAL LIFE. Where are you now spiritually, and where would you like to be? Would you like to move deeper into the spiritual practice you already have or try out others? What is your highest aspiration for your spiritual practice? Would you like to learn things like lucid dreaming, deep states of meditation, or ways to overcome fear, worry, or stress?

To turn the page to the next chapter of a more satisfying life-as-adventure, these steps that have proved fruitful for me -- when I've actually followed them. 1. Find Your True North to Become More Joyful First be clear about choosing a goal that rings true. Forget "should" or adopting someone else's goal for you. 2. Picture Being Your Hero Afraid you will fail? Supplant your fear with a greater motivation. When you are tempted to fall back, picture how you'll feel when you succeed. ." Rather than talking about what you are giving up or how you might fail, reflect upon and discuss the benefits you clearly see. 3. Surround Yourself With Mutual Support Systems To keep your resolve, surround yourself with those who want you to succeed - and who are also on a path of practice. Agree on shared and individual behaviors that reinforce your mutual support. The authors of Influencer found that is the only way to permanently change. 4. Involve Your Senses To Stay On Your Path Tie your goal for your new chapter to your frequent experiences. Write it down. Say it out loud. Associate it with things you see, hear, smell, taste and touch every day. Plant sticky messages on your bathroom mirror, your car dashboard and smart device screen. Smell your shampoo and connect it with living that chapter. Brush your teeth and feel the motion towards it. 5. Notice Where You Get Detoured Notice your pattern of avoidance. What activities get you sidetracked? What time of day or day of the week is it most likely to happen? What else is happening that can numb you into avoidance? What colleagues and friends help or hinder you on your path? Conversely, when are your stronger moments? 6. Plan A Grand Reward The bigger the change, the larger the reward you deserve. Enable others who supported you, to savor it with you. Since behavior is contagious to the third degree, you don't know which friends, and friends of your friends' friends might be moved, by your example, to also turn the page to the next chapter of the adventure story they were meant to live.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

But if the same man is in a quiet corner of a bar, drinking alone, he will get more depressed. Now there’s nothing to distract him. Drinking puts you at the mercy of your environment. It crowds out everything except the most immediate experiences.2 Here’s another example. One of the central observations of myopia theory is that drunkenness has its greatest effect in situations of “high conflict”—where there are two sets of considerations, one near and one far, that are in opposition. So, suppose that you are a successful professional comedian. The world thinks you are very funny. You think you are very funny. If you get drunk, you don’t think of yourself as even funnier. There’s no conflict over your hilariousness that alcohol can resolve. But suppose you think you are very funny and the world generally doesn’t. In fact, whenever you try to entertain a group with a funny story, a friend pulls you aside the next morning and gently discourages you from ever doing it again. Under normal circumstances, the thought of that awkward conversation with your friend keeps you in check. But when you’re drunk? The alcohol makes the conflict go away. You no longer think about the future corrective feedback regarding your bad jokes. Now it is possible for you to believe that you are actually funny. When you are drunk, your understanding of your true self changes. This is the crucial implication of drunkenness as myopia. The old disinhibition idea implied that what was revealed when someone got drunk was a kind of stripped-down, distilled version of their sober self—without any of the muddying effects of social nicety and propriety. You got the real you. As the ancient saying goes, In vino veritas: “In wine there is truth.” But that’s backward. The kinds of conflicts that normally keep our impulses in check are a crucial part of how we form our character. All of us construct our personality by managing the conflict between immediate, near considerations and more complicated, longer-term considerations. That is what it means to be ethical or productive or responsible. The good parent is someone who is willing to temper their own immediate selfish needs (to be left alone, to be allowed to sleep) with longer-term goals (to raise a good child). When alcohol peels away those longer-term constraints on our behavior, it obliterates our true self. So who were the Camba, in reality? Heath says their society was marked by a singular lack of “communal expression.” They were itinerant farmworkers. Kinship ties were weak. Their daily labor tended to be solitary, the hours long.

but Bonaparte when he worked went step by step toward his goal. He was free, he had nothing but his aim to consider, and he reached it. But tie yourself up with a woman and, like a chained convict, you lose all freedom! And all you have of hope and strength merely weighs you down and torments you with regret.

My grandfather always had a little framed picture by his bed that simply said: There is always music in the garden, but our hearts have to be still enough to hear it. So every once in a while, take out your backpack and head off for a night under canvas. Even if it’s only for one night, and even if it’s only in your garden. Nature and the outdoors are a universal and deep-rooted language that we can all pick up once we get immersed. Once you have learnt to tie a bowline or cook a simple meal over a fire that you’ve built yourself, you’ll never forget it. I mean, who doesn’t want to learn how to make fire without matches? It is one of the greatest and oldest of human achievements. These skills and experiences are so deep-rooted in our subconscious that it is no surprise that they calm us. It is about being true to who we all are. And to remind ourselves of this, every now and again, is always going to better our lives. So camp out, enjoy some stories, watch a bit of nature’s TV (that’s a fire, by the way), eat simple food with your fingers, drink some wine and chat to those you love, and then lie back and soak in some quiet time under the night sky: it is restorative. You don’t need to be in Fiji to get restored! The only thing I would add to all this is once a year to watch a sunrise. It is good for the mind, body and spiritual health: to get up early and watch the sun appear quietly over the horizon, with no fuss, no fanfare - a gentle, warming, calm reminder that the world, at its heart, is wonderful, and that life is truly a gift. Never underestimate the power of simple pleasures like this to restore and inspire you. It is part of how we are made.

The you that exists in the present—right now—wants to pursue your deeper goals, and wants to be a better person. But you know you’re fallible and likely to crack in the face of temptation. So you bind the future version of you. You narrow your choices. You tie yourself to the mast.

you talk of Bonaparte—why, when he was working toward his goal, he went forward step by step; he was free; he had nothing except his goal to consider, and he attained it. But tie yourself to a woman and you’re bound hand and foot—all freedom gone.

Living a life of faith is not superficial. You are not simply living in some hurt from the past, trying to be the top dog, or even tying to fulfill a parent inadequacy. No, you are on a unique journey, living each day anew, with freedom to be yourself, with special guidance from above, there is a set purpose to what your doing, and some goal in mind.

entrepreneurial spirit, you need that little extra bit of gumption to succeed. Remember to keep your support system strong: you can have a thriving career and still maintain strong family ties. Not every hobby or passion has the ability to turn into a professional career. Think deeply about how you feel when doing what you love and how it aligns with your goals and aspirations. Ask yourself: Will I be able to achieve my vision for the future if I continue on this path? What sacrifices will I need to make to achieve my dream? When you take a deep look into your goals, make sure they align with your values, and act according to your inner compass.

To insist on a certain outcome--one outcome--is to deny yourself the surprise experiences life was going to give you--the things you didn't know you wanted until they came knocking and you were daring enough to let them in. By tying yourself to an ending, you're making arrangements to be miserable if you don't get exactly what you want. Or worse, you get exactly what you want and it doesn't make you as supremely happy as you thought it was going to.

Second, the warning against insatiable desires makes more sense with respect to some desires, less sense with respect to others. It seems most reasonable when the object of desire is something like territorial conquests, wealth, power, fame, glory, influence, sex, expensive art objects, fancy clothes, sports cars, and so on. But what if the object of desire is knowledge, understanding, artistic satisfaction, the eradication of a disease, or the elimination of injustice? Is the fact that these desires cannot be finally satisfied a reason for reining them in? Isaac Newton famously lamented that his quest for insight into the nature of things could be compared to the actions of a boy playing on the seashore “whilst the great ocean of truth lay all undiscovered before me.” Would it have been better for him to have kept his desire for understanding in check so as to avoid this abiding feeling of disappointment? The accomplished and acclaimed novelist Zadie Smith offers this advice to fellow writers: “Resign yourself to the lifelong sadness that comes from never being satisfied.”28 Should she, instead, advise her readers never to even try? This argument can be taken in two ways. One way is to see it as supporting the previous objection: there are kinds of pleasure and happiness that are invariably tied to feelings of dissatisfaction, and the Epicurean guidelines fail to appreciate this. The other way is to see it as placing a question mark against the prioritizing of happiness. The insatiable desire of Newton for understanding, of Beethoven for adequate artistic expression, of Shackleton for adventure, or of Harriet Tubman for justice may not have brought them happiness; it may even have interfered with their capacity to be happy. But such examples remind us that happiness may not always be a rational person’s primary goal.

You can do the same. You can choose to see yourself as one of the fastest learners in the world. Once you do so, begin to evaluate yourself based on: How fast you can learn, and How willing you are to appear ignorant and face ridicule as you learn new skills. When your identity becomes tied to your willingness to learn, you’ll stop trying to look good, and you’ll let go of your desire to appear smarter than you are. Instead, you’ll humble yourself, knowing this is the best strategy to learn fast and achieve any goal you want.

At this stage, you now have the confidence and rapport to know you can start to dig into the pain. So in regard to selling how to write and publish a book, I might ask, “What’s been holding you back from writing this book already?” Or maybe say something like, “You have some big goals, but what has been the reason you haven’t made progress?” These great open-ended questions begin to uncover how your product can help them. Your job in this stage is to now ask questions for the prospect to tell you why they need your product. For example, if your offer has coaching support, maybe you ask, “What has held you back from staying on task to do this yourself?” Most of the time, people will say something like “lack of accountability.” Now I already knew that was the answer. You see, a great salesperson is like a lawyer. They ask questions they already know the answers to. So the way you frame questions needs to be strategic and in your favor. But don’t be afraid to dig deep here as well. A key thing I am going to address is a tie-down. These are great ways to solidify a response that sticks in the prospect’s mind. Let’s use the example above again. I ask, “What has held you back from staying on task to do this yourself?” The prospect answers, “Lack of accountability. I think I need a coach.” Well, to do a proper tie-down, instead of moving on and thinking to yourself, “Great, they need a coach!” ask a tie-down question: “Why do you think you need a coach?” Make your prospect build and put a little effort into their answers so they are meaningful to them.

If you allow yourself to get distracted, if you stop working on whatever it is that ties you to the people you do business with, the intimacy will vanish, the trust will dissipate, and the bonds will erode. That can happen for many reasons. It usually happens, however, when a company’s leaders begin focusing on growth or financial return, not as by-products of a well-run business, but as goals to pursue for their own sake. And if you sell equity to people outside the company, you will probably have to start viewing them as goals to pursue for their own sake—because you will owe those people a good return on their investment. Hence, the small giants’ commitment to remaining private and closely held.

Therefore, the pursuit of happiness is not only self-defeating but also impossible. It’s like trying to catch a carrot hanging by a string tied to a stick attached to your back. The more you move forward, the more you have to move forward. When you make the carrot your end goal, you inevitably turn yourself into the means to get there. And by pursuing happiness, you paradoxically make it less attainable.

A good metric changes the way you behave. This is by far the most important criterion for a metric: what will you do differently based on changes in the metric? Drawing a line in the sand is a great way to enforce a disciplined approach. A good metric changes the way you behave precisely because it’s aligned to your goals of keeping users, encouraging word of mouth, acquiring customers efficiently, or generating revenue. Unfortunately, that’s not always how it happens. At one company, Alistair saw a sales executive tie quarterly compensation to the number of deals in the pipeline, rather than to the number of deals closed, or to margin on those sales. Salespeople are coin-operated, so they did what they always do: they followed the money. In this case, that meant a glut of junk leads that took two quarters to clean out of the pipeline—time that would have been far better spent closing qualified prospects. Of course, customer satisfaction or pipeline flow is vital to a successful business. But if you want to change behavior, your metric must be tied to the behavioral change you want. If you measure something and it’s not attached to a goal, in turn changing your behavior, you’re wasting your time. Worse, you may be lying to yourself and fooling yourself into believing that everything is OK. That’s no way to succeed.

Therefore, the pursuit of happiness is not only self-defeating but also impossible. It’s like trying to catch a carrot hanging by a string tied to a stick attached to your back. The more you move forward, the more you have to move forward. When you make the carrot your end goal, you inevitably turn yourself into the means to get there. And by pursuing happiness, you paradoxically make it less attainable. The pursuit of happiness is a toxic value that has long defined our culture. It is self-defeating and misleading. Living well does not mean avoiding suffering; it means suffering for the right reasons. Because if we’re going to be forced to suffer by simply existing, we might as well learn how to suffer well.

Therefore, the pursuit of happiness is not only self-defeating but also impossible. It’s like trying to catch a carrot hanging by a string tied to a stick attached to your back. The more you move forward, the more you have to move forward. When you make the carrot your end goal, you inevitably turn yourself into the means to get there. And by pursuing happiness, you paradoxically make it less attainable. The

It helped us know exactly who we were speaking to at all times. And exactly whose problems we were solving. But simplicity and ease may not be enough to sway you, so let me illustrate why honing in on one niche will make you more money. Reason: you can literally charge 100x more for the exact same product. Dan Kennedy was the first person to illustrate this for me, and I will do my best to pass on the torch to you in these pages. Niching Product Pricing Example: Example Dan Kennedy taught me this (and it changed my life forever). Let’s say you sold a generic course on Time Management. Unless you were some massive time management guru with a compelling or unique story, it would be unlikely it would turn into anything significant. What do you think “yet another” time management course is valued at? $19, $29? Sure. Nothing to write home about. Let’s just say $19 for illustration sake. **Now we shall unleash the power of niche pricing in various stages on your product** So let’s imagine you make the product more specific, keeping the same principles, and call it “Time Management For Sales Professionals.” All of a sudden, this course is for a more specific type of person. We could tie their increase to even one more sale or one more deal and it would be worth more. But there are a lot of sales people. So this might be a $99 product. Neat, but we can do better. So let’s go down another level of niching and call our product…. “Time Management for B2B Outbound Sales Reps.” Following the same principles of specificity, now we know our sales people probably have very experienced deals and commissions. A single sale would easily net this salesman $500 (or more), so it would be easy to justify a $499 price tag. This is already a 25x increase in price for almost an identical product. I could stop here, but I’m going to go one step further. Let’s just niche down one last level…. “Time Management for B2B Outbound Power Tools & Gardening Sales Reps.” Boom. Think about it for a second, if you were a power tools outbound sales rep, you would think to yourself “This is made exactly for me” and would happily fork over maybe $1000 to $2000 for a time management program that could help you achieve your goal.