Tracking Performance Quotes

Money, an invention in which its creators decide who gets what amount of the finite pie. A person could work miracles for humankind and be given next to none of this manmade item, whereas another person could do next to nothing, or even perform major adverse actions against humankind and the planet, and be given a huge helping of it. This is because the monetary system that was initially used as a way of keeping track of goods and services rendered had been hijacked by the Masters to be used against the population.

7 keys to getting more things done: 1 start 2 dont make excuses 3 celebrate small steps 4 ignore critics 5 be consistent 6 be open 7 stay positive

Live. And Live Well. BREATHE. Breathe in and Breathe deeply. Be PRESENT. Do not be past. Do not be future. Be now. On a crystal clear, breezy 70 degree day, roll down the windows and FEEL the wind against your skin. Feel the warmth of the sun. If you run, then allow those first few breaths on a cool Autumn day to FREEZE your lungs and do not just be alarmed, be ALIVE. Get knee-deep in a novel and LOSE track of time. If you bike, pedal HARDER and if you crash then crash well. Feel the SATISFACTION of a job well done-a paper well-written, a project thoroughly completed, a play well-performed. If you must wipe the snot from your 3-year old's nose, don't be disgusted if the Kleenex didn't catch it all because soon he'll be wiping his own. If you've recently experienced loss, then GRIEVE. And Grieve well. At the table with friends and family, LAUGH. If you're eating and laughing at the same time, then might as well laugh until you puke. And if you eat, then SMELL. The aromas are not impediments to your day. Steak on the grill, coffee beans freshly ground, cookies in the oven. And TASTE. Taste every ounce of flavor. Taste every ounce of friendship. Taste every ounce of Life. Because-it-is-most-definitely-a-Gift.

But at the same time, I’m guilty, too. Guilty of playing this role. Letting it define me. Internalizing the role so completely that I’ve lost track of where reality starts and the performance begins. And letting that define how I see other people. I’m as guilty of it as anyone. Fetishizing Black people and their coolness. Romanticizing White women. Wishing I were a White man. Putting myself into this category.

When we cling to a thought or follow its track, we are performing a mental karma, and that, in turn, is the seed of all physical actions.

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

Purpose fosters motivation; motivation lets us endure a greater perception of effort; and enduring a greater perception of effort often results in better performance. This equation holds true in every field—from the track to the workplace.

...it occurred to me, not for the first time, what a remarkably small world Britain is. That is its glory, you see--that it manages at once to be intimate and small scale, and at the same time packed to bursting with incident and interest. I am constantly filled with admiration at this--at the way you can wander through a town like Oxford and in the space of a few hundred yards pass the home of Christopher Wren, the buildings where Halley found his comet and Boyle his first law, the track where Roger Bannister ran the first sub-four-minute mile, the meadow where Lewis Carroll strolled; or how you can stand on Snow's Hill at Windsor and see, in a single sweep, Windsor Castle, the playing fields of Eton, the churchyard where Gray wrote his "Elegy," the site where The Merry Wives of Windsor was performed. Can there anywhere on earth be, in such a modest span, a landscape more packed with centuries of busy, productive attainment?

You know what you need?" Giguhl said. I raised a brow, bracing myself for a punch line. "A to-do list. Might help you keep track of all the beings who want you dead and the satanic birdlife you've kidnapped." I imagined a list in my head: 1. Perform voodoo ritual on evil owl. 2. Find out who sold us out to the anachronistic Caste vampires. 3. Make amends with a lesbian werewolf. 4. Rescue twin. 5. Murder grandmother. I wasn't sure whether to laugh or cry. "Yeah, I'll get right on that." Gighul heard the sarcasm. "Suit yourself, but don't come crying to me if you forget who you're supposed to kill when.

These four characteristics — simplicity, frequent interaction, focus on the future, and self-tracking — are the foundation for a successful “performance management” routine.

It is no different in sales. Elite salespeople, like elite athletes, track everything. You will never reach peak performance until you know your numbers and use those numbers to make directional corrections.

Companies should monitor key performance indicators (KPIs) because they provide critical insights into the health and success of the business. Regular KPI tracking helps companies make data-driven decisions, identify areas for improvement, and stay aligned with their strategic goals, ultimately contributing to sustained growth and profitability.

I'd probably love the sound that's made when an air guitarist gets struck by lightning while performing. I'd use that sizzle to flavor my Duck Soup. Of course, I'm open to seasoning my Duck Soup with other sounds, like Track # 3 from U2's classic 1987 hit album "The Joshua Tree." Though I might have to charge an additional $19.95 for such an exotic flavor.

People play differently when they’re keeping score,” the 4DX authors explain. They then elaborate that when attempting to drive your team’s engagement toward your organization’s wildly important goal, it’s important that they have a public place to record and track their lead measures. This scoreboard creates a sense of competition that drives them to focus on these measures, even when other demands vie for their attention. It also provides a reinforcing source of motivation. Once the team notices their success with a lead measure, they become invested in perpetuating this performance.

Humans see patterns in the world, we can communicate this to other humans, and we have the capacity to imagine futures that don’t yet exist: how if we just changed this thing, then that thing would happen, and the world would be a slightly better place. The only trouble is … well, we’re not terribly good at any of those things. Any honest assessment of humanity’s previous performance on those fronts reads like a particularly brutal annual review from a boss who hates you. We imagine patterns where they don’t exist. Our communication skills are, uh, sometimes lacking. And we have an extraordinarily poor track record of failing to realise that changing this thing will also lead to the other thing, and that even worse thing, and oh God no now this thing is happening how do we stop it.

The goal of agility measure is to keep track of the most value-driven factors to lead business success.

People meant very little to Mike, but their performance a great deal. He worshiped expertness of any kind. He loved his work passionately and had no tolerance for anything save for other single-track devotions. He was a master in his own field and he felt no sympathy except for mastery. His view of the world was simple: there were the able and there were the incompetent;

Humes consequently did no dissection to determine exactly where the bullet had gone. In fact, Dr. Finck later said that the autopsy doctors were ordered not to perform a bullet tracking procedure, "but I don't remember by whom."15

In one study, elite violinists had separated themselves from all others by each accumulating more than 10,000 hours of practice by age 20. Thus the rule. Many elite performers complete their journey in about ten years, which, if you do the math, is an average of about three hours of deliberate practice a day, every day, 365 days a year. Now, if your ONE Thing relates to work and you put in 250 workdays a year (five days a week for 50 weeks), to keep pace on your mastery journey you’ll need to average four hours a day. Sound familiar? It’s not a random number. That’s the amount of time you need to time block every day for your ONE Thing. More than anything else, expertise tracks with hours invested. Michelangelo once said, “If the people knew how hard I had to work to gain my mastery, it wouldn’t seem wonderful at all.” His point is obvious. Time on a task, over time, eventually beats talent every time. I’d say you can “book that,” but actually you should “block it.

The phonograph industry made clear distinctions between its high- and low-culture products, distinctions that were physically inscribed on records: from 1903 Victor's operatic recordings bore a "Red Seal," in contrast to the "Black Seal" of popular records.

There is no such thing as hell, of course, but if there was, then the sound track to the screaming, the pitchfork action and the infernal wailing of damned souls would be a looped medley of “show tunes” drawn from the annals of musical theater. The complete oeuvre of Lloyd Webber and Rice would be performed, without breaks, on a stage inside the fiery pit, and an audience of sinners would be forced to watch—and listen—for eternity. The very worst among them, the child molesters and the murderous dictators, would have to perform them.

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

It is an unquestioned assumption that managers should have and set targets and then create control systems—incentives, performance appraisals, budget reporting and computers to keep track of them all—to ensure the targets are met. In Toyota, these practices simply do not exist. To

Use evaluation tools such as performance surveys, metrics, and formal reviews to document all aspects of a person’s performance.It’s hard to have an objective, open-minded, emotion-free conversation about performance if there is no data to discuss. It’s also hard to track progress.

The customer is also at the center of how we analyze and manage performance metrics. Our emphasis is on what we call controllable input metrics, rather than output metrics. Controllable input metrics (e.g., reducing internal costs so you can affordably lower product prices, adding new items for sale on the website, or reducing standard delivery time) measure the set of activities that, if done well, will yield the desired results, or output metrics (such as monthly revenue and stock price). We detail these metrics as well as how to discover and track them in chapter six.

Imagine that you're an extremely modern car, equipped with a greater number of options and functions than most cars. You're faster and higher performance. You're very lucky. But it's not easy. Because no one knows exactly the number of options you have or what they enable you to do. Only you can know. And speed can be dangerous. Like when you're eight, you don't know how to drive. There are many things you have to learn: how to drive when it's wet, when it's snowy, to look out for other cars and respect them, to rest when you've been driving for too long. That's what it means to be a grown up.' I'm thirteen and I can see that I'm not managing to grow up in the right way: I can't understand the road signs, I'm not in control of my vehicle, I keep taking the wrong turnings and most of the time I feel like I'm stuck on the dodgems rather than on a race track.

After hearing much from his patients about alleged faith-healing, a Minnesota physician named William Nolen spent a year and a half trying to track down the most striking cases. Was there clear medical evidence that the disease was really present before the ‘cure’? If so, had the disease actually disappeared after the cure, or did we just have the healer’s or the patient’s say-so? He uncovered many cases of fraud, including the first exposure in America of ‘psychic surgery’. But he found not one instance of cure of any serious organic (non-psychogenic) disease. There were no cases where gallstones or rheumatoid arthritis, say, were cured, much less cancer or cardiovascular disease. When a child’s spleen is ruptured, Nolen noted, perform a simple surgical operation and the child is completely better. But take that child to a faith-healer and she’s dead in a day.

It’s a lonely business, and then sometimes strangely claustrophobic, but this is it. This is what I wanted and what Liz was pulled away from, against her every fiber. This abstract performance art called Family Life is our one run at the ultimate improv. Our chance to be great for someone, to give another person enough of what they need to be happy. Ours to overlook or lose track of or bemoan, ours to recommit to, to apologize for, to try again for. Ours to watch disappear into their next self—toddler to tyke, tween to teen—ours to drop off somewhere and miss forever. It’s happening right now, whether we attend to it or not.

You perform at your highest potential only when you are focusing on the most valuable use of your time. This is the key to personal and business success. It is the central issue in personal efficiency and time management. You must always be asking yourself, What is the most valuable use of my time right now? Discipline yourself to work exclusively on the one task that, at any given time, is the answer to this question. Keep yourself on track and focused on your most important responsibilities by asking yourself, over and over, What is the most valuable use of my time right now? How you can apply this law immediately: 1. Remember that you can do only one thing at a time. Stop and think before you begin. Be sure that the task you do is the highest-value use of your time. Remind yourself that anything else you do while your most important task remains undone is a relative waste of time. 2. Be clear about the most valuable work that you do for your organization. Whatever it is, resolve to concentrate on doing that specific task before anything else. Why are you on the payroll? What specific, tangible, measurable results are expected of you? And of all the different results you are capable of achieving, which are the most important to your career at this moment? Whatever the answer, this is where you must focus your energies, and nowhere else.

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?

God's Grace is greater than all our sins. Repentance is one of the Christian's highest privileges. A repentant Christian focuses on God's mercy and God's grace. Any moment in our lives when we bask in God's mercy and grace is our highest moment. Higher than when we feel smug in our decent performance and cannot think of anything we need to confess... That is potentially a glorious moment. For we could at that moment accept God's abundant Mercy and Grace and go forth with nothing to boast of except Christ Himself, or else we struggle with our shame, focusing on that as well as our track record. We fail because we have shifted our attention from Grace and Mercy. One who draws on God's Mercy and Grace is quick to repent, but also slow to sin.

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

The truth is that we’re all hardwired to make errors in judgment. Good judgment is a skill one must acquire, becoming an astute observer of one’s own thinking and performance. We start at a disadvantage for several reasons. One is that when we’re incompetent, we tend to overestimate our competence and see little reason to change. Another is that, as humans, we are readily misled by illusions, cognitive biases, and the stories we construct to explain the world around us and our place within it. To become more competent, or even expert, we must learn to recognize competence when we see it in others, become more accurate judges of what we ourselves know and don’t know, adopt learning strategies that get results, and find objective ways to track our progress.

Like here it was that I entered that stage when a child overcomes naivite enough to realize an adult's emotional reaction as somethimes freakish for its inconsistencies, so can, on his own reasoning canvas, paint those early pale colors of judgement, resulting from initial moments of ability to critically examine life's perplexities, in tentative little brain-engine stirrings, before they faded to quickly join that train of remembered experience carrying signals indicating existence which itself far outweighs traction effort by thinking's soon slipping drivers to effectively resist any slack-action advantage, for starting so necessitates continual cuts on the hauler - performed as if governed lifelong by the tagwork of a student-green foreman who, crushed under on rushing time always building against his excessive load of emotional contents, is forever a lost ball in the high weeds of personal developments - until, with ever changing emphasis through a whole series of grades of consciousness (leading up from root-beginnings of obscure childish inconscious soul within a world), early lack - for what child sustains logic? - reaches a point of late fossilization, resultant of repeated wrong moves in endless switching of dark significances crammed inside the cranium, where, through such hindering habits, there no longer is the flexibility for thought transfer and unloading of dead freight that a standard gauge would afford and thus, as Faustian Destiny dictates, is an inept mink, limited, being in existence firmly tracked just above the constant "T" biased ballast supporting wherever space yearnings lead the worn rails of civilized comprehension, so henceforth is restricted to mere pickups and setouts of drab distortion, while traveling wearily along its familiar Western Thinking right-of-way. But choo-choo nonsense aside, ...

People meant very little to Mike, but their performance a great deal. He worshiped expertness of any kind. He loved his work passionately and had no tolerance for anything save for other single-track devotions. He was a master in his own field and he felt no sympathy except for mastery. His view of the world was simple: there were the able and there were the incompetent; he was not concerned with the latter. He loved buildings. He despised, however, all architects.

Not so long ago a psychiatrist told me that one of the marks of an adult who has never properly grown up is an inability to wait, and a whole therapeutic movement has been built on that one insight alone. Because music takes or demands our time and depends on carefully timed relations between notes, it cannot be rushed. It schools us in the art of patience. Certainly we can play or sing a piece of music faster. But we can do this only to a very limited degree before the piece becomes incoherent. Given today’s technology we can cut and paste, we can hop from track to track on the MP3 player, flip from one song to another, and download highlights of a three-hour opera. But few would claim they hear a piece of music in its integrity that way. Music says to us: “There are things you will learn only by passing through this process, by being caught up in this series of relations and transformations.”34 Music requires my time, my flesh, and my blood for its performance and enjoyment, and this means going at its speed. Simone Weil described music as “time that one wants neither to arrest nor hasten.”35 In an interview, speaking of the tendency of our culture to think that music is there simply to “wash over” us, the composer James MacMillan remarked: “[Music] needs us to sacrifice something of ourselves to meet it, and it’s very difficult sometimes to do that, especially [in] the whole culture we’re in. Sacrifice and self-sacrifice—certainly sacrificing your time—is not valued any more.”36

1. Live (or work) in the moment. Instead of always thinking about what’s next on your to-do list, focus on the task or conversation at hand. You will become not only more productive but also more charismatic. 2. Tap into your resilience. Instead of living in overdrive, train your nervous system to bounce back from setbacks. You will naturally reduce stress and thrive in the face of difficulties and challenges. 3. Manage your energy. Instead of engaging in exhausting thoughts and emotions, learn to manage your stamina by remaining calm and centered. You’ll be able to save precious mental energy for the tasks that need it most. 4. Do nothing. Instead of spending all your time focused intently on your field, make time for idleness, fun, and irrelevant interests. You will become more creative and innovative and will be more likely to come up with breakthrough ideas. 5. Be good to yourself. Instead of only playing to your strengths and being self-critical, be compassionate with yourself and understand that your brain is built to learn new things. You will improve your ability to excel in the face of challenge and learn from mistakes. 6. Show compassion to others. Instead of remaining focused on yourself, express compassion to and show interest in those around you and maintain supportive relationships with your co-workers, boss, and employees. You will dramatically increase the loyalty and commitment of your colleagues and employees, thereby improving productivity, performance, and influence. These

It’s a lonely business, and then sometimes strangely claustrophobic, but this is it. This is what I wanted and what Liz was pulled away from, against her every fiber. This abstract performance art called Family Life is our one run at the ultimate improv. Our chance to be great for someone, to give another person enough of what they need to be happy. Ours to overlook or lose track of or bemoan, ours to recommit to, to apologize for, to try again for. Ours to watch disappear into their next self—toddler to tyke, tween to teen—ours to drop off somewhere and miss forever. It’s happening right now, whether we attend to it or not. Like after preparing a nutritious meal that no one really liked and a lot of blame-gaming over who forgot to take out the compost, your peevish, greasy “young adult” tramps off to take the shower she should have taken two days ago and the evening is shot to shit and not one minute of it looked like the thing you prayed for so long ago, but then you hear something. You head up the stairs, hover outside the bathroom door. “All the single ladies, all the single ladies…” — The kid is singing in the shower. Your profoundly ordinary kid is singing in the shower and you get to be here to hear it.

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

Having started when everything had to be recorded at once, I have never lost the value of musicians interacting with one another as they play. This can be so subtle, and invariably is nothing more than a subconscious emotive reaction to what others are playing around you, with what you are contributing having the same effect on them. When a musician overdubs his or her part onto an existing track, this ceases to be a two-way reaction. With only the musician who is added being affected by what he or she is playing to. Recording equipment was originally designed to capture the performance of a piece of music. Now it influences the way music is written and performed.

Each sucker on an octopus’s arm may have 10,000 neurons to handle taste and touch. Even an arm that has been surgically removed can perform various basic motions, like reaching and grasping. How does an octopus’s brain relate to its arms? Early work, looking at both behavior and anatomy, gave the impression that the arms enjoyed considerable independence. The channel of nerves that leads from each arm back to the central brain seemed pretty slim. Some behavioral studies gave the impression that octopuses did not even track where their own arms might be. As Roger Hanlon and John Messenger put it in their book Cephalopod Behaviour, the arms seemed “curiously divorced” from the brain, at least in the control of basic motions.

In one study, a trio of professors from Harvard Business School tracked more than one thousand acclaimed equity analysts over a decade and monitored how their performance changed as they switched firms. Their dour conclusion, “When a company hires a star, the star’s performance plunges, there is a sharp decline in the functioning of the group or team the person works with, and the company’s market value falls.”20 The hiring organization is let down because it failed to consider systems-based advantages that the prior employer supplied, including firm reputation and resources. Employers also underestimate the relationships that supported previous success, the quality of the other employees, and a familiarity with past processes.

Child psychologists Betty Hart and Todd Risley learned the same thing when they recorded hundreds of hours of interactions between children and adults in forty-two families from across a wide socioeconomic spectrum and assessed the children’s development from nine months to three years. Children in well-to-do families, whose parents were typically college-educated professionals, heard an average of 2,153 words an hour spoken to them. In contrast, the children of low-income families heard an average only 616 words per hour. By their third birthday, the children in well-to-do families heard 30 million more words than economically deprived children and the amount of conversation parents had with their infants was directly proportional to IQ test scores assessed at three years of age and the performance in school of these children at ages nine and ten. (Hart and Risley 2003) The exciting part is that Hart and Risley’s research has spawned conscious parenting initiatives thanks to technology in the form of LENA (Language Environment Analysis) devices. LENA devices work like pedometers except they keep track of words rather than steps. The Thirty Million Words Initiative in Chicago is making LENA devices available to parents so they can track the numbers of words they expose their children to. After six weeks, researchers in Chicago found a 32 percent increase in the number of words the children heard. Says Dr. Dana Suskind, Director of the Thirty Million Words Initiative: “Every parent has the ability to grow their children’s brain and impact their future.” (Suskind 2013)

The Eternal Return has certainly not been thought by philosophers or by those who are concerned about Nietzsche in the contemporary history of ideas, and this because the Eternal Return can not be thought of. It is a revelation that presents next to the Silvaplana rock, or on the threshold of the Gateway of the Moment, where the Two Ways meet. You will have to travel step by step along the path of Western yoga that Nietzsche rediscovered and practiced, putting his feet in the tracks that he left in the paths of the high peaks, relive their great pains and divine glories, reaching to reach similar tonalities of the soul, to be possessed by Dionysus and his ancient drunkenness, Luciferian, that makes dance in the solitude of forests and lost from a solar age, laughing and crying at the same time. And this is not achieved by the philosophers of the intellect or the beings 'of the flock'. For to achieve this, the Circle will have to be traversed for several eternities, again at the Gateway of the Moment, already predestined at noon. In addition, the doctrine of the Eternal Return is selective. As the initiatory practice Tantric Panshatattva is not for the paśu [animal], but only for some heroes or viryas, thus the Noon is reached by the 'Lords of the Earth' and by the poets of the Will to Power, predestined in a mysterious way to perform the Superman, that individualistic and aristocratic mutation. The 'herd', the vulgar, has nothing to do with all this, including here the scientists, technologists and most philosophers, politicians and government of the Kaliyuga. Nietzsche's description of the Eternal Return is found in some aphorisms that precede 'The Gay Science', Joyful Science, using Nietzsche the Provencal term, Occitan, from 'Gay'. Joyful Science will be that of the one who has accepted the Eternal Return of all things and has transmuted the values. The one of Superman. There is also a description in the schemes of 'The Will to Power'. In they all take hold, with genius that transcends their time, of the scientific knowledge and the mechanics of the time, which does not lose validity to the doctrine, let us say better to the revealed Idea, to the Revelation that, of somehow, it was also in the Pythagoreans, in their Aryan-Hyperborean form, differentiating itself from other elaborations made in the millennia of the East. Also would have been veiled in the Persian reformer Zarathustra. We are going to reproduce what Nietzsche has written about the Eternal Return. In the schemes of 'The Will to Power', he says: 'Everything returns and returns eternally; We can not escape this.

There is no such thing as hell, of course, but if there was, then the sound track to the screaming, the pitchfork action and the infernal wailing of damned souls would be a looped medley of “show tunes” drawn from the annals of musical theater. The complete oeuvre of Lloyd Webber and Rice would be performed, without breaks, on a stage inside the fiery pit, and an audience of sinners would be forced to watch—and listen—for eternity. The very worst among them, the child molesters and the murderous dictators, would have to perform them. Save for the exquisite oeuvre of a certain Mr. Lomond, I have yet to find a genre of music I enjoy; it’s basically audible physics, waves and energized particles, and, like most sane people, I have no interest in physics. It therefore struck me as bizarre that I was humming a tune from Oliver! I mentally added the exclamation mark, which, for the first time ever, was appropriate. Who will buy this wonderful evening? Who indeed?

They sat together at a table in the corner of a basement speakeasy, and they drank beer, and Mike related his favorite tale of how he had fallen five stories when a scaffolding gave way under him, how he had broken three ribs but lived to tell it, and Roark spoke of his days in the building trades. Mike did have a real name, which was Sean Xavier Donnigan, but everyone had forgotten it long ago; he owned a set of tools and an ancient Ford, and existed for the sole purpose of traveling around the country from one big construction job to another. People meant very little to Mike, but their performance a great deal. He worshipped expertness of any kind. He loved his work passionately and had no tolerance for anything save for other single-track devotions. He was a master in his own field and he felt no sympathy except for mastery. His view of the world was simple: there were the able and there were the incompetent; he was not concerned with the latter. He loved buildings. He despised, however, all architects.

Martin Street is the archaeologist who has done most work in recent years on the dog from Bonn-Oberkassel. His theory is that what is known as ‘putting the game at bay’ was one of the first important tasks performed by dogs. This is a method of hunting still used today in many places, including the forests of Sweden. The dog runs around in the woods on its own to track game, while the hunter tries to stay near it. Once the dog locates its quarry, it starts to bark, forcing the animal to stop moving and focus on the dog’s irritating barking. The dog has put its quarry at bay. In the meantime, the hunter creeps nearer and shoots the animal. This type of hunting emerged when woods started to grow on the tundra, blocking the view. Before that time it was easier for hunters to scan the landscape for their prey from an elevated point. This is what makes it so interesting that the first dog universally recognised as such, the one from Bonn-Oberkassel, lived 14,500 years ago, at precisely the time when the tundra of the Ice Age was beginning to give way to woodland. That circumstance, in my view, is rather too striking to be a mere coincidence. If

I know of no actor who is so pure onstage that he thinks only what his character thinks. If he did, he would presumably become the character: a form of madness. This may be of course what happens to Hamlet--he puts on an antic disposition, and gets stuck with it. [...] Acting is mostly a twin-track mental activity. In one track runs the role, requiring thoughts ranging from, say, gentle amusement to towering rage. Then there is the second track, which monitors the performance: executing the right moves, body language, and voice level; taking note of audience reaction and keeping an eye on fellow actors; coping with emergencies such as a missing prop or a faulty lighting cue. These two tracks run parallel, night by night. If one should go wrong, then it is likely that the other will misbehave too. [...] But there is a third and wholly subversive track that intrudes itself at intervals, full of phantom thoughts and feelings that come and go of their own volition. This ghost train of random musings is, of course, to be discouraged, but it can never be entirely denied. As Bohr and his wife, Margrethe, say in the play: "So many things we think about at the same time. Our lives and our physics...All the things that come into our heads out of nowhere.

Simonton finds that on average, creative geniuses weren’t qualitatively better in their fields than their peers. They simply produced a greater volume of work, which gave them more variation and a higher chance of originality. “The odds of producing an influential or successful idea,” Simonton notes, are “a positive function of the total number of ideas generated.” Consider Shakespeare: we’re most familiar with a small number of his classics, forgetting that in the span of two decades, he produced 37 plays and 154 sonnets. Simonton tracked the popularity of Shakespeare’s plays, measuring how often they’re performed and how widely they’re praised by experts and critics. In the same five-year window that Shakespeare produced three of his five most popular works—Macbeth, King Lear, and Othello—he also churned out the comparatively average Timon of Athens and All’s Well That Ends Well, both of which rank among the worst of his plays and have been consistently slammed for unpolished prose and incomplete plot and character development. In every field, even the most eminent creators typically produce a large quantity of work that’s technically sound but considered unremarkable by experts and audiences. When the London Philharmonic Orchestra chose the 50 greatest pieces of classical music, the list included six pieces by Mozart, five by Beethoven, and three by Bach. To generate a handful of masterworks, Mozart composed more than 600 pieces before his death at thirty-five, Beethoven produced 650 in his lifetime, and Bach wrote over a thousand. In a study of over 15,000 classical music compositions, the more pieces a composer produced in a given five-year window, the greater the spike in the odds of a hit. Picasso’s oeuvre includes more than 1,800 paintings, 1,200 sculptures, 2,800 ceramics, and 12,000 drawings, not to mention prints, rugs, and tapestries—only a fraction of which have garnered acclaim. In poetry, when we recite Maya Angelou’s classic poem “Still I Rise,” we tend to forget that she wrote 165 others; we remember her moving memoir I Know Why the Caged Bird Sings and pay less attention to her other 6 autobiographies. In science, Einstein wrote papers on general and special relativity that transformed physics, but many of his 248 publications had minimal impact. If you want to be original, “the most important possible thing you could do,” says Ira Glass, the producer of This American Life and the podcast Serial, “is do a lot of work. Do a huge volume of work.” Across fields, Simonton reports that the most prolific people not only have the highest originality; they also generate their most original output during the periods in which they produce the largest volume.* Between the ages of thirty and thirty-five, Edison pioneered the lightbulb, the phonograph, and the carbon telephone. But during that period, he filed well over one hundred patents for other inventions as diverse as stencil pens, a fruit preservation technique, and a way of using magnets to mine iron ore—and designed a creepy talking doll. “Those periods in which the most minor products appear tend to be the same periods in which the most major works appear,” Simonton notes. Edison’s “1,093 patents notwithstanding, the number of truly superlative creative achievements can probably be counted on the fingers of one hand.

last sixteen years Aidan’s detected a shift among spirits. He doesn’t know what it means yet, but he’s certain there’s a pattern.” “What kind of pattern?” “Dark spirits and demons are growing stronger.” I bet Nolan could have helped figure out the pattern. I can only imagine how different all of this would be if he had been here with me since the beginning, performing research for Aidan, trying just as hard as Aidan to find answers. Maybe he would have even found some. “Can you sense the demon?” he asks. I nod. Lucio stops dead in his tracks. Despite the flames growing ever higher around us, Lucio and I feel a cool breeze coming from down the road. Lucio starts walking in the direction of the chill, and I follow, placing my feet in the dusty footprints his steps leave behind. Even though he’s not much taller than I am, his feet are bigger than mine, and I feel like a little kid every time I place one of my sneakers in the spot where his dust-covered boot was seconds before. Lucio’s wearing shorts, and instead of looking at where we’re going, I’m watching the muscles in his calves flex and release with each step. He certainly looks strong enough to confront a demon. When he stops, I practically crash into him. “In there,” Lucio whispers, nodding in the direction of a squat stucco building on our left. It’s so small that it can’t possibly have more than one room. An icy breeze blows its splintered wooden door open, bringing a wall of smoke along with it, despite the fact that it’s the only building in sight that isn’t actually on fire. The door bangs against the tiny building with a loud crash as goose bumps rise on my sweaty skin. “Why did the demon choose this town?” I ask. “These people are completely helpless.” “Exactly,” Lucio says. “The same way we gather strength from helping spirits move on, a demon gathers strength from destroying spirits.” Despite the breeze coming from the darkness just a few steps away, I don’t think I’ve ever felt so hot. Somewhere inside

WHY DIVERSIFY? During the bull market of the 1990s, one of the most common criticisms of diversification was that it lowers your potential for high returns. After all, if you could identify the next Microsoft, wouldn’t it make sense for you to put all your eggs into that one basket? Well, sure. As the humorist Will Rogers once said, “Don’t gamble. Take all your savings and buy some good stock and hold it till it goes up, then sell it. If it don’t go up, don’t buy it.” However, as Rogers knew, 20/20 foresight is not a gift granted to most investors. No matter how confident we feel, there’s no way to find out whether a stock will go up until after we buy it. Therefore, the stock you think is “the next Microsoft” may well turn out to be the next MicroStrategy instead. (That former market star went from $3,130 per share in March 2000 to $15.10 at year-end 2002, an apocalyptic loss of 99.5%).1 Keeping your money spread across many stocks and industries is the only reliable insurance against the risk of being wrong. But diversification doesn’t just minimize your odds of being wrong. It also maximizes your chances of being right. Over long periods of time, a handful of stocks turn into “superstocks” that go up 10,000% or more. Money Magazine identified the 30 best-performing stocks over the 30 years ending in 2002—and, even with 20/20 hindsight, the list is startlingly unpredictable. Rather than lots of technology or health-care stocks, it includes Southwest Airlines, Worthington Steel, Dollar General discount stores, and snuff-tobacco maker UST Inc.2 If you think you would have been willing to bet big on any of those stocks back in 1972, you are kidding yourself. Think of it this way: In the huge market haystack, only a few needles ever go on to generate truly gigantic gains. The more of the haystack you own, the higher the odds go that you will end up finding at least one of those needles. By owning the entire haystack (ideally through an index fund that tracks the total U.S. stock market) you can be sure to find every needle, thus capturing the returns of all the superstocks. Especially if you are a defensive investor, why look for the needles when you can own the whole haystack?

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

The Eternal Return has certainly not been thought by philosophers or by those who are concerned about Nietzsche in the contemporary history of ideas, and this because the Eternal Return can not be thought of. It is a revelation that presents itself next to the Silvaplana rock, or on the threshold of the Gateway of the Moment, where the Two Ways meet. You will have to travel step by step along the path of Western yoga that Nietzsche rediscovered and practiced, putting his feet in the tracks that he left in the paths of the high peaks, relive their great pains and divine glories, reaching to reach similar tonalities of the soul, to be possessed by Dionysus and his ancient drunkenness, Luciferian, that makes dance in the solitude of forests and lost from a solar age, laughing and crying at the same time. And this is not achieved by the philosophers of the intellect or the beings 'of the flock'. For to achieve this, the Circle will have to be traversed for several eternities, again at the Gateway of the Moment, already predestined at noon. In addition, the doctrine of the Eternal Return is selective. As the initiatory practice Tantric Panshatattva is not for the paśu [animal], but only for some heroes or viryas, thus the Noon is reached by the 'Lords of the Earth' and by the poets of the Will to Power, predestined in a mysterious way to perform the Superman, that individualistic and aristocratic mutation. The 'herd', the vulgar, has nothing to do with all this, including here the scientists, technologists and most philosophers, politicians and government of the Kaliyuga. Nietzsche's description of the Eternal Return is found in some aphorisms that precede 'The Gay Science', Joyful Science, using Nietzsche the Provencal term, Occitan, from 'Gay'. Joyful Science will be that of the one who has accepted the Eternal Return of all things and has transmuted the values. The one of Superman. There is also a description in the schemes of 'The Will to Power'. In they all take hold, with genius that transcends their time, of the scientific knowledge and the mechanics of the time, which does not lose validity to the doctrine, let us say better to the revealed Idea, to the Revelation that, of somehow, it was also in the Pythagoreans, in their Aryan-Hyperborean form, differentiating itself from other elaborations made in the millennia of the East. Also would have been veiled in the Persian reformer Zarathustra. We are going to reproduce what Nietzsche has written about the Eternal Return. In the schemes of 'The Will to Power', he says: 'Everything returns and returns eternally; We can not escape this.

The Eternal Return has certainly not been thought by philosophers or by those who are concerned about Nietzsche in the contemporary history of ideas, and this because the Eternal Return can not be thought of. It is a revelation that presents itself next to the Silvaplana rock, or on the threshold of the Gateway of the Moment, where the Two Ways meet. You will have to travel step by step along the path of Western yoga that Nietzsche rediscovered and practiced, putting his feet in the tracks that he left in the paths of the high peaks, relive their great pains and divine glories, reaching to reach similar tonalities of the soul, to be possessed by Dionysus and his ancient drunkenness, Luciferian, that makes dance in the solitude of forests and lost from a solar age, laughing and crying at the same time. And this is not achieved by the philosophers of the intellect or the beings 'of the flock'. For to achieve this, the Circle will have to be traversed for several eternities, again at the Gateway of the Moment, already predestined at noon. In addition, the doctrine of the Eternal Return is selective. As the initiatory practice Tantric Panshatattva is not for the paśu [animal], but only for some heroes or viryas, thus the Noon is reached by the 'Lords of the Earth' and by the poets of the Will to Power, predestined in a mysterious way to perform the Superman, that individualistic and aristocratic mutation. The 'herd', the vulgar, has nothing to do with all this, including here the scientists, technologists and most philosophers, politicians and government of the Kaliyuga. Nietzsche's description of the Eternal Return is found in some aphorisms that precede 'The Gay Science', Joyful Science, using Nietzsche the Provencal term, Occitan, from 'Gay'. Joyful Science will be that of the one who has accepted the Eternal Return of all things and has transmuted the values. The one of Superman. There is also a description in the schemes of 'The Will to Power'. In they all take hold, with genius that transcends their time, of the scientific knowledge and the mechanics of the time, which does not lose validity to the doctrine, let us say better to the revealed Idea, to the Revelation that, of somehow, it was also in the Pythagoreans, in their Aryan-Hyperborean form, differentiating itself from other elaborations made in the millennia of the East. Also would have been veiled in the Persian reformer Zarathustra. We are going to reproduce what Nietzsche has written about the Eternal Return. In the schemes of 'The Will to Power', he says: 'Everything returns and returns eternally; We can not escape this.

Switch from a Performance Focus to a Mastery Focus There’s a way to keep your standards high but avoid the problems that come from perfectionism. If you can shift your thinking from a performance focus to a mastery focus, you’ll become less fearful, more resilient, and more open to good, new ideas. Performance focus is when your highest priority is to show you can do something well now. Mastery focus is when you’re mostly concerned with advancing your skills. Someone with a mastery focus will think, “My goal is to master this skill set” rather than “I need to perform well to prove myself.” A mastery focus can help you persist after setbacks. To illustrate this, imagine the following scenario: Adam is trying to master the art of public speaking. Due to his mastery goal, he’s likely to take as many opportunities as he can to practice giving speeches. When he has setbacks, he’ll be motivated to try to understand these and get back on track. His mastery focus will make him more likely to work steadily toward his goal. Compare this with performance-focused Rob, who is concerned just with proving his competence each time he gives a talk. Rob will probably take fewer risks in his style of presentation and be less willing to step outside his comfort zone. If he has an incident in which a talk doesn’t go as well as he’d hoped, he’s likely to start avoiding public speaking opportunities. Mastery goals will help you become less upset about individual instances of failure. They’ll increase your willingness to identify where you’ve made errors, and they’ll help you avoid becoming so excessively critical of yourself that you lose confidence in your ability to rectify your mistakes. A mastery focus can also help you prioritize—you can say yes to things that move you toward your mastery goal and no to things that don’t. This is great if you’re intolerant of uncertainty, because it gives you a clear direction and rule of thumb for making decisions about which opportunities to pursue. Experiment: What’s your most important mastery goal right now? Complete this sentence: “My goal is to master the skills involved in ___.” Examples include parenting, turning more website visitors into buyers, property investment, or self-compassion. Based on the mastery goal you picked, answer the following questions. Make your answers as specific as possible. How would people with your mastery goal: 1. React to mistakes, setbacks, disappointments, and negative moods? 2. Prioritize which tasks they work on? What types of tasks would they deprioritize? 3. React when they’d sunk a lot of time into something and then realized a particular strategy or idea didn’t have the potential they’d hoped it would? 4. Ensure they were optimizing their learning and skill acquisition? 5. React when they felt anxious?

Two men were advancing towards the car along the cross track. One man carried a short wooden bench on his back, the other a big wooden object about the size of an upright piano. Richard hailed them, they greeted him with every sign of pleasure. Richard produced cigarettes and a cheerful party spirit seemed to be developing. Then Richard turned to her. “Fond of the cinema? Then you shall see a performance.” He spoke to the two men and they smiled with pleasure. They set up the bench and motioned to Victoria and Richard to sit on it. Then they set up the round contrivance on a stand of some kind. It had two eye-holes in it and as she looked at it, Victoria cried: “It’s like things on piers. What the butler saw.” “That’s it,” said Richard. “It’s a primitive form of same.” Victoria applied her eyes to the glass-fronted peephole, one man began slowly to turn a crank or handle, and the other began a monotonous kind of chant. “What is he saying?” Victoria asked. Richard translated as the singsong chant continued: “Draw near and prepare yourself for much wonder and delight. Prepare to behold the wonders of antiquity.” A crudely coloured picture of Negroes reaping wheat swam into Victoria’s gaze. “Fellahin in America,” announced Richard, translating. Then came: “The wife of the great Shah of the Western world,” and the Empress Eugénie simpered and fingered a long ringlet. A picture of the King’s Palace in Montenegro, another of the Great Exhibition. An odd and varied collection of pictures followed each other, all completely unrelated and sometimes announced in the strangest terms. The Prince Consort, Disraeli, Norwegian Fjords and Skaters in Switzerland completed this strange glimpse of olden far-off days. The showman ended his exposition with the following words: “And so we bring to you the wonders and marvels of antiquity in other lands and far-off places. Let your donation be generous to match the marvels you have seen, for all these things are true.” It was over. Victoria beamed with delight. “That really was marvellous!” she said. “I wouldn’t have believed it.” The proprietors of the travelling cinema were smiling proudly. Victoria got up from the bench and Richard who was sitting on the other end of it was thrown to the ground in a somewhat undignified posture. Victoria apologized but was not ill pleased. Richard rewarded the cinema men and with courteous farewells and expressions of concern for each other’s welfare, and invoking the blessing of God on each other, they parted company. Richard and Victoria got into the car again and the men trudged away into the desert. “Where are they going?” asked Victoria. “They travel all over the country. I met them first in Transjordan coming up the road from the Dead Sea to Amman. Actually they’re bound now for Kerbela, going of course by unfrequented routes so as to give shows in remote villages.” “Perhaps someone will give them a lift?

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

SCENE 24 “Tiens, Ti Jean, donne ce plat la a Shammy,” my father is saying to me, turning from the open storage room door with a white tin pan. “Here, Ti Jean, give this pan to Shammy.” My father is standing with a peculiar French Canadian bowleggedness half up from a crouch with the pan outheld, waiting for me to take it, anxious till I do so, almost saying with his big frowning amazed face “Well my little son what are we doing in the penigillar, this strange abode, this house of life without roof be-hung on a Friday evening with a tin pan in my hand in the gloom and you in your raincoats—” “II commence a tombez de la neige” someone is shouting in the background, coming in from the door (“Snow’s startin to fall”)—my father and I stand in that immobile instant communicating telepathic thought-paralysis, suspended in the void together, understanding something that’s always already happened, wondering where we were now, joint reveries in a dumb stun in the cellar of men and smoke … as profound as Hell … as red as Hell.—I take the pan; behind him, the clutter and tragedy of old cellars and storage with its dank message of despair–mops, dolorous mops, clattering tear-stricken pails, fancy sprawfs to suck soap suds from a glass, garden drip cans–rakes leaning on meaty rock–and piles of paper and official Club equipments– It now occurs to me my father spent most of his time when I was 13 the winter of 1936, thinking about a hundred details to be done in the Club alone not to mention home and business shop–the energy of our fathers, they raised us to sit on nails– While I sat around all the time with my little diary, my Turf, my hockey games, Sunday afternoon tragic football games on the toy pooltable white chalkmarked … father and son on separate toys, the toys get less friendly when you grow up–my football games occupied me with the same seriousness of the angels–we had little time to talk to each other. In the fall of 1934 we took a grim voyage south in the rain to Rhode Island to see Time Supply win the Narragansett Special–with Old Daslin we was … a grim voyage, through exciting cities of great neons, Providence, the mist at the dim walls of great hotels, no Turkeys in the raw fog, no Roger Williams, just a trolley track gleaming in the gray rain– We drove, auguring solemnly over past performance charts, past deserted shell-like Ice Cream Dutchland Farms stands in the dank of rainy Nov.—bloop, it was the time on the road, black tar glisten-road of thirties, over foggy trees and distances, suddenly a crossroads, or just a side-in road, a house, or bam, a vista gray tearful mists over some half-in cornfield with distances of Rhode Island in the marshy ways across and the secret scent of oysters from the sea–but something dark and rog-like.— J had seen it before … Ah weary flesh, burdened with a light … that gray dark Inn on the Narragansett Road … this is the vision in my brain as I take the pan from my father and take it to Shammy, moving out of the way for LeNoire and Leo Martin to pass on the way to the office to see the book my father had (a health book with syphilitic backs)— SCENE 25 Someone ripped the pooltable cloth that night, tore it with a cue, I ran back and got my mother and she lay on it half-on-floor like a great poolshark about to take a shot under a hundred eyes only she’s got a thread in her mouth and’s sewing with the same sweet grave face you first saw in the window over my shoulder in that rain of a late Lowell afternoon. God bless the children of this picture, this bookmovie. I’m going on into the Shade.

SCENE 24 “Tiens, Ti Jean, donne ce plat la a Shammy,” my father is saying to me, turning from the open storage room door with a white tin pan. “Here, Ti Jean, give this pan to Shammy.” My father is standing with a peculiar French Canadian bowleggedness half up from a crouch with the pan outheld, waiting for me to take it, anxious till I do so, almost saying with his big frowning amazed face “Well my little son what are we doing in the penigillar, this strange abode, this house of life without roof be-hung on a Friday evening with a tin pan in my hand in the gloom and you in your raincoats—” “II commence a tombez de la neige” someone is shouting in the background, coming in from the door (“Snow’s startin to fall”)—my father and I stand in that immobile instant communicating telepathic thought-paralysis, suspended in the void together, understanding something that’s always already happened, wondering where we were now, joint reveries in a dumb stun in the cellar of men and smoke … as profound as Hell … as red as Hell.—I take the pan; behind him, the clutter and tragedy of old cellars and storage with its dank message of despair–mops, dolorous mops, clattering tear-stricken pails, fancy sprawfs to suck soap suds from a glass, garden drip cans–rakes leaning on meaty rock–and piles of paper and official Club equipments– It now occurs to me my father spent most of his time when I was 13 the winter of 1936, thinking about a hundred details to be done in the Club alone not to mention home and business shop–the energy of our fathers, they raised us to sit on nails– While I sat around all the time with my little diary, my Turf, my hockey games, Sunday afternoon tragic football games on the toy pooltable white chalkmarked … father and son on separate toys, the toys get less friendly when you grow up–my football games occupied me with the same seriousness of the angels–we had little time to talk to each other. In the fall of 1934 we took a grim voyage south in the rain to Rhode Island to see Time Supply win the Narragansett Special–with Old Daslin we was … a grim voyage, through exciting cities of great neons, Providence, the mist at the dim walls of great hotels, no Turkeys in the raw fog, no Roger Williams, just a trolley track gleaming in the gray rain– We drove, auguring solemnly over past performance charts, past deserted shell-like Ice Cream Dutchland Farms stands in the dank of rainy Nov.—bloop, it was the time on the road, black tar glisten-road of thirties, over foggy trees and distances, suddenly a crossroads, or just a side-in road, a house, or bam, a vista gray tearful mists over some half-in cornfield with distances of Rhode Island in the marshy ways across and the secret scent of oysters from the sea–but something dark and rog-like.— J had seen it before … Ah weary flesh, burdened with a light … that gray dark Inn on the Narragansett Road … this is the vision in my brain as I take the pan from my father and take it to Shammy, moving out of the way for LeNoire and Leo Martin to pass on the way to the office to see the book my father had (a health book with syphilitic backs)— SCENE 25 Someone ripped the pooltable cloth that night, tore it with a cue, I ran back and got my mother and she lay on it half-on-floor like a great poolshark about to take a shot under a hundred eyes only she’s got a thread in her mouth and’s sewing with the same sweet grave face you first saw in the window over my shoulder in that rain of a late Lowell afternoon. God bless the children of this picture, this bookmovie. I’m going on into the Shade.

editorial process that will support creation, review and revision, publication, performance tracking, and ongoing maintenance. (You’re also going to need resources,

Find the Phone Location Easily With 100% Accuracy Don’t you just hate it when a cell phone number calls your phone over and over and you can’t figure out who it is, even by calling them back? Often, telemarketers and other bill collectors will use numbers like these to call you. If you want to find out exactly who is calling, you can do a cell phone lookup by number. Or what if you lose your phone and you need to track location of your own phone? Or what if you need to do comprehensive background check on your Driver before you hire them? All this is possible just with phone number, thanks to handyorten-24.de for making the life easier. Handyorten-24.de provides great free online technology that searches millions of phone numbers for all of the information attached to it. It is a service on a website that does not only give you name and addresses for listed landline phone numbers free of charge but, in addition, this service allows you to do many more thing like getting a comprehensive background report instantly, fetching court record details on all liens and judgments, bankruptcies and fines etc. It is easy to use as well. This service is very useful for any time you want to look up a number and find out exactly what you need. How to Do It As previously stated, using this service by phone number is very easy. All you have to do is visit handyorten-24.de that provides this service. Other online phone listing websites have also this, if you are unsure about using them; just search for one on your search engine. Your search will surely provide a long list of sites from which you can choose. You can pick whatever you like. All of these sites will lead you to very similar information. When you pick a site, performing your cell phone lookup by number is easy. All you have to do is type in the number that you want to find and click to search. Your results will most likely yield something like a name. Any more information that that usually requires a fee, and sometimes the name requires a fee as well for some cell phones. This fee is usually very small for minimal information and gradually gets bigger as you get more. You can even pay a single amount and get an unlimited number of search results within a certain period of time if you want to do more than one cell phone lookup by number. Putting You Back in Control of Your Phone The benefit of using handyorten-24.de is that it is so simple to use and gives you access to information that you want to find. Cell phones are becoming more common for everyone to use, even bill collectors these days. Cell phone numbers don’t always show up with names on your caller ID. You can find out who is calling you even if you don’t have their number stored in your cell phone either. That way, you will know who keeps calling your phone, like you should have the right to do anyway. This service restores people’s knowledge back to them with great east and nearly no cost to them at all. Doing a background check by number is a great way to find out exactly who is calling you. It is free and you can find the information that you need very quickly by taking advantage of latest technology.

One young man asked me a question, ‘Mr President, please tell me, since you have flown in the supersonic fighter aircraft at the age of seventy-four, were you afraid anytime during the flight?’ I told the young man, ‘All the forty minutes of the flight, I was busy on the controls and instruments and experiencing the “g” build up. I was advised by the captain to track targets and also look at the ground using the synthetic aperture radar. In addition, I was observing the performance of the instruments developed indigenously. I was continuously busy in the flight operations and I didn’t have time to allow fear to enter into me.

There has to be a more loving dream, a dream that appeals to the hearts of humans. There is I know, a more refined dream, which appeals to the human soul,’ offered Wonder encouragingly. ‘I am not so sure,’ rejoined Double Doubt, responding to the tone of hope in Wonder’s voice. ‘Why choose war over peace? Humankind has trod that path so diligently that they have forgotten that there are other ways of ease.’ ‘True. Tis true! But is it not the dominant actions of the few, who lead the many? Does not the fear of being a voice of reason in the wilderness overwhelm the gentle of heart?’ ‘The gentle of heart are weak! Too weak in energy to perform, to take action, and are drained by the fear of action, a fear which inhibits action. I doubt they will break through the fog of fear.’ ‘The fog of fear you say? Or is it their sense of impotence that overwhelms them from speaking out? Knowing that any attempt to change the consensus reality of their space-time is an enormous task, an overwhelming task, and that just to hold the thought of a breakthrough is about the only choice they have.’ ‘Enormous it may be, in terms of consciousness,’ replied Double Doubt. ‘But consciousness grounded in impeccability, will far outweigh the fog of fear, so why the problem? Humans do not seem to understand that the universal energy supports life-furthering consciousness. Such a waste of human resources! No Doubt. No Doubt.’ ‘I understand what you are propounding Gnome Double Doubt, however, it seems to me that most human beings are still not fully aware of the power of thought, and are still not aware of how energy exists; transforming itself through the power of thought. It is only a matter of space-time before humans come to understand the difficult concept of Universal space-time and energy.’ ‘Your optimism is based on a need for perfection Wonder. Humans also seek perfection, but as yet have not come within a whale’s breath of it, and a whale’s breath is vast! I cannot see why you hold out such great hope for these vulnerable humans. It seems to me that your wonderings about their futures will take you away from the higher pursuits of the experiment. Let us deal with one human at a time. Remember, one action, one thought can change the ways of all,’ encouraged Gnome Double Doubt, now taking on the role of the advocate of hope. ‘It is now urgent that we pull ourselves together and act in a more gnome-like manner and have done with all this wallowing concern for the human race.’ ‘You are always so wise Double Doubt. I know you are on the right path,’ conceded Wonder, knowing that Double Doubt was now out of the foggy mire of confusion and back on the track of practicality. ‘I wish I could let go of seeking something of a higher dreaming for the humans. But alas I know myself,’ sighed Wonder. ‘I am as I am, a wondering wanderlust or a Wonder-last, and the last being to wonder or to lust over a dream of such beauty, that it would vanquish the fear of insecurity in the human realm forever. So near and yet so far! I wonder. I wonder? Is it a possibility, or just a dream, as ephemeral in substance as the gossamer rainbow wings of our dear friends the fairies?' ‘My goodness! You do go on Wonder. It seems to me, but who am I to doubt, that you waste so much energy on a dream without substance, a dream which is based on fear, a dream which is embedded like granite in human thought, a dream that would take earth shattering energy to shift such rigidity of thought. Take my advice Wonder. Begin with the smallest crack in the edifice of human thought, and that lies in the direction of Petunia. Leave the human race to experiencing life as they choose to. Until they validate, that ‘All is connected. All is divine’, then they will not be and cannot be, aware of the realm of All That Is. T.L. Franklin (Excerpt from ‘Wonder and Double Doubt’ - Chapter 9, Page 294)

Every value stream needs two to five key performance indicators (KPIs) that are tracked on a regular basis.

A family member in a family business has a position of authority and power, regardless of his title and rank, even regardless of his job. He has the inside track to the top—as a son, a brother, a brother-in-law. No matter what his rank, he is top management. If he cannot command the respect due a member of top management on his own merit and on the basis of his performance, he should not be allowed to stay on the payroll.

At Bridgewater, every employee has a believability score on a range of dimensions. In sports, statistics for every player’s performance history are public. In baseball, before you sign a player, you can look up his batting average, home runs, and steals; assess his strengths and weaknesses; and adjust accordingly. Dalio wanted Bridgewater to work the same way, so he created baseball cards that display statistics on every employee’s performance, which can be accessed by anyone at the company. If you’re about to interact with a few Bridgewater colleagues for the first time, you can see their track records on seventy-seven different dimensions of values, skills, and abilities in the areas of higher-level thinking, practical thinking, maintaining high standards, determination, open-mindedness yet assertiveness, and organization and reliability.

When a killer tries to change something on a crime scene deliberately to throw the detectives off track, it is called staging. This killer was so good at staging that he should have been awarded an Oscar for his performance.

When IT moves beyond commodity management and begins to show a higher level of strategic value and dedicate more resources to innovation, IT is on the right track to improve its performance and maturity.

Once the last guest is gone, maintenance crews descend on each attraction. The crews perform inspections of ride vehicles and tracks based upon Disney’s daily, weekly, monthly, and yearly maintenance checklist. They look for wear and potential mechanical problems. The ride engineers and maintenance workers perform their tasks, and by the end of their shift, just mere hours before thousands descend on the parks again, the attractions are powered up and run through their paces again before any guests can climb aboard. All of this preventive and corrective maintenance equates to roughly one thousand daily hours of inspection time, on all attractions.

At that point in time, Gokul Rajaram was a legendary éminence grise in the ad-tech world. The so-called godfather of AdSense, Google’s secondary gold mine after AdWords, Gokul was a constant presence on the conference circuit, and an omnipresent adviser or investor in just about every advertising technology company worth talking about. He too had come to Facebook via a small acqui-hire, though really that had been just a career breather between his time at Google and his hiring at Facebook. University at the Indian Institute of Technology (IIT), followed by an American MBA, he was your standard-issue Indian techie, and probably that country’s most valuable export after steel and Tata Motors. “What’s the first thing you would change about Facebook Ads if we hired you?” There was about as much polish and prologue to Gokul as that of a North Korean diplomat. “I’d build a conversion-tracking system. It’s unbelievable you don’t have one yet.” A conversion-tracking system is software that tells you if an advertisement has worked in driving a conversion (or “sale” in marketing-speak), and lets you retweak your marketing campaigns based on performance. An ads system without conversion tracking is like a car without rearview mirrors; nay, it’s like a car without even rear or side windows. All you can see is forward, merrily driving along, not even understanding what’s behind you or what you just ran over. It’s a danger to yourself and others, and it was a sign of just how out-of-touch Facebook Ads management was that this somehow never got prioritized. From Gokul’s smile the conclusion was clearly . . . right answer! And so the conversation went, traversing various potential aspects of the Facebook Ads system, and what the company needed to build. It was a giddy Gokul—I’d soon learn he was almost always giddy—who escorted me out the door. The boys and I had arrived separately, assuming we’d get out at different times, and separately did we go back to the GrokPad. There, we compared notes. MRM and Argyris weren’t exactly rousing in their reviews of the experience. In fact, it was clear that the fascist vibe the company gave off had very much rubbed them the wrong way. They had never really liked Facebook, as either product or company, going back to our visits to their developer events. The daylong hazing had done nothing to charm them.

A marketing strategy or a mix of them is chosen only after thorough market research. A marketer should always be ready to face any kind of situations like if the strategy is changed in the middle, he should be able to perform another market research so as to choose the proper strategy, within a short period of time.

She said she had been teaching them the art of reframing: thinking their way toward victory instead of toward defeat. She had been teaching them about the effect that anxiety had on their performance. Diaphragmatic breathing and positive self-talk were two tools the sports psychologist had given the runners to control their anxiety. “If they are saying to themselves, ‘I won’t get a good time,’ I try to teach them to say, ‘Oh, those are just thoughts, it doesn’t mean it will happen,’ ” she explained. “Or if it’s windy, like today, and they are worried about that, they should remind themselves that the wind will help on one side of the track, even as it will hurt on the other side, so the net effect might be inconsequential.” I could see how those tools might

However, there are major problems with constantly trying to get things done and focusing on the next thing: doing so ironically prevents you from being as successful as you want to be and wreaks havoc on body and mind. Many studies13 show that the workaholic or successaholic chase can be detrimental on a number of levels:         •  Health. It is linked to lower levels of physical and psychological health. In particular, it is associated with burnout, emotional exhaustion, cynicism, and depersonalization (a disturbing sense of dissociation from yourself that accompanies prolonged stress or trauma). It is also linked to lower overall life satisfaction.14         •  Work. It can—counterintuitively perhaps—damage productivity and performance. It has been linked to lower job satisfaction and increased job stress, which reduce productivity15 by, for example, reducing attention span.16 This should come as no surprise. If you are continuously focused on the next thing you need to accomplish, only part of your attention is directed toward your present activity.

6. Show compassion to others. Instead of remaining focused on yourself, express compassion to and show interest in those around you and maintain supportive relationships with your co-workers, boss, and employees. You will dramatically increase the loyalty and commitment of your colleagues and employees, thereby improving productivity, performance, and influence.

If you are all set for an enjoyable weekend then simply head towards the magnificent Her Majesty’s Theatre! The popular London Westend theatre is running the award winning London show, The Phantom of the Opera with packed houses. The show has already made its remarkable entry into its third decade. The blockbuster London show by Andrew Lloyd Webber is a complete treat for music lovers. The popular show has won several prestigious awards. The show is set against the backdrop of gothic Paris Opera House. The show revolves around soprano Christine Daae who is enticed by the voice of Phantom. The show features some of the heart touching and spell binding musical numbers such as 'The Music of the Night', 'All I Ask of You' and the infamous title track, The Phantom of the Opera. The Phantom of the Opera is a complete audio visual treat for theatre lovers. In the year 1986, the original production made its debut at the Her Majesty's Theatre featuring Michael Crawford and Sarah Brightman. Sarah was then wife of composer Andrew Lloyd Webber. The popular London musical, The Phantom of the Opera went on becoming a popular show and still London's hottest ticket. The award winning show is a brilliant amalgamation of outstanding design, special effects and memorable score. The show has earned critical acclamation from both the critics and audiences. The show has been transferred to Broadway and is currently the longest running musical. The show is running at the Majestic Theatre and enjoyed brilliant performance across the globe. For Instance, the Las Vegas production was designed specifically with a real lake. In order to celebrate its silver jubilee, there was a glorious concert production at the Royal Albert Hall. The phenomenal production featured Ramin Karimloo and Sierra Boggess as Phantom and Christine. If you are looking for some heart touching love musical the Phantom of the Opera is a must watch. With its wonderfully designed sets, costumes and special effects, the show is a must watch for theatre lovers. The show is recommended for 10+ kids and run for two hours and thirty minutes.

(Just imagine if a runner doing intervals on the track came to a complete stop to check her phone after each and every notification. The constant start-and-stop would certainly impair her performance.)

Smart managers need to make sure rookies have a regular stream of feedback and information to help them calibrate their performance and the connection points to stay on track. And,

In my family, race was not a construction, or a theory, or an outdated consequence of history, but the active, living foundation of our reality. Race determined the contours of every choice we made; every mundane public act we performed was a project with a name. When we moved into our house, it was called integration. When my older brother and I entered the public school system, it was called desegregation. The split between black and white was not metaphorical; railroad tracks divided black and white Nashville. On the white side of town, South Nashville, we played a role in a grand project of enormous proportions. We lived in South Nashville, but in North Nashville we could be black in a way that was not possible in any other part of the city. In North Nashville, no one white was watching. We could relax. We were free.

As leaders identify necessary strategic changes or declining organization performance, they respond by launching organization changes. If necessary, they take the plunge on major transformations when triggered by one of the legitimate reasons we discussed above. But short, targeted adjustments can keep an organization on track between major strategic shifts. By making incremental change on a constant basis, leaders can lengthen the time between large-scale realignments.

The Moffat Tunnel is a cathedral to engineering. Its simplicity occludes its sophistication, with the creation of nothing from something—the deliberate absence of rock amid incalculable weight. The finalized engineering marvel has a ventilation system that performs a complete air exchange within the tunnel in 18 minutes. The seemingly endless stone archway has intricately designed and perfectly positioned “umbrellas” to disperse alpine lake seepage to either side of the tracks. During construction, on February 15, 1925, tunneling progress stalled 1,100 feet directly under Crater Lake as 1,800 gallons per minute of water began flowing into the tunnel. At the suggestion of electrician K.S. Weston, crews ventured to the lake, cut through three feet of ice, and poured in 10 pounds of chloride of lime. Shortly thereafter, the presence of lime was detected inside of the tunnel. In an attempt to close the seam, a stick of dynamite was tossed into the lake, and the flow rate dropped drastically to 150 gallons per minute and then slowed to a trickle. Multiple times per day, the visceral vibration of mechanical thunder reverberates through the bowels of the earth.

I noticed a surprising pattern. The students who struggled the most were the straight-A students—the perfectionists. It turns out that although perfectionists are more likely than their peers to ace school, they don’t perform any better than their colleagues at work. This tracks with evidence that, across a wide range of industries, grades are not a strong predictor of job performance.

Its track record in services was mixed. iTunes had been a runaway success that had transformed the music industry, but Apple Maps had been a bust. MobileMe, a 2008 online service for email, contacts, and calendar, hadn’t worked, and Siri, Apple’s novel voice assistant, had fallen behind its rivals in performance. In the absence of the next game-changing device, Cook was betting that he could persuade customers to stick with iPhones by getting them as tethered to Apple Music and other services as they had been

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

Once the initial backing track jam had been recorded, Marr delivered his most savage guitar performance to date, heavy on the wah-wah pedal, returning to the control room “shaking” at his own intensity.

Do an unsentimental evaluation of what resources and staff you have versus how much you really need. There is usually more performance and efficiency to be gained from your existing staff, before you take the path of least resistance—unplanned, incremental growth, leading to mediocrity and waste. One of your biggest responsibilities is to stop that incremental attitude in its tracks.

One of his favorite tools for habit tracking and behavioral modification Way of Life app.

Neuroscience was becoming "this thing we all do" — go to conferences, write papers, apply for grants. It was losing its intrepidity. All the finger tapping, the feeble reaches, the cartographic expeditions in the scanner—this was not behavior. John Hughlings Jackson divined enduring wisdom about the motor system without conducting a single experiment; I could sense John Krakauer’s wheels spinning the same way, as he groped for the right track. “It’s about being intellectual rather than academic,” he said.

Group members should be explicitly informed about their colleagues’ distinctive talents or spheres of specialization, and clear protocols should be established for directing questions and tasks to the appropriate individual. Research shows that groups perform best when each member is clearly in charge of maintaining a particular body of expertise—when each topic has its designated “knowledge champion,” as it were. Studies further suggest that it can be useful to appoint a meta-knowledge champion: an individual who is responsible for keeping track of what others in the group know and making sure that group members’ mental “directory” of who knows what stays up to date.

Feedback is an opinion, grounded in observations and experiences, which allows us to know what impression we make on others.” To reap the full benefits of OKRs, feedback must be integral to the process. If you don’t know how well you’re performing, how can you possibly get better? Today’s workers “want to be ‘empowered’ and ‘inspired,’ not told what to do. They want to provide feedback to their managers, not wait for a year to receive feedback from their managers. They want to discuss their goals on a regular basis, share them with others, and track progress from peers.” Public, transparent OKRs will trigger good questions from all directions: Are these the right things for me/you/us to be focused on? If I/you/we complete them, will it be seen as a huge success? Do you have any feedback on how I/we could stretch even more?

For any given workout, you need to have presence, understand the purpose of the workout, have your resources and energy available, and make a habit of executing the intentions of that workout.

Reorganization: If a bureaucracy does not work, it is not the fault of its organization. It’s the fault of its leadership. I worked for state government for 19 years, and we had a reorganization every year. No kidding. Some were big. Some were small. None produced anything but a lot of paperwork and anxiety. I have come to believe that reorganizations are almost always a waste of time. They are used to give the appearance of action when leaders don’t know what else to do. Reorganizations take two years out of the life any organization while people try to figure out their new jobs and how they fit into the new arrangement. There is almost nothing that needs to be done, that can’t be done with the existing organization if there is the will to do it. There are many other ways to shake up an organization and improve performance. The best way is to set performance expectations, use measures and track performance, as recommended in this very book. There are two reorganization pendulums that swing back and forth and drive cycles of one reorganization after another. This is the closest that scientists have come to identifying a perpetual motion machine: The change between centralized and decentralized structures: Move all functions to the central office. Two years later decentralize all functions back to the regional offices. The change between combined organizations and separate organizations: Put all children and family services in one department. Two years later, put all services back in the departments from which they came.

Tribal Leaders focus their efforts on building the tribe—or, more precisely, upgrading the tribal culture. If they are successful, the tribe recognizes them as the leaders, giving them top effort, cultlike loyalty, and a track record of success. Divisions and companies run by Tribal Leaders set the standard of performance in their industries, from productivity and profitability to employee retention.

Try not to think of purpose as some unattainable ideal. Purpose can arise in everyday contexts: a mom caring for her child, a musician performing original songs, or a lawyer arguing in court. To carry out purpose, create the conditions for accomplishing something meaningful to you that also has a positive impact on others. In my work, I call this a “dream endeavor.

For several minutes, Alethea and I stood spellbound with delight as we watched a speedy amoeba-like cloud made up of black dots shape-shift through the air. Hundreds of starlings syncopated a midair dance. Where words so often get in the way, a shared visceral experience of wonder bonded us. For the rest of the evening, Alethea and I could recount the experience. My daughter and I had, as it were, “a moment.” Scientists are still uncertain about what drives this aviary phenomenon known as murmuration, but our fascination with it reflects, I believe, this human yearning to sync up. We rarely experience that kind of selfless, unplanned collective improvisation, and yet many of us long to feel connected to something greater than ourselves that bonds us with other people. That longing leads us to participate in organized sports, performing arts, dance, musical bands and ensembles, and ventures. If you have that longing, heed it. We need it.

Secure Early Wins—Checklist Given your agreed-to business goals, what do you need to do during your transition to create momentum for achieving them? How do people need to behave differently to achieve these goals? Describe as vividly as you can the behaviors you need to encourage and those you need to discourage. How do you plan to connect yourself to your new organization? Who are your key audiences, and what messages would you like to convey to them? What are the best modes of engagement? What are the most promising focal points to get some early improvements in performance and start the process of behavior change? What projects do you need to launch, and who will lead them? What predictable surprises could take you off track?

Tap into the power of time clarity. Just set a timer, track your progress, and see firsthand how you can achieve greatness in short bursts of productivity.

A group of Spanish academics has unveiled a methodology for measuring purpose directly that tracks three constituent factors: the extent to which employees understand, identify with, and contribute to the purpose.

Some deep purpose companies measure purpose indirectly by monitoring what we might call the forerunners of purpose: they track antecedents, actions, or conditions that induce or enable purpose. Alternatively, they measure perceptions of those antecedents. At Mahindra, for instance, leaders collect survey data from employees, asking them to respond to items such as “Sufficient efforts have been made in the organization/sector to bring about awareness and understanding regarding Rise.

To sum it up, exercising early in your pregnancy has a profoundly positive effect on your developing baby, as it stimulates placenta growth and function as well as the organs and systems of your baby. Staying active through the later stages of your pregnancy keeps your baby’s growth and development on track. All this good stuff happens with just 30 to 45 minutes of exercise a day.

Social Media Advertising - Different Options & Their Benefits How To Use Social Media Paid Ads Ideally? What is the most effective way to make use of social media ads? Choosing which social media platform to advertise on depends on your target audience. You need to understand which platforms are being used, the type of campaigns that can run on each platform, and what investment you’ll be required to make. Pew Research Center’s report helps give us an idea of the most preferred platform for various demographics. For example, if your product caters to the teenage group, consider advertising on Instagram, TikTok, or Snapchat. If you’re catering to a more B2B client, you can consider LinkedIn. Once you understand where your audience spends the most time, you can narrow down the platforms. However, we’d still advise on A/B testing various platforms. You’d be surprised by how many B2B clients you can find on TikTok! What Are The Most Popular Social Media Ads? Here is a brief rundown of the various social media ad options available. 1. Facebook Ads Facebook Ads are the most successful form of social media advertising. Statistics show that Facebook paid ads have an average conversion rate of 9.21%. They’re easy to set up and track, and allow you to measure campaign performance easily, giving insights into how well your ads are performing. They also offer a wide range of targeting options that help you reach people who might be interested in what you’re selling, which is why they’re so effective at generating sales leads. Facebook Ads are also highly targeted. You can target specific demographics or audiences based on gender, age range, location, and other details such as interests and behaviors or job titles. This helps ensure that only people who are interested in what you’re offering, see your ad on Facebook. 2. Twitter Ads Twitter ads are a great way to reach your target audience, especially if your company already has a presence on the platform. They’re easy to set up and manage so you can focus on other aspects of your business. As of 2022, they have an average conversion rate of 0.77%. Twitter ads also offer simple targeting options that let you get more followers, increase engagement with existing customers and gain new followers interested in what you have to offer. There are multiple ad options to choose from for accomplishing various advertising goals, including promoted ads, follower ads, amplify ads, and takeover ads. Promoted and follower ads have a much wider average cost range than their takeover counterparts. 3. LinkedIn Ads LinkedIn is a professional networking site, so it’s not as casual as other social media platforms like Instagram and Facebook. As a result, users are more likely to be interested in what you are promoting on the platform because they’re looking for something related to their professional lives. LinkedIn has an average click-through rate of 0.65%. In addition, the conversion rate for LinkedIn ads is also fairly decent (2.35%). They can have high or low conversion rates depending on factors like interests and demographics. But if your ad is effectively targeted, it will have more chances of enjoying a higher conversion rate. 4. Instagram Ads As a younger demographic, Instagram users make up a great target audience for social media advertising. They are highly engaged in the platform and are more likely to respond to call-to-action than other demographics. 5. YouTube Ads YouTube ads are excellent for marketers with video content to promote their business. Furthermore, the advertising options offered by this platform ensure that you needn't bother with YouTuber fame or even a large number of subscribers on your channel to spread the word on this platform.