Top Performance Quotes

Once a musician has enough ability to get into a top music school, the thing that distinguishes one performer from another is how hard he or she works. That's it. And what's more, the people at the very top don't work just harder or even much harder than everyone else. They work much, much harder.

It is rarely a mysterious technique that drives us to the top, but rather a profound mastery of what may well be a basic skill set.

I always advise young people to become good public speakers (top 25%). Anyone can do it with practice. If you add that talent to any other, suddenly you’re the boss of the people who have only one skill.

Except in a very few matches, usually with world-class performers, there is a point in every match (and in some cases it's right at the beginning) when the loser decides he's going to lose. And after that, everything he does will be aimed at providing an explanation of why he will have lost. He may throw himself at the ball (so he will be able to say he's done his best against a superior opponent). He may dispute calls (so he will be able to say he's been robbed). He may swear at himself and throw his racket (so he can say it was apparent all along he wasn't in top form). His energies go not into winning but into producing an explanation, an excuse, a justification for losing.

It is possible to become world-class, enter the top 5% of performers in the world, in almost any subject within 6-12 months, or even 6-12 weeks.

You are the sky. Everything else – it’s just the weather.’ Pema Chodron

If I want to be the best, I have to take risks others would avoid, always optimizing the learning potential of the moment and turning adversity to my advantage. That said, there are times when the body needs to heal, but those are ripe opportunities to deepen the mental, technical, internal side of my game. When aiming for the top, your path requires an engaged, searching mind. You have to make obstacles spur you to creative new angles in the learning process. Let setbacks deepen your resolve. You should always come off an injury or a loss better than when you went down.

Getting to the top should be a priority, but being aware of the reason for getting there should be the focus!

Top performers understand their field at a higher level than average performers do, and thus have a superior structure for remembering information about it.

the thing that distinguishes one performer from another is how hard he or she works. That’s it. And what’s more, the people at the very top don’t work just harder or even much harder than everyone else. They work much, much harder.

At Columbus Circle, a juggler wearing a trench cloak and top hat, who is usually at this location afternoons and who calls himself Stretch Man, performs in front of a small, uninterested crowd; though I smell prey, and he seems worthy of my wrath, I move on in search of a less dorky target. Though if he’d been a mime, odds are he’d already be dead.

I am cool with people. I am not the one at the top of the water tower with the rifle at all. I am cool when they are cool. I am not a people person. I live alone and don't visit much with people. I do answer all the mail and meet anyone after the show though. I have no problem with this. These people took the time out to check me out, there's no way I am blowing that off or in any way disrespecting that. The Black Flag years were turbulent and it took a lot of work to be cool with people after that. I have never been one to go to clubs or events unless I am performing or on business. It's just not me.

If you want an average, successful life, it doesn’t take much planning. Just stay out of trouble, go to school, and apply for jobs you might like. But if you want something extraordinary, you have two paths: 1) Become the best at one specific thing. 2) Become very good (top 25%) at two or more things. The

a manager “is not a person who can do the work better than his men; he is a person who can get his men to do the work better than he can.

This was our last night. We only had one curtain call, Bree. And I thought they were going to give us a standing ovation, but no-o-o-. Do you know why half the audience stood up?" "To get a head start on the traffic," Bree said. "To get a head start on the traffic," Antonia agreed in indignation. "I mean, here we are, dancing and singing our little guts out, and all those folks want to do is get to bed early. I ask you, whatever happened to common courtesy? Whatever happened to decent manners? Doesn't anyone care about craft anymore? And on top of that, it's not even nice.

The argument has long been made that we humans are by nature compassionate and empathic despite the occasional streak of meanness, but torrents of bad news throughout history have contradicted that claim, and little sound science has backed it. But try this thought experiment. Imagine the number of opportunities people around the world today might have to commit an antisocial act, from rape or murder to simple rudeness and dishonesty. Make that number the bottom of a fraction. Now for the top value you put the number of such antisocial acts that will actually occur today. That ratio of potential to enacted meanness holds at close to zero any day of the year. And if for the top value you put the number of benevolent acts performed in a given day, the ratio of kindness to cruelty will always be positive. (The news, however, comes to us as though that ratio was reversed.) Harvard's Jerome Kagan proposes this mental exercise to make a simple point about human nature: the sum total of goodness vastly outweighs that of meanness. 'Although humans inherit a biological bias that permits them to feel anger, jealousy, selfishness and envy, and to be rude, aggressive or violent,' Kagan notes, 'they inherit an even stronger biological bias for kindness, compassion, cooperation, love and nurture – especially toward those in need.' This inbuilt ethical sense, he adds, 'is a biological feature of our species.

Financial health is the lifeblood of any organization. It's the engine that drives growth, innovation, and long-term sustainability. A company's financial performance determines its ability to invest in new products or services, attract and retain top talent, weather economic downturns, and ultimately, fulfill its mission.

If you have a team of five stunning employees and two adequate ones, the adequate ones will sap managers’ energy, so they have less time for the top performers, reduce the quality of group discussions, lowering the team’s overall IQ, force others to develop ways to work around them, reducing efficiency, drive staff who seek excellence to quit, and show the team you accept mediocrity, thus multiplying the problem.

Vanity. It’s possible that one of the reasons you got on the path of mastery was to look good. But to learn something new of any significance, you have to be willing to look foolish. Even after years of practice, you still take pratfalls. When a Most Valuable Player candidate misjudges a ball and falls on his duff, he does it in the sight of millions. You should be willing to do it before your teacher and a few friends or fellow students. If you’re always thinking about appearances, you can never attain the state of concentration that’s necessary for effective learning and top performance.

it's always good to know that you have been the best even though deep inside you know you will never be better than that.

Alice laughed and picked out the top hand of "Heart and Soul." I grinned and completed the simple harmony with her. Then I favored her with a performance of "Chopsticks.

If you were to visit a dozen talent hotbeds tomorrow, you would be struck by how much time the learners spend observing top performers.

It isn't experience that sets top performers apart but the amount of deliberate practice they put in.

The shortest route to top quartile performance is to be in the bottom quartile of expenses. —Jack Bogle

When top-level chess players look at a board, they see words, not letters. Instead of seeing twenty-five pieces, they may see just five or six groups of pieces. That’s why it’s easy for them to remember where all the pieces are.

Studies show that the IQ range of most creative people is surprisingly narrow, around 120 to 130. Higher IQs can perform certain kinds of tasks better--logic, feats of memory, and so on. But if the IQ is much higher or lower than that, the window of creativity closes. Nonetheless, for some reason we believe more is better, so people yearn for tip-top IQs, and that calls for bigger memories. A fast, retentive memory is handy, but no skeleton key for survival.

It was a kind of fire dance in which the stick was thrown and caught, and the flame, tossed and twirled, created sinuous shapes, circles and ever-moving patterns. Ancel's red hair created a pleasing aesthetic alongside the red and orange fire. And even without the hypnotic movement of the flame, the dance was beguiling, its difficulties made to look effortless, its physicality subtly erotic. Damen looked at Ancel with new respect. This performance required training, discipline and athleticism, which Damen admired. It was the first time that Damen had seen Veretian pets display skill in anything other than wearing clothes or climbing on top of one another.

I perform the task of exhausted women everywhere—taking my bra off without removing my top. Once I’ve pulled it through the armhole of my tank, I fling it onto the old, slouchy couch, sending it the disgusted glare that all bras deserve after a long, hot day.

You cannot consistently perform in a manner that is inconsistent with the way you see yourself.

Emotions really exist at the bottom of the personality or at the top. In the middle they are acted. This is why all the world is a stage…

She tried to open the bottle, but the top slipped through her fingers without moving. He took the bottle from her hand and opened it using only his thumb and index finger. Alice thought there was nothing special in the gesture, that she could have done it herself, like anyone else, if only her hands hadn't been so sweaty. And yet she found it strangely fascinating, like a small heroic feat performed specially for her.

A remarkably consistent finding, starting with elementary school students, is that males are better at math than females. While the difference is minor when it comes to considering average scores, there is a huge difference when it comes to math stars at the upper extreme of the distribution. For example, in 1983, for every girl scoring in the highest percentile in the math SAT, there were 11 boys. Why the difference? There have always been suggestions that testosterone is central. During development, testosterone fuels the growth of a brain region involved in mathematical thinking and giving adults testosterone enhances their math skills. Oh, okay, it's biological. But consider a paper published in science in 2008. The authors examined the relationship between math scores and sexual equality in 40 countries based on economic, educational and political indices of gender equality. The worst was Turkey, United States was middling, and naturally, the Scandinavians were tops. Low and behold, the more gender equal the country, the less of a discrepancy in math scores. By the time you get to the Scandinavian countries it's statistically insignificant. And by the time you examine the most gender equal country on earth at the time, Iceland, girls are better at math than boys. Footnote, note that the other reliable sex difference in cognition, namely better reading performance by girls than by boys doesn't disappear in more gender equal societies. It gets bigger. In other words, culture matters. We carry it with us wherever we go.

Make a ritual ablution before each prayer, beginning every action with "In the name of God, the Compassionate, the Merciful." First wash your hands, intending to pull them away from the affairs of this world. Then wash your mouth, remember and reciting God's name, purifying it in order to utter His Name. Wash your nose wishing to inhale the perfumes of the Divine. Wash your face feeling shame, and intending to wipe from it arrogance and hypocrisy. Wash your forearms trusting God to make you do what is good. Wet the top of your head feeling humility and wash your ears (in preparation) to hear the address of your Lord. Wash from your feet the dirt of the world so that you don't stain the sands of Paradise. Then thank and praise the Lord, and send prayers of peace and blessing upon our Master, who brought the canons of Islam and taught them to us. After you leave the place of your ablution without turning your back to it, perform two cycles of prayer out of hope and thankfulness for His making you clean. Next, stand in the place where you are going to make your prayers as if between the two hands of your Lord. Imagine, without forms and lines, that you are facing the Ka'bah, and that there is no one else on the face of this earth but you. Bring yourself to express your servanthood physically. Choose the verses you are going to recite, understanding their meanings within you. With the verses that start with "Say..." feel that you are talking to your Lord as He wishes you to do: let every word contain praise. Allow time between the sentences, contemplating what our Master, the Messenger of God, gave us, trying to keep it in your heart. Believing that your destiny is written on your forehead, place it humbly on the floor in prostration. When you finish and give salutations to your right and to your left, keep your eyes on yourself and your connection with your Lord, for you are saluting the One under whose power you are and who is within you...

It is rarely a mysterious technique that drives us to the top, but rather a profound mastery of what may well be a basic skill set. Depth beats breadth any day of the week, because it opens a channel for the intangible, unconscious, creative components of our hidden potential.

The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, “top management.” He holds himself accountable for the performance of the whole.

And after the performance, [Barry and Lup] take each other's hands high in the air. And they swoop down in this over-the-top bow, just...laughing, at the drama of it all. And the audience cheers, and Barry and Lup laugh, and they don't let each other's hands go. And then they stop laughing. And they don't let each other's hands go. And they keep not letting go.

Avoiding automaticity through continual practice is another way of saying that great performers are always getting better. This is why the most devoted can stay at the top of their field for far longer than most people would think possible.

Clutch required choosing; flow required experiencing. Two different states. Both bringing about top performance. One requires grit, the other grace. One accepting, the other a conscious decision. In many ways, the clutch-versus-flow paradigm reflects toughness. We tend to think of it as a singular method: push through, persist. But as we’ve come to realize, that’s a false constriction. Being tough means being able to choose the right strategy, given your abilities and the situation.

Busy” = Out of Control “Every time people contact me, they say, ‘Look, I know you must be incredibly busy . . .’ and I always think, ‘No, I’m not.’ Because I’m in control of my time. I’m on top of it. ‘Busy,’ to me, seems to imply ‘out of control.’ Like, ‘Oh my God, I’m so busy. I don’t have any time for this shit!’ To me, that sounds like a person who’s got no control over their life.” TF: Lack of time is lack of priorities. If I’m “busy,” it is because I’ve made choices that put me in that position, so I’ve forbidden myself to reply to “How are you?” with “Busy.” I have no right to complain. Instead, if I’m too busy, it’s a cue to reexamine my systems and rules.

It is true I have not seen the earth nor men, but in your books I have drunk fragrant wine, I have sung songs, I have hunted stags and wild boars in the forests, have loved women ... Beauties as ethereal as clouds, created by the magic of your poets and geniuses, have visited me at night, and have whispered in my ears wonderful tales that have set my brain in a whirl. In your books I have climbed to the peaks of Elburz and Mont Blanc, and from there I have seen the sun rise and have watched it at evening flood the sky, the ocean, and the mountain-tops with gold and crimson. I have watched from there the lightning flashing over my head and cleaving the storm-clouds. I have seen green forests, fields, rivers, lakes, towns. I have heard the singing of the sirens, and the strains of the shepherds' pipes; I have touched the wings of comely devils who flew down to converse with me of God ... In your books I have flung myself into the bottomless pit, performed miracles, slain, burned towns, preached new religions, conquered whole kingdoms ...

In our research we consistently found that the people who were most effective during the Investigating stage were the ones most likely to be top sales performers.

Let’s get right on top of the bottom line: You must live your personal values at work.

It was lonely to be so perfect in all respects.

Deduction was for the highbrows in top hats and great coats; I performed my detecting with a boot and a six-gun.

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

There was a sky somewhere above the tops of the buildings, with stars and a moon and all the things there are in a sky, but they were content to think of the distant street lights as planets and stars. If the lights prevented you from seeing the heavens, then perform a little magic and change reality to fit the need. The street lights were now planets and stars and moon.

One of my dinner companions invited me on a strip-club excursion. I demurred, spoiled by the erotic revues of Anhedonia, where the performers remain fully clothed but get emotionally naked, delivering monologues about their top-shelf disappointments, and times when they were almost happy. Hard to enjoy American-style strip clubs after that. Once you go bleak, you never go back.

Another way to determine the direction of the general market is to focus on how the leading stocks are performing. If the stocks that have been leading the bull market start breaking down, that is a major sign the market has topped. Another important factor to watch is the Federal Reserve discount rate. Usually, after the Fed raises the rate two or three times, the market runs into trouble.

Shotton had an insatiable appetite for feedback—a quality I have seen in all the top business performers I have worked with. They have a particularly strong need for instant, in the moment feedback.

Canada is a sparsely populated nation, a mere 34 million people across a vast expanse of land. Consequently, as you grow up there, you encounter more weirdos who have been given a wider berth to stew in their weirdness and become gloriously eccentric. These are precisely the kinds of folks who served as our comic muses in Toronto. On top of this, the performers in Second City Toronto were a particularly nice, un-mean group,

was not obvious at the time, even to me, but we had one thing that Blockbuster did not: a culture that valued people over process, emphasized innovation over efficiency, and had very few controls. Our culture, which focused on achieving top performance with talent density and leading employees with context not control, has allowed us to continually grow and change as the world, and our members’ needs, have likewise morphed around us.

Here is the crux of the strategy: Instead of hiring an expert, or spending a lot of time trying to decide which stocks or actively managed funds are likely to be top performers, just invest in index funds and forget about it!

common to every one of these top performers: complete and total confidence (“I will win no matter what”), combined with rigorous, consistent, meticulous mental rehearsal (“and this is exactly what it will look like and feel like”).

Jeff says he enjoyed his physics course in high school, and got top grades, but "ever since I have had physics at the university I have had much trouble with it. This was a huge blow to me because I was used to doing well in school. I thought there was nothing I couldn't do if I just wanted it bad enough." My reply will go like this: "You might want to read the picaresque novel The Adventures of Augie March by Saul Bellow. The epiphany at the end, as I recall, is that we shouldn't be seeking harrowing challenges, but rather tasks we find natural and interesting, tasks we were apparently born to perform.

Another memorable performance of ‘Black Sabbath’ was in a town hall near Manchester. The manager was there to greet us in a suit and tie when we climbed out of the van. You should have seen the look on his face when he saw us. ‘Is that what you’re going to wear on stage?’ he asked me, staring at my bare feet and pyjama top. ‘Oh no,’ I said, in this fake-shocked voice. ‘I always perform in gold spandex. Have you ever seen an Elvis gig? Well, I look a bit like him – but of course my tits are much smaller.’

Put your vocabulary on the top shelf of your toolbox, and don't make any conscious effort to improve it... One of the really bad things you can do to your writing is to dress up the vocabulary, looking for long words because you're maybe a little bit ashamed of your shot ones. This is like dressing up a household pet in evening clothes. The pet is embarrassed and the person who committed this act of pre-meditated cuteness should be even more embarrassed. Make yourself a solemn promise right now that you'll never use 'emolument' when you mean 'tip' and you'll never say 'John stopped long enough to perform an act of excretion' when you mean 'John stopped long enough to take a shit'. If you believe 'take a shit' would be considered offensive or inappropriate by your audience, feel free to say 'John stopped long enough to move his bowels'...

Emotional intelligence skills are synergistic with cognitive ones; top performers have both. The more complex the job, the more emotional intelligence matters—if only because a deficiency in these abilities can hinder the use of whatever technical expertise or intellect a person may have.

Levedev: It's no great thing to drink - a horse too can drink... No, one must drink intelligently... in our time we used to struggle with lectures all day, but as soon as evening came we went straight off somewhere where the lights were shining and spun like tops til dawn... ... We would talk nonsense and philosophy till our tongues went numb... But today's lot... I don't understand... They wouldn't make God a candle or the Devil a poker.

If you've never come across Soccer Saturday, imagine a Samuel Beckett play in which a slick circus-master gets four retired clowns to describe a performance to punters stuck outside the Big Top. You will still be nowhere close to the absurcist drama that unfolds for six straight hours each Saturday on Sky Sports 1

Their research suggests that once a musician has enough ability to get into a top music school, the thing that distinguishes one performer from another is how hard he or she works. That’s it. And what’s more, the people at the very top don’t work just harder or even much harder than everyone else. They work much, much harder.

The point Wooden was making was that creating effective habits, down to the smallest detail, is what makes the difference between winning and losing games. Each habit might seem small, but added together, they have an exponential effect on performance. Just one habit, at the top of any field, can be enough to give an edge over the competition.

It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn’t worked together. That’s because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption.

Sudah saatnya unit SDM menganalisis profil dari top performer, mediocre, dan low performer untuk kemudian dijadikan panduan untuk strategi SDM.

Strive hard to be among the top performers. To do this, create a standard. Go higher than this standard. Set another higher standard; surpass it and repeat the process.

If you don’t measure the performance, you’re just guessing, and if you’re guessing, you’re not very likely to write top-notch code.

When your image improves, your performance improves. Zig Ziglar

Hawley’s jack-in-the-box performance did not surprise me much, given that he had clearly been auditioning to become Trump’s successor as America’s top authoritarian populist.

The over-the-top opulence offered the same kind of uninhibited, glittering cheer as a polished drag queen’s performance.

Change is possible only if the top management agrees.

Trying to staff a whole sales team prematurely is a very common managerial mistake. So is failing to figure out what distinguishes top sales performers from weak performers

In her performances, she introduced the practice of a show’s star making her entrance from the top of a staircase.

Con men need a battery of traits to win their victims’ trust and lighten their wallets. Chicago’s Leo Koretz had them all. They must be good actors and Leo, acting the part of a savvy financier who hobnobbed with a mysterious syndicate of millionaires, delivered a magnificent performance. They must be likeable, and everyone liked and trusted the generous, wisecracking, charming Leo. He could have been a top-flight lawyer, a business leader, or perhaps a powerful politician. He chose, instead, to become a master of promoting phony stocks.

top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption.

For fifteen years I have been intently studying earthly life. It is true I have not seen the earth nor men, but in your books I have drunk fragrant wine, I have sung songs, I have hunted stags and wild boars in the forests, have loved women ... Beauties as ethereal as clouds, created by the magic of your poets and geniuses, have visited me at night, and have whispered in my ears wonderful tales that have set my brain in a whirl. In your books I have climbed to the peaks of Elburz and Mont Blanc, and from there I have seen the sun rise and have watched it at evening flood the sky, the ocean, and the mountain-tops with gold and crimson. I have watched from there the lightning flashing over my head and cleaving the storm-clouds. I have seen green forests, fields, rivers, lakes, towns. I have heard the singing of the sirens, and the strains of the shepherds' pipes; I have touched the wings of comely devils who flew down to converse with me of God ... In your books I have flung myself into the bottomless pit, performed miracles, slain, burned towns, preached new religions, conquered whole kingdoms ...

Here, it is possible to be two things at once. Not a splitting of personality or psyche, but the natural superimposition of one mind on top of another mind. In the space between them, a performance becomes possible. You observe yourself, you watch yourself act, you hear yourself speak, a line that is articulated and then articulated again, and the meaning that is produced is at once entirely real—as it is experienced on stage, as it is experienced by the audience—and also the predictable result of your craft, the choices you have made, the control that cedes freedom.

That’s because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption.

The approach to digital culture I abhor would indeed turn all the world's books into one book, just as Kevin (Kelly) suggested. It might start to happen in the next decade or so. Google and other companies are scanning library books into the cloud in a massive Manhattan Project of cultural digitization. What happens next is what's important. If the books in the cloud are accessed via user interfaces that encourage mashups of fragments that obscure the context and authorship of each fragment, there will be only one book. This is what happens today with a lot of content; often you don't know where a quoted fragment from a news story came from, who wrote a comment, or who shot a video. A continuation of the present trend will make us like various medieval religious empires, or like North Korea, a society with a single book. The Bible can serve as a prototypical example. Like Wikipedia, the Bible's authorship was shared, largely anonymous, and cumulative, and the obscurity of the individual authors served to create an oracle-like ambience for the document as "the literal word of God." If we take a non-metaphysical view of the Bible, it serves as a link to our ancestors, a window. The ethereal, digital replacement technology for the printing press happens to have come of age in a time when the unfortunate ideology I'm criticizing dominates technological culture. Authorship - the very idea of the individual point of view - is not a priority of the new ideology. The digital flattening of expression into a global mush is not presently enforced from the top down, as it is in the case of a North Korean printing press. Instead, the design of software builds the ideology into those actions that are the easiest to perform on the software designs that are becoming ubiquitous. It is true that by using these tools, individuals can author books or blogs or whatever, but people are encouraged by the economics of free content, crowd dynamics, and lord aggregators to serve up fragments instead of considered whole expressions or arguments. The efforts of authors are appreciated in a manner that erases the boundaries between them. The one collective book will absolutely not be the same thing as the library of books by individuals it is bankrupting. Some believe it will be better; others, including me, believe it will be disastrously worse. As the famous line goes from Inherit the Wind: 'The Bible is a book... but it is not the only book' Any singular, exclusive book, even the collective one accumulating in the cloud, will become a cruel book if it is the only one available.

If you pin your happiness on climbing to the top of one mountain, what will you see when you reach the top? A beautiful view, a sense of how far you’ve come—and all the other peaks you haven’t climbed yet.

What separates experts from the rest of us is that they tend to engage in a very directed, highly focused routine, which Ericsson has labeled “deliberate practice.” Having studied the best of the best in many different fields, he has found that top achievers tend to follow the same general pattern of development. They develop strategies for consciously keeping out of the autonomous stage while they practice by doing three things: focusing on their technique, staying goal-oriented, and getting constant and immediate feedback on their performance. In other words, they force themselves to stay in the “cognitive phase.

As it turned out, the story he told wasn’t about doping; it was about power. It was about an ordinary guy who worked his way up to the top of an extraordinary world, who learned to play a shadowy chess match of strategy and information at the outermost edge of human performance. It was about a corrupt but strangely chivalrous world, where you would take any chemical under the sun to go faster, but wait for your opponent if he happened to crash.

Brigham Young University management professor Bradley Agle studied the CEOs of 128 major companies and found that those considered charismatic by their top executives had bigger salaries but not better corporate performance.

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

One of my greatest fears is family decline.There’s an old Chinese saying that “prosperity can never last for three generations.” I’ll bet that if someone with empirical skills conducted a longitudinal survey about intergenerational performance, they’d find a remarkably common pattern among Chinese immigrants fortunate enough to have come to the United States as graduate students or skilled workers over the last fifty years. The pattern would go something like this: • The immigrant generation (like my parents) is the hardest-working. Many will have started off in the United States almost penniless, but they will work nonstop until they become successful engineers, scientists, doctors, academics, or businesspeople. As parents, they will be extremely strict and rabidly thrifty. (“Don’t throw out those leftovers! Why are you using so much dishwasher liquid?You don’t need a beauty salon—I can cut your hair even nicer.”) They will invest in real estate. They will not drink much. Everything they do and earn will go toward their children’s education and future. • The next generation (mine), the first to be born in America, will typically be high-achieving. They will usually play the piano and/or violin.They will attend an Ivy League or Top Ten university. They will tend to be professionals—lawyers, doctors, bankers, television anchors—and surpass their parents in income, but that’s partly because they started off with more money and because their parents invested so much in them. They will be less frugal than their parents. They will enjoy cocktails. If they are female, they will often marry a white person. Whether male or female, they will not be as strict with their children as their parents were with them. • The next generation (Sophia and Lulu’s) is the one I spend nights lying awake worrying about. Because of the hard work of their parents and grandparents, this generation will be born into the great comforts of the upper middle class. Even as children they will own many hardcover books (an almost criminal luxury from the point of view of immigrant parents). They will have wealthy friends who get paid for B-pluses.They may or may not attend private schools, but in either case they will expect expensive, brand-name clothes. Finally and most problematically, they will feel that they have individual rights guaranteed by the U.S. Constitution and therefore be much more likely to disobey their parents and ignore career advice. In short, all factors point to this generation

I'd seen how the top-performing girls at Laurinda were cultivated like hothouse strawberries - bright and lush. Out in the real world, they would bruise. I wanted to see how the Cabinet would cope in two years' time, when they would be in the same classes as my most driven and hard-working Christ Our Saviour friends, and the most tenacious and gifted public school students, the hardy banksias and olive trees and root vegetables that would last all through winter.

That’s because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

In every field that's been studied from wine tasting to financial investing, when it came to differentiating between top performers, experience was not the critical variable....experience and expertise do not necessarily go hand in hand.

For Eric, Columbine was a performance. Homicidal art. He actually referred to his audience in his journal: “the majority of the audience wont even understand my motives,” he complained. He scripted Columbine as made-for-TV murder, and his chief concern was that we would be too stupid to see the point. Fear was Eric’s ultimate weapon. He wanted to maximize the terror. He didn’t want kids to fear isolated events like a sporting event or a dance; he wanted them to fear their daily lives. It worked. Parents across the country were afraid to send their kids to school. Eric didn’t have the political agenda of a terrorist, but he had adopted terrorist tactics. Sociology professor Mark Juergensmeyer identified the central characteristic of terrorism as “performance violence.” Terrorists design events “to be spectacular in their viciousness and awesome in their destructive power. Such instances of exaggerated violence are constructed events: they are mind-numbing, mesmerizing theater.” The audience—for Timothy McVeigh, Eric Harris, or the Palestine Liberation Organization—was always miles away, watching on TV. Terrorists rarely settle for just shooting; that limits the damage to individuals. They prefer to blow up things—buildings, usually, and the smart ones choose carefully. “During that brief dramatic moment when a terrorist act levels a building or damages some entity that a society regards as central to its existence, the perpetrators of the act assert that they—and not the secular government—have ultimate control over that entity and its centrality,” Juergensmeyer wrote. He pointed out that during the same day as the first attack on the World Trade Center, in 1993, a deadlier attack was leveled against a coffee shop in Cairo. The attacks were presumably coordinated by the same group. The body count was worse in Egypt, yet the explosion was barely reported outside that country. “A coffeehouse is not the World Trade Center,” he explained. Most terrorists target symbols of the system they abhor—generally, iconic government buildings. Eric followed the same logic. He understood that the cornerstone of his plan was the explosives. When all his bombs fizzled, everything about his attack was misread. He didn’t just fail to top Timothy McVeigh’s record—he wasn’t even recognized for trying. He was never categorized with his peer group. We lumped him in with the pathetic loners who shot people.

New Rule: Now that liberals have taken back the word "liberal," they also have to take back the word "elite." By now you've heard the constant right-wing attacks on the "elite media," and the "liberal elite." Who may or may not be part of the "Washington elite." A subset of the "East Coast elite." Which is overly influenced by the "Hollywood elite." So basically, unless you're a shit-kicker from Kansas, you're with the terrorists. If you played a drinking game where you did a shot every time Rush Limbaugh attacked someone for being "elite," you'd be almost as wasted as Rush Limbaugh. I don't get it: In other fields--outside of government--elite is a good thing, like an elite fighting force. Tiger Woods is an elite golfer. If I need brain surgery, I'd like an elite doctor. But in politics, elite is bad--the elite aren't down-to-earth and accessible like you and me and President Shit-for-Brains. Which is fine, except that whenever there's a Bush administration scandal, it always traces back to some incompetent political hack appointment, and you think to yourself, "Where are they getting these screwups from?" Well, now we know: from Pat Robertson. I'm not kidding. Take Monica Goodling, who before she resigned last week because she's smack in the middle of the U.S. attorneys scandal, was the third-ranking official in the Justice Department of the United States. She's thirty-three, and though she never even worked as a prosecutor, was tasked with overseeing the job performance of all ninety-three U.S. attorneys. How do you get to the top that fast? Harvard? Princeton? No, Goodling did her undergraduate work at Messiah College--you know, home of the "Fighting Christies"--and then went on to attend Pat Robertson's law school. Yes, Pat Robertson, the man who said the presence of gay people at Disney World would cause "earthquakes, tornadoes, and possibly a meteor," has a law school. And what kid wouldn't want to attend? It's three years, and you have to read only one book. U.S. News & World Report, which does the definitive ranking of colleges, lists Regent as a tier-four school, which is the lowest score it gives. It's not a hard school to get into. You have to renounce Satan and draw a pirate on a matchbook. This is for the people who couldn't get into the University of Phoenix. Now, would you care to guess how many graduates of this televangelist diploma mill work in the Bush administration? On hundred fifty. And you wonder why things are so messed up? We're talking about a top Justice Department official who went to a college founded by a TV host. Would you send your daughter to Maury Povich U? And if you did, would you expect her to get a job at the White House? In two hundred years, we've gone from "we the people" to "up with people." From the best and brightest to dumb and dumber. And where better to find people dumb enough to believe in George Bush than Pat Robertson's law school? The problem here in America isn't that the country is being run by elites. It's that it's being run by a bunch of hayseeds. And by the way, the lawyer Monica Goodling hired to keep her ass out of jail went to a real law school.

Without a doubt, American teenagers can perform at the top of the world on a sophisticated test of critical thinking. Students at traditional public high schools that took the test in Fairfax, Virginia, also trounced teenagers around the world.

this book itself is not a book on what people at the top do or should do. It is addressed to everyone who, as a knowledge worker, is responsible for actions and decisions which are meant to contribute to the performance capacity of his organization.

Clearly, if we want students to perform well on standardized reading tests, our top priority should not be on narrowing students into a test-prep curriculum; our focus should be on providing our students with the widest reading experiences possible.

On the contrary, I’m too weak for it. I mean, everyone is, but I am especially susceptible to its false rewards, you know? It’s designed to addict you, to prey on your insecurities and use them to make you stay. It exploits everybody’s loneliness and promises us community, approval, friendship. Honestly, in that sense, social media is a lot like the Church of Scientology. Or QAnon. Or Charles Manson. And then on top of that—weaponizing a person’s isolation—it convinces every user that she is a minor celebrity, forcing her to curate some sparkly and artificial sampling of her best experiences, demanding a nonstop social performance that has little in common with her inner life, intensifying her narcissism, multiplying her anxieties, narrowing her worldview. All while commodifying her, harvesting her data, and selling it to nefarious corporations so that they can peddle more shit that promises to make her prettier, smarter, more productive, more successful, more beloved. And throughout all this, you have to act stupefied by your own good luck. Everybody’s like, Words cannot express how fortunate I feel to have met this amazing group of people, blah blah blah. It makes me sick. Everybody influencing, everybody under the influence, everybody staring at their own godforsaken profile, searching for proof that they’re lovable. And then, once you’re nice and distracted by the hard work of tallying up your failures and comparing them to other people’s triumphs, that’s when the algorithmic predators of late capitalism can pounce, enticing you to partake in consumeristic, financially irresponsible forms of so-called self-care, which is really just advanced selfishness. Facials! Pedicures! Smoothie packs delivered to your door! And like, this is just the surface stuff. The stuff that oxidizes you, personally. But a thousand little obliterations add up, you know? The macro damage that results is even scarier. The hacking, the politically nefarious robots, opinion echo chambers, fearmongering, erosion of truth, etcetera, etcetera. And don’t get me started on the destruction of public discourse. I mean, that’s just my view. Obviously to each her own. But personally, I don’t need it. Any of it.” Blandine cracks her neck. “I’m corrupt enough.

When the wounded mouse finally died, I held his little body. I rubbed the top of his head, and I thought of it as a blessing, a baptism. Whenever I fed the mice or weighed them for the lever-press task, I always thought of Jesus in the upper room, washing his disciples' feet. This moment of servitude, of being quite literally brought low, always reminded me that I needed these mice just as much as they needed me. More. What would I know about the brain without them? How could I perform my work, find answers to my questions? The collaboration that the mice and I have going in this lab is, if not holy, then at least sacrosanct. I have never, will never, tell anyone that I sometimes think this way, because I'm aware that the Christians in my life would find it blasphemous and the scientists would find it embarrassing, but the more I do this work the more I believe in a kind of holiness in our connection to everything on Earth. Holy is the mouse. Holy is the grain the mouse eats. Holy is the seed. Holy are we.

For if there are (at a venture) seventy-six different times all ticking in the mind at once, how many different people are there not - Heaven help us _ all having lodgement at one time or another in the human spirit? Some say two thousand and fifty two. So that it is the most usual thing in the world for a person to call, directly they are alone...Come, come! I'm sick to death of this particular self. I want another. But it is not altogether plain sailing either...these selves of which we are built up, one on top of another, as plates are piled up on a waiter's hand, have attachments elsewhere, sympathies, little constitutions and rights of their own...so that one will only come if it is raining....another if you can promise it a glass of wine - and so on...

At a time when the US Navy was finally jettisoning the prewar bureaucrats in the officer corps, allowing the wartime performers to rise to the top, the Imperial Japanese Navy was facing the opposite problem – it was running out of its talented, veteran officers.

there seems to be a plateau effect where at some point the body hits its capacity to improve. At the elite level of human performance, there seems to be some kind of biological performance ceiling—when you’re near the top, there’s only so much room left for improvement.

When we entered a classroom we always tossed our caps on the floor, to free our hands; as soon as we crossed the threshold we would throw them under the bench so hard that they struck the wall and raised a cloud of dust; this was "the way it should be done." But the new boy either failed to notice this maneuver or was too shy to perform it himself, for he was still holding his cap on his lap at the end of the prayer. It was a head-gear of composite nature, combining elements of the busby, the lancer cap, the round hat, the otter-skin cap and the cotton nightcap--one of those wretched things whose mute ugliness has great depths of expression, like an idiot's face. Egg-shaped and stiffened by whalebone, it began with three rounded bands, followed by alternating diamond-shaped patches of velvet and rabbit fur separated by a red stripe, and finally there was a kind of bag terminating in a cardboard-lined polygon covered with complicated braid. A network of gold wire was attached to the top of this polygon by a long, extremely thin cord, forming a kind of tassel. The cap was new; its visor was shiny. "Stand up," said the teacher. He stood up; his cap fell. The whole class began to laugh. He bent down and picked it up. A boy beside him knocked it down again with his elbow; he picked it up once again. "Will you please put your helmet away?" said the teacher, a witty man.

A Dr van 't Hoff of the veterinary college at Utrecht... finds it a less arduous task to mount Pegasus (evidently borrowed from the veterinary school) and to proclaim in his La Chemie dans l' espace how, during his bold fight to the top of the chemical Parnassus, the atoms appeared to him to have grouped themselves together throughout universal space. ... I should have taken no notice of this matter had not Wislicenus oddly enough written a preface to the pamphlet, and not by way of a joke but in all seriousness recommended it a worthwhile performance.

There’s no point in ruminating over a missed attempt because stacking guilt and shame on top of what you perceive as a poor performance only makes it harder to get back on track.41 Let the past be in the past, forgive yourself quickly and get back in the game as fast as you can.

With soldiers, a leader develops a sense about which soldiers you can trust. You look for the soldiers who perform consistently. That is generally no more than fifteen percent of an organization. Solid leadership and association with your top performers can influence another seventy percent of your unit.

I went to the room in Great Jones Street, a small crooked room, cold as a penny, looking out on warehouses, trucks and rubble. There was snow on the windowledge. Some rags and an unloved ruffled shirt of mine had been stuffed into places where the window frame was warped and cold air entered. The refrigerator was unplugged, full of record albums, tapes, and old magazines. I went to the sink and turned on both taps all the way, drawing an intermittent trickle. Least is best. I tried the radio, picking up AM only at the top of the dial, FM not at all." The industrial loft buildings along Great Jones seemed misproportioned, broad structures half as tall as they should have been, as if deprived of light by the great skyscraper ranges to the north and south." Transparanoia owns this building," he said. She wanted to be lead singer in a coke-snorting hard-rock band but was prepared to be content beating a tambourine at studio parties. Her mind was exceptional, a fact she preferred to ignore. All she desired was the brute electricity of that sound. To make the men who made it. To keep moving. To forget everything. To be that sound. That was the only tide she heeded. She wanted to exist as music does, nowhere, beyond maps of language. Opal knew almost every important figure in the business, in the culture, in the various subcultures. But she had no talent as a performer, not the slightest, and so drifted along the jet trajectories from band to band, keeping near the fervers of her love, that obliterating sound, until we met eventually in Mexico, in somebody's sister's bed, where the tiny surprise of her name, dropping like a pebble on chrome, brought our incoherent night to proper conclusion, the first of all the rest, transactions in reciprocal tourism. She was beautiful in a neutral way, emitting no light, defining herself in terms of attrition, a skinny thing, near blond, far beyond recall from the hard-edged rhythms of her life, Southwestern woman, hard to remember and forget...There was never a moment between us that did not measure the extent of our true connection. To go harder, take more, die first.

Companies win when their managers make a clear and meaningful distinction between top- and bottom-performing businesses and people, when they cultivate the strong and cull the weak. Companies suffer when every business and person is treated equally and bets are sprinkled all around like rain on the ocean.

Douglas rejected medicine, in part because he wanted to be a writer-performer (although at least four top British writer-performers have been doctors—Jonathan Miller, Graham Chapman, Graeme Garden and Rob Buckman), and in part because it would have meant going off for another two years to get a new set of A-levels.

What starts the process, really, are the laughs and snubs and slights you get when you are a kid. Sometimes, it's because you're poor or Irish or Jewish or Catholic or ugly or simply that you are skinny. But if you are reasonably intelligent and if your anger is deep enough and strong enough, you learn that you can change those attitudes by excellence, personal gut performance, while those who have everything are sitting on their fat butts.... But once you learn that you've got to work harder than everybody else, it becomes a way of life as you move out of the alley and on your way. In your own mind you have nothing to lose, so you take plenty of chances and if you do your homework many of them pay off. It is then that you understand, for the first time, that you have the advantage because your competitors can't risk what they have already. It's a piece of cake until you get to the top. You find you can't stop playing the game the way you've always played it because it is a part of you and you need it as much as you can do an arm or a leg. So you are lean and mean and resourceful and you continue to walk on the edge of the precipice because over the years you have become fascinated by how close to the edge you can walk without losing your balance.

Rhys said, “This is what Velaris is known for: the artists’ quarter. You’ll find a hundred galleries, supply stores, potters’ compounds, sculpture gardens, and anything in between. They call it the Rainbow of Velaris. The performing artists—the musicians, the dancers, the actors—dwell on that hill right across the Sidra. You see the bit of gold glinting near the top? That’s one of the main theaters. There are five notable ones in the city, but that’s the most famous. And then there are the smaller theaters, and the amphitheater on the sea cliffs … ” He trailed off as he noticed my gaze drifting back to the assortment of bright buildings ahead.

This was why love was so dangerous. Love turned the world into a garden, so beguiling it was easy to forget that rose petals sails appeared charmed. They blazed red in the day and silver at night, like a magician’s cloak, hinting at mysteries concealed beneath, which Tella planned to uncover that night. Drunken laughter floated above her as Tella delved deeper into the ship’s underbelly in search of Nigel the Fortune-teller. Her first evening on the vessel she’d made the mistake of sleeping, not realizing until the following day that Legend’s performers had switched their waking hours to prepare for the next Caraval. They slumbered in the day and woke after sunset. All Tella had learned her first day aboard La Esmeralda was that Nigel was on the ship, but she had yet to actually see him. The creaking halls beneath decks were like the bridges of Caraval, leading different places at different hours and making it difficult to know who stayed in which room. Tella wondered if Legend had designed it that way, or if it was just the unpredictable nature of magic. She imagined Legend in his top hat, laughing at the question and at the idea that magic had more control than he did. For many, Legend was the definition of magic. When she had first arrived on Isla de los Sueños, Tella suspected everyone could be Legend. Julian had so many secrets that she’d questioned if Legend’s identity was one of them, up until he’d briefly died. Caspar, with his sparkling eyes and rich laugh, had played the role of Legend in the last game, and at times he’d been so convincing Tella wondered if he was actually acting. At first sight, Dante, who was almost too beautiful to be real, looked like the Legend she’d always imagined. Tella could picture Dante’s wide shoulders filling out a black tailcoat while a velvet top hat shadowed his head. But the more Tella thought about Legend, the more she wondered if he even ever wore a top hat. If maybe the symbol was another thing to throw people off. Perhaps Legend was more magic than man and Tella had never met him in the flesh at all. The boat rocked and an actual laugh pierced the quiet. Tella froze. The laughter ceased but the air in the thin corridor shifted. What had smelled of salt and wood and damp turned thick and velvet-sweet. The scent of roses. Tella’s skin prickled; gooseflesh rose on her bare arms. At her feet a puddle of petals formed a seductive trail of red. Tella might not have known Legend’s true name, but she knew he favored red and roses and games. Was this his way of toying with her? Did he know what she was up to? The bumps on her arms crawled up to her neck and into her scalp as her newest pair of slippers crushed the tender petals. If Legend knew what she was after, Tella couldn’t imagine he would guide her in the correct direction, and yet the trail of petals was too tempting to avoid. They led to a door that glowed copper around the edges. She turned the knob. And her world transformed into a garden, a paradise made of blossoming flowers and bewitching romance. The walls were formed of moonlight. The ceiling was made of roses that dripped down toward the table in the center of the room, covered with plates of cakes and candlelight and sparkling honey wine. But none of it was for Tella. It was all for Scarlett. Tella had stumbled into her sister’s love story and it was so romantic it was painful to watch. Scarlett stood across the chamber. Her full ruby gown bloomed brighter than any flowers, and her glowing skin rivaled the moon as she gazed up at Julian. They touched nothing except each other. While Scarlett pressed her lips to Julian’s, his arms wrapped around her as if he’d found the one thing he never wanted to let go of. This was why love was so dangerous. Love turned the world into a garden, so beguiling it was easy to forget that rose petals were as ephemeral as feelings, eventually they would wilt and die, leaving nothing but the thorns.

But what sort of experiment? An English statistician named Bradford Hill (a former victim of TB himself) proposed an extraordinary solution. Hill began by recognizing that doctors, of all people, could not be entrusted to perform such an experiment without inherent biases. Every biological experiment requires a “control” arm—untreated subjects against whom the efficacy of a treatment can be judged. But left to their own devices, doctors were inevitably likely (even if unconsciously so) to select certain types of patients upfront, then judge the effects of a drug on this highly skewed population using subjective criteria, piling bias on top of bias. Hill

Brewing and serving tea is an aesthetic ritual in Iran, performed several times a day. We serve tea in transparent glasses, small and shapely, the most popular of which is called slim-waisted: round and full at the top, narrow in the middle and round and full at the bottom. The color of the tea and its subtle aroma are an indication of the brewer’s skill.

I shall leave you to your Sisyphean task." "What does that mean?" he heard Daisy ask. Lillian replied while her smiling gaze remained locked with Marcus's. "It seems you avoided one too many Greek mythology lessons, dear. Sisyphus was a soul in Hades who was damned to perform an eternal task... rolling a huge boulder up a hill, only to have it roll down again just before he reached the top." "Then if the countess is Sisyphus," Daisy concluded, "I suppose we're..." "The boulder," Lady Westcliff said succinctly, causing both girls to laugh. "Do continue with our instruction, my lady," Lillian said, giving her full attention to the elderly woman as Marcus left the room. "We'll try not to flatten you on the way down.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Instead of someone else’s expectations, we’re driven by our own intention. Instead of being affected by someone else’s scrutiny, we have a clear sense of where we are right now, in this moment. And instead of someone else’s consequences, we are focused on our current priority. The mental recipe for internally driven people is intention, moment, priority, or IMP.

Pham Nuwen spent years learning to program/explore. Programming went back to the beginning of time. It was a little like the midden out back of his father’s castle. Where the creek had worn that away, ten meters down, there were the crumpled hulks of machines—flying machines, the peasants said—from the great days of Canberra’s original colonial era. But the castle midden was clean and fresh compared to what lay within the Reprise’s local net. There were programs here that had been written five thousand years ago, before Humankind ever left Earth. The wonder of it—the horror of it, Sura said—was that unlike the useless wrecks of Canberra’s past, these programs still worked! And via a million million circuitous threads of inheritance, many of the oldest programs still ran in the bowels of the Qeng Ho system. Take the Traders’ method of timekeeping. The frame corrections were incredibly complex—and down at the very bottom of it was a little program that ran a counter. Second by second, the Qeng Ho counted from the instant that a human had first set foot on Old Earth’s moon. But if you looked at it still more closely. . .the starting instant was actually some hundred million seconds later, the 0-second of one of Humankind’s first computer operating systems. So behind all the top-level interfaces was layer under layer of support. Some of that software had been designed for wildly different situations. Every so often, the inconsistencies caused fatal accidents. Despite the romance of spaceflight, the most common accidents were simply caused by ancient, misused programs finally getting their revenge. “We should rewrite it all,” said Pham. “It’s been done,” said Sura, not looking up. She was preparing to go off-Watch, and had spent the last four days trying to root a problem out of the coldsleep automation. “It’s been tried,” corrected Bret, just back from the freezers. “But even the top levels of fleet system code are enormous. You and a thousand of your friends would have to work for a century or so to reproduce it.” Trinli grinned evilly. “And guess what—even if you did, by the time you finished, you’d have your own set of inconsistencies. And you still wouldn’t be consistent with all the applications that might be needed now and then.” Sura gave up on her debugging for the moment. “The word for all this is ‘mature programming environment.’ Basically, when hardware performance has been pushed to its final limit, and programmers have had several centuries to code, you reach a point where there is far more signicant code than can be rationalized. The best you can do is understand the overall layering, and know how to search for the oddball tool that may come in handy—take the situation I have here.” She waved at the dependency chart she had been working on. “We are low on working fluid for the coffins. Like a million other things, there was none for sale on dear old Canberra. Well, the obvious thing is to move the coffins near the aft hull, and cool by direct radiation. We don’t have the proper equipment to support this—so lately, I’ve been doing my share of archeology. It seems that five hundred years ago, a similar thing happened after an in-system war at Torma. They hacked together a temperature maintenance package that is precisely what we need.” “Almost precisely.

Star performers are very likely to attract sponsors, and loyal performers are very likely to keep them. But if they fail to distinguish themselves, these loyal performers run the risk of becoming permanent seconds, lieutenants who never make captain. To position themselves for the top job, protégés must therefore contribute something the leader prizes but may intrinsically lack:

According to a study, the top six competencies that distinguish star performers from average performers in the tech sector are (in this order):          1.  Strong achievement drive and high achievement standards          2.  Ability to influence          3.  Conceptual thinking          4.  Analytical ability          5.  Initiative in taking on challenges          6.  Self-confidence5 Of

My father, who couldn't resist not leaving well enough alone and needed to top his entire performance with a little fillip of more recent vintage, added that what was truly amazing was that, in Israel and in many Arab countries nowadays, the fruit is referred to by a totally different name: mishmish. My mother was nonplussed. We all, including my two cousins who were visiting that week, had an impulse to clap.

I made a lot of mistakes along the way and wish I had access to the information in this book back then. Common traps were stepped in—like trying a top-down mandate to adopt Agile, thinking it was one size fits all, not focusing on measurement (or the right things to measure), leadership behavior not changing, and treating the transformation like a program instead of creating a learning organization (never done).

THE CLOWN AND THE COUNTRYMAN A Nobleman announced his intention of giving a public entertainment in the theatre, and offered splendid prizes to all who had any novelty to exhibit at the performance. The announcement attracted a crowd of conjurers, jugglers, and acrobats, and among the rest a Clown, very popular with the crowd, who let it be known that he was going to give an entirely new turn. When the day of the performance came, the theatre was filled from top to bottom some time before the entertainment began. Several performers exhibited their tricks, and then the popular favourite came on empty-handed and alone. At once there was a hush of expectation: and he, letting his head fall upon his breast, imitated the squeak of a pig to such perfection that the audience insisted on his producing the animal, which, they said, he must have somewhere concealed about his person. He, however, convinced them that there was no pig there, and then the applause was deafening. Among the spectators was a Countryman, who disparaged the Clown's performance and announced that he would give a much superior exhibition of the same trick on the following day. Again the theatre was filled to overflowing, and again the Clown gave his imitation amidst the cheers of the crowd. The Countryman, meanwhile, before going on the stage, had secreted a young porker under his smock; and when the spectators derisively bade him do better if he could, he gave it a pinch in the ear and made it squeal loudly. But they all with one voice shouted out that the Clown's imitation was much more true to life. Thereupon he produced the pig from under his smock and said sarcastically, "There, that shows what sort of judges you are!

Most Web activities do not generate jobs and revenue at the rate of past technological breakthroughs. When Ford and General Motors were growing in the early part of the twentieth century, they created millions of jobs and helped build Detroit into a top-tier U.S. city. Today, Facebook creates a lot of voyeuristic pleasure, but the company doesn’t employ many people and hasn’t done much for Palo Alto; a lot of the “work” is performed more or less automatically by the software and the servers. You could say that the real work is done by its users, in their spare time and as a form of leisure. Web 2.0 is not filling government coffers or supporting many families, even though it’s been great for users, programmers, and some information technology specialists. Everyone on the Web has heard of Twitter, but as of Fall 2010, only about three hundred people work there.

As with any target, in the pursuit of this purpose managers actually make performance worse—by ‘managing costs,’ for example, they create (more) costs. If only they knew. In pursuit of economies of scale, managers of service organizations build factories to handle work and worsen service, but they remain unaware of the extent of the damage, because their measures, being activity- rather than purpose-related, keep them blind. Top-down

Finally, the memo said that Yahoo was full of employees who were “lacking the passion and commitment to be a part of the solution. We sit idly by while—at all levels—employees are enabled to ‘hang around.’ Where is the accountability? Moreover, our compensation systems don’t align to our overall success. Weak performers that have been around for years are rewarded. And many of our top performers aren’t adequately recognized for their efforts.

top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

The striking thing about Ericsson’s study is that he and his colleagues couldn’t find any ‘naturals,’ musicians who floated effortlessly to the top while practicing a fraction of the time their peers did. Nor could they find any ‘grinds,’ people who worked harder than everyone else, yet just didn’t have what it takes to break the top ranks. Their research suggests that once a musician has enough ability to get into a top music school, the thing that distinguishes one performer from another is how hard he or she works. That’s it. And what’s more, the people at the very top don’t work just harder or even much harder than everyone else. They work much, much harder. The idea that excellence at a complex task requires a critical minimum level of practice surfaces again and again in studies of excellence. In fact, researchers have settled on what they believe is the magic number for true expertise: ten thousand hours.

Fortunes of all major nations have followed specific trajectories of rise and retreat, but perhaps the greatest difference in their paths has been the time they spent at the top of their performance: some had a relatively prolonged plateau followed by steady decline (both the British empire and the 20th-century United States fit this pattern); others had a swift rise to a brief peak, followed by a more or less rapid decline. Japan is clearly in the latter category.

The one and only personality trait the effective ones I have encountered did have in common was something they did not have: they had little or no ‘charisma’ and little use either for the term or what it signifies.” Supporting Drucker’s claim, Brigham Young University management professor Bradley Agle studied the CEOs of 128 major companies and found that those considered charismatic by their top executives had bigger salaries but not better corporate performance. We

The FFC manages to make enough noise on women’s issues that management is forced to respond, and naturally they do this in the most Facebook way possible. They announce #ally bot, a “bot that promotes ally behaviors within the company by letting you thank your colleagues for being allies.” A top aide for the chief technology officer explains that the bot is for men to use when they see other men supporting women. “If I’m in a meeting and I see another dude be an ally I could say ‘hey that was great keep that up.’” The bot “gives the recipient a shiny new Ally badge on their internal Facebook profile” once their name has been added with the hashtag #ally in the #ally bot. The bot keeps score and is linked to the performance review system—meaning men will be receiving a highly visible input to the system that will affect pay, promotions, and stock options and can be easily gamed by any men who decide to hand each other #ally hashtags.

A language that will at last say what we have to say. For our words no longer correspond to the world. When things were whole, we felt confident that our words could express them. But little by little these things have broken apart, shattered, collapsed into chaos. And yet our words have remained the same. They have not adapted themselves to the new reality. Hence, every time we try to speak of what we see, we speak falsely, distorting the very thing we are trying to represent. It's made a mess of everything. But words, as you yourself understand, are capable of change. The problem is how to demonstrate this. That is why I now work with the simplest means possible - so simple that even a child can grasp what I am saying. Consider a word that refers to a thing - "umbrella", for example. When I say the word "umbrella", you see the object in your mind. You see a kind of stick, with collapsible metal spokes on top that form an armature for a waterproof material which, when opened, will protect you from the rain. This last detail is important. Not only is an umbrella a thing, it is a thing that performs a function - in other words, expresses the will of man. When you stop to think of it, every object is similar to the umbrella, in that it serves a function. A pencil is for writing, a shoe is for wearing, a car is for driving. Now, my question is this. What happens when a thing no longer performs its function ? Is it still the thing or has it become something else ? When you rip the cloth off the umbrella, is the umbrella still an umbrella ? You open the spokes, put them over your head, walk out into the rain, and you get drenched. Is it possible to go one calling this object an umbrella ? In general, people do. At the very limit, they will say the umbrella is broken. To me this is a serious error, the source of all our troubles. Because it can no longer perform its function, the umbrella has ceased to be an umbrella. It might resemble an umbrella, it might once have been an umbrella, but now it has changed into something else. The word, however, has remained the same. Therefore, it can no longer express the thing. It is imprecise; it is false; it hides the thing it is supposed to reveal. And if we cannot even name a common, everyday object that we hold in our hands, how can we expect to speak of the things that truly concern us? Unless we can begin to embody the position of change in the words we use, we will continue to be lost.

The agile value "Delivering Value over Meeting Constraints" provides a focus for rethinking how we measure performance on projects. Although constraints such as cost and time are important, they should be secondary to creating value for customers. All too often, we focus on what is easily measurable and ignore really important characteristics that are harder to quantify. Agile development attempts to change that bias and focus on the most important things, and value is at the top of that list.

On the back of her gratitude for the opportunity to talk and connect with her children, a powerful new insight presents itself. Although she can’t provide as much as some parents materially, there’s is no reason why she can’t develop their inner strength in a way that others will struggle to match. Dealing with pressure and having to think clearly in emotional situations have helped her today, both at work and at home, and passing this gift on to her children will help them face adversity too.

A lot of people think I'm brave because I quit my job and traveled the world alone in search of purpose. And yes, doing this required a lot of courage. But for introverts like me, there are things that care us even more than performing or traveling solo. At the top of the list might be saying "I love you" for the first time, or opening up to someone new. Remember, the bravest acts happen in quiet moments. When you feel afraid to speak up or try something new, but you do it anyway, you are the definition of courage.

Eliciting peak performance means going up against something or somebody. Let me give you a simple example. For years the performance of the Intel facilities maintenance group, which is responsible for keeping our buildings clean and neat, was mediocre, and no amount of pressure or inducement seemed to do any good. We then initiated a program in which each building’s upkeep was periodically scored by a resident senior manager, dubbed a “building czar.” The score was then compared with those given the other buildings. The condition of all of them dramatically improved almost immediately. Nothing else was done; people did not get more money or other rewards. What they did get was a racetrack, an arena of competition. If your work is facilities maintenance, having your building receive the top score is a powerful source of motivation. This is key to the manager’s approach and involvement: he has to see the work as it is seen by the people who do that work every day and then create indicators so that his subordinates can watch their “racetrack” take shape.

by trying a blunt method—in his lab notebook he wrote, will try direct approach—he melted an aluminum wire “through” the thin top layer. He made a good contact. It was late on the evening of March 17, 1955. When he took some instrument readings, he was shocked to see that the device performed better than any germanium transistor then in existence. In his notebook he wrote, This looks like the transistor we’ve been waiting for. It should be a cinch to make. “Right away,” he recalls, “I knew that this would be very manufacturable.

The Priceless Job of Motherhood God of Heaven I am here on Earth To follow a Divine mandate Of being a loving Mother I know I have no strength To do this on my own I pray for your wisdom To perform this task Without a fright As I raise these children Please help me remember I was never hired for this role But highly favoured To find myself in it Hence, I acknowledge this privilege Of being a parent to them Lord, I lift my hands And bow to Your majestic Name I say at top of my voice Thank you, Father For the priceless job of Motherhood!

 I find myself humming as I reach the top of the steps, but then I halt. “Really now, Kearan,” I say. He’s facedown on the ground. Likely passed out in his own vomit, yet again. This can’t continue. I’ll have to think of some fitting punishment for him. I couldn’t care less what he does in his free time, but when he’s on duty, he’d better be ready to perform at his best. Suddenly his whole body jerks upward, and I take a step back in case he’s having some sort of sleeping fit. “Three,” he says on a raspy breath before leaning down to the ground again. Is he sleep talking? He’s been known to do that even with his eyes open. No, wait—“Are you doing push-ups?” I ask. “F-f-four,” he says as he rises again. “Sweet stars, you are. What’s gotten into you?” After five, he lies on the ground and rolls onto his back, breathing heavily. “Just passing the time, is all. We’ve a long journey ahead of us.” Yes, but he usually passes the time with drink. He reaches into one of his pockets. Ah, there he is. But what he pulls out isn’t a flask. It’s a canteen. The kind we use on the ship for storing water. He sits up and takes a few sips. “What’s in that?” He holds the canteen out to me, and I take a sniff. It’s water. “She dumped all of my flasks into the sea while I slept,” Kearan says. “Didn’t realize she cared so much.” He searches across the ship for Sorinda, but she must be belowdecks because he focuses on me once more. “Any more questions, Captain?” His tone sounds bored. “Are we headed in the right direction?” “Course, I’m keeping her steady.” “Good,” I say before moving on quickly. Lest Kearan break into song or sprout wings.

Forbes lists several top-performing small businesses that have had great endurance for the past ten years. Some of the industries represented include wallboard manufacturing, building material manufacturing, electronics stores, prefab housing, and automobile parts. No, these industries don’t sound very exciting. But typically it’s these mundane categories of businesses that produce wealth for their owners. Often dull-normal industries don’t attract a great deal of competition, and demand for their offerings is not usually subject to rapid downturns. We

Around the early 2010s, it became unfeasible to pack transistors more densely by shrinking them two dimensionally. One challenge was that, as transistors were shrunk according to Moore’s Law, the narrow length of the conductor channel occasionally caused power to “leak” through the circuit even when the switch was off. On top of this, the layer of silicon dioxide atop each transistor became so thin that quantum effects like “tunneling”—jumping through barriers that classical physics said should be insurmountable—began seriously impacting transistor performance.

The abilities of the leaders at the top, and also those below that level, to understand the context and nature of the conflict and to get the big ideas – the strategy – right; to communicate those big ideas throughout the breadth and depth of a unit, a country, a coalition, the world; to oversee the implementation of the big ideas, providing example, energy, inspiration, determination and solid operational direction; and to determine how to refine and adjust the big ideas so that the leader can perform the four tasks again and again – these abilities are absolutely critical.

How nice that our former stable boy has begotten a namesake from my elder daughter,” the countess remarked acidly. “This will be the first of many brats, I am sure. Regrettably there is still no heir to the earldom…which is your responsibility, I believe. Come to me with news of your impending marriage to a bride of good blood, Westcliff, and I will evince some satisfaction. Until then, I see little reason for congratulations.” Though he displayed no emotion at his mother’s hard-hearted response to the news of Aline’s child, not to mention her infuriating preoccupation with the begetting of an heir, Marcus was hard-pressed to hold back a savage reply. In the midst of his darkening mood, he became aware of Lillian’s intent gaze. Lillian stared at him astutely, a peculiar smile touching her lips. Marcus arched one brow and asked sardonically, “Does something amuse you, Miss Bowman?” “Yes,” she murmured. “I was just thinking that it’s a wonder you haven’t rushed out to marry the first peasant girl you could find.” “Impertinent twit!” the countess exclaimed. Marcus grinned at the girl’s insolence, while the tightness in his chest eased. “Do you think I should?” he asked soberly, as if the question was worth considering. “Oh yes,” Lillian assured him with a mischievous sparkle in her eyes. “The Marsdens could use some new blood. In my opinion, the family is in grave danger of becoming overbred.” “Overbred?” Marcus repeated, wanting nothing more than to pounce on her and carry her off somewhere. “What has given you that impression, Miss Bowman?” “Oh, I don’t know…” she said idly. “Perhaps the earth-shattering importance you attach to whether one should use a fork or spoon to eat one’s pudding.” “Good manners are not the sole province of the aristocracy, Miss Bowman.” Even to himself, Marcus sounded a bit pompous. “In my opinion, my lord, an excessive preoccupation with manners and rituals is a strong indication that someone has too much time on his hands.” Marcus smiled at her impertinence. “Subversive, yet sensible,” he mused. “I’m not certain I disagree.” “Do not encourage her effrontery, Westcliff,” the countess warned. “Very well—I shall leave you to your Sisyphean task.” “What does that mean?” he heard Daisy ask. Lillian replied while her smiling gaze remained locked with Marcus’s. “It seems you avoided one too many Greek mythology lessons, dear. Sisyphus was a soul in Hades who was damned to perform an eternal task…rolling a huge boulder up a hill, only to have it roll down again just before he reached the top.” “Then if the countess is Sisyphus,” Daisy concluded, “I suppose we’re…” “The boulder,” Lady Westcliff said succinctly, causing both girls to laugh. “Do continue with our instruction, my lady,” Lillian said, giving her full attention to the elderly woman as Marcus bowed and left the room. “We’ll try not to flatten you on the way down.

To take an example, therefore, from a very trifling manufacture; but one in which the division of labour has been very often taken notice of, the trade of the pin-maker; a workman not educated to this business (which the division of labour has rendered a distinct trade), nor acquainted with the use of the machinery employed in it (to the invention of which the same division of labour has probably given occasion), could scarce, perhaps, with his utmost industry, make one pin in a day, and certainly could not make twenty. But in the way in which this business is now carried on, not only the whole work is a peculiar trade, but it is divided into a number of branches, of which the greater part are likewise peculiar trades. One man draws out the wire, another straights it, a third cuts it, a fourth points it, a fifth grinds it at the top for receiving, the head; to make the head requires two or three distinct operations; to put it on is a peculiar business, to whiten the pins is another; it is even a trade by itself to put them into the paper; and the important business of making a pin is, in this manner, divided into about eighteen distinct operations, which, in some manufactories, are all performed by distinct hands, though in others the same man will sometimes perform two or three of them. I have seen a small manufactory of this kind where ten men only were employed, and where some of them consequently performed two or three distinct operations. But though they were very poor, and therefore but indifferently accommodated with the necessary machinery, they could, when they exerted themselves, make among them about twelve pounds of pins in a day. There are in a pound upwards of four thousand pins of a middling size. Those ten persons, therefore, could make among them upwards of forty-eight thousand pins in a day. Each person, therefore, making a tenth part of forty-eight thousand pins, might be considered as making four thousand eight hundred pins in a day. But if they had all wrought separately and independently, and without any of them having been educated to this peculiar business, they certainly could not each of them have made twenty, perhaps not one pin in a day; that is, certainly, not the two hundred and fortieth, perhaps not the four thousand eight hundredth part of what they are at present capable of performing, in consequence of a proper division and combination of their different operations.

The Logic of the Double or Triple Threat On “career advice,” Scott has written the following, which is slightly trimmed for space here. This is effectively my mantra, and you’ll see why I bring it up: If you want an average, successful life, it doesn’t take much planning. Just stay out of trouble, go to school, and apply for jobs you might like. But if you want something extraordinary, you have two paths: 1) Become the best at one specific thing. 2) Become very good (top 25%) at two or more things. The first strategy is difficult to the point of near impossibility. Few people will ever play in the NBA or make a platinum album. I don’t recommend anyone even try. The second strategy is fairly easy. Everyone has at least a few areas in which they could be in the top 25% with some effort. In my case, I can draw better than most people, but I’m hardly an artist. And I’m not any funnier than the average standup comedian who never makes it big, but I’m funnier than most people. The magic is that few people can draw well and write jokes. It’s the combination of the two that makes what I do so rare. And when you add in my business background, suddenly I had a topic that few cartoonists could hope to understand without living it.

Misaki thought for a moment. ''But still,'' she said, ''you stayed friends with him even though you didn't understand, right?'' Kafuku took off his baseball cap again and placed it on his lap. ''It's hard to explain,'' he said, rubbing the top of his head with his palm. ''Once you really get into a role, it's hard to find the right moment to stop. No matter how it preys on your emotions, you have to go with the flow until the performance has taken its shape, the point where its true meaning becomes clear. It's the same with music. A song doesn't reach a proper end until it arrives at a final, predetermined chord.

Flynn conducted a study in which he compared the grade point averages of seniors at one of America’s top state universities, from neuroscience to English majors, to their performance on a test of critical thinking. The test gauged students’ ability to apply fundamental abstract concepts from economics, social and physical sciences, and logic to common, real-world scenarios. Flynn was bemused to find that the correlation between the test of broad conceptual thinking and GPA was about zero. In Flynn’s words, “the traits that earn good grades at [the university] do not include critical ability of any broad significance.

In short, there is no question that a country can run a stable paper currency without a gold standard, a central bank, a lender of last resort, or much regulation; and not only avoid disaster, but perform well. Bottom–up monetary systems – known as free banking – have a far better track record than top–down ones. Walter Bagehot, the great nineteenth-century theorist of central banking, admitted as much. In his influential book Lombard Street, he effectively conceded that the only reason a central bank needed to be a lender of last resort was because of the instability introduced by the existence of a central bank. The

Flynn conducted a study in which he compared the grade point averages of seniors at one of America’s top state universities, from neuroscience to English majors, to their performance on a test of critical thinking. The test gauged students’ ability to apply fundamental abstract concepts from economics, social and physical sciences, and logic to common, real-world scenarios. Flynn was bemused to find that the correlation between the test of broad conceptual thinking and GPA was about zero. In Flynn’s words, “the traits that earn good grades at [the university] do not include critical ability of any broad significance.”*

If you’re going to make an error in life, err on the side of overestimating your capabilities (obviously, as long as it doesn’t jeopardize your life). By the way, this is something that’s hard to do, since the human capacity is so much greater than most of us would ever dream. In fact, many studies have focused on the differences between people who are depressed and people who are extremely optimistic. After attempting to learn a new skill, the pessimists are always more accurate about how they did, while the optimists see their behavior as being more effective than it actually was. Yet this unrealistic evaluation of their own performance is the secret of their future success. Invariably the optimists eventually end up mastering the skill while the pessimists fail. Why? Optimists are those who, despite having no references for success, or even references of failure, manage to ignore those references, leaving unassembled such cognitive tabletops as “I failed” or “I can’t succeed.” Instead, optimists produce faith references, summoning forth their imagination to picture themselves doing something different next time and succeeding. It is this special ability, this unique focus, which allows them to persist until eventually they gain the distinctions that put them over the top. The reason success eludes most people is that they have insufficient references of succeeding in the past. But an optimist operates with beliefs such as, “The past doesn’t equal the future.” All great leaders, all people who have achieved success in any area of life, know the power of continuously pursuing their vision, even if all the details of how to achieve it aren’t yet available. If you develop the absolute sense of certainty that powerful beliefs provide, then you can get yourself to accomplish virtually anything, including those things that other people are certain are impossible.

It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn’t worked together. That’s because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

Lincoln Highway offered the kind of dramatic stories usually reserved for prime time, and thus began a trend toward quality programming on Saturday mornings. The stories were of people scattered along the 3,000–mile length of U.S. Route 30, which stretched from Philadelphia to Portland and was popularly known as the Lincoln Highway. Most surprising, even to radio insiders, was the long line of top performers willing to appear at that time of day. Listeners could rise on days off and hear Burgess Meredith portraying a young man who flees the city for farm life, or Raymond Massey as the owner of a trailer camp somewhere in middle America.

Now,” Samite continued, “after Essel has just spent time warning you about generalities and how they often don’t apply, I’m going to use some. Because some generalities are true often enough that we have to worry about them. So here’s one: men will physically fight for status. Women, generally, are more clever. The why of it doesn’t matter: learned, innate, cultural, who cares? You see the chest-bumping, the name-calling, performing for their fellows, what they’re really doing is getting the juices flowing. That interval isn’t always long, but it’s long enough for men to trigger the battle juice. That’s the terror or excitation that leads people to fight or run. It can be useful in small doses or debilitating in large ones. Any of you have brothers, or boys you’ve fought with?” Six of the ten raised their hands. “Have you ever had a fight with them—verbal or physical—and then they leave and come back a little later, and they’re completely done fighting and you’re just fully getting into it? They look like they’ve been ambushed, because they’ve come completely off the mountain already, and you’ve just gotten to the top?” “Think of it like lovemaking,” Essel said. She was a bawdy one. “Breathe in a man’s ear and tell him to take his trousers off, and he’s ready to go before you draw your next breath. A woman’s body takes longer.” Some of the girls giggled nervously. “Men can switch on very, very fast. They also switch off from that battle readiness very, very fast. Sure, they’ll be left trembling, sometimes puking from it, but it’s on and then it’s off. Women don’t do that. We peak slower. Now, maybe there are exceptions, maybe. But as fighters, we tend to think that everyone reacts the way we do, because our own experience is all we have. In this case, it’s not true for us. Men will be ready to fight, then finished, within heartbeats. This is good and bad. “A man, deeply surprised, will have only his first instinctive response be as controlled and crisp as it is when he trains. Then that torrent of emotion is on him. We spend thousands of hours training that first instinctive response, and further, we train to control the torrent of emotion so that it raises us to a heightened level of awareness without making us stupid.” “So the positive, for us Archers: surprise me, and my first reaction will be the same as my male counterpart’s. I can still, of course, get terrified, or locked into a loop of indecision. But if I’m not, my second, third, and tenth moves will also be controlled. My hands will not shake. I will be able to make precision movements that a man cannot. But I won’t have the heightened strength or sensations until perhaps a minute later—often too late. “Where a man needs to train to control that rush, we need to train to make it closer. If we have to climb a mountain more slowly to get to the same height to get all the positives, we need to start climbing sooner. That is, when I go into a situation that I know may be hazardous, I need to prepare myself. I need to start climbing. The men may joke to break the tension. Let them. I don’t join in. Maybe they think I’m humorless because I don’t. Fine. That’s a trade I’m willing to make.” Teia and the rest of the girls walked away from training that day somewhat dazed, definitely overwhelmed. What Teia realized was that the women were deeply appealing because they were honest and powerful. And those two things were wed inextricably together. They said, I am the best in the world at what I do, and I cannot do everything. Those two statements, held together, gave them the security to face any challenge. If her own strengths couldn’t surmount an obstacle, her team’s strengths could—and she was unembarrassed about asking for help where she needed it because she knew that what she brought to the team would be equally valuable in some other situation.

The illusionists of quantity are performing sleights of hand wherever it concerns the topic of quality. A profession that went from being second in command under the throne, to outsourced to the cheapest external providers, is perhaps one of greatest conflicts of interest society faces today, not to mention the blatant disrespect of the people quality is intended for in the first place. Quality is about ascertaining the absolute best, for the sake of all involved. It therefore, is a lofty profession combining research, science, and morality to make the best judgements for today based on the history of the past in order to most adequately prepare for an ever oncoming future. Most importantly, quality removes personal preference that is not in the best interest of all people. Thus, anyone who would launch a war on quality can be considered an enemy of mankind, as they are would be purveyors of an ultimate breach of trust and security. Until the concept of quality is reinstituted as the governing advisor in all aspects of society, sychophants will chant "more" is "better". They will sell mediocrity at top dollar, and make top profits. Mediocrity should not be the accepted, celebrated standard, it should be the rudimentary blueprint for the greatest rollouts of progress ever marked in human history.

Here are my simple rules for identifying market tops and bottoms: 1. Market tops are relatively easy to recognize. Buyers generally become overconfident and almost always believe “this time is different.” It’s usually not. 2. There’s always a surplus of relatively cheap debt capital to finance acquisitions and investments in a hot market. In some cases, lenders won’t even charge cash interest, and they often relax or suspend typical loan restrictions as well. Leverage levels escalate compared to historical averages, with borrowing sometimes reaching as high as ten times or more compared to equity. Buyers will start accepting overoptimistic accounting adjustments and financial forecasts to justify taking on high levels of debt. Unfortunately most of these forecasts tend not to materialize once the economy starts decelerating or declining. 3. Another indicator that a market is peaking is the number of people you know who start getting rich. The number of investors claiming outperformance grows with the market. Loose credit conditions and a rising tide can make it easy for individuals without any particular strategy or process to make money “accidentally.” But making money in strong markets can be short-lived. Smart investors perform well through a combination of self-discipline and sound risk assessment, even when market conditions reverse.

Von Neumann saw great promise in a redesign of the ENIAC computer’s memory. He believed there was a way to turn the computer into an “electronic brain” capable of storing not just data and instructions, as was the case with ENIAC, but additional information that would allow the computer to perform a myriad of computational functions on its own. This was called a stored-program computer, and it “broke the distinction between numbers that mean things and numbers that do things,” writes von Neumann’s biographer George Dyson, adding, “Our universe would never be the same.” These “instructions” that von Neumann imagined were the prototype of what the world now knows as software.

Isaiah lazily yet deliberately tilts his head as he stares into my eyes. My entire body hums and a fuzzy sensation fills my head, making it hard to focus. My mouth opens then closes. And as he slowly bends down, my tongue quickly licks my dry lips. I hope I’m doing this right. I want to do this right. Isaiah slips his hand from my chin to cradle my head. His fingers tunnel through my hair, making the back of my neck tingle with anticipation as the pad of his thumb whispers gently against my cheek. His lips hover right next to mine and his warm breath heats my face. The blood pounds so wildly in my veins that he has to sense the vibration. There’s a magnetic pull taking over the small distance between our lips. An energy I can’t resist. My head inclines opposite his and the moment I close my eyes, his mouth brushes mine. Soft. Warm. Gentle. His lips move slowly, exerting pressure. And I feel like I can’t breathe, yet like I’m flying. The pressure ends, but his mouth stays near mine. His hand grips my waist and my spine gives at the shockingly right pleasure of his touch. Isaiah senses my weakness and his hand snakes its way around my waist, his strong arm holds me up. And he explores again. A little pressure on my lower lip. A little pressure on the top. And then I remember that I’m supposed to kiss him back. Nerves send small shock waves through my chest, and my hand trembles as I raise it to his shoulders. I press both my lips into his lower one right as my fingers caress the side of his neck. Isaiah shivers. In a good way, I think. I open my mouth to ask when his lips move fast against mine, sucking in my lower one, causing warmth and excitement to explode in my body, the aftermath of that divine encounter melting every piece of me. I moan, and Isaiah’s arm tightens, bringing my body closer to his. My lips maneuver against his in response. A yes to his pulling me closer. A yes to his lips taking in mine. A yes to the fact that he allows me to perform the same succulent kiss on him. I can’t help it. I permit the tip of my tongue to barely brush his lower lip. Isaiah curls my hair into his fist and I love how my touch affects him, affects me. Wrapping my other arm around his neck, I lose all sense of independence with his sweet taste. I like this. I like this a lot.

By contrast, the merely good students had totaled eight thousand hours, and the future music teachers had totaled just over four thousand hours. Ericsson and his colleagues then compared amateur pianists with professional pianists. The same pattern emerged. The amateurs never practiced more than about three hours a week over the course of their childhood, and by the age of twenty they had totaled two thousand hours of practice. The professionals, on the other hand, steadily increased their practice time every year, until by the age of twenty they, like the violinists, had reached ten thousand hours. The striking thing about Ericsson’s study is that he and his colleagues couldn’t find any “naturals,” musicians who floated effortlessly to the top while practicing a fraction of the time their peers did. Nor could they find any “grinds,” people who worked harder than everyone else, yet just didn’t have what it takes to break the top ranks. Their research suggests that once a musician has enough ability to get into a top music school, the thing that distinguishes one performer from another is how hard he or she works. That’s it. And what’s more, the people at the very top don’t work just harder or even much harder than everyone else. They work much, much harder. The idea that excellence at performing a complex task requires a critical minimum level of practice surfaces again and again in studies of expertise. In fact, researchers have settled on what they believe is the magic number for true expertise: ten thousand hours.

When a subsystem’s goals dominate at the expense of the total system’s goals, the resulting behavior is called suboptimization. Just as damaging as suboptimization, of course, is the problem of too much central control. If the brain controlled each cell so tightly that the cell could not perform its self-maintenance functions, the whole organism could die. If central rules and regulations prevent students or faculty from exploring fields of knowledge freely, the purpose of the university is not served. The coach of a team might interfere with the on-the-spot perceptions of a good player, to the detriment of the team. Economic examples of overcontrol from the top, from companies to nations, are the causes of some of the great catastrophes of history, all of which are by no means behind us.

My goal is not to fail fast. My goal is to succeed over the long run. They are not the same thing.” “To do original work: It’s not necessary to know something nobody else knows. It is necessary to believe something few other people believe.” “Andy Grove had the answer: For every metric, there should be another ‘paired’ metric that addresses adverse consequences of the first metric.” “Show me an incumbent bigco failing to adapt to change, I’ll show you top execs paid huge cash compensation for quarterly and annual goals.” “Every billionaire suffers from the same problem. Nobody around them ever says, ‘Hey, that stupid idea you just had is really stupid.’” “‘Far more money has been lost by investors trying to anticipate corrections, than has been lost in corrections themselves.’—Peter Lynch

The rover crested a nearby dune with the trailer in tow. It slowed for a few moments, then continued toward the ship at top speed. It came to a stop twenty meters away. There it remained for ten minutes while the astronaut inside suited up. He stumbled excitedly out of the airlock, falling to the ground then scrambling to his feet. Beholding the MAV, he gestured to it with both arms, as if in disbelief. He leaped into the air several times, arms held high with fists clenched. Then he knelt on one knee and fist-pumped repeatedly. Running to the spacecraft, he hugged Landing Strut B. After a few moments, he broke off the embrace to perform another round of leaping celebrations. Now fatigued, the astronaut stood with arms akimbo, looking up at the sleek lines of the engineering marvel before him.

The results of the most recent such study were published in Psychological Science at the end of 2008. A team of University of Michigan researchers, led by psychologist Marc Berman, recruited some three dozen people and subjected them to a rigorous, and mentally fatiguing, series of tests designed to measure the capacity of their working memory and their ability to exert top-down control over their attention. The subjects were then divided into two groups. Half of them spent about an hour walking through a secluded woodland park, and the other half spent an equal amount of time walking along busy down town streets. Both groups then took the tests a second time. Spending time in the park, the researchers found, “significantly improved” people’s performance on the cognitive tests, indicating a substantial increase in attentiveness. Walking in the city, by contrast, led to no improvement in test results. The researchers then conducted a similar experiment with another set of people. Rather than taking walks between the rounds of testing, these subjects simply looked at photographs of either calm rural scenes or busy urban ones. The results were the same. The people who looked at pictures of nature scenes were able to exert substantially stronger control over their attention, while those who looked at city scenes showed no improvement in their attentiveness. “In sum,” concluded the researchers, “simple and brief interactions with nature can produce marked increases in cognitive control.” Spending time in the natural world seems to be of “vital importance” to “effective cognitive functioning.

... It's just so' - she frowned, hunting for the right word - 'relentless. You think you're getting on top of it. You scoop up a few villains, get a result or two, make a night of it in the bar, then next morning you wake up and start all over again. It never bloody stops... She described the pressures from headquarters, and from her own divisional Superintendent. The never-ending demands to beat performance target after performance target. The blizzards of paperwork. The fact that no one really knew what their political masters were after. They claimed to have priorities, lots of priorities, but in the end you got to realise there were so many that absolutely nothing got to the top of the heap. When it came to working out what politicians wanted, really wanted, she'd finally sussed the truth: that they were all equally clueless.

The second way was explained to me by a group of General Electric executives a few years back. I pressed them about their rather extreme ‘rank and yank’ system (which has been modified recently, but not much), where each year the bottom 10 percent of employees (‘C players’) are fired, the top 20 percent (‘A players’) get the lion’s share – about 80 percent – of the bonus money, and the mediocre middle 70 percent (‘B players’) get the remaining crumbs. I pressed them because a pile of studies shows that giving a few top performers most of the goodies damages team and organizational performance. This happens because people have no incentive to help others – but do have an incentive to undermine, bad-mouth, and demoralize coworkers, because pushing down others decreases the competition they face. Performance also suffers because hard workers who aren’t anointed A players become bitter and withhold effort.

The literature is full of discussions of these questions; full of stories of the ‘entrepreneurial personality’ and of people who will never do anything but innovate. In the light of our experience – and it is considerable – these discussions are pointless. By and large, people who do not feel comfortable as innovators or as entrepreneurs will not volunteer for such jobs; the gross misfits eliminate themselves. The others can learn the practice of innovation. Our experience shows that an executive who has performed in other assignments will do a decent job as an entrepreneur. In successful entrepreneurial businesses, nobody seems to worry whether a given person is likely to do a good job of development or not. People of all kinds of temperaments and backgrounds apparently do equally well. Any young engineer in 3M who comes to top management with an idea that makes sense is expected to take on its development.

Finnish education appears paradoxical to outside observers because it seems to break a lot of the rules. In Finland, “less is more.” Children don’t start academics1 until the year they turn seven. They have a lot of recess (ten to fifteen minutes every forty-five minutes, even through high school), shorter school hours than we do in the United States (Finnish children spend nearly three hundred fewer hours2 in elementary school per year than Americans), and the lightest homework load of any industrialized nation. There are no gifted programs, few private schools, and no high-stakes national standardized tests. Yet over the past decade, Finland has consistently performed at the top on the Program for International Student Assessment (PISA), a standardized test given to fifteen-year-olds in nations around the world. While American children3 usually hover around the middle of the pack on this test, Finland’s excel.

Whoooa! Red! Green! Yellow! Brown! Purple! Even black! Look at all those bowls full of brilliantly colored batter!" She used strawberries, blueberries, matcha powder, cocoa powder, black sesame and other natural ingredients to dye those batters. They look like a glittering array of paints on an artist's palette! "Now that all my yummy edible paints are ready... ...it's picture-drawing time!" "She twisted a sheet of parchment paper into a piping bag and is using it to draw all kinds of cute pictures!" "You're kidding me! Look at them all! How did she get that fast?!" Not only that, most chefs do rough sketches first, but she's doing it off the cuff! How much artistic talent and practice does she have?! "All these cutie-pies go into the oven for about three minutes. After that I'll take them out and pour the brown sugar batter on top..." "It appears she's making a roll cake if she's pouring batter into that flat a pan." "Aah, I see. It must be one of those patterned roll cakes you often see at Japanese bakeries. That seems like an unusually plain choice, considering the fanciful tarts she made earlier." "The decorations just have to be super-cute, too." "OOOH! She's candy sculpting!" "So pretty and shiny!" That technique she's using- that's Sucre Tiré (Pulled Sugar)! Of all the candy-sculpting arts, Sucre Tiré gives the candy a glossy, nearly glass-like luster... but keeping the candy at just the right temperature so that it remains malleable while stretching it to a uniform thickness is incredibly difficult! Every step is both delicate and exceptionally difficult, yet she makes each one look easy! She flows from one cutest technique to the next, giving each an adorable flair! Just like she insisted her apple tarts had to be served in a pretty and fantastical manner... ... she's even including cutesy performances in the preparation of this dish!

Athletes train 15 years for 15 seconds of performance. Ask them if they got lucky. Ask an athlete how he feels after a good workout. He will tell you that he feels spent. If he doesn't feel that way, it means he hasn't worked out to his maximum ability. Losers think life is unfair. They think only of their bad breaks. They don't consider that the person who is prepared and playing well still got the same bad breaks but overcame them. That is the difference. His threshold for tolerating pain becomes higher because in the end he is not training so much for the game but for his character. Alexander Graham Bell was desperately trying to invent a hearing aid for his partially deaf wife. He failed at inventing a hearing aid but in the process discovered the principles of the telephone. You wouldn't call someone like that lucky, would you?Good luck is when opportunity meets preparation. Without effort and preparation, lucky coincidences don't happen.

Peopleware. A major contribution during recent years has been DeMarco and Lister's 1987 book, Peopleware: Productive Projects and Teams. Its underlying thesis is that "The major problems of our work are not so much technological as sociological in nature." It abounds with gems such as, "The manager's function is not to make people work, it is to make it possible for people to work." It deals with such mundane topics as space, furniture, team meals together. DeMarco and Lister provide real data from their Coding War Games that show stunning correlation between performances of programmers from the same organization, and between workplace characteristics and both productivity and defect levels. The top performers' space is quieter, more private, better protected against interruption, and there is more of it. . . . Does it really matter to you . . . whether quiet, space, and privacy help your current people to do better work or [alternatively] help you to attract and keep better people?[19]

Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

Finally, I ask our managers to weigh one other critical factor as they handicap the prospect. Do they believe the candidate has the capacity to become one of the top three performers on our team in his or her job category? If people cannot ever develop into one of our top three cooks, servers, managers, or maître d’s, why would we hire them? How will they help us improve and become champions? It’s pretty easy to spot an overwhelmingly strong candidate or even an underwhelmingly weak candidate. It’s the “whelming” candidate you must avoid at all costs, because that’s the one who can and will do your organization the most long-lasting harm. Overwhelmers earn you raves. Underwhelmers either leave on their own or are terminated. Whelmers, sadly, are like a stubborn stain you can’t get out of the carpet. They infuse an organization and its staff with mediocrity; they’re comfortable, and so they never leave; and, frustratingly, they never do anything that rises to the level of getting them promoted or sinks to the level of getting them fired. And

Joan Blondell had it all: looks, talent, energy, humor. If she never became a top-flight superstar, the fault lies mostly with Warner Brothers. At MGM, Joan could have easily had Jean Harlow’s career; at Paramount, Claudette Colbert’s or Carole Lombard’s; at Fox, Loretta Young’s; at RKO, Ginger Rogers’. Some of the fault lies, too, with Blondell herself, who later admitted, “The instant they said ‘cut!’ I was whammo out of that studio and into the car . . . In order to be a top star and remain a top star and to get all the fantastic roles that you yearned for, you’ve got to fight for it and you’ve got to devote your twenty-four hours to just that; you’ve got to think of yourself as a star, operate as a star; do all the press that is necessary . . . What meant most to me was getting home, and that’s the truth.” But if Joan Blondell got slightly lost in the shuffle at Warners, she still managed to turn in some delightfully snappy performances and typify the warm-hearted, wisecracking Depression dame. And when she aged, she did so with grace and humor.

On Diversification for Stress Management The below came from me asking, “What advice would you give your 30-year-old self?”: “My 30-year-old self wouldn’t have access to medical marijuana, so I’d have a limited canvas with which to paint. I’ve always made it a top priority since I was a teenager—and had tons of stress-related medical problems—to make that job one: to learn how to not have stress. I would consider myself a world champion at avoiding stress at this point in dozens of different ways. A lot of it is just how you look at the world, but most of it is really the process of diversification. I’m not going to worry about losing one friend if I have a hundred, but if I have two friends I’m really going to be worried. I’m not going to worry about losing my job because my one boss is going to fire me, because I have thousands of bosses at newspapers everywhere. One of the ways to not worry about stress is to eliminate it. I don’t worry about my stock picks because I have a diversified portfolio. Diversification works in almost every area of your life to reduce your stress.

I mean, everyone is, but I am especially susceptible to its false rewards, you know? It’s designed to addict you, to prey on your insecurities and use them to make you stay. It exploits everybody’s loneliness and promises us community, approval, friendship. Honestly, in that sense, social media is a lot like the Church of Scientology. Or QAnon. Or Charles Manson. And then on top of that—weaponizing a person’s isolation—it convinces every user that she is a minor celebrity, forcing her to curate some sparkly and artificial sampling of her best experiences, demanding a nonstop social performance that has little in common with her inner life, intensifying her narcissism, multiplying her anxieties, narrowing her worldview. All while commodifying her, harvesting her data, and selling it to nefarious corporations so that they can peddle more shit that promises to make her prettier, smarter, more productive, more successful, more beloved. And throughout all this, you have to act stupefied by your own good luck. Everybody’s like, Words cannot express how fortunate I feel to have met this amazing group of people, blah blah blah. It makes me sick. Everybody influencing, everybody under the influence, everybody staring at their own godforsaken profile, searching for proof that they’re lovable. And then, once you’re nice and distracted by the hard work of tallying up your failures and comparing them to other people’s triumphs, that’s when the algorithmic predators of late capitalism can pounce, enticing you to partake in consumeristic, financially irresponsible forms of so-called self-care, which is really just advanced selfishness. Facials! Pedicures! Smoothie packs delivered to your door! And like, this is just the surface stuff. The stuff that oxidizes you, personally. But a thousand little obliterations add up, you know? The macro damage that results is even scarier. The hacking, the politically nefarious robots, opinion echo chambers, fearmongering, erosion of truth, etcetera, etcetera. And don’t get me started on the destruction of public discourse. I mean, that’s just my view. Obviously to each her own. But personally, I don’t need it. Any of it.” Blandine cracks her neck. “I’m corrupt enough.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

By now Soros had melded Karl Popper’s ideas with his own knowledge of finance, arriving at a synthesis that he called “reflexivity.” As Popper’s writings suggested, the details of a listed company were too complex for the human mind to understand, so investors relied on guesses and shortcuts that approximated reality. But Soros was also conscious that those shortcuts had the power to change reality as well, since bullish guesses would drive a stock price up, allowing the company to raise capital cheaply and boosting its performance. Because of this feedback loop, certainty was doubly elusive: To begin with, people are incapable of perceiving reality clearly; but on top of that, reality itself is affected by these unclear perceptions, which themselves shift constantly. Soros had arrived at a conclusion that was at odds with the efficient-market view. Academic finance assumes, as a starting point, that rational investors can arrive at an objective valuation of a stock and that when all information is priced in, the market can be said to have attained an efficient equilibrium. To a disciple of Popper, this premise ignored the most elementary limits to cognition.

Why don’t you go and see what Claire is doing instead of standing around on your own all night, hmm?” Leaning a hip against the island, she smiled up at me. “I’m sure she’d love to have a dance with you.” “While I would love to dance with your daughter, it wouldn’t be a wise move.” “Oh?” She smirked. “And why not?” “Because I might be tempted to do more than just dance with her,” I replied in a solemn tone. “I might be lured into performing the physical act of love.” “You do realize it’s me you’re talking to, don’t you, Gibs?” Frowning, Claire’s mam reached up and felt my brow. “As in Claire’s mother.” “Oh yes.” I nodded solemnly. “I’d know your tits anywhere. Thank you, by the way. For making Claire. You did a top-notch job on that one.” Frowning I added, “The older one could do with a bit of work, but the younger one is perfect.” “Oh dear.” Sinead sighed wearily. “I think it’s time someone’s mother comes to collect him.” “I think you might be right.” Sighing dramatically, I swiped another shot from the confiscated tray and tossed it back. “Meanwhile, until she arrives, I must resume my dancing a safe distance from your daughter’s perfect tits. Thanks for those, too, by the way.

It does something to you when you are running close to what you perceive as our limit (back then, I still topped at 40 percent) and there is someone else out there who makes the difficult look effortless. It was obvious that his preparedness was several levels above our own. Captain Connolly did not show up to simply get through the program and graduate so he could collect some wings for his uniform and belong to the unspoken fraternity of supposed badasses at Fort Campbell. He came to explore what he was made of and grow. That required a willingness to set a new standard wherever possible and make a statement, not necessarily to our dumb asses, but to himself. He was respectful to all the instructors and the school, but he was not there to be led... Most people love standards. It gives the brain something to focus on, which helps us reach a place of achievement. Organizational structure and atta' boys from our instructors or bosses keep us motivated to perform and to move up on that bell curve. Captain Connolly did not require external motivation. He trained to his own standard and used the existing structure for his own purposes. Air Assault School became his own personal octagon, where he could test himself on a level even the instructors hadn't imagined. For the next nine days, he put his head down and quietly went about the business of smashing every single standard at Air Assault School. He saw the bar that the instructors pointed to and the rest of us were trying to tap as a hurdle to leap over, and he did it time and again. He understood that his rank only meant something if he sought out a different certification: an invisible badge that says, "I am the example. Follow me, motherfuckers, and I will show you that there is more to this life than so-called authority and stripes or candy on a uniform. I'll show you what true ambition looks like beyond all the external structure in a place of limitless mental growth." He didn't say any of that. He didn't run his mouth at all. I can't recall him uttering word one in ten fucking days, but through his performance and extreme dedication, he dropped breadcrumbs for anybody who was awake and aware enough to follow him. He flashed his tool kit. He showed us what potent, silent, exemplary leadership looked like. He checked into every Gold Group run, which was led by the fastest instructor in that school, and volunteered to be the first to carry the flag. p237

I am your wife, but I will do as I please, I raged, and the spell rose in my head without effort. Belt that holds my husband’s pants, Loosen now and make him dance. Tiras’s belt flew from his breeches like a sea serpent, slithering through the air only to strike at him with its tail. He stepped back from me, his eyes growing wide as he gripped the gyrating length of leather, holding it at arm’s length with one hand as he held up his pants with the other. But I wasn’t finished. Boots upon my husband’s feet, Kick him so he’ll take a seat. Tiras fell flat on his behind as his boots shimmied and wriggled free, throwing him off balance. His boots then proceeded to kick him on his back and his thighs as he yowled in stunned outrage. “Lark!” Shirt upon my husband’s chest, Wrap yourself around his head. His tunic promptly rose like Tiras was shrugging it off, only it wrapped itself around him, obscuring his angry face. I started to laugh then. I couldn’t help it. He looked so ridiculous sitting on the floor of the library, his socks hanging from his feet, his breeches falling around his hips, his shirt over his head, and his boots and belt attacking him. Tiras lashed out and grabbed my skirts, yanking me down beside him. “Call off the hounds, Lark!” he bellowed, and I laughed even harder, shaking with mirth even as he rolled himself on top of me and valiantly fought the tunic that kept wrapping itself around his face. The tunic was slightly dangerous, the boots weren’t very accurate, and the tail end of the belt had made a welt across my cheek. I decided enough was enough. I performed a sloppy rhyme, and Tiras let out a stream of profanities as the shirt ceased its murderous attempts and the belt and boots fell to the floor, inanimate once again. Tiras’s breathing was harsh and fast, his hair mussed and falling over his eyes as he braced his forearms on either side of my head. His big body pressed me into the floor, making it hard to draw breath. I was well and truly trapped, but I felt like the victor regardless. Are you injured, husband? He was glaring and angry for all of three seconds. Then the lines around his eyes deepened and a smile broke out across his face. He laughed with me, but he kept me pinned beneath him, his face inches from mine. “You enjoyed that, didn’t you?” Immensely. “Tell me this, wife. Is there a spell to quickly remove your dress?” he whispered, still smiling, his breath tickling my mouth. I felt my face grow hot, and I closed my eyes, trying to retreat, even as I immediately considered a spell to render us both naked.

Fortnite has taken the world by storm and everyone is playing it from young kids to their parents! With so many people playing the game, everyone wants to be the best among their friends. You want to have an edge over your opponents and get wins so that you can have some bragging rights over your friends! After putting countless hours into the game myself as well as watching many streamers for a long time, I have come up with this guide to help you maximize your chances of achieving a victory royale. The big difference between this guide and many other guides out there is that I have actually written this guide myself rather than outsourcing it to a 3rd party that has never even played Fortnite. I have personally tested and used all these strategies myself and they have all helped me to improve my game. When starting out at the game like many others, I was constantly getting frustrated and rarely even getting to the top 10. Even if I did get that, then it was by playing too safe and never even seeing anyone until the circle got small enough. By learning from my mistakes and learning how to play the game properly, I was able to learn how to come out on top consistently. In this guide I will outline what you may be doing wrong and how to correct it. Many of these will be relatable and fixing some of these simple mistakes will allow you to start performing much better with more

The Sputnik moment for the Open Classroom movement came in 1983, when a blue-ribbon commission appointed by Ronald Reagan’s Secretary of Education, T. H. Bell, delivered a scathing report, entitled, A Nation at Risk, whose famously ominous conclusion warned that “the educational foundations of our society are presently being eroded by a rising tide of mediocrity that threatens our very future as a Nation and a people.” The response this time was a fervent and growing bipartisan campaign for more accountability from schools, mostly in the form of more of those standardized tests. And by 2001, “accountability” had become a buzzword. Under President George W. Bush that year, the “No Child Left Behind” Act tied federal funding to students’ performance on tests. Eight years later, President Barack Obama’s “Race to the Top” program sought similar results, although this time using carrots instead of sticks. However the federal policy was constructed, the message was becoming clear: for schools to survive, their students would have to score high on mandated tests. Teachers consequently understood that to preserve their own jobs, they’d have to spend more time and energy on memorization and drills. The classrooms of the so-called Third Industrial Revolution began to look ever more like the dreary common schools of the turn of the twentieth century, and the spirit of Emile retreated once again.

The Metaphor That Stuck In 1996, the Summer Olympic Games were held in my home city of Atlanta. As I watched athletes from all over the world perform in their respective events, I remember wondering what motivated them to compete at the highest levels. On the surface, it seemed logical to assume that these world-class athletes were driven by all the positive rewards that would go to the champion—fame, admiration, and of course, the gold medal. After training for most of their lives, who wouldn’t want to experience “the thrill of victory”? But as I watched the games unfold, it became obvious that while some athletes were motivated by positive rewards, many others were trying to avoid “the agony of defeat.” Rather than think about all the accolades that would come from success, some athletes were motivated to run even faster, and jump even higher, because they were trying to avoid an undesirable outcome. Carl Lewis, arguably one of the greatest track and field athletes of all time, and nine-time Olympic gold medalist, was an excellent example of this. After his last event in Atlanta, when he won the gold medal on his final attempt in the long jump, the sportscaster asked, “Mr. Lewis, what were you thinking about just before you jumped?” As it turned out, Carl Lewis wasn’t thinking about medals, money, or having his picture on a box of Wheaties. Instead, he said his primary motivation was that his family was in the stadium and he didn’t want to disappoint them by losing his final Olympic event.

Well, Gordon assigned me to write a major piece of software for the Apple Macintosh. Financial spreadsheet, accounting, that sort of thing, powerful, easy to use, lots of graphics. I asked him exactly what he wanted in it, and he just said, ‘Everything. I want the top piece of all-singing, all-dancing business software for that machine.’ And being of a slightly whimsical turn of mind I took him literally. “You see, a pattern of numbers can represent anything you like, can be used to map any surface, or modulate any dynamic process—and so on. And any set of company accounts are, in the end, just a pattern of numbers. So I sat down and wrote a program that’ll take those numbers and do what you like with them. If you just want a bar graph it’ll do them as a bar graph, if you want them as a pie chart or scatter graph it’ll do them as a pie chart or scatter graph. If you want dancing girls jumping out of the pie chart in order to distract attention from the figures the pie chart actually represents, then the program will do that as well. Or you can turn your figures into, for instance, a flock of seagulls, and the formation they fly in and the way in which the wings of each gull beat will be determined by the performance of each division of your company. Great for producing animated corporate logos that actually mean something. “But the silliest feature of all was that if you wanted your company accounts represented as a piece of music, it could do that as well. Well, I thought it was silly. The corporate world went bananas over it.

Moscow can be a cold, hard place in winter. But the big old house on Tverskoy Boulevard had always seemed immune to these particular facts, the way that it had seemed immune to many things throughout the years. When breadlines filled the streets during the reign of the czars, the big house had caviar. When the rest of Russia stood shaking in the Siberian winds, that house had fires and gaslight in every room. And when the Second World War was over and places like Leningrad and Berlin were nothing but rubble and crumbling walls, the residents of the big house on Tverskoy Boulevard only had to take up a hammer and drive a single nail—to hang a painting on the landing at the top of the stairs—to mark the end of a long war. The canvas was small, perhaps only eight by ten inches. The brushstrokes were light but meticulous. And the subject, the countryside near Provence, was once a favorite of an artist named Cézanne. No one in the house spoke of how the painting had come to be there. Not a single member of the staff ever asked the man of the house, a high-ranking Soviet official, to talk about the canvas or the war or whatever services he may have performed in battle or beyond to earn such a lavish prize. The house on Tverskoy Boulevard was not one for stories, everybody knew. And besides, the war was over. The Nazis had lost. And to the victors went the spoils. Or, as the case may be, the paintings. Eventually, the wallpaper faded, and soon few people actually remembered the man who had brought the painting home from the newly liberated East Germany. None of the neighbors dared to whisper the letters K-G-B. Of the old Socialists and new socialites who flooded through the open doors for parties, not one ever dared to mention the Russian mob. And still the painting stayed hanging, the music kept playing, and the party itself seemed to last—echoing out onto the street, fading into the frigid air of the night. The party on the first Friday of February was a fund-raiser—though for what cause or foundation, no one really knew. It didn’t matter. The same people were invited. The same chef was preparing the same food. The men stood smoking the same cigars and drinking the same vodka. And, of course, the same painting still hung at the top of the stairs, looking down on the partygoers below. But one of the partygoers was not, actually, the same. When she gave the man at the door a name from the list, her Russian bore a slight accent. When she handed her coat to a maid, no one seemed to notice that it was far too light for someone who had spent too long in Moscow’s winter. She was too short; her black hair framed a face that was in every way too young. The women watched her pass, eyeing the competition. The men hardly noticed her at all as she nibbled and sipped and waited until the hour grew late and the people became tipsy. When that time finally came, not one soul watched as the girl with the soft pale skin climbed the stairs and slipped the small painting from the nail that held it. She walked to the window. And jumped. And neither the house on Tverskoy Boulevard nor any of its occupants ever saw the girl or the painting again.

I want porridge!" she said, exasperated. "That's all. I wanted a bunny before and 'it' appeared, and now I want porridge. The way my aunts used to make it on cold mornings. Warm and buttery, with rich toasted acorns in it." "Acorns? Really? That sounds... um... I mean, it's an interesting gastronomic choice." She rolled her eyes. "We lived in the middle of a 'forest,' Royal Prince. It was what we had. And a real treat in the middle of winter." Then she proceeded to ignore him. She closed her eyes and cupped her hands. She prayed and wished and imagined and begged. Phillip stayed politely silent- though he did look around, sigh a little, and do all sorts of other things to obviously fret over the passage of time. She tried to call up the feel of the wooden bowl in her hands: it warmed almost like flesh where the wood was thin and the heat of her fingers and the hot porridge mingled. She summoned the smell, a mix of dairy and things of the earth and the tall green grass and the woods. Sometimes there was even a dollop of honey on top. She thought so hard she felt like she had to go to the privy. Her concentration faltered for a moment when she distractedly wondered if that ever happened to Maleficent when she was performing an incantation. But after a few seconds she was back in her dream of porridge. Time passed... "GOOD LORD!" The smell in her head was giving to a real scent in her nose now, with even that faint, almost 'un'tasty burnt smell the acorns sometimes gave off. She smiled and opened her eyes. In her hands was a cracked wooden bowl full of porridge, just like she remembered.

The game within the game is the game that only the players see. They experience it in relation to one another on the floor at a particular time and in the middle of the action. It is one of the nuances of the game of basketball. As Knick teammates during those years, we knew what a teammate was going to do almost before he did it. We helped one another on defense and shared the ball on offense. We made room for each of us to be his best within the context of the team. For example, I often would see Clyde come down the floor with the ball. I'd catch his eye. I knew he wanted to go down my side of the floor. In order to give him a little more room to move, I would clear out. That way I didn't clog up his space. Or, when I had the ball on the side and he was at the top of the key, waiting to go backdoor, our center knew he had to move to the other side of the floor to create the room for the backdoor bounce pass from me to Clyde who was moving down the lane toward the basket. That was the game within the game. On one level, the game within the game was a matter of mechanics but is also operated on a psychological level in that we truly were all for one and one for all. We challenged one another in practice to become better. We helped one another come back from defeat. We inspired one another to reach our peak team performance. None of us felt we could be as good alone as all of us could be together. Our unity came sometimes with laughs, sometimes with conflicts, sometimes with moments of collective insight, but it was that spirit of camaraderie which brought us together in a way that allowed the fans to see something very special.

Many people find it hard to understand what it is about a mountain that draws men and women to risk their lives on her freezing, icy faces--all for a chance at that single, solitary moment on the top. It can be hard to explain. But I also relate to the quote that says: “If you have to ask, you will never understand.” I just felt that maybe this was it: my first real, and possibly only, chance to follow that dream of one day standing on the summit of Mount Everest. Deep down, I knew that I should take it. Neil agreed to my joining his Everest team on the basis of how I’d perform on an expedition that October to the Himalayas. As I got off the phone from speaking to Neil, I had a sinking feeling that I had just made a commitment that was going to change my life forever--either for the better or for the worse. But I had wanted a fresh start--this was it, and I felt alive. A few days later I announced the news to my family. My parents--and especially my sister, Lara--called me selfish, unkind, and then stupid. Their eventual acceptance of the idea came with the condition that if I died then my mother would divorce my father, as he had been the man who had planted the “stupid idea” in my head in the first place, all those years earlier. Dad just smiled. Time eventually won through, even with my sister, and all their initial resistance then turned into a determination to help me--predominantly motivated by the goal of trying to keep me alive. As for me, all I had to ensure was that I kept my promise to be okay. As it happened, four people tragically died on Everest while we were there: four talented, strong climbers. It wasn’t within my capability to make these promises to my family. My father knew that.

Effective off-sites provide executives an opportunity to regularly step away from the daily, weekly, even monthly issues that occupy their attention, so they can review the business in a more holistic, long-term manner. Topics for reflection and discussion at a productive Quarterly Off-Site Review might include the following: Comprehensive Strategy Review: Executives should reassess their strategic direction, not every day as so many do, but three or four times a year. Industries change and new competitive threats emerge that call for different approaches. Reviewing strategies annually or semiannually is usually not often enough to stay current. Team Review: Executives should regularly assess themselves and their behaviors as a team, identifying trends or tendencies that may not be serving the organization. This often requires a change of scenery so that executives can interact with one another on a more personal level and remind themselves of their collective commitments to the team. Personnel Review: Three or four times a year, executives should talk, across departments, about the key employees within the organization. Every member of an executive team should know whom their peers view as their stars, as well as their poor performers. This allows executives to provide perspectives that might actually alter those perceptions based on different experiences and points of view. More important, it allows them to jointly manage and retain top performers, and work with poor performers similarly. Competitive and Industry Review: Information about competitors and industry trends bleeds into an organization little by little over time. It is useful for executives to step back and look at what is happening around them in a more comprehensive way so they can spot trends that individual nuggets of information might not make clear. Even the best executives can lose sight of the forest for the trees when inundated with daily responsibilities.

This new generation of Italian American entertainers shared Sinatra’s view of the new dance music that emerged in the 1950s. “Rock-and-roll is the most brutal, ugly, desperate, vicious form of expression it has been my misfortune to hear,” Sinatra told Congress in 1958. “Rock-and-roll smells phony and false. It is sung, played, and written for the most part by cretinous goons, and by means of its almost imbecilic reiteration, and sly, lewd—in plain fact, dirty—lyrics … it manages to be the martial music of every sideburned delinquent on the face of the earth.” In response to the raw, driving sexuality of black-influenced rock, young Italian American men in New York and Philadelphia did to the new music what Sinatra and his generation had done to jazz. A style combining smooth vocal harmonies, romantic lyrics, and a stationary stage presence, doo-wop was invented in the 1940s by black youth on street corners, but it shot to the top of the pop charts in the late 1950s when Italian Americans adopted it as their own—just as most African American performers moved toward “soul music.” From 1958, when Dion (DiMucci) and the Belmonts placed several songs on the pop charts, until the “British Invasion” of 1964, Italian American doo-wop groups dominated American popular music. All wearing conservative suits and exuding a benign romanticism, the Capris, the Elegants, the Mystics, the Duprees, the Del-Satins, the Four Jays, the Essentials, Randy and the Rainbows, and Vito & the Salutations declared the arrival of Italians into American civilization. During the rise of doo-wop and Frank Rizzo, Malcolm X mocked the newly white Italians. “No Italian will ever jump up in my face and start putting bad mouth on me,” he said, “because I know his history. I tell him when you’re talking about me you’re talking about your pappy, your father. He knows his history. He knows how he got that color.” Though fewer and fewer Italian Americans know the history of which Malcolm X spoke, some have reenacted it.

Our fatalism goes beyond, even if it springs from, the Hindu acceptance of the world as it is ordained to be. I must tell you a little story – a marvellous fable from our Puranas that illustrates both our resilience and our self-absorption in the face of circumstance.’ I sat up against my bolsters and assumed the knowingly expectant attitude of those who are about to tell stories or perform card tricks. ‘A man, someone very like you, Arjun – a symbol, shall we say, of the people of India - is pursued by a tiger. He runs fast, but his panting heart tells him he cannot run much longer. He sees a tree. Relief! He accelerates and gets to it in one last despairing stride. He climbs the tree. The tiger snarls below him, but he feels that he has at last escaped its snapping jaws. But no – what’s this? The branch on which he is sitting is weak, and bends dangerously. That is not all: wood-mice are gnawing away at it; before long they will eat through it and it will snap and fall. The branch sags down over a well. Aha! Escape? Perhaps our hero can swim? But the well is dry, and there are snakes writhing and hissing on its bed. What is our hero to do? As the branch bends lower, he perceives a solitary blade of grass growing on the wall of the well. On the top of the blade of grass gleams a drop of honey. What action does our Puranic man, our quintessential Indian, take in this situation? He bends with the branch, and licks up the honey.’ I laughed at the strain, and the anxiety, on Arjun’s face. ‘What did you expect? Some neat solution to his problem? The tiger changes its mind and goes away? Amitabh Bachhan leaps to the rescue? Don’t be silly, Arjun. One strength of the Indian mind is that it knows some problems cannot be resolved, and it learns to make the best of them. That is the Indian answer to the insuperable difficulty. One does not fight against that by which one is certain to be overwhelmed; but one finds the best way, for oneself, to live with it. This is our national aesthetic. Without it, Arjun, India as we know it could not survive.

commonly crossed talons, and eagles squared off against falcons and loons, to say nothing of other eagles. This was no different from when wildlife populations had been at their apex before Euramericans swept over the continent. Conflicts and displays of territoriality were common, and sometimes these kinds of events manifested unexpected and even unconventional behavior that not even scientists could explain. The mystery revealed itself most strikingly when eagles at the Upper Mississippi River National Wildlife and Fish Refuge in Illinois gave cam viewers a rousing performance in 2017 of an intereagle conflict different from Ozzie and M-15’s. Five years earlier, a couple named Valor and Hope had occupied a nest at the eighty-foot top of a silver maple. Valor was not the quintessential devoted parent. He was an unreliable provider. After eggs were laid that year, he rarely assumed his sitting duties. When chicks were in the nest and Hope called for him to bring food, he typically ignored her, forcing Hope to leave the chicks in Valor’s capricious care as she herself went off to hunt. At best, he would squat at the nest’s edge for a few minutes before taking flight to wherever whim took him. In the end, Hope could not sustain the brood without a fully present partner, and her two eaglets died. When Hope returned to the nest the next year, 2013, she brought another mate with her. Valor showed up only to find he’d been ousted. He didn’t fight off his rival, which seems consistent with his inertia as a parent. He didn’t leave the eagledom either, and the new mate didn’t chase him away. Hope and her new partner, whom the refuge’s nest stewards named Valor II, remained cordial toward the original Valor. A couple years later, Valor was part of nest life again, alongside Hope and Valor II. Having emerged from his parental torpor, he assumed the responsibilities of a proper partner. The birds formed a threesome. The refuge’s visitor service manager quipped that the upper Mississippi had its “own little soap opera.” In 2015, the couple and their new partner raised three eaglets.44 Parenting trios in the wild aren’t altogether uncommon, although

Ronan hadn't thought much about the future. This was a way he and Adam had always been opposites. Adam seemed to only think about the future. He thought about what he wanted to happen days or weeks or years down the road, and then he backfilled actions to make it happen. He was good at depriving himself in the now in order to have something better in the later. Ronan, on the other hand, couldn't seem to get out of the now. He always remembered consequences too late. After a bloody nose. A broken friendship. A huge tattoo. A cat with human hands. But his head didn't seem built to hold the future. He could imagine it for just a few seconds until, like a weak muscle, his thoughts collapsed back into the present. But there was one future he could imagine. It was a little bit of a cheat, because it was buried in a memory, and Ronan was better at thinking of the past than the future. It was an indulgent memory, too, one he'd never have copped to out loud. There wasn't much to it. It was from the summer after Adam had graduated, the summer he'd spent with Ronan at the Barns. Ronan had come in from working on the fences outdoors and tossed his work gloves onto the grass-cluttered rug by the mudroom door. As he did, he'd seen that Adam's mechanic gloves were lined up neatly on top of his shoes. Ronan had already known Adam was inside the house, but nonetheless, the image made him pause. They were just gloves, grease-stained and very old. Thrifty Adam always tried to get as much wear out of things as possible. They were long and narrow like Adam himself, and despite their age and stains, they were otherwise impeccably clean. Ronan's work gloves, in comparison, were cruddy and creased and coarse-looking, tossed with carefree abandon, the fingers lassoed over Adam's. Seeing the two pairs tumbled together, a nameless feeling had suddenly overwhelmed Ronan. It was about Adam's gloves here, but it was also Adam's jacket tossed on the dining room chair, his soda can forgotten on the foyer table, him somewhere tossed with equal comfort in the Barns, his presence commonplace enough that he was not having to perform or engage with Ronan at all times. He was not dating Ronan; he was living in Ronan's life with him. Shoes kicked off by the door, gloves off.

I don't have social media" "Oh right." He rolls his eyes. "Too good for all that." She shakes her head. "Not at all. On the contrary, I'm too weak for it. I mean, everyone is, but I am especially susceptible to its false rewards, you know? It's designed to addict you, to prey on your insecurities and use them to make you stay. It exploits everybody's loneliness and promises us a community, approval, friendship. Honestly, in that sense, social media is a lot like the Church of Scientology. Or QAnon. Or Charles Manson. And then on top of that - weaponizing a person's isolation - it convinces every user that she is a minor celebrity, forcing her to curate some sparkly and artificial sampling of her best experiences, demanding a nonstop social performance that has little in common with her inner life, intensifying her narcissism, multiplying her anxieties, narrowing her worldview. All while commodifying her, harvesting her data, and selling it to nefarious corporations so that they can peddle more shit that promises to make her prettier, smarter, more productive, more successful, more beloved. And throughout all this, you have to act stupefied by your own good luck. Everybody's like 'words cannot express how fortunate I feel to have met this amazing group of people,' blah blah blah. It makes me sick. Everybody's influencing, everybody under the influence, everybody staring at their own godforsaken profile, searching for proof that they're lovable. And then, once you're nice and distracted by the hard work of tallying up your failures and comparing them to other people's triumphs, that's when the algorithmic predators of late capitalism can pounce, enticing you to partake in consumeristic, financially irresponsible forms of so-called self-care, which is really just advanced selfishness. Facials! Pedicures! Smoothie packs delivered to your door! And like, this is just the surface stuff. The stuff that oxidizes you, personally. But a thousand little obliterations add up, you know? The macro damage that results is even scarier. The hacking, the politically nefarious robots, opinion echo chambers, fearmongering, erosion of truth, etcetera, etcetera. And don't get m e started on the destruction of public discourse. I mean, that's just my view. Obviously to each her own. But personally, I don't need it. Any of it." Blandine cracks her neck. "I'm corrupt enough.

The final examination came and my mother came down to watch it. She hated watching me fight. (Unlike my school friends, who took a weird pleasure in the fights--and more and more so as I got better.) But Mum had a bad habit. Instead of standing on the balcony overlooking the gymnasium where the martial arts grading and fights took place, she would lie down on the ground--among everyone else vying to get a good view. Now don’t ask me why. She will say it is because she couldn’t bear to watch me get hurt. But I could never figure out why she just couldn’t stay outside if that was her reasoning. I have, though, learned that there is never much logic to my wonderful mother, but at heart there is great love and concern, and that has always shone through with Mum. Anyway, it was the big day. I had performed all the routines and katas and it was now time for the kumite, or fighting part of the black-belt grading. The European grandmaster Sensei Enoeda had come down to adjudicate. I was both excited and terrified--again. The fight started. My opponent (a rugby ace from a nearby college), and I traded punches, blocks, and kicks, but there was no real breakthrough. Suddenly I found myself being backed into a corner, and out of instinct (or desperation), I dropped low, spun around, and caught my opponent square round the head with a spinning back fist. Down he went. Now this was not good news for me. It was bad form and showed a lack of control. On top of that, you simply weren’t meant to deck your opponent. The idea was to win with the use of semicontact strikes, delivered with speed and technique that hit but didn’t injure your opponent. So I winced, apologized, and then helped the guy up. I then looked over to Sensei Enoeda, expecting a disapproving scowl, but instead was met with a look of delight. The sort of look that a kid gives when handed an unexpected present. I guess that the fighter in him loved it, and on that note I passed and was given my black belt. I had never felt so proud as I did finally wearing that belt after having crawled my way up the rungs of yellow, green, orange, purple, brown--you name it--colored belts. I had done this on my own and the hard way; you can’t buy your way to a black belt. I remember being told by our instructor that martial arts is not about the belts, it is about the spirit; and I agree…but I still couldn’t help sleeping with my black belt on that first night. Oh, and the bullying stopped.

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.

Before the 1940’s, if one woman in an audience stood up and shrieked at the top of her lungs throughout an entire show she’d have been carted off to an asylum. By the mid-forties, however, entire audiences behaved like that, screaming, tearing at their clothes and hair, leaving their seats to board the stage. On December 30th, 1942, while Frank Sinatra sang at the Paramount Theater in New York, the behavior of the audience changed, and a part of our relationship to well-known people changed forever. Psychiatrists and psychologists of the day struggled to explain the phenomenon. They recalled medieval dance crazes, spoke of “mass frustrated love” and “mass hypnosis.” The media age did bring a type of mass hypnosis into American life. It affects all of us to some degree, and some of us to a great degree. Before the advent of mass-media, a young girl might have admired a performer from afar, and it would have been acceptable to have a passing crush. It would not have been acceptable if she pursued the performer to his home, or if she had to be restrained by police. It would not have been acceptable to skip school in order to wait for hours outside a hotel and then try to tear pieces of clothing from the passing star. Yet that unhealthy behavior became “normal” in the Sinatra days. In fact, audience behavior that surprised everyone in 1942 was expected two years later when Sinatra appeared again at the Paramount Theater. This time, the 30,000 screaming, bobby-soxed fans were joined by a troop of reporters. The media were learning to manipulate this new behavior to their advantage. Having predicted a commotion, 450 police officers were assigned to that one theater, and it appeared that society had learned to deal with this phenomenon. It had not. During the engagement, an 18-year old named Alexander Ivanovich Dorogokupetz stood up in the theater and threw an egg that hit Sinatra in the face. The show stopped, and for a moment, a brief moment, Sinatra was not the star. Now it was Dorogokupetz mobbed by audience members and Dorogokupetz who had to be escorted out by police. Society had not learned to deal with this, and still hasn’t. Dorogokupetz told police: “I vowed to put an end to this monotony of two years of consecutive swooning. It felt good.” Saddled with the least American of names, he had tried to make one for himself in the most American way, and but for his choice of a weapon, he would probably be as famous today as Frank Sinatra. Elements in society were pioneering the skills of manipulating emotion and behavior in ways that had never been possible before: electronic ways. The media were institutionalizing idolatry.

But there were problems. After the movie came out I couldn’t go to a tournament without being surrounded by fans asking for autographs. Instead of focusing on chess positions, I was pulled into the image of myself as a celebrity. Since childhood I had treasured the sublime study of chess, the swim through ever-deepening layers of complexity. I could spend hours at a chessboard and stand up from the experience on fire with insight about chess, basketball, the ocean, psychology, love, art. The game was exhilarating and also spiritually calming. It centered me. Chess was my friend. Then, suddenly, the game became alien and disquieting. I recall one tournament in Las Vegas: I was a young International Master in a field of a thousand competitors including twenty-six strong Grandmasters from around the world. As an up-and-coming player, I had huge respect for the great sages around me. I had studied their masterpieces for hundreds of hours and was awed by the artistry of these men. Before first-round play began I was seated at my board, deep in thought about my opening preparation, when the public address system announced that the subject of Searching for Bobby Fischer was at the event. A tournament director placed a poster of the movie next to my table, and immediately a sea of fans surged around the ropes separating the top boards from the audience. As the games progressed, when I rose to clear my mind young girls gave me their phone numbers and asked me to autograph their stomachs or legs. This might sound like a dream for a seventeen-year-old boy, and I won’t deny enjoying the attention, but professionally it was a nightmare. My game began to unravel. I caught myself thinking about how I looked thinking instead of losing myself in thought. The Grandmasters, my elders, were ignored and scowled at me. Some of them treated me like a pariah. I had won eight national championships and had more fans, public support and recognition than I could dream of, but none of this was helping my search for excellence, let alone for happiness. At a young age I came to know that there is something profoundly hollow about the nature of fame. I had spent my life devoted to artistic growth and was used to the sweaty-palmed sense of contentment one gets after many hours of intense reflection. This peaceful feeling had nothing to do with external adulation, and I yearned for a return to that innocent, fertile time. I missed just being a student of the game, but there was no escaping the spotlight. I found myself dreading chess, miserable before leaving for tournaments. I played without inspiration and was invited to appear on television shows. I smiled.

Before the 1940’s, if one woman in an audience stood up and shrieked at the top of her lungs throughout an entire show she’d have been carted off to an asylum. By the mid-forties, however, entire audiences behaved like that, screaming, tearing at their clothes and hair, leaving their seats to board the stage. On December 30th, 1942, while Frank Sinatra sang at the Paramount Theater in New York, the behavior of the audience changed, and a part of our relationship to well-known people changed forever. Psychiatrists and psychologists of the day struggled to explain the phenomenon. They recalled medieval dance crazes, spoke of “mass frustrated love” and “mass hypnosis.” The media age did bring a type of mass hypnosis into American life. It affects all of us to some degree, and some of us to a great degree. Before the advent of mass-media, a young girl might have admired a performer from afar, and it would have been acceptable to have a passing crush. It would not have been acceptable if she pursued the performer to his home, or if she had to be restrained by police. It would not have been acceptable to skip school in order to wait for hours outside a hotel and then try to tear pieces of clothing from the passing star. Yet that unhealthy behavior became “normal” in the Sinatra days. In fact, audience behavior that surprised everyone in 1942 was expected two years later when Sinatra appeared again at the Paramount Theater. This time, the 30,000 screaming, bobby-soxed fans were joined by a troop of reporters. The media were learning to manipulate this new behavior to their advantage. Having predicted a commotion, 450 police officers were assigned to that one theater, and it appeared that society had learned to deal with this phenomenon. It had not. During the engagement, an 18-year old named Alexander Ivanovich Dorogokupetz stood up in the theater and threw an egg that hit Sinatra in the face. The show stopped, and for a moment, a brief moment, Sinatra was not the star. Now it was Dorogokupetz mobbed by audience members and Dorogokupetz who had to be escorted out by police. Society had not learned to deal with this, and still hasn’t. Dorogokupetz told police: “I vowed to put an end to this monotony of two years of consecutive swooning. It felt good.” Saddled with the least American of names, he had tried to make one for himself in the most American way, and but for his choice of a weapon, he would probably be as famous today as Frank Sinatra. Elements in society were pioneering the skills of manipulating emotion and behavior in ways that had never been possible before: electronic ways. The media were institutionalizing idolatry. Around

Both C.K. and Bieber are extremely gifted performers. Both climbed to the top of their industry, and in fact, both ultimately used the Internet to get big. But somehow Bieber “made it” in one-fifteenth of the time. How did he climb so much faster than the guy Rolling Stone calls the funniest man in America—and what does this have to do with Jimmy Fallon? The answer begins with a story from Homer’s Odyssey. When the Greek adventurer Odysseus embarked for war with Troy, he entrusted his son, Telemachus, to the care of a wise old friend named Mentor. Mentor raised and coached Telemachus in his father’s absence. But it was really the goddess Athena disguised as Mentor who counseled the young man through various important situations. Through Athena’s training and wisdom, Telemachus soon became a great hero. “Mentor” helped Telemachus shorten his ladder of success. The simple answer to the Bieber question is that the young singer shot to the top of pop with the help of two music industry mentors. And not just any run-of-the-mill coach, but R& B giant Usher Raymond and rising-star manager Scooter Braun. They reached from the top of the ladder where they were and pulled Bieber up, where his talent could be recognized by a wide audience. They helped him polish his performing skills, and in four years Bieber had sold 15 million records and been named by Forbes as the third most powerful celebrity in the world. Without Raymond’s and Braun’s mentorship, Biebs would probably still be playing acoustic guitar back home in Canada. He’d be hustling on his own just like Louis C.K., begging for attention amid a throng of hopeful entertainers. Mentorship is the secret of many of the highest-profile achievers throughout history. Socrates mentored young Plato, who in turn mentored Aristotle. Aristotle mentored a boy named Alexander, who went on to conquer the known world as Alexander the Great. From The Karate Kid to Star Wars to The Matrix, adventure stories often adhere to a template in which a protagonist forsakes humble beginnings and embarks on a great quest. Before the quest heats up, however, he or she receives training from a master: Obi Wan Kenobi. Mr. Miyagi. Mickey Goldmill. Haymitch. Morpheus. Quickly, the hero is ready to face overwhelming challenges. Much more quickly than if he’d gone to light-saber school. The mentor story is so common because it seems to work—especially when the mentor is not just a teacher, but someone who’s traveled the road herself. “A master can help you accelerate things,” explains Jack Canfield, author of the Chicken Soup for the Soul series and career coach behind the bestseller The Success Principles. He says that, like C.K., we can spend thousands of hours practicing until we master a skill, or we can convince a world-class practitioner to guide our practice and cut the time to mastery significantly.

There is an art to the business of making sandwiches which it is given to few ever to find the time to explore in depth. It is a simple task, but the opportunities for satisfaction are many and profound: choosing the right bread for instance. The Sandwich Maker had spent many months in daily consultation and experiment with Grarp the baker and eventually they had between them created a loaf of exactly the consistency that was dense enough to slice thinly and neatly, while still being light, moist and having that fine nutty flavour which best enhanced the savour of roast Perfectly Normal Beast flesh. There was also the geometry of the slice to be refined: the precise relationships between the width and height of the slice and also its thickness which would give the proper sense of bulk and weight to the finished sandwich: here again, lightness was a virtue, but so too were firmness, generosity and that promise of succulence and savour that is the hallmark of a truly intense sandwich experience. The proper tools, of course, were crucial, and many were the days that the Sandwich Maker, when not engaged with the Baker at his oven, would spend with Strinder the Tool Maker, weighing and balancing knives, taking them to the forge and back again. Suppleness, strength, keenness of edge, length and balance were all enthusiastically debated, theories put forward, tested, refined, and many was the evening when the Sandwich Maker and the Tool Maker could be seen silhouetted against the light of the setting sun and the Tool Maker’s forge making slow sweeping movements through the air trying one knife after another, comparing the weight of this one with the balance of another, the suppleness of a third and the handle binding of a fourth. Three knives altogether were required. First there was the knife for the slicing of the bread: a firm, authoritative blade which imposed a clear and defining will on a loaf. Then there was the butter-spreading knife, which was a whippy little number but still with a firm backbone to it. Early versions had been a little too whippy, but now the combination of flexibility with a core of strength was exactly right to achieve the maximum smoothness and grace of spread. The chief amongst the knives, of course, was the carving knife. This was the knife that would not merely impose its will on the medium through which it moved, as did the bread knife; it must work with it, be guided by the grain of the meat, to achieve slices of the most exquisite consistency and translucency, that would slide away in filmy folds from the main hunk of meat. The Sandwich Maker would then flip each sheet with a smooth flick of the wrist on to the beautifully proportioned lower bread slice, trim it with four deft strokes and then at last perform the magic that the children of the village so longed to gather round and watch with rapt attention and wonder. With just four more dexterous flips of the knife he would assemble the trimmings into a perfectly fitting jigsaw of pieces on top of the primary slice. For every sandwich the size and shape of the trimmings were different, but the Sandwich Maker would always effortlessly and without hesitation assemble them into a pattern which fitted perfectly. A second layer of meat and a second layer of trimmings, and the main act of creation would be accomplished.

Soon after that, Eno briefly joined a group called the Scratch Orchestra, led by the late British avant-garde composer Cornelius Cardew. There was one Cardew piece that would be a formative experience for Eno—a piece known as “Paragraph 7,” part of a larger Cardew masterwork called The Great Learning. Explaining “Paragraph 7” could easily take up a book of its own. “Paragraph 7”’s score is designed to be performed by a group of singers, and it can be done by anyone, trained or untrained. The words are from a text by Confucius, broken up into 24 short chunks, each of which has a number. There are only a few simple rules. The number tells the singer how many times to repeat that chunk of text; an additional number tells each singer how many times to repeat it loudly or softly. Each singer chooses a note with which to sing each chunk—any note—with the caveats to not hit the same note twice in a row, and to try to match notes with a note sung by someone else in the group. Each note is held “for the length of a breath,” and each singer goes through the text at his own pace. Despite the seeming vagueness of the score’s few instructions, the piece sounds very similar—and very beautiful—each time it is performed. It starts out in discord, but rapidly and predictably resolves into a tranquil pool of sound. “Paragraph 7,” and 1960s tape loop pieces like Steve Reich’s “It’s Gonna Rain,” sparked Eno’s fascination with music that wasn’t obsessively organized from the start, but instead grew and mutated in intriguing ways from a limited set of initial constraints. “Paragraph 7” also reinforced Eno’s interest in music compositions that seemed to have the capacity to regulate themselves; the idea of a self-regulating system was at the very heart of cybernetics. Another appealing facet of “Paragraph 7” for Eno was that it was both process and product—an elegant and endlessly beguiling process that yielded a lush, calming result. Some of Cage’s pieces, and other process-driven pieces by other avant-gardists, embraced process to the point of extreme fetishism, and the resulting product could be jarring or painful to listen to. “Paragraph 7,” meanwhile, was easier on the ears—a shimmering cloud of sonics. In an essay titled “Generating and Organizing Variety in the Arts,” published in Studio International in 1976, a 28-year-old Eno connected his interest in “Paragraph 7” to his interest in cybernetics. He attempted to analyze how the design of the score’s few instructions naturally reduced the “variety” of possible inputs, leading to a remarkably consistent output. In the essay, Eno also wrote about algorithms—a cutting-edge concept for an electronic-music composer to be writing about, in an era when typewriters, not computers, were still en vogue. (In 1976, on the other side of the Atlantic, Steve Jobs and Steve Wozniak were busy building a primitive personal computer in a garage that they called the Apple I.) Eno also talked about the related concept of a “heuristic,” using managerial-cybernetics champion Stafford Beer’s definition. “To use Beer’s example: If you wish to tell someone how to reach the top of a mountain that is shrouded in mist, the heuristic ‘keep going up’ will get him there,” Eno wrote. Eno connected Beer’s concept of a “heuristic” to music. Brecht’s Fluxus scores, for instance, could be described as heuristics.

The Midnight Game The "Midnight Game" is an old pagan ritual, used mainly as punishment for those who have broken the laws of the pagan religion in question.  While it was mainly used as a scare tactic to not disobey the gods, there is still a very existent chance of death to those who play the Midnight Game.  There is an even higher chance of permanent mental scarring. It is highly recommended that you DO NOT PLAY THE MIDNIGHT GAME.   However, for those few thrill seekers searching for a rush, or for those delving into obscure occult rituals, these are simple instructions on how to play. Do so at your own risk...   WARNING: I have played this game. People have died. Do not play this game. He will always be watching.   Instructions   PREREQUISITES:   It must be exactly 12:00 AM when you begin performing the ritual. Otherwise, it will not work.   MATERIALS:   You will need a candle, a piece of paper, a writing implement, matches or a lighter, salt, a wooden door, and at least one drop of your own blood. If you are playing with multiple people, they will need their own of the aforementioned materials and they will have to perform the steps below accordingly.   STEP 1:   Write your full name (first, middle, and last)on the piece of paper. Put at least one drop of blood on the paper. Allow it to soak into the paper.   STEP 2:   Turn off all of the lights in the place you are doing this. Go to your wooden door, and place the paper with your name on it in front of the door. Now, take out the candle and light it. Place it on top of the paper.   STEP 3:   Knock on the door twenty-two times. The hour must be 12:00 AM upon the final knock. Then, open the door, blow out the candle, and close the door. You have just allowed the "Midnight Man" to enter your house.   STEP 4:   Immediately relite your candle.   This is where the game begins. You must now lurk around your now completely dark house, with the lit candle in your hand. Your goal is to avoid the Midnight Man at all costs, until 3:33 AM. Should your candle ever go out, that means the Midnight Man is near you. You must relight your candle in the next ten seconds.   If you are not successful in doing this, you must then immediately surround yourself with a circle of salt. If you are unsuccessful in both of your actions, the Midnight Man will create a hallucination of your greatest fear, and rip out your organs one by one. You will feel it, but you will be unable to react.   If you are successful in creating the circle of salt, you must remain in there until 3:33 AM.   If you are successful in relighting your candle, you may proceed with the game. You must continue to 3:33 AM, without being attacked by the Midnight Man, or being trapped inside the circle of salt, to win the Midnight Game. The Midnight Man will leave your house at 3:33 AM, and you will be safe to proceed with your morning.   ADDITION:   Indications that you are near the Midnight Man will include sudden drop in temperature, seeing a pure black, humanoid figure through the darkness, and hearing very soft whispering coming from an indiscernible source. If you experience any of these, it is advised that you leave the area to avoid the Midnight Man.   DO NOT turn any of the lights on during the Midnight Game.   DO NOT use a flashlight during the Midnight Game.   DO NOT go to sleep during the Midnight Game.   DO NOT attempt to use another person's blood on your name.   DO NOT use a lighter as a substitute for a candle. It will not work.   AND DEFINITELY DO NOT attempt to provoke the Midnight Man in ANY WAY.   Even when the game is over, he will always be watching

Luit never came out of the anesthesia. He paid dearly for having stood up to two other males, frustrating them by his steep ascent. Those two had been plotting against him in order to take back the power they had lost. The shocking way they did so opened my eyes to how deadly seriously chimpanzees take their politics. Two-against-one maneuvering is what lends chimpanzee power struggles both their richness and their danger. Coalitions are key. No male can rule by himself, at least not for long, because the group as a whole can overthrow anybody. Chimpanzees are so clever about banding together that a leader needs allies to fortify his position as well as the greater community’s acceptance. Staying on top is a balancing act between forcefully asserting dominance, keeping supporters happy, and avoiding mass revolt. If this sounds familiar, it’s because human politics works exactly the same. Before Luit’s death, the Arnhem colony was ruled jointly by Nikkie, a young upstart, and Yeroen, an over-the-hill conniver. Barely adult at seventeen, Nikkie was a brawny character with a dopey expression. He was very determined, but not the sharpest knife in the drawer. He was supported by Yeroen, who was physically not up to the task of being a leader anymore, yet who wielded enormous influence behind the scenes. Yeroen had a habit of watching disputes unfold from a distance, stepping in only when emotions were flaring to calmly support one side or the other, thus forcing everybody to pay attention to his decisions. Yeroen shrewdly exploited the rivalries among younger and stronger males. Without going into the complex history of this group, it was clear that Yeroen hated Luit, who had wrested power from him years before. Luit had defeated Yeroen in a struggle that had taken three hot summer months of daily tensions involving the entire colony. The next year, Yeroen had gotten even by helping Nikkie dethrone Luit. Ever since, Nikkie had been the alpha male with Yeroen as his right-hand man. The two became inseparable. Luit was unafraid of either one of them alone. In one-on-one encounters in the night cages, Luit dominated every other male in the colony, taking away their food or chasing them around. No single one of them could possibly have kept him in his place. This meant that Yeroen and Nikkie ruled as a team, and only as a team. They did so for four long years. But their coalition eventually began to unravel, and as is not uncommon among men, the divisive issue was sex. Being the kingmaker, Yeroen had enjoyed extraordinary sexual privileges. Nikkie would not let any other males get near the most attractive females, but for Yeroen he had always made an exception. This was part of the deal: Nikkie had the power, and Yeroen got a slice of the sexual pie. This happy arrangement ended only when Nikkie tried to renegotiate its terms. In the four years of his rule, he had grown increasingly self-confident. Had he forgotten who had helped him get to the top? When the young leader began to throw his weight around, interfering with the sexual adventures not only of other males but also of Yeroen himself, things got ugly. Infighting within the ruling coalition went on for months, until one day Yeroen and Nikkie failed to reconcile after a spat. With Nikkie following him around, screaming and begging for their customary embrace, the old fox finally walked away without looking back. He’d had it. Luit filled the power vacuum overnight. The most magnificent chimpanzee male I have known, both in body and spirit, quickly grew in stature as the alpha male. Luit was popular with females, a mighty arbiter of disputes, protector of the downtrodden, and effective at disrupting bonding among rivals in the divide-and-rule tactic typical of both chimp and man. As soon as Luit saw other males together he would either join them or perform a charging display to disband them.

# [Justin@TV] İstanbul Başakşehir Fenerbahçe Maçi canlı İzle 6.12.2025 by Vaqavy tv İstanbul Başakşehir vs Fenerbahçe Live Stream Free: How to Watch Turkish Super Lig Game Online From anywhere Arsenal faces a real test of its title credentials on Saturday as it travels to the West Midlands to take on the English Premier League's most in-form team, Aston Villa. The Gunners come into this match-up after a professional 2-0 dispatch of Brentford in Wednesday's London derby, thanks to an early Mikel Merino header and a second-half stoppage-time strike from Bukayo Sako. After a ponderous start to the season, Aston Villa is now flying, with a thrilling 4-3 comeback win over Brighton in midweek. That extended its winning streak to six victories across all competitions, with Unai Emery's men emerging as an outside threat to their visitors' title hopes. Arsenal has started to distance itself from the pack, and the club that has come close to finishing at the top of the mountain in recent years is doing its best to stay in first place. While it is just December, the Gunners are riding high in what has been an excellent start to their 2025-26 season. Though they managed to only grab a draw at Stamford Bridge on Sunday against Chelsea, Arsenal had a multi-game lead over Manchester City coming out of the weekend, having gone unbeaten in 11 straight EPL contests. The team has lost just once so far, that coming in late August against the defending champions, Liverpool. Arsenal is coming off a solid 2-0 win over Brentford on Wednesday. Arsenal enters Wednesday five points ahead of second-place Manchester City. Aston Villa has quietly maneuvered its way back into the top four. After a rather bumpy start to their season, the Lions have won four straight matches, including wild 4-3 win over Brighton last Wednesday, moving up to third in the table. Aston Villa performed brilliantly in midweek, fighting back from 2-0 down to eventually win 4-3 against Brighton at the Amex Stadium. Ollie Watkins was back amongst the goals with a brace, whilst Amadou Onana and Donyell Malen also grabbed a goal apiece. Arsenal saw off Brentford to remain top of the Premier League table, extending their unbeaten run to 18 games in the process. Goals from Mikel Merino and Bukayo Saka made sure of the victory, with Mikel Arteta's side going well so far. Arsenal goes into a busy Saturday in the Premier League with a five-point lead atop the league standings with a 10-3-1 record, 33 points and a league-best plus-20 goal differential. And while the club has taken a couple disappointing draws this season, Arsenal also hasn’t lost a match of any kind in over three months. That includes a perfect run in Champions League play, too, with a 5-0-0 mark in that competition to pace the field in points (15) and goal differential, netting 14 goals while allowing just one in five matches. The last time Arsenal lost was on Aug. 31 to reigning Premier League champion Liverpool, and the same can be said for Aston Villa on its current six-match win streak. Between UEFA Europa play and the Premier League, Villa is 6-0-0 over that stretch with a 15-5 scoring margin. That run of play stands in stark contrast to the club’s sluggish start, which included zero wins in six matches covering Premier League and Carabao Cup play. Speaking on Friday, the Spaniard said he was unsure whether Declan Rice, Cristhian Mosquera, William Saliba, or Leandro Trossard would be fit to feature. The door is ajar, then, for Unai Emery’s men to nick a win while the Gunners are not quite at full strength. Things are not so rosy for the hosts, though. Emi Martinez could stand to miss the match after he pulled out of the lineup to face Brighton with a back problem. Villa overcame his absence to eke out a narrow 4-3 victory at the AmEx Community Stadium, with Ollie Watkins’ brace ultimately making the difference. Last edited by vaqavy at Today 8:55 AM

There was a rodeo going on in McGregor, and there was a horse named Gracious Will, likely getting its name from the eleventh chapter of Matthew. Jesus marvels to God that children like Sarah can see what matters in life better than the supposedly wise. “Yes, Father, for such was your gracious will.” Gracious Will did not perform well that day, and the kid in charge of the horse was angry. So angry he hit the animal, and so hard the horse took off running. The horse made it to the highway, narrowly missing two cars as it galloped against traffic. It stopped and stood in a ditch on the side of the road. As the pickup was about to pass, the horse suddenly leaped in front of it, going through the windshield and landing on top of Sarah.

building them is as hierarchies in which those at the top issue commands to those lower down. While quick to build, they are seldom efficient to run: people only obey orders if commanders monitor what subordinates are doing. Gradually, many organizations learned that it was more effective to soften hierarchy, creating interdependent roles that had a clear sense of purpose, and giving people the autonomy and responsibility to perform them. The change from hierarchy run through power, to interdependence run through purpose, implies a corresponding change in leadership. Instead of being the commander-in-chief, the leader became the communicator-in-chief. Carrots and sticks evolved into narratives.