Tracks Chapter 6 Quotes

I'll be your mess, you be mine That was the deal that we had signed

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.

Permanent Revolution THE INDUSTRIAL REVOLUTION OPENED up new ways to convert energy and to produce goods, largely liberating humankind from its dependence on the surrounding ecosystem. Humans cut down forests, drained swamps, dammed rivers, flooded plains, laid down hundreds of thousands of miles of railroad tracks, and built skyscraping metropolises. As the world was moulded to fit the needs of Homo sapiens, habitats were destroyed and species went extinct. Our once green and blue planet is becoming a concrete and plastic shopping centre. Today, the earth’s continents are home to billions of Sapiens. If you took all these people and put them on a large set of scales, their combined mass would be about 300 million tons. If you then took all our domesticated farmyard animals – cows, pigs, sheep and chickens – and placed them on an even larger set of scales, their mass would amount to about 700 million tons. In contrast, the combined mass of all surviving large wild animals – from porcupines and penguins to elephants and whales – is less than 100 million tons. Our children’s books, our iconography and our TV screens are still full of giraffes, wolves and chimpanzees, but the real world has very few of them left. There are about 80,000 giraffes in the world, compared to 1.5 billion cattle; only 200,000 wolves, compared to 400 million domesticated dogs; only 250,000 chimpanzees – in contrast to billions of humans. Humankind really has taken over the world.1 Ecological degradation is not the same as resource scarcity. As we saw in the previous chapter, the resources available to humankind are constantly increasing, and are likely to continue to do so. That’s why doomsday prophesies of resource scarcity are probably misplaced. In contrast, the fear of ecological degradation is only too well founded. The future may see Sapiens gaining control of a cornucopia of new materials and energy sources, while simultaneously destroying what remains of the natural habitat and driving most other species to extinction. In fact, ecological turmoil might endanger the survival of Homo sapiens itself. Global warming, rising oceans and widespread pollution could make the earth less hospitable to our kind, and the future might consequently see a spiralling race between human power and human-induced natural disasters. As humans use their power to counter the forces of nature and subjugate the ecosystem to their needs and whims, they might cause more and more unanticipated and dangerous side effects. These are likely to be controllable only by even more drastic manipulations of the ecosystem, which would result in even worse chaos. Many call this process ‘the destruction of nature’. But it’s not really destruction, it’s change. Nature cannot be destroyed. Sixty-five million years ago, an asteroid wiped out the dinosaurs, but in so doing opened the way forward for mammals. Today, humankind is driving many species into extinction and might even annihilate itself. But other organisms are doing quite well. Rats and cockroaches, for example, are in their heyday. These tenacious creatures would probably creep out from beneath the smoking rubble of a nuclear Armageddon, ready and able to spread their DNA. Perhaps 65 million years from now, intelligent rats will look back gratefully on the decimation wrought by humankind, just as we today can thank that dinosaur-busting asteroid. Still, the rumours of our own extinction are premature. Since the Industrial Revolution, the world’s human population has burgeoned as never before. In 1700 the world was home to some 700 million humans. In 1800 there were 950 million of us. By 1900 we almost doubled our numbers to 1.6 billion. And by 2000 that quadrupled to 6 billion. Today there are just shy of 7 billion Sapiens.

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.

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.

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.

In short, distinctively human cognitive mechanisms are tracking targets that move too fast for genetic evolution. In a stable phase, “as­ similative alleles”—genes that reduce the experience­dependence of a cognitive gadget’s development—may increase in frequency. But when the environment shifts, there will be selection against assimi­lative alleles because their bearers will be slower to adjust to the new conditions (Chater et al., 2009). Once again, let’s take imitation as an example. As long as gestural markers of group membership, bonding rituals, and technologies remain constant, alleles that privilege and accelerate learning of particular matching vertical associations could be targets of positive selection. For example, people who more readily associate matching trunk movements (for example, you lean forward, I lean forward) than complementary trunk movements (you lean forward, I lean back), might have higher reproductive fitness than people who learn matching and complementary trunk movements at the same rate. But when conventions or technologies change, those assimilative alleles would hamper the development of imitation mechanisms with a now more effective repertoire of matching vertical associations. The people who had once been such effective social op­erators would now be losing social capital by leaning in when they should be leaning back. This kind of problem could be avoided if mu­tation produced a universal imitation mechanism, like the cognitive instinct postulated by Meltzof and Moore (1997), which could copy the topography of any body movement. However, this would be stan­dard genetic evolution, not genetic assimilation, and, given that no one has worked out how such a mechanism could operate (Chapter 6), it is plausible that—like wheels (Dennett, 1984)—it lies outside the range of available genetic variation.

CHAPTER 4 SUMMARY: BEST WAYS 71–80 71. When it comes to ensuring your family’s financial well-being, and securing a meaningful and rewarding job, you need to create a written action plan or a MAP (Meticulous Action Plan). 72. When you create a MAP, you are actually programming your own “employment GPS” so you can go from where you are to where you want to be. 73. When you’re done developing your action plan, you’ll have a highly structured schedule of activities for each day of the week. This includes your job transition campaign as well as your personal, social, and fitness activities. 74. If you are unemployed, you should invest 50, 60, or 70 hours a week on your job campaign. If you have a full-time job, you need to set aside a defined number of hours every week as your investment in your future. 75. Whether you are employed and looking for a better job or out of work seeking a new one, you must hold yourself fully accountable for putting in as many hours as possible and getting the most out of every hour you put in. 76. The first question you will need to address is, how many hours a week will you commit to your job transition campaign? Then, based on the number of weekly hours you’ll invest in getting a new job, your next step is to break weekly hours down into daily hours. 77. There are 13 primary job transition strategies for landing a job in troubled economic times. Your job is to determine which 4 to 6 strategies will be most effective for you. a. Networking and contact development b. Target marketing (identifying companies you want to work for) c. Internet searches and postings d. Federal jobs e. Search firms and employment agencies f. Blogs with job listings g. Classified advertisements in newspapers and trade journals h. Job fairs i. College placement departments and alumni associations j. Workforce System and One-Stops k. Volunteer work l. Job transition strategists m. Creative self-marketing 78. Once you have identified which job transition strategies will work best for your campaign, determine when, during the week, you will work on each. You want to create a structured weekly schedule. When you create a structured weekly schedule, you will have a detailed plan with specific daily tasks both for your job campaign and for personal and social activities. 79. Once you have a structured weekly schedule, you must set goals that you want to achieve from your weekly activities. A MAP without specific goals is not an effective plan. You will want to set specific goals for each strategy so you can track your success or modify the MAP if you are not achieving your weekly goals. 80. Prepare for the worst-case scenario. It is vitally important to remain in a positive, optimistic, and enthusiastic state of mind. But sometimes your plan won’t come to fruition as quickly as you’d like. So expect the best, but plan for the worst. This would include looking at your long- and short-term finances and health and other issues that need to be addressed to free you up to concentrate on getting your next job.