Tracking Success Quotes

The biggest wall you have to climb is the one you build in your mind: Never let your mind talk you out of your dreams, trick you into giving up. Never let your mind become the greatest obstacle to success. To get your mind on the right track, the rest will follow.

The best way to measure how much you've grown isn't by inches or the number of laps you can now run around the track, or even your grade point average-- though those things are important, to be sure. It's what you've done with your time, how you've chosen to spend your days, and whom you've touched this year. That, to me, is the greatest measure of success.

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.

Even if you're on the right track, you'll get run over if you just sit there.

Even if you are on the right track, but just sit there, you will still get run over.

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

I am successful because of my brains and my guts, put together, and I don't need some fancy-ass degree from a bunch of sweater-vest-wearing pricks who haven't gotten laid since Bush Senior was president... Do you know who studies sociology? People who would rather observe life than live it.

On your track to success, never forget that you are crossing many rivers. Yes you are! And each of those rivers contain crocodiles that may attempt to intimidate you. Never be afraid; sail on and you will get there.

You see it as me going back. I see it as me staying on track.

Success demands singleness of purpose. You need to be doing fewer things for more effect instead of doing more things with side effects. It is those who concentrate on but one thing at a time who advance in this world. Passion for something leads to disproportionate time practicing or working at it. That time spent eventually translates to skill, and when skill improves, results improve. Better results generally lead to more enjoyment, and more passion and more time is invested. It can be a virtuous cycle all the way to extraordinary results. The ONE Thing shows up time and again in the lives of the successful because it’s a fundamental truth. More than anything else, expertise tracks with hours invested. The pursuit of mastery bears gifts. When people look back on their lives, it is the things they have not done that generate the greatest regret...People’s actions may be troublesome initially; it is their inactions that plague them most with long-term feelings of regret. Make sure every day you do what matters most. When you know what matters most, everything makes sense. When you don’t know what matters most, anything makes sense.

And the thing is, we can’t fail. We’ve already hit the bottom and come out of it. From here on out, if we just love and listen, we can’t go wrong, babe.

Static people don’t fall! You fell because you were either climbing, or running. This is a sign that you are on track. Don’t stop where you fall; rise up and do it again!

You can be on the right track and still get run over if you're not moving.

Keep your focus on the things you can actually control. Choosing to center on anything else will either stop you in your tracks or significantly slow you down.

No man can be ideally successful until he has found his place. Like a locomotive, he is strong on the track, but weak anywhere else.

It is not wrong to feel down or disappointed, what is wrong is to quit. As long you are doing the right thing you are on the right track, and you will succeed by God's will.

Goals are for losers. Your mind isn’t magic. It’s a moist computer you can program. The most important metric to track is your personal energy. Every skill you acquire doubles your odds of success. Happiness is health plus freedom. Luck can be managed, sort of. Conquer shyness by being a huge phony (in a good way). Fitness is the lever that moves the world. Simplicity transforms ordinary into amazing.

How do you choose a successor? Look at her or his track record. A good successor would have a track record of successes - great grades, great schools, great successes at work and steady climb up the ladder. Throughout her or his career, there has been challenges which were overcame. It builds character, fortitude, and strength. - STRONG by Kailin Gow

It is a difficult question, my friends, for any young man-- that question I had to grapple with, and which thousands are weighing at the present moment in these uprising times-- whether to follow uncritically the track he finds himself in, without considering his aptness for it, or to consider what his aptness or bent may be, and re-shape his course accordingly. I tried to do the latter, and I failed. But I don't admit that my failure proved my view to be a wrong one, or that my success would have made it a right one; though that's how we appraise such attempts nowadays--I mean, not by their essential soundness, but by their accidental outcomes. If I had ended by becoming like one of these gentlemen in red and black that we saw dropping in here by now, everybody would have said: 'See how wise that young man was, to follow the bent of his nature!' But having ended no better than I began they say: 'See what a fool that fellow was in following a freak of his fancy!

I know this much about racing in the rain. I know it is about balance. It is about anticipation and patience. I know all of the driving skills that are necessary for one to be successful in the rain. But racing in the rain is also about the mind! It is about owning one's own body. About believing that one's car is merely an extension of one's body. About believing that the track is an extension of the car, and the rain is an extension of the track, and the sky is an extension of the rain. It is about believing that you are not you; you are everything. And everything is you.

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.

Everyone should have something in their life that when it comes alive, you lose track of time.

The way to achieve your goals is step by step, you just need to build enough track, to be ahead of the train." ~ John Milton Lawrence

No valid plans for the future can be made by those who have no capacity for living now. —Alan Watts1 When

The burn is my girlfriend, failure is my ex. I'm married to the track and engaged to success.

Don't let your mind talk you out of your dreams, trick you into giving up; don't let your mind become the greatest obstacle to success. To get your mind on the right track, the rest will follow.

Before you take up that fight against history, do remember that she has a track record of beating 'champions' like you. Therefore, it's best to stick with the flow, and go with what works for everyone. But . . . In the event you do decide to go against the convention, all you need is to get your heart straight, and your eyes fixed on the target. You might just be the underdog that will surprise history.

Even the successful 1985 Bret Easton Ellis book (and 1987 film) Less Than Zero, which tracks the falling from grace of wealthy Los Angeles teens, could not be imagined with the logically equivalent title: Negative.

The faster you run high quality experiments, the more likely you’ll find scalable, effective growth tactics. Determining the success of a customer acquisition idea is dependent on an effective tracking and reporting system, so don’t start testing until your tracking/reporting system has been implemented.

whether to follow uncritically the track he finds himself in, without considering his aptness for it, or to consider what his aptness or bent may be, and reshape his course accordingly. I tried to do the latter, and I failed. But I don't admit that my failure proved my view to be a wrong one, or that my success would have made it a right one; though that's how we appraise such attempts nowadays.

Asking me not to break the rules of society is like telling your kid not to eat candy because it’s bad for him. The kid will continue to eat candy until you take it away, or until you prove why he shouldn’t. You also need to provide substitutes for the candy you have denied that child. I was told often enough what was bad, but I was never given a substitute or the opportunity to try another world until I had already become so defiant and twisted, I no longer cared about someone else’s right or wrong. By then I could not see enough honest faces in the world to pattern myself after. Your Bibles didn’t mean anything to me. A Bible had driven my mother from her home. The people you chose to raise me beat and raped me and taught me to hate and fear. From what I have seen throughout my life, the laws of the land are practiced only by the little guy. Those who have money and success abuse every law written and get away with it. I admit my reasoning comes from the wrong side of the tracks, but once these opinions are formed and reinforced a few times, it is hard to believe otherwise. So even if I don’t shed a tear, I console myself: I had some help in becoming the person I am.

Ask yourself at least once a week: "Am I on the right track to achieve my goals at this time? Am I doing the right things that I need to be doing?

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

Consider the track record of your naysayers. How many dreams have they successfully brought into this world?

we have some good ideas here. But the only way to know if they’re workable is to try to make them fail. If we fail to fail, then maybe we’re on the right track.

Progress across the time axis is passive. Progress up the results axis is passion.

you allow yourself to lose track of the big picture and get distracted by things that are out of your control, you’ll never achieve your dreams.

Winners lose much more often than losers. So if you keep losing but you're still trying, keep it up! You're right on track.

I think track records are very important. If you start early trying to have a perfect one in some simple thing like honesty, you're well on your way to success in the world.

Kay Cannon was a woman I’d known from the Chicago improv world. A beautiful, strong midwestern gal who had played lots of sports and run track in college, Kay had submitted a good writing sample, but I was more impressed by her athlete’s approach to the world. She has a can-do attitude, a willingness to learn through practice, and she was comfortable being coached. Her success at the show is a testament to why all parents should make their daughters pursue team sports instead of pageants. Not that Kay couldn’t win a beauty pageant - she could, as long as for the talent competition she could sing a karaoke version of ‘Redneck Woman’ while shooting a Nerf rifle.

But far too often when we face the failure of a business venture, we let that failure paralyze us from trying again. The failure could stem from a lack of financial planning, a lack of resources, or the lack of the right team members. But you have to realize that failure is part of the process when you are on the road to success. The only way to get back on track is to come up with another plan. I’ve failed more times than I can count. But you can’t let the failure freeze you in place and stop you from pursuing your dreams.

AS A HUNTER I am looked down upon in Western society. I am portrayed as a brute. I am denigrated and spat upon, and thought of as a slow-witted anachronism, the dregs of a discredited culture. This happened quickly when one looks at human history. The skills I possess—the ability to track, hunt, kill, and dress out my prey so it can be served at a table to feed others—were prized for tens of thousands of years. Hunters fed those in the tribe and family who could not hunt well or did not hunt because they weren’t physically able to. The success of the hunter produced not only healthy food and clothing, tools, medicine, and amenities, but a direct hot-blooded connection with God and the natural world. The hunter was the provider, and exalted as such.

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.

The most effective young Facebook users, however — the ones who will probably be winners if Facebook turns out to be a model of the future they will inhabit as adults — are the ones who create successful online fictions about themselves. They tend their doppelgängers fastidiously. They must manage offhand remarks and track candid snapshots at parties as carefully as a politician. Insincerity is rewarded, while sincerity creates a lifelong taint. Certainly, some version of this principle existed in the lives of teenagers before the web came along, but not with such unyielding, clinical precision.

I can examine how, but not why, I wrote what I did, or why I had so perversely deviated from my original path. Can one, tracking and successfully collaring a criminal, truly comprehend the criminal mind? Can we truly separate the how and the why?

The way of knowledge,” he continued, “is like our old way in hunting. You begin with a mere trail — a footprint. If you follow that faithfully, it may lead you to a clearer trail — a track — a road. Later on there will be many tracks, crossing and diverging one from the other. Then you must be careful, for success lies in the choice of the right road. You must be doubly careful, for traps will be laid for you, of which the most dangerous is the spirit-water, that causes a man to forget his self-respect

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.

The founders of start-ups as varied as YouTube, Palantir Technologies, and Yelp all worked at PayPal. Another set of people—including Reid Hoffman, Thiel, and Botha—emerged as some of the technology industry’s top investors. PayPal staff pioneered techniques in fighting online fraud that have formed the basis of software used by the CIA and FBI to track terrorists and of software used by the world’s largest banks to combat crime. This collection of super-bright employees has become known as the PayPal Mafia—more or less the current ruling class of Silicon Valley—and Musk is its most famous and successful member.

The spiraling flights of moths appear haphazard only because of the mechanisms of olfactory tracking are so different from our own. Using binocular vision, we judge the location of an object by comparing the images from two eyes and tracking directly toward the stimulus. But for species relying on the sense of smell, the organism compares points in space, moves in the direction of the greater concentration, then compares two more points successively, moving in zigzags toward the source. Using olfactory navigation the moth detects currents of scent in the air and, by small increments, discovers how to move upstream.

The siren soared again, closer at hand, and then, with no anticipatory roar and clamour, a dark and sinuous body curved into view against the shadows far down the high-banked track, and with no sound but the rush of the cleft wind and the clock like tick of the rails, moved towards the bridge - it was an electric train. Above the engine two vivid blurs of blue light formed incessantly a radiant crackling bar between them, which, like a spluttering flame in a lamp beside a corpse, lit for an instant the successive rows of trees and caused Gloria to draw back instinctively to the far side of the road. The light was tepid - the temperature of warm blood... The clicking blended suddenly with itself in a rush of even sound, and then, elongating in sombre elasticity, the thing roared blindly by her and thundered onto the bridge, racing the lurid shaft of fire it cast into the solemn river alongside. Then it contracted swiftly, sucking in its sound until it left only a reverberant echo, which died upon the farther bank.

The dark side of tracking a particular behavior is that we become driven by the number rather than the purpose behind it. If your success is measured by quarterly earnings, you will optimize sales, revenue, and accounting for quarterly earnings. If your success is measured by a lower number on the scale, you will optimize for a lower number on the scale, even if that means embracing crash diets, juice cleanses, and fat-loss pills. The human mind wants to “win” whatever game is being played. This pitfall is evident in many areas of life. We focus on working long hours instead of getting meaningful work done. We care more about getting ten thousand steps than we do about being healthy. We teach for standardized tests instead of emphasizing learning, curiosity, and critical thinking. In short, we optimize for what we measure. When we choose the wrong measurement, we get the wrong behavior. This is sometimes referred to as Goodhart’s Law. Named after the economist Charles Goodhart, the principle states, “When a measure becomes a target, it ceases to be a good measure.

Magnetic Memory Method by visiting his website Magnetic Memory Method and listening to his podcast.

Negative self-talk, telling yourself you can’t do this, or that, or that ‘You will never be able to…’ or ‘You’re rubbish at…’ is not ‘just in your head.

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But the best way to measure how much you've grown isn't by inches or the number of laps you can now run around the track, or even your grade point average - though those things are important, to be sure. It's what you've done with your time, how you've chosen to spend your days, and whom you have touched this year. That, to me, is the greatest measure of success.

Goals are set in life to enable concentrated and directed effort to be employed toward a desired end. Without goals, it will be easy to derail, and it will also be hard to track progress.

Success had put me on the wrong track and I did not know that there is a kind of success worse than failure, and a kind of failure worth all the success in the world. Neither did I know that the distant friendship of Rainer Maria Rilke would one day console me for having seen his lamp burn without knowing that it was signalling me to go and singe my wings against its flame.

Your level of success, will rarely exceed your level of personal development, because success is something you attract by the person you become,” I stopped in my tracks. This one philosophy was going to change my entire life.

Descartes did not say that the soul is located in the pineal gland, only that the pineal gland was the ‘seat’ of the soul, not the location. He held the idea that the soul interacts with the body via the pineal gland; hence the pineal gland was more of a connector rather than a storage facility. All matter as we know now, must have a location. Anything other than matter would not require a storage location; therefore, Descartes must have been on the proper track. Could the pineal gland be not only a receptor of light but also a connector to light? And, if God is light or energy, then perhaps it may be a connector to God—the ultimate light. Those who maintain higher pineal gland secretion and a more de-calcified pineal gland will ensure success when healing.

During the campaign, I supported and encouraged the Clinton campaign strategy, but in hindsight, I lost track of one of the core lessons of Obama's success--campaigns are about telling the American people a story--a story about where we are, where we are going, and why you are the right person, and your opponent is the wrong person, to take the country there. It's a story that needs to be compelling, but also easily understood, and then driven home by the candidate and the campaign with relentless discipline.

Not all confidence is created equally. Sometimes, it comes from a track record of applying deep knowledge successfully and other times it comes from the shallowness of reading an article. It’s amazing how often the ego turns unearned knowledge into reckless confidence.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

People who suffer the most from a given state of affairs are paradoxically the least likely to question, challenge, reject, or change it.” To explain this peculiar phenomenon, Jost’s team developed a theory of system justification. Its core idea is that people are motivated to rationalize the status quo as legitimate—even if it goes directly against their interests. In one study, they tracked Democratic and Republican voters before the 2000 U.S. presidential election. When George W. Bush gained in the polls, Republicans rated him as more desirable, but so did Democrats, who were already preparing justifications for the anticipated status quo. The same happened when Al Gore’s likelihood of success increased: Both Republicans and Democrats judged him more favorably. Regardless of political ideologies, when a candidate seemed destined to win, people liked him more. When his odds dropped, they liked him less. Justifying the default system serves a soothing function. It’s an emotional painkiller: If the world is supposed to be this way, we don’t need to be dissatisfied with it. But acquiescence also robs us of the moral outrage to stand against injustice and the creative will to consider alternative ways that the world could work.

One of the many real-life examples comes from Charlie Jones, a well-respected broadcaster for NBC-TV, who revealed that hearing the story of Who Moved My Cheese? saved his career. His job as a broadcaster is unique, but the principles he learned can be used by anyone. Here’s what happened: Charlie had worked hard and had done a great job of broadcasting Track and Field events at an earlier Olympic Games, so he was surprised and upset when his boss told him he’d been removed from these showcase events for the next Olympics and assigned to Swimming and Diving. Not knowing these sports as well, he was frustrated. He felt unappreciated and he became angry. He said he felt it wasn’t fair! His anger began to affect everything he did. Then, he heard the story of Who Moved My Cheese? After that he said he laughed at himself and changed his attitude. He realized his boss had just “moved his Cheese.” So he adapted. He learned the two new sports, and in the process, found that doing something new made him feel young. It wasn’t long before his boss recognized his new attitude and energy, and he soon got better assignments. He went on to enjoy more success than ever and was later inducted into Pro Football’s Hall of Fame—Broadcasters’ Alley. That’s

Optimists Optimism is normal, but some fortunate people are more optimistic than the rest of us. If you are genetically endowed with an optimistic bias, you hardly need to be told that you are a lucky person—you already feel fortunate. An optimistic attitude is largely inherited, and it is part of a general disposition for well-being, which may also include a preference for seeing the bright side of everything. If you were allowed one wish for your child, seriously consider wishing him or her optimism. Optimists are normally cheerful and happy, and therefore popular; they are resilient in adapting to failures and hardships, their chances of clinical depression are reduced, their immune system is stronger, they take better care of their health, they feel healthier than others and are in fact likely to live longer. A study of people who exaggerate their expected life span beyond actuarial predictions showed that they work longer hours, are more optimistic about their future income, are more likely to remarry after divorce (the classic “triumph of hope over experience”), and are more prone to bet on individual stocks. Of course, the blessings of optimism are offered only to individuals who are only mildly biased and who are able to “accentuate the positive” without losing track of reality. Optimistic individuals play a disproportionate role in shaping our lives. Their decisions make a difference; they are the inventors, the entrepreneurs, the political and military leaders—not average people. They got to where they are by seeking challenges and taking risks. They are talented and they have been lucky, almost certainly luckier than they acknowledge. They are probably optimistic by temperament; a survey of founders of small businesses concluded that entrepreneurs are more sanguine than midlevel managers about life in general. Their experiences of success have confirmed their faith in their judgment and in their ability to control events. Their self-confidence is reinforced by the admiration of others. This reasoning leads to a hypothesis: the people who have the greatest influence on the lives of others are likely to be optimistic and overconfident, and to take more risks than they realize.

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.

The formula for success includes failure. The biggest lie about success is that its opposite is failure. This tricks you into thinking that you’re far away from your achievement or goal if things don’t work out exactly as you wanted them to. However, there is no success without risk, experimentation, and some failure. Disappointments, delays, and disasters are not contrary to success; they are a part of the process. If you experience failure, it doesn’t mean you are on the other end of success. It means you’re right on track as long as you don’t give up. The opposite of success is resignation, not failure. You can’t succeed if you give up, but you can succeed after you fail.

India’s primordial nationalisms—whether expressed in language, religion, caste, or even commensality—would have pulled the country apart, as happened in several other postcolonial states, had it not been for the fact that India consciously gave itself a constitutional order that incorporated universal franchise and the rule of law; guaranteed individual rights and a federal system that promulgated separation of powers at the center and limits on the central government’s authority over the states; and established recurring elections that tested the strength of contending political parties and endowed them with the privilege of rule for limited periods of time. By adopting such a framework, India enshrined the twin components that mark all real democracies: contestation, or the peaceful struggle for power through an orderly process that confirms the preferences of the polity, and participation, or the right of all adult citizens, irrespective of wealth, gender, religion, or ethnicity, to vote for a government of their choice.

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?

But the best way to measure how much you’ve grown isn’t by inches or the number of laps you can now run around the track, or even your grade point average—though those things are important, to be sure. It’s what you’ve done with your time, how you’ve chosen to spend your days, and whom you have touched this year. That, to me, is the greatest measure of success.

When righteous desires back up your motivation, you'll find that your inner gas tank will always have fuel to spare. Brick walls cannot stand in your way, detours cannot get you off track, and road construction will not make you turn around and head back. Your strength will surprise you, and whatever it is that your heart desires will eventually be accomplished.

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.

When I was a kid, summers were the most glorious time of life. Because my parents believed in hands-off, free-range parenting, I’d usually be out the door before ten and wouldn’t return until dinner. There were no cell phones to keep track of me and whenever my mom called a neighbor to ask where I was, the neighbor was often just as clueless as to her own child’s whereabouts. In fact, there was only one rule as far as I could tell: I had to be home at half past five, since my parents liked to eat dinner as a family. I can’t remember exactly how I used to spend those days. I have recollections in snapshot form: building forts or playing king of the hill on the high part of the jungle gym or chasing after a soccer ball while attempting to score. I remember playing in the woods, too. Back then, our home was surrounded by undeveloped land, and my friends and I would have dirt-clod wars or play capture the flag; when we got BB guns, we could spend hours shooting cans and occasionally shooting at each other. I spent hours exploring on my bicycle, and whole weeks would pass where I’d wake every morning with nothing scheduled at all. Of course, there were kids in the neighborhood who didn’t lead that sort of carefree existence. They would head off to camp or participate in summer leagues for various sports, but back then, kids like that were the minority. These days, kids are scheduled from morning to night because parents have demanded it, and London has been no exception. But how did it happen? And why? What changed the outlook of parents in my generation? Peer pressure? Living vicariously through a child’s success? Résumé building for college? Or was it simply fear that if their kids were allowed to discover the world on their own, nothing good would come of it? I don’t know. I am, however, of the opinion that something has been lost in the process: the simple joy of waking in the morning and having nothing whatsoever to do.

With those two things going as well as they were, I figured we could become successful institutional investment managers ourselves. So I made the pitch to the people who ran the World Bank’s pension fund, most importantly Hilda Ochoa, who was its chief investment officer at the time. Despite the fact that we had no assets under management and no track record, she gave us a $5 million U.S. bond account to manage.

People who think they need high-pressure methods or tools—pinch collars or electric appliances—to train a dog have no clue how to train a dog well. Training, both as a hobby and as a profession, should be pleasant for the dog and the handler. It should be a successful learning process that yields progress for both parties. If training becomes a torment for the handler or the dog, then both parties are on the wrong track.

To want to own a restaurant can be a strange and terrible affliction. What causes such a destructive urge in so many otherwise sensible people? Why would anyone who has worked hard, saved money, often been successful in other fields, want to pump their hard-earned cash down a hole that statistically, at least, will almost surely prove dry? Why venture into an industry with enormous fixed expenses (...), with a notoriously transient and unstable workforce, and highly perishable inventory of assets? The chances of ever seeing a return on your investment are about one in five. What insidious spongi-form bacteria so riddles the brains of men and women that they stand there on the tracks, watching the lights of the oncoming locomotive, knowing full well it will eventually run over them? After all these years in the business, I still don't know.

Sppooooon!!! Where are yoooooouuuu?” The Enchanted Spoon was a bit frightened of the key and had taken to hiding, because the key kept on wanting to kiss the spoon. Wish was so delighted with her success in bringing the spoon and the key and the pins to life that she accidentally did the same with Bodkin’s fork, and regrettably that created a love triangle. The fork decided that it was in love with the key, and that the unfortunate spoon was its main rival. So Bodkin would be trying to eat his supper, and the fork would leap heroically out of Bodkin’s hand to pin the Enchanted Spoon to the ground. Or the spoon would find himself being stalked… and the fork would challenge him to a fight… and the spoon would stick out his chest like a proud swordsman, and the two of them would conduct a complicated spoon-and-fork fight, lunging and parrying and dueling and ambushing each other across the Sweet Track.

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

I wish I had asked myself when I was younger. My path was so tracked that in my 8th-grade yearbook, one of my friends predicted— accurately— that four years later I would enter Stanford as a sophomore. And after a conventionally successful undergraduate career, I enrolled at Stanford Law School, where I competed even harder for the standard badges of success. The highest prize in a law student’s world is unambiguous: out of tens of thousands of graduates each year, only a few dozen get a Supreme Court clerkship. After clerking on a federal appeals court for a year, I was invited to interview for clerkships with Justices Kennedy and Scalia. My meetings with the Justices went well. I was so close to winning this last competition. If only I got the clerkship, I thought, I would be set for life. But I didn’t. At the time, I was devastated. In 2004, after I had built and sold PayPal, I ran into an old friend from law school who had helped me prepare my failed clerkship applications. We hadn’t spoken in nearly a decade. His first question wasn’t “How are you doing?” or “Can you believe it’s been so long?” Instead, he grinned and asked: “So, Peter, aren’t you glad you didn’t get that clerkship?” With the benefit of hindsight, we both knew that winning that ultimate competition would have changed my life for the worse. Had I actually clerked on the Supreme Court, I probably would have spent my entire career taking depositions or drafting other people’s business deals instead of creating anything new. It’s hard to say how much would be different, but the opportunity costs were enormous. All Rhodes Scholars had a great future in their past. the best paths are new and untried. will this business still be around a decade from now? business is like chess. Grandmaster José Raúl Capablanca put it well: to succeed, “you must study the endgame before everything else. The few who knew what might be learned, Foolish enough to put their whole heart on show, And reveal their feelings to the crowd below, Mankind has always crucified and burned. Above all, don’t overestimate your own power as an individual. Founders are important not because they are the only ones whose work has value, but rather because a great founder can bring out the best work from everybody at his company. That we need individual founders in all their peculiarity does not mean that we are called to worship Ayn Randian “prime movers” who claim to be independent of everybody around them. In this respect, Rand was a merely half-great writer: her villains were real, but her heroes were fake. There is no Galt’s Gulch. There is no secession from society. To believe yourself invested with divine self-sufficiency is not the mark of a strong individual, but of a person who has mistaken the crowd’s worship—or jeering—for the truth. The single greatest danger for a founder is to become so certain of his own myth that he loses his mind. But an equally insidious danger for every business is to lose all sense of myth and mistake disenchantment for wisdom.

Attention is crucial to the success of self-regulation, and indeed attentional processes often constitute the first step toward either success or failure at self-regulation. As mentioned, reduced self-monitoring is often a precipitating factor in self-regulation failure because it is quite easy to lose track of one’s status or quit regulating oneself when one cannot evaluate the distance between the current state and the goal state ... When people cease to attend to their own behavior, self-regulation typically deteriorates.

Now the white shark has returned to one of America’s most iconic summertime destinations, and it’s challenging our perception of what the ocean is to us. For the first time in a long time, we have a hazy sense of what it means not to be the top predator. For the first time in a long time, we’ve had to consider what it means to be prey, even if we’re only mistaken as such. What do we do with those emotions? Do we celebrate our ecological success—the restoration of an apex predator to an ecosystem—or do we defend our hard-won territory?

Toward that end, you must move beyond words. You must act. Do not hesitate because your actions may not be perfect, or beyond criticism. "Action" is how you put your principles into practice. Not just publicly, or toward those more powerful than you, but also privately, toward those less fortunate than you. Not just toward those who are (safely) far away, but toward those with whom you live and work. If you're on the right track, you can expect some pretty savage criticism. Trust it. Revel in it. It is the truest measure of your success.

October 29th CHARACTER IS FATE “Each person acquires their own character, but their official roles are designated by chance. You should invite some to your table because they are deserving, others because they may come to deserve it.” —SENECA, MORAL LETTERS, 47.15b In the hiring process, most employers look at where someone went to school, what jobs they’ve held in the past. This is because past success can be an indicator of future successes. But is it always? There are plenty of people who were successful because of luck. Maybe they got into Oxford or Harvard because of their parents. And what about a young person who hasn’t had time to build a track record? Are they worthless? Of course not. This is why character is a far better measure of a man or woman. Not just for jobs, but for friendships, relationships, for everything. Heraclitus put it as a maxim: “Character is fate.” When you seek to advance your own position in life, character is the best lever—perhaps not in the short term, but certainly over the long term. And the same goes for the people you invite into your life.

• If you dream big, share it with your buddies, let them know about it. Tell them everything, what you've dreamt of, what exactly you want, when do you want to get it fulfilled and how you want it to be. Some of your buddies will laugh at you because they have never ever dreamt anything like this in their lifetime. Some of them will be jealous of you because they might fear that what if you achieve your dream some day, and become huge all of a sudden. So they will try to pull you down and lower your moral. The rest will taunt at you, while you're working hard to achieve your dream. They are a perfect reminder that you're on the right track, so take their taunt positively and don't get disappointed that u didn’t achieved it yet. May be the right time hasn’t come. But very few of them will stick to you for the lifetime and they will never be worried about your success or failure, as they trust you, your capabilities with blind eyes and are cock sure that you'll succeed some day or the other. The other 3 types of people mentioned above will come back to you after your success for sure, and would praise your deeds.

The reason a bunch of employees who had no direct responsibility for ads, or culpability when they were lousy, spent their weekends transforming someone else’s problem into a profitable solution speaks to the power of culture. Jeff and gang had a clear understanding of their company’s priorities, and knew they had the freedom to try to solve any big problem that stood in the way of success. If they had failed, no one would have chastised them in any way, and when they succeeded, no one—even on the ads team—was jealous of their progress. But it wasn’t Google’s culture that turned those five engineers into problem-solving ninjas who changed the course of the company over the weekend. Rather it was the culture that attracted the ninjas to the company in the first place. Many people, when considering a job, are primarily concerned with their role and responsibilities, the company’s track record, the industry, and compensation. Further down on that list, probably somewhere between “length of commute” and “quality of coffee in the kitchen,” comes culture. Smart creatives, though, place culture at the top of the list. To be effective, they need to care about the place they work. This is why, when starting a new company or initiative, culture is the most important thing to consider.

We've reached a point in human history where higher education no longer works. As a result of technology, higher education in its traditional college setting no longer works. It will never be effective or progressive enough to keep up with the growing needs of employers who look to college institutions for their future employees. I can appreciate the good intent the college system set out to achieve. For previous generations, the formula actually worked. Students enrolled into universities that were affordable, they gained marketable skills and they earned good jobs. Since there was a proven track record of success, parents instilled the value of college in their children thinking they would achieve the same success story they did, but unfortunately Wall Street was watching. Wall Street, the federal government and the college system ganged up and skyrocketed the cost of tuition to record highs. This was easy to do because not only did they have posters blanketing high schools showing kids what a loser they would be if they didn't go to college, they also had Mom and Dad at home telling them the same thing. This system - spending 4+ years pursuing a college education when the world is changing at the speed of light - no longer works and it's not fixable. We now have the biggest employer's market in human history, where employers have their pick of the litter, and because of this employees will get paid less and less and benefits will continue to erode.

Here are the four keys to successful commitments: 1. Strong desire: In order to fully commit to something, you need a clear and personally compelling reason. Without a strong desire you will struggle when the implementation gets difficult, but with a compelling desire, seemingly insurmountable obstacles are seen as challenges to be met. The desired end result needs to be meaningful enough to get you through the hard times and keep you on track. 2. Keystone actions: Once you have an intense desire to accomplish something, you then need to identify the core actions that will produce the result you’re after. In today’s world, many of us have become spectators rather than participants. We must remember that it’s what we do that counts. In most endeavors there are often many activities that help you accomplish your goal. However there are usually a few core activities that account for the majority of the results, and in some cases there are only one or two keystone actions that ultimately produce the result. It is critical that you identify these keystones and focus on them. 3. Count the costs: Commitments require sacrifice. In any effort there are benefits and costs. Too often we claim to commit to something without considering the costs, the hardships that will have to be overcome to accomplish your desire. Costs can include time, money, risk, uncertainty, loss of comfort, and so on. Identifying the costs before you commit allows you to consciously choose whether you are willing to pay the price of your commitment. When you face any of these costs, it is extremely helpful to recognize that you anticipated them and decided that reaching your goal was worth it. 4. Act on commitments, not feelings: There will be times when you won’t feel like doing the critical activities. We’ve all been there. Getting out of bed at 5:30 a.m. to jog in the winter cold can be daunting, especially when you’re in a toasty warm bed. It is during these times that you will need to learn to act on your commitments instead of your feelings. If you don’t, you will never build any momentum and will get stuck continually restarting or, as is so often the case, giving up. Learning to do the things you need to do, regardless of how you feel, is a core discipline for success.

As it turned out, Sharpe was right. Cooperation succumbed to market forces, but even more to the war waged on it by the business classes. By 1887 the latter were determined to destroy the Knights, with their incessant boycotts, their strikes (sometimes involving hundreds of thousands), their revolutionary agitation, and their labor parties organized across the country. In the two years after the infamous Haymarket bombing in Chicago and the Great Upheaval of 1886, in which 200,000 trade unionists across the country went on a four-day-long strike for the eight-hour day but in most cases failed—partly because Terence Powderly, the leader of the Knights, who had always disliked strikes, refused to endorse the action and encouraged the Knights not to participate—capitalist repression swept the nation. Joseph Rayback summarizes: The first of the Knights’ ventures to feel the full effect of the post-Haymarket reaction were their cooperative enterprises. In part the very nature of such enterprises worked against them. The successful ventures became joint-stock corporations, the wage-earning shareholders and managers hiring labor like any other industrial unit. In part the cooperatives were destroyed by inefficient managers, squabbles among shareholders, lack of capital, and injudicious borrowing of money at high rates of interest. Just as important was the attitude of competitors. Railroads delayed the building of tracks, refused to furnish cars, or refused to haul them. Manufacturers of machinery and producers of raw materials, pressed by private business, refused to sell their products to the cooperative workshops and paralyzed operations. By 1888 none of the Order’s cooperatives were in existence.170

Settling an Argument Mark 9:33–37 After Jesus and his disciples traveled to Capernaum, he asked them what they had been arguing about on the way. At first, the men were silent, too embarrassed and ashamed to answer his question. Finally, the disciples admitted that they had argued about which one of them was the greatest. Rank and position were important to the Jews, and in light of the messianic kingdom they expected Jesus to set up, they probably dreamed about status and honor. Jesus gave them a new perspective on greatness and leadership in the form of a paradox. To be important in God’s eyes, he explained, a person must voluntarily become a servant to other people. The goal is not to be first, but rather to take the last place. The highest positions in God’s kingdom go to those who are willing to be lowly enough to serve the needs of others. To illustrate this concept of service, Jesus put his arms around a little child, considered an insignificant person in that culture. He said that when anyone welcomed or showed kindness to a little child in his name, it was the same as doing it for Jesus himself. There’s nothing wrong with ambition or pursuit of excellence as long as they don’t become a source of pride. When we try to achieve greatness by chasing after positions of power, physical strength, popularity, or worldly success, we’re going in the wrong direction. God evaluates us on the basis of humility and service. If we look for opportunities to serve others and put their needs ahead of our own, if we never consider ourselves above doing tasks that seem menial, if we build others up instead of ourselves—that’s when we’re on the track to greatness in God’s eyes. And we just might discover that last place is the best place to be after all.

I left the woods for as good a reason as I went there. Perhaps it seemed to me that I had several more lives to live, and could not spare any more time for that one. It is remarkable how easily and insensibly we fall into a particular route, and make a beaten track for ourselves. I had not lived there a week before my feet wore a path from my door to the pond-side; and though it is five or six years since I trod it, it is still quite distinct. It is true, I fear, that others may have fallen into it, and so helped to keep it open. The surface of the earth is soft and impressible by the feet of men; and so with the paths which the mind travels. How worn and dusty, then, must be the highways of the world, how deep the ruts of tradition and conformity! I did not wish to take a cabin passage, but rather to go before the mast and on the deck of the world, for there I could best see the moonlight amid the mountains. I do not wish to go below now. I learned this, at least, by my experiment: that if one advances confidently in the direction of his dreams, and endeavors to live the life which he has imagined, he will meet with a success unexpected in common hours. He will put some things behind, will pass an invisible boundary; new, universal, and more liberal laws will begin to establish themselves around and within him; or the old laws be expanded, and interpreted in his favor in a more liberal sense, and he will live with the license of a higher order of beings. In proportion as he simplifies his life, the laws of the universe will appear less complex, and solitude will not be solitude, nor poverty poverty, nor weakness weakness. If you have built castles in the air, your work need not be lost; that is where they should be. Now put the foundations under them.

Princess Cookie’s cognitive pathways may have required a more comprehensive analysis. He knew that it was possible to employ certain progressive methods of neural interface, but he felt somewhat apprehensive about implementing them, for fear of the risks involved and of the limited returns such tactics might yield. For instance, it would be a particularly wasteful endeavor if, for the sake of exhausting every last option available, he were even to go so far as resorting to invasive Ontological Neurospelunkery, for this unorthodox process would only prove to be the cerebral equivalent of tracking a creature one was not even sure existed: surely one could happen upon some new species deep in the caverns somewhere and assume it to be the goal of one’s trek, but then there was a certain idiocy to this notion, as one would never be sure this newfound entity should prove to be what one wished it to be; taken further, this very need to find something, to begin with, would only lead one to clamber more deeply inward along rigorous paths and over unsteady terrain, the entirety of which could only be traversed with the arrogant resolve of someone who has already determined, with a misplaced sense of pride in his own assumptions, that he was undoubtedly making headway in a direction worthwhile. And assuming still that this process was the only viable option available, and further assuming that Morell could manage to find a way to track down the beast lingering ostensibly inside of Princess Cookie, what was he then to do with it? Exorcise the thing? Reason with it? Negotiate maybe? How? Could one hope to impose terms and conditions upon the behavior of something tracked and captured in the wilds of the intellect? The thought was a bizarre one and the prospect of achieving success with it unlikely. Perhaps, it would be enough to track the beast, but also to let it live according to its own inclinations inside of her. This would seem a more agreeable proposition. Unfortunately, however, the possibility still remained that there was no beast at all, but that the aberration plaguing her consciousness was merely a side effect of some divine, yet misunderstood purpose with which she had been imbued by the Almighty Lord Himself. She could very well have been functioning on a spiritual plane far beyond Morell’s ability to grasp, which, of course, seared any scrutiny leveled against her with the indelible brand of blasphemy. To say the least, the fear of Godly reprisal which this brand was sure to summon up only served to make the prospect of engaging in such measures as invasive Ontological Neurospelunkery seem both risky and wasteful. And thus, it was a nonstarter.

Rather, productivity is about making certain choices in certain ways. The way we choose to see ourselves and frame daily decisions; the stories we tell ourselves, and the easy goals we ignore; the sense of community we build among teammates; the creative cultures we establish as leaders: These are the things that separate the merely busy from the genuinely productive. We now exist in a world where we can communicate with coworkers at any hour, access vital documents over smartphones, learn any fact within seconds, and have almost any product delivered to our doorstep within twenty-four hours. Companies can design gadgets in California, collect orders from customers in Barcelona, email blueprints to Shenzhen, and track deliveries from anywhere on earth. Parents can auto-sync the family’s schedules, pay bills online while lying in bed, and locate the kids’ phones one minute after curfew. We are living through an economic and social revolution that is as profound, in many ways, as the agrarian and industrial revolutions of previous eras. These advances in communications and technology are supposed to make our lives easier. Instead, they often seem to fill our days with more work and stress. In part, that’s because we’ve been paying attention to the wrong innovations. We’ve been staring at the tools of productivity—the gadgets and apps and complicated filing systems for keeping track of various to-do lists—rather than the lessons those technologies are trying to teach us. There are some people, however, who have figured out how to master this changing world. There are some companies that have discovered how to find advantages amid these rapid shifts. We now know how productivity really functions. We know which choices matter most and bring success within closer reach. We know how to set goals that make the audacious achievable; how to reframe situations so that instead of seeing problems, we notice hidden opportunities; how to open our minds to new, creative connections; and how to learn faster by slowing down the data that is speeding past us.

The most effective way to make time for traction is through “timeboxing.” Timeboxing uses a well-researched technique psychologists call “setting an implementation intention,” which is a fancy way of saying, “deciding what you’re going to do, and when you’re going to do it.” It’s a technique that can be used to make time for traction in each of your life domains. The goal is to eliminate all white space on your calendar so you’re left with a template for how you intend to spend your time each day. It doesn’t so much matter what you do with your time; rather, success is measured by whether you did what you planned to do. It’s fine to watch a video, scroll social media, daydream, or take a nap, as long as that’s what you planned to do. Alternatively, checking work email, a seemingly productive task, is a distraction if it’s done when you intended to spend time with your family or work on a presentation. Keeping a timeboxed schedule is the only way to know if you’re distracted. If you’re not spending your time doing what you’d planned, you’re off track.

Search engine query data is not the product of a designed statistical experiment and finding a way to meaningfully analyse such data and extract useful knowledge is a new and challenging field that would benefit from collaboration. For the 2012–13 flu season, Google made significant changes to its algorithms and started to use a relatively new mathematical technique called Elasticnet, which provides a rigorous means of selecting and reducing the number of predictors required. In 2011, Google launched a similar program for tracking Dengue fever, but they are no longer publishing predictions and, in 2015, Google Flu Trends was withdrawn. They are, however, now sharing their data with academic researchers... Google Flu Trends, one of the earlier attempts at using big data for epidemic prediction, provided useful insights to researchers who came after them... The Delphi Research Group at Carnegie Mellon University won the CDC’s challenge to ‘Predict the Flu’ in both 2014–15 and 2015–16 for the most accurate forecasters. The group successfully used data from Google, Twitter, and Wikipedia for monitoring flu outbreaks.

All Night, All Night Rode in the train all night, in the sick light. A bird Flew parallel with a singular will. In daydream's moods and attitudes The other passengers slumped, dozed, slept, read, Waiting, and waiting for place to be displaced On the exact track of safety or the rack of accident. Looked out at the night, unable to distinguish Lights in the towns of passage from the yellow lights Numb on the ceiling. And the bird flew parallel and still As the train shot forth the straight line of its whistle, Forward on the taut tracks, piercing empty, familiar -- The bored center of this vision and condition looked and looked Down through the slick pages of the magazine (seeking The seen and the unseen) and his gaze fell down the well Of the great darkness under the slick glitter, And he was only one among eight million riders and readers. And all the while under his empty smile the shaking drum Of the long determined passage passed through him By his body mimicked and echoed. And then the train Like a suddenly storming rain, began to rush and thresh-- The silent or passive night, pressing and impressing The patients' foreheads with a tightening-like image Of the rushing engine proceeded by a shaft of light Piercing the dark, changing and transforming the silence Into a violence of foam, sound, smoke and succession. A bored child went to get a cup of water, And crushed the cup because the water too was Boring and merely boredom's struggle. The child, returning, looked over the shoulder Of a man reading until he annoyed the shoulder. A fat woman yawned and felt the liquid drops Drip down the fleece of many dinners. And the bird flew parallel and parallel flew The black pencil lines of telephone posts, crucified, At regular intervals, post after post Of thrice crossed, blue-belled, anonymous trees. And then the bird cried as if to all of us: 0 your life, your lonely life What have you ever done with it, And done with the great gift of consciousness? What will you ever do with your life before death's knife Provides the answer ultimate and appropriate? As I for my part felt in my heart as one who falls, Falls in a parachute, falls endlessly, and feel the vast Draft of the abyss sucking him down and down, An endlessly helplessly falling and appalled clown: This is the way that night passes by, this Is the overnight endless trip to the famous unfathomable abyss.

After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?

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.

An implicit assumption in many normative debates is that private solutions cannot be relied upon for complex problems. Can private governance facilitate cooperation in sophisticated transactions, in large groups, in heterogeneous populations, under conditions of anonymity, or across long distances? Or will problems such as free riding and prisoners’ dilemmas lead to market failure? All of these are empirical questions whose answers are usually assumed rather than investigated. Yet mechanisms of private governance are far more ubiquitous and far more powerful than commonly assumed. Mechanisms of private governance work in small and large groups, among friends and strangers, in ancient and modern societies, and for simple and extremely complex transactions. They often exist alongside, and in many cases in spite of, government legal efforts, and most of the time they are totally missed. The more that private governance solves problems behind the scenes, the more people overlook it and misattribute order to the state. Milton Friedman, for example, recognizes that private rule enforcement could work, but considers it rare: “I look over history, and outside of perhaps Iceland, where else can you find any historical examples of that kind of a system developing?” (Doherty and Friedman, 1995).3 After reading this book, I hope Friedman would answer instead that private order is all around us. Private governance is everywhere and responsible for creating order not just in basic markets but also in the world’s most sophisticated markets, including futures and advanced derivatives markets. If the success of private governance were limited to the examples in this book, the track record should be rated superb. Yet they are a fraction of what has worked and will work in the future. I hope this research inspires others to document some of the countless mechanisms that have made markets as robust as they are. Research in private governance not only

What would be the natural thing? A man goes to college. He works as he wants to work, he plays as he wants to play, he exercises for the fun of the game, he makes friends where he wants to make them, he is held in by no fear of criticism above, for the class ahead of him has nothing to do with his standing in his own class. Everything he does has the one vital quality: it is spontaneous. That is the flame of youth itself. Now, what really exists?" "...I say our colleges to-day are business colleges—Yale more so, perhaps, because it is more sensitively American. Let's take up any side of our life here. Begin with athletics. What has become of the natural, spontaneous joy of contest? Instead you have one of the most perfectly organized business systems for achieving a required result—success. Football is driving, slavish work; there isn't one man in twenty who gets any real pleasure out of it. Professional baseball is not more rigorously disciplined and driven than our 'amateur' teams. Add the crew and the track. Play, the fun of the thing itself, doesn't exist; and why? Because we have made a business out of it all, and the college is scoured for material, just as drummers are sent out to bring in business. "Take another case. A man has a knack at the banjo or guitar, or has a good voice. What is the spontaneous thing? To meet with other kindred spirits in informal gatherings in one another's rooms or at the fence, according to the whim of the moment. Instead what happens? You have our university musical clubs, thoroughly professional organizations. If you are material, you must get out and begin to work for them—coach with a professional coach, make the Apollo clubs, and, working on, some day in junior year reach the varsity organization and go out on a professional tour. Again an organization conceived on business lines. "The same is true with the competition for our papers: the struggle for existence outside in a business world is not one whit more intense than the struggle to win out in the News or Lit competition. We are like a beef trust, with every by-product organized, down to the last possibility. You come to Yale—what is said to you? 'Be natural, be spontaneous, revel in a certain freedom, enjoy a leisure you'll never get again, browse around, give your imagination a chance, see every one, rub wits with every one, get to know yourself.' "Is that what's said? No. What are you told, instead? 'Here are twenty great machines that need new bolts and wheels. Get out and work. Work harder than the next man, who is going to try to outwork you. And, in order to succeed, work at only one thing. You don't count—everything for the college.' Regan says the colleges don't represent the nation; I say they don't even represent the individual.