Top Performers 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.

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

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

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.

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!

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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!

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.

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.

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.

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.

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...

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.

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.

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.

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.

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.

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

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…

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.

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.

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,

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 ...

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.

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.

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.’

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.

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'...

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.

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.

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 ...

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.

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.

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.

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.

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.

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.

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...

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.

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.

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

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

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.

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.

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?

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.

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.

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.

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.

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.

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.

 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.

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.

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.

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.

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.

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.

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.

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.

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 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!

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.

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.

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.

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.

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.