Tracks Chapter 3 Quotes

To help ease any anxiety you may be feeling about the pace of your success, practice accepting that productivity and results can take time to come, and often come in cycles. Experiment: Ask yourself the following questions: 1. Are there any areas of your life where you’d benefit from accepting the pace at which results and progress are occurring? 2. Is there objective evidence that suggests you are on the right track, and seeing positive results is merely a matter of patience and continuing to work methodically? 3. How would you talk to yourself differently if you had more acceptance of this? What would you say to yourself? Remember back to the self-compassion material from the last chapter.

You Play the Game How You Act How You Think How You Brand & Market Yourself How You Sound How You Look How You Respond   1.   2.   3.   4.   5.   6.   7.   8.   9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. 42. 43. 44. 45. 46. 47. 48. 49. Category Total Category Total Category Total Category Total Category Total Category Total Category Total Overall Total INTERPRETATION OF YOUR SCORES Overall Score of 159–196 or A Category Score of 22–28 You go, girl! Your score indicates you must already have the corner office or are well on your way to getting it. To stay on track, focus on those questions where you rated yourself “1” or “2.” Also, remember to pay it forward by mentoring other women. Overall Score of 110–158 or A Category Score of 14–21 Fine-tuning is the name of your game! Although you often engage in behaviors worthy of a winning woman, there are times when you don’t get your due because you get caught up in nice girl syndrome. First read the chapters that correspond with your lowest category scores, then go back and read the rest as a refresher course. Overall Score of 49–109 or A Category Score of 7–13 Danger! You are falling into the trap of acting like the nice little girl you were taught to be in childhood. You frequently wonder why you’re not achieving the success you’ve worked so hard for. This book was written for you, so take out your pen and start making notations for what you commit to doing differently.

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.

PERSONAL PROFILE FOR EFFECTIVE COMMUNICATION Consider the following list of twelve characteristics that are central to communicating both in an interview and on the job. If you feel you are lacking in a particular category, you can use the explanations and suggestions given to enhance your interactive ability in the workplace. 1. Activation of PMA. Use positive thinking techniques such as internal coaching. 2. Physical appearance. Make sure to dress appropriately for the event. In most interviews, business attire (a suit or sport coat and tie for men; a suit, dress, or tailored pants for women) is recommended. What you wear to the interview communicates not only how important the event is to you but your ability to assess a situation and how you should behave in it. Appropriate grooming is essential, both in an interview and on the job. 3. Posture. Carry yourself with confidence. Let your posture communicate that you are a winner. Keep your face on a vertical plane, spine straight, shoulders comfortably back. By simply straightening up and using the diaphragmatic breathing you learned in Chapter 6 (which proper posture encourages), you will feel much better about yourself. Others will perceive you in a more positive light as well. 4. Rate of speech. Your rate of speech ought to be appropriate for the specific situation and person or persons it is intended for. Too fast is annoying, and too slow is boring. A good way to pace your speech is to speak at close to the rate of the person who is talking to you. 5. Eye contact. Absolutely essential for successful communication. Occasionally, you should avert your gaze briefly in order to avoid staring. But try not to look down at your lap or let your eyes wander all around the room as you speak. This suggests a lack of confidence and an inability to stay on track. 6. Facial expressions. You gain more credibility when you are open and expressive. The warmer personality will seem stronger and more confident. And perhaps most important, remember to smile in conversation. If you seem interested and enthusiastic, it will enhance the chemistry between you and the interviewer or your supervisor. You can develop the ability to use facial expressions to your advantage through a kind of biofeedback that makes use of the mirror and continuously experimenting in real life. Look at your reflection for several minutes. Practice being relaxed and create the expressions that are appropriate. Do you look interested? Alert? Motivated? Practice responding to an interviewer. Impress the “muscle memory” of these expressions into your mind.

Chapter 3 Summary A key finding of prospect theory is loss aversion, the phenomenon whereby the emotional impact of a loss is greater than the corresponding impact of an equivalent gain. Loss aversion creates a preference for options associated with a lower chance of incurring a loss. It makes us risk averse. When we are in the gains, we have a tendency to quit too early in order to avoid the risk of giving those gains back. In other words, we like to quit while we’re ahead. When we are in the losses, we become risk seekers. We want to keep going, hoping we can avoid ever having to realize the loss. Daniel Kahneman has characterized this as sure-loss aversion. In other words, we like to stick when we’re behind. Quitting on time usually feels like quitting too early, and the usually part is specifically when you’re in the losses. Retail investors show this pattern of quitting when they’re ahead and sticking when they’re behind. Even expert investors don’t get their quitting decisions just right. They outperform on their buying decisions but underperform on their selling decisions. We naturally track and get feedback on the things we are doing. But once we quit something, we also quit keeping track of that course of action. This creates a problem with getting high-quality feedback, which in turn makes it hard to hone our quitting skills.

In compassionate adepts, the brain’s insula begins to enlarge. The insula makes us aware of our internal emotional states and raises our level of attention to their signals. It also has rich connections to the heart and other visceral organs, allowing it to track and integrate signals coming from the body. In empathetic people, the insula responds strongly to the distress of others, just as though we were suffering ourselves. Activation of the temporoparietal junction (TPJ) indicates that we can see things from the perspective of another person. This allows us to put ourselves in their shoes and take their needs into consideration. 6.10. Empathy is a neurological event, not simply an emotional state. There’s a part of the anterior cingulate that lights up only when we’re contemplating actions that help others. It isn’t activated by outcomes that favor only us. This region is also associated with impulse control and decision-making; we can choose win-win options rather than the desire-driven cravings of the nucleus accumbens. When adepts are confronted by the suffering of others, the premotor cortex lights up. This means that the brain hasn’t just noticed the distress of a fellow being; it’s getting ready to take action. In experienced meditators, the nucleus accumbens shrinks. This structure, which we looked at in Chapter 3, is active in desire and addiction. Deactivation of the nucleus accumbens through empathetic connection equates to a weakening of self-centered attachment. Calming our emotions and focusing our attention, we’re no longer driven by our wants and compulsions, and the brain circuitry associated with this part of the reward circuit begins to wither. When training people in EcoMeditation retreats, I focus on the Empathy Network only after the first three networks are active. First I have them focus on self, then on just one other person. Only after that do we expand our compassion to the universal scale. That’s because thinking about other people can easily take us into mind wandering. People I love, people I don’t, and the things that happened to cause those feelings. Trying to be compassionate toward people who harmed us can lead us out of Bliss Brain. So I activate the Empathy Network only after the Attention Network is engaged. BRAIN CHANGE IS LIFE CHANGE The fact that blissful states, practiced consistently, become blissful traits is a profound gift to us human beings. It means that we aren’t condemned to live in the Caveman Brain with which evolution endowed us. That practice can evolve our brains, some parts slowly, some parts quickly, is a remarkable innovation.

Over time, the income statement and the cash flow statement in a well-run company will track one another. Profit will be turned into cash. As we saw in chapter 3, however, just because a company is making a profit in any given time period doesn’t mean it will have the cash to pay its bills. Profit is always an estimate—and you can’t spend estimates. With that lesson under our belts, let’s turn to the business of decoding the income statement.

INTRODUCTION AND CHAPTER ONE IN ONE PAGE The Four Villains of Decision Making 1. Danny Kahneman: “A remarkable aspect of your mental life is that you are rarely stumped.” • Should Shannon fire Clive? We form opinions effortlessly. 2. What’s in our spotlight = the most accessible information + our interpretation of that information. But that will rarely be all that we need to make a good decision. 3. Our decision “track record” isn’t great. Trusting our guts or conducting rigorous analysis won’t fix it. But a good process will. • Study: “Process mattered more than analysis—by a factor of six.” 4. We can defeat the four villains of decision making by learning to shift our spotlights. 5. Villain 1: Narrow framing (unduly limiting the options we consider)     •  HopeLab had five firms work simultaneously on stage 1; “Can I do this AND that?” 6. Villain 2: The confirmation bias (seeking out information that bolsters our beliefs) • The tone-deaf American Idol contestant … • Lovallo: “Confirmation bias is probably the single biggest problem in business.” 7. Villain 3: Short-term emotion (being swayed by emotions that will fade) • Intel’s Andy Grove got distance by asking, “What would our successors do?”     8. Villain 4: Overconfidence (having too much faith in our predictions) • “Four-piece groups with guitars, particularly, are finished.” 9. The pros-and-cons process won’t correct these problems. But the WRAP process will. • Joseph Priestley conquered all four villains. 10. To make better decisions, use the WRAP process: Widen Your Options. Reality-Test Your Assumptions. Attain Distance Before Deciding. Prepare to Be Wrong.

I am sure that by now you have understood the basics of cryptocurrencies and how the Ethereum system works. In this chapter, we will look at the fundamental differences between Ethereum and Bitcoin and why the former is said to be better than the latter. Block time One of the main differences between the two cryptocurrencies is the block time. The block time refers to the time taken by the network for confirmation. It is important for a network to have shorter block times to mine more coins. This is a disadvantage with Bitcoins as the average time taken is 10 minutes. On the other hand, Ethereum block time is set at 14 to 15 seconds. This makes it extremely fast and great for miners. It also makes the network more efficient. According to some reports, an altcoin named as the ripple is said to be even faster coming in at 3.5 seconds. However, it is not as secure as Ethereum and less reliable as well. Several Bitcoin users have wanted this change in the system to keep up with Ethereum. However, it does not look likely that the company will introduce this change anytime soon. In fact, several other altcoins such as LiteCoin and monero are creating waves in the field of block times and making it difficult for Bitcoin users to keep up with the pace. Model The economic model of Ethereum is much different from that of Bitcoin. We already read that there can be only 21 million Bitcoins that can be mined. This means that it will be easier to keep track of the currency. On the other hand, an infinite number of Ether can be mined thereby making it difficult to keep track of it. This, however, is said not to impact the value of Ether, as the number of coins in circulation will not affect its value. It is not known as to how long it will take to mine 21 million Bitcoins. Some believe that it will take another 15 years while some think it will take 100+ years. There is news that finite ethers will be mined by the end of 2017 thereby making it a bit more stable.