Tracks Key Quotes

I missed you,” he said quietly, his gaze darting between her mouth and eyes. “When I was in Wendlyn. I lied when I said I didn’t. From the moment you left, I missed you so much I went out of my mind. I was glad for the excuse to track Lorcan here, just to see you again. And tonight, when he had that knife at your throat …” The warmth of his callused finger bloomed through her as he traced a path over the cut on her neck. “I kept thinking about how you might never know that I missed you with only an ocean between us. But if it was death separating us … I would find you. I don’t care how many rules it would break. Even if I had to get all three keys myself and open a gate, I would find you again. Always.

I’d had a key to the marina’s locks at one time, but I’d lost track of it when I got shot, drowned, died, got revived into a coma, haunted my friends for a while, and then woke up in Mab’s bed. (My life. Hell’s bells.)

L'union libre [Freedom of Love]" My wife with the hair of a wood fire With the thoughts of heat lightning With the waist of an hourglass With the waist of an otter in the teeth of a tiger My wife with the lips of a cockade and of a bunch of stars of the last magnitude With the teeth of tracks of white mice on the white earth With the tongue of rubbed amber and glass My wife with the tongue of a stabbed host With the tongue of a doll that opens and closes its eyes With the tongue of an unbelievable stone My wife with the eyelashes of strokes of a child's writing With brows of the edge of a swallow's nest My wife with the brow of slates of a hothouse roof And of steam on the panes My wife with shoulders of champagne And of a fountain with dolphin-heads beneath the ice My wife with wrists of matches My wife with fingers of luck and ace of hearts With fingers of mown hay My wife with armpits of marten and of beechnut And of Midsummer Night Of privet and of an angelfish nest With arms of seafoam and of riverlocks And of a mingling of the wheat and the mill My wife with legs of flares With the movements of clockwork and despair My wife with calves of eldertree pith My wife with feet of initials With feet of rings of keys and Java sparrows drinking My wife with a neck of unpearled barley My wife with a throat of the valley of gold Of a tryst in the very bed of the torrent With breasts of night My wife with breasts of a marine molehill My wife with breasts of the ruby's crucible With breasts of the rose's spectre beneath the dew My wife with the belly of an unfolding of the fan of days With the belly of a gigantic claw My wife with the back of a bird fleeing vertically With a back of quicksilver With a back of light With a nape of rolled stone and wet chalk And of the drop of a glass where one has just been drinking My wife with hips of a skiff With hips of a chandelier and of arrow-feathers And of shafts of white peacock plumes Of an insensible pendulum My wife with buttocks of sandstone and asbestos My wife with buttocks of swans' backs My wife with buttocks of spring With the sex of an iris My wife with the sex of a mining-placer and of a platypus My wife with a sex of seaweed and ancient sweetmeat My wife with a sex of mirror My wife with eyes full of tears With eyes of purple panoply and of a magnetic needle My wife with savanna eyes My wife with eyes of water to he drunk in prison My wife with eyes of wood always under the axe My wife with eyes of water-level of level of air earth and fire

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 believe that everyone has certain key moments in their lives they’ll never forget. Moments marking the beginning or end of something. Moments that will always own a little piece of you. You can track decisions you make or paths your life follows and they always lead back to one of these defining moments. This is one of them.

What is to be done with the millions of facts that bear witness that men, consciously, that is fully understanding their real interests, have left them in the background and have rushed headlong on another path, to meet peril and danger, compelled to this course by nobody and by nothing, but, as it were, simply disliking the beaten track, and have obstinately, wilfully, struck out another difficult, absurd way, seeking it almost in the darkness. So, I suppose, this obstinacy and perversity were pleasanter to them than any advantage... The fact is, gentlemen, it seems there must really exist something that is dearer to almost every man than his greatest advantages, or (not to be illogical) there is a most advantageous advantage (the very one omitted of which we spoke just now) which is more important and more advantageous than all other advantages, for the sake of which a man if necessary is ready to act in opposition to all laws; that is, in opposition to reason, honour, peace, prosperity -- in fact, in opposition to all those excellent and useful things if only he can attain that fundamental, most advantageous advantage which is dearer to him than all. "Yes, but it's advantage all the same," you will retort. But excuse me, I'll make the point clear, and it is not a case of playing upon words. What matters is, that this advantage is remarkable from the very fact that it breaks down all our classifications, and continually shatters every system constructed by lovers of mankind for the benefit of mankind. In fact, it upsets everything... One's own free unfettered choice, one's own caprice, however wild it may be, one's own fancy worked up at times to frenzy -- is that very "most advantageous advantage" which we have overlooked, which comes under no classification and against which all systems and theories are continually being shattered to atoms. And how do these wiseacres know that man wants a normal, a virtuous choice? What has made them conceive that man must want a rationally advantageous choice? What man wants is simply independent choice, whatever that independence may cost and wherever it may lead. And choice, of course, the devil only knows what choice. Of course, this very stupid thing, this caprice of ours, may be in reality, gentlemen, more advantageous for us than anything else on earth, especially in certain cases… for in any circumstances it preserves for us what is most precious and most important -- that is, our personality, our individuality. Some, you see, maintain that this really is the most precious thing for mankind; choice can, of course, if it chooses, be in agreement with reason… It is profitable and sometimes even praiseworthy. But very often, and even most often, choice is utterly and stubbornly opposed to reason ... and ... and ... do you know that that, too, is profitable, sometimes even praiseworthy? I believe in it, I answer for it, for the whole work of man really seems to consist in nothing but proving to himself every minute that he is a man and not a piano-key! …And this being so, can one help being tempted to rejoice that it has not yet come off, and that desire still depends on something we don't know? You will scream at me (that is, if you condescend to do so) that no one is touching my free will, that all they are concerned with is that my will should of itself, of its own free will, coincide with my own normal interests, with the laws of nature and arithmetic. Good heavens, gentlemen, what sort of free will is left when we come to tabulation and arithmetic, when it will all be a case of twice two make four? Twice two makes four without my will. As if free will meant that!

The circumstance of the mind is equivalent to the circumstance of your reality and a pure sign of the justification of the universe. Positive energy equals a positive well being and the manifestation of positive things thereof. Do you have the wherewithal to be positive? Do you hold the key to your destiny or the barrier to your dismay? Insightful are those with an open ear and an open heart to these principles. Are you on the right track? Whether you say yes or no to this question, your reality is a direct reflection.

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.

Sometimes I think my ability to concentrate is being nibbled away by the internet; other times I think it's being gulped down in huge, Jaws-shaped chunks. In those quaint days before the internet, once you made it to your desk there wasn't much to distract you. You could sit there working or you could just sit there. Now you sit down and there's a universe of possibilities – many of them obscurely relevant to the work you should be getting on with – to tempt you. To think that I can be sitting here, trying to write something about Ingmar Bergman and, a moment later, on the merest whim, can be watching a clip from a Swedish documentary about Don Cherry – that is a miracle (albeit one with a very potent side-effect, namely that it's unlikely I'll ever have the patience to sit through an entire Bergman film again). Then there's the outsourcing of memory. From the age of 16, I got into the habit of memorising passages of poetry and compiling detailed indexes in the backs of books of prose. So if there was a passage I couldn't remember, I would spend hours going through my books, seeking it out. Now, in what TS Eliot, with great prescience, called "this twittering world", I just google the key phrase of the half-remembered quote. Which is great, but it's drained some of the purpose from my life. Exactly the same thing has happened now that it's possible to get hold of out-of-print books instantly on the web. That's great too. But one of the side incentives to travel was the hope that, in a bookstore in Oregon, I might finally track down a book I'd been wanting for years. All of this searching and tracking down was immensely time-consuming – but only in the way that being alive is time-consuming.

The New Dimension is peaceful, and all work here just as they do on Earth. It’s a place where learning, knowledge and wisdom are essential to that work. It is not corrupt like the Earth Plane, and there they are free from all of the corruption that exists on Earth today. We created this New Dimension for growing and learning, as we did Earth. Minds here are advanced, as the knowledge that was acquired on Earth is now attuned to the minds of New Dimension souls. It is a slow process for all souls’ minds to learn and absorb knowledge and wisdom. Love is the answer for all kinds of souls to advance in the Universe. Through love, knowledge and wisdom are well earned. Critical thinking, the Earth Plane has gotten off track, forgetting or ignoring this most important key to progress. We all here in the Universe is working so hard with Earth souls to remind them that their purpose on Earth is to advance. First, they must love themselves if they are going to love all of those around them, if they are going to love other souls, if they are going to help less fortunate souls with love and kindness. All of this is part of Earth lessons they must learn. Once this is understood, we will attain peace of soul and mind… Progress is all that matters in the Universe!

A wise man's questions surpass the answers of the fool, but the silence of the enlightened is divine. Meditation is the key.

Ms. Terwilliger didn’t have a chance to respond to my geological ramblings because someone knocked on the door. I slipped the rocks into my pocket and tried to look studious as she called an entry. I figured Zoe had tracked me down, but surprisingly, Angeline walked in. "Did you know," she said, "that it’s a lot harder to put organs back in the body than it is to get them out?" I closed my eyes and silently counted to five before opening them again. “Please tell me you haven’t eviscerated someone.” She shook her head. “No, no. I left my biology homework in Miss Wentworth’s room, but when I went back to get it, she’d already left and locked the door. But it’s due tomorrow, and I’m already in trouble in there, so I had to get it. So, I went around outside, and her window lock wasn’t that hard to open, and I—” "Wait," I interrupted. "You broke into a classroom?" "Yeah, but that’s not the problem." Behind me, I heard a choking laugh from Ms. Terwilliger’s desk. "Go on," I said wearily. "Well, when I climbed through, I didn’t realize there was a bunch of stuff in the way, and I crashed into those plastic models of the human body she has. You know, the life size ones with all the parts inside? And bam!" Angeline held up her arms for effect. "Organs everywhere." She paused and looked at me expectantly. "So what are we going to do? I can’t get in trouble with her." "We?" I exclaimed. "Here," said Ms. Terwilliger. I turned around, and she tossed me a set of keys. From the look on her face, it was taking every ounce of self-control not to burst out laughing. "That square one’s a master. I know for a fact she has yoga and won’t be back for the rest of the day. I imagine you can repair the damage—and retrieve the homework—before anyone’s the wiser.” I knew that the “you” in “you can repair” meant me. With a sigh, I stood up and packed up my things. “Thanks,” I said. As Angeline and I walked down to the science wing, I told her, “You know, the next time you’ve got a problem, maybe come to me before it becomes an even bigger problem.” "Oh no," she said nobly. "I didn’t want to be an inconvenience." Her description of the scene was pretty accurate: organs everywhere. Miss Wentworth had two models, male and female, with carved out torsos that cleverly held removable parts of the body that could be examined in greater detail. Wisely, she had purchased models that were only waist-high. That was still more than enough of a mess for us, especially since it was hard to tell which model the various organs belonged to. I had a pretty good sense of anatomy but still opened up a textbook for reference as I began sorting. Angeline, realizing her uselessness here, perched on a far counter and swing her legs as she watched me. I’d started reassembling the male when I heard a voice behind me. "Melbourne, I always knew you’d need to learn about this kind of thing. I’d just kind of hoped you’d learn it on a real guy." I glanced back at Trey, as he leaned in the doorway with a smug expression. “Ha, ha. If you were a real friend, you’d come help me.” I pointed to the female model. “Let’s see some of your alleged expertise in action.” "Alleged?" He sounded indignant but strolled in anyways. I hadn’t really thought much about asking him for help. Mostly I was thinking this was taking much longer than it should, and I had more important things to do with my time. It was only when he came to a sudden halt that I realized my mistake. "Oh," he said, seeing Angeline. "Hi." Her swinging feet stopped, and her eyes were as wide as his. “Um, hi.” The tension ramped up from zero to sixty in a matter of seconds, and everyone seemed at a loss for words. Angeline jerked her head toward the models and blurted out. “I had an accident.” That seemed to snap Trey from his daze, and a smile curved his lips. Whereas Angeline’s antics made me want to pull out my hair sometimes, he found them endearing.

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 key to a convincing deception, as Sage had learned last year, was to be honest wherever possible. Not only did it reduce the number of lies one had to keep track of, the vulnerability that often came with truth generated empathy in those being deceived.

Her thoughts pulsated through him, frantic, desperate, pleading for him to stay behind. “I won’t—can’t,” he murmured. “If you’re going, so am I.” She exhaled a laborious sigh and flung her arms around his neck; her warm breath fanned over his skin as she tightened her grip. “If you die, Andrew, I’ll track you across multiple dimensions just to say I warned you,” she cautioned, voice tender.

[Love] feels . . .” I paused, turning the highlighter in my hand, “like an awakening of senses you never knew you had, and once they’re awakened, you’re never the same. The way you see the world is altered. Instead of riding down a road on your bike and thinking how the wind feels good on your face, you think, ‘This is how it feels when he kisses my cheek.’ You play a piece on the piano, and instead of imagining a crowd applauding, you only see him, sitting in the chair next to the piano, smiling at you. You catch the scent of sage in the air and think, ‘This is how he smells.’ But it’s also kind of like being on a mousetrap ride. Exhilarating and terrifying all at the same time. You smile and laugh and feel a thrill inside of you, all the while wondering in the back of your mind if the car will come off the track at the next turn, or if your harness will come open and you will be tossed to the ground to your death.

Spiritual assistance isn't there to make things easy and have everything go your way, but to help you grow into the fuller version of who you are. Rather than revealing that you're on the wrong track, shake-up and breakup often indicate that you're really starting to get somewhere. Of course, it's hard to feel this way while getting battered around by the severe crosswinds of our time, but that's when you most need to know it. In the Western world we lack a clear set of guidelines for times like these. We lack meaningful rites of passage. We fail to equip people for knowing what to expect at key crossroads of the soul. We lack substantial guides for teaching individuals how to stay with their deep inner truth when all hell breaks loose. We get thrown into extreme life-changing passages like birth, first blood, first sex, marriage, pregnancy, child-bearing, divorce and death with only superficial guidance, and no deep cultural support for grasping the full significance of what we're coming out of and going into. So disruptions along the way don't usually appear as well-designed hurdles of initiation in a spiritual journey. Usually they appear as impossible dilemmas that bust your ass and belie evidence of any greater design. Major rites of passage in the Western world rarely come in the form of sacred rituals but are embedded within mundane circumstance. It takes special perception to recognize the initiatory path through the chaos. It takes a shamanic perspective to realize that, like a winepress of the gods, rigorous challenges are there to squeeze out your impurities and release your essence. ...

He had already authenticated his experience by telling me things he could not otherwise have known. But now I had to square his answer, “three minutes,” with all the rest. I stared down at my Bible, lying open on the kitchen table, and turned over the possibilities in my mind. Three minutes. It wasn’t possible that Colton could have seen and done everything he’d described so far in just three minutes. Of course, he wasn’t old enough to tell time yet, so maybe his sense of three actual minutes wasn’t the same as an adult’s. Like most parents, I was pretty sure Sonja and I weren’t helping that issue, promising to be off the phone, for example, or finished talking in the yard with a neighbor, or done in the garage in “five more minutes,” then wrapping it up twenty minutes later. It was also possible that time in heaven doesn’t track with time on earth. The Bible says that with the Lord, “a day is like a thousand years, and a thousand years are like a day.”1 Some interpret that as a literal exchange, as in, two days equals two thousand years. I’ve always taken it to mean that God operates outside of our understanding of time. Time on earth is keyed to a celestial clock, governed by the solar system. But the Bible says there is no sun in heaven because God is the light there. Maybe there is no time in heaven. At least not as we understand it.

Girls, we're fiction editors--we know how to plot, and we know how to cover our tracks. We can teach Jerry Key a lesson he'll never forget.

We can see happiness as the output of an ancient biological feedback system that tracks our progress in pursuing auspicious signs of fitness in a natural environment. We are happier, in general, when we are healthy, comfortable, safe, provisioned, socially connected, sexual, and loved. The function of happiness is to goad us into seeking the keys to fitness.

As if the answer to that question held the key to my success or failure at this—the hardest thing I’d ever done. I stopped in my tracks when that thought came into my mind, that hiking the PCT was the hardest thing I’d ever done. Immediately, I amended the thought. Watching my mother die and having to live without her, that was the hardest thing I’d ever done.

As a result, we receive panicked calls from police chiefs, government ministers, members of the aristocracy, military officers, councillors, intelligence agents, churchmen, surgeons, diplomats, hospital administrators, etc. We also have people placed in key organizations who keep us abreast of significant developments. Still, despite all these connections, we maintain our secrecy. Our name does not appear on any piece of paper outside of our organization. In fact, very few on the outside know that we exist. People are given a phone number to call, and information comes to us through twisty channels. Our computer network is not connected to any external system. If you try to track us down, you will not find us, but we will find you.

There’s no frigging way I’ve misplaced three of my newest thongs. True, I have a habit of losing things like my keys and sunglasses, and once I even lost track of a Big Mac—which I found two days later in my desk drawer.

many ExOs are adopting the Objectives and Key Results (OKR) method. Invented at Intel by CEO Andy Grove and brought to Google by venture capitalist John Doerr in 1999, OKR tracks individual, team and company goals and outcomes in an open and transparent way. In High Output Management, Grove’s highly regarded manual, he introduced OKRs as the answer to two simple questions: Where do I want to go? (Objectives) How will I know I’m getting there? (Key Results to ensure progress is made)

somebody had taken an old disk of McCartney and the Wings - as in the historical Beatles's McCartney - taken and run it through a Kurtzweil remixer and removed every track on the songs except the tracks of poor old Mrs. Linda McCartney singing backup and playing tambourine. ... Poor old Mrs. Linda McCartney just fucking could not sing, and having her shaky off-key little voice flushed from the cover of the whole slick multitrack corporate sound and pumped up to solo was to Gately unspeakably depressing - her voice sounding so lost, trying to hide and bury itself inside the pro backups' voices; Gately imagined Mrs. Linda McCartney - in his Staff room's wall's picture a kind of craggy-face blonde - imagined her standing there lost in the sea of her husband's pro noise, feeling low esteem and whispering off-key, not knowing quite when to shake her tambourine: C's depressing CD was past cruel, it was somehow sadistic-seeming, like drilling a peephole in the wall of a handicapped bathroom.

Direct marketers, of course, realize that measurement is the key to success. Figure out what works, and do it more! Mass marketers have always resisted this temptation. When my old company approached the head of one of the largest magazine publishers in the world and pitched a technology that would allow advertisers to track who saw their ads and responded to them, he was aghast. He realized that this sort of data could kill his business. He knew that his clients didn’t want the data because then their jobs would get a lot more complex. Measurement means admitting what’s broken so you can fix it. Mass-media advertising, whether it’s on TV or in print, is all about emotion and craft, not about fixing mistakes. One reason the Internet ad boomlet faded so fast is that it forced advertisers to measure – and to admit what was going wrong.

The key to true wealth is putting your money to work for you. Practically speaking, that means spending money on income-producing assets that will supply cash and continue to grow in value over time. The most common assets used to build wealth include: • Stocks • Bonds • Real estate

When I placed the album cover side by side with the screenshot of the game screen, the two symbols matched exactly. 2112’s title track is an epic seven-part song, over twenty minutes in length. The song tells the story of an anonymous rebel living in the year 2112, a time when creativity and self-expression have been outlawed. The red star on the album’s cover was the symbol of the Solar Federation, the oppressive interstellar society in the story. The Solar Federation was controlled by a group of “priests,” who are described in Part II of the song, titled “The Temples of Syrinx.” Its lyrics told me exactly where the Crystal Key was hidden:

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.

Write out your ideal schedule as if you are doing what you love, so you visualize exactly how your day will go. Find times and ways to do whatever activities you can that actively pursue your purpose. Set calendar or phone alerts to help you stay on track. Looking back, it will surprise you at how quickly your ideal schedule became your reality.

Closing his eyes, he sent up a prayer to anyone who was listening, asking please, for God’s sake, stop sending him signals that they were right for each other. He’d read that book, seen the movie, bought the sound track, the DVD, the T-shirt, the mug, the bobble-head, and the insider’s guide. He knew every reason they could have been lock and key.

With the Regional Office breathing down her neck... Corinne had wanted to keep the Drury case low-key, uncontroversial. since Craig's disappearance had set he alarm bells off, Anna was willing to be she'd change tactics, make a noisy show of taking command of the situation. For a while the name of the game at Guadalupe Mountains would be Cover Your Ass.

Within a week, I understood that in the wild, time moves much more slowly. A wind is never just a wind—it’s the email system of the natural world, bringing in new information about weather patterns, animals coming into and leaving the area, potential predators. Rain isn’t a nuisance—it’s a respite from bugs and fresh water for drinking. A snowfall isn’t an inconvenience—it’s a new source for tracks and animals that might become a meal. The rustling of the trees or the song of a bird or the scrabble of a rodent is the key to your survival; being able to spot a flicker of movement through the dense block of foliage is essential. When it is a matter of life and death, the volume of nature gets turned up loud.

I’ll need a house key,” she said as she followed him into the house. “Why?” The question so stupefied her that she stopped in her tracks and stared at him. “So I can get in when you aren’t here,” she explained as slowly and carefully as if he were just now learning English. In response he said, “Let me show you something,” in almost exactly the same tone she’d used. He pulled the door shut with a bang. “See that round thing? We call it a doorknob, and we use it to open the door. Pay attention, now. See how I put my hand on the doorknob? Turn it to the right, and—” Slowly he demonstrated, and triumphantly thrust the door open. “I’ll be damned if the door doesn’t open! That’s how you get in when I’m not here.” Ohhh, bonus points for both the demonstration and the sarcasm; she knew great smart-ass-ness when she saw it, and this was championship. “Correction,” she cooed. “That’s how it used to work. From now on you’ll need a key, because I will be locking the door while I’m here alone during the day, and if I go to Battle Ridge for supplies I’ll lock the door when I leave. I hope you have two keys, otherwise you’ll be knocking on the door to be let into your own house.” Then, because she couldn’t help herself, she smirked at him. He crossed his arms and leaned a broad shoulder against the doorframe. His expression hadn’t lightened, but a glint in those green eyes suddenly gave her the impression he was almost enjoying himself.

In a hurry to escape he let himself out of the house and walked to the truck. Before he could climb inside Marilee raced down the steps. Breathless,she came to a sudden halt in front of him. At the dark look in his eyes she swallowed. "Please don't go,Wyatt. I've been such a fool." "You aren't the only one." He studied her with a look that had her heart stuttering.A look so intense, she couldn't look away. "I've been neating myself up for days,because I wanted things to go my way or no way." "There's no need.You're not the only one." Her voice was soft,throaty. "You've always respected my need to be independent.But I guess I fought the battle so long,I forgot how to stop fighting even after I'd won the war." "You can fight me all you want. You know Superman is indestructable." Again that long,speculative look. "I know I caught you off guard with that proposal. It won't happen again. Even when I understood your fear of commitment, I had to push to have things my way.And even though I still want more, I'm willing to settle for what you're willing to give,as long as we can be together." She gave a deep sigh. "You mean it?" "I do." "Oh,Wyatt.I was so afraid I'd driven you away forever." He continued studying her. "Does this mean you're suffering another change of heart?" "My heart doesn't need to change. In my heart,I've always known how very special you are.It's my head that can't seem to catch up." She gave a shake of her head,as though to clear it. "I'm so glad you understand me. I've spent so many years fighting to be my own person, it seems I can't bear to give up the battle." A slow smile spread across his face, changing it from darkness to light. "Marilee,if it's a sparring partner you want,I'm happy to sigh on. And if,in time,you ever decide you want more, I'm your man." He framed her face with his hands and lowered his head,kissing her long and slow and deep until they were both sighing with pleasure. Her tears started again,but this time they were tears of joy. Wyatt brushed them away with his thumbs and traced the tracks with his lips. Marilee sighed at the tenderness. It was one of the things she most loved about this man. Loved. Why did she find it so hard to say what she was feeling? Because,her heart whispered, love meant commitment and promises and forever after,and that was more than she was willing to consider. At least for now. After a moment he caught her hand. "Where are we going?" "Your place.It's closer than the ranch, and we've wasted too much time already." "i can't leave the ambulance..." "All right." He turned away from the ranch truck and led her toward her vehicle. "See how easy I am?" At her little laugh he added, "I'm desperate for some time alone with you." Alone. She thought about that word. She'd been alone for so long.What he was offering had her heart working overtime. He was willing to compromise in order to be with her. She was laughing through her tears as she turned the key in the ignition. The key that had saved his life. "Wyatt McCord,I can't think of anything I'd rather be than alone with you.

I think of all the people I have spoken to who have said, “When I know exactly what the next thing is, I will make a move.” I think of all the people whom I have taught to track who froze when they lost the track, wanting to be certain of the right path forward before they would move. Trackers try things. The tracker on a lost track enters a process of rediscovery that is fluid. He relies on a process of elimination, inquiry, confirmation; a process of discovery and feedback. He enters a ritual of focused attention. As paradoxical as it sounds, going down a path and not finding a track is part of finding the track. Alex and Renias call this “the path of not here.” No action is considered a waste, and the key is to keep moving, readjusting, welcoming feedback. The path of not here is part of the path of here.

Control: February 15 Sometimes, the gray days scare us. Those are the days when the old feelings come rushing back. We may feel needy, scared, ashamed, unable to care for ourselves. When this happens, it’s hard to trust ourselves, others, the goodness of life, and the good intentions of our Higher Power. Problems seem overwhelming. The past seems senseless; the future, bleak. We feel certain the things we want in life will never happen. In those moments, we may become convinced that things and people outside of ourselves hold the key to our happiness. That’s when we may try to control people and situations to mask our pain. When these “codependent crazies” strike, others often begin to react negatively to our controlling. When we’re in a frenzied state, searching for happiness outside ourselves and looking to others to provide our peace and stability, remember this: Even if we could control things and people, even if we got what we wanted, we would still be ourselves. Our emotional state would still be in turmoil. People and things don’t stop our pain or heal us. In recovery, we learn that this is our job, and we can do it by using our resources: ourselves, our Higher Power, our support systems, and our recovery program. Often, after we’ve become peaceful, trusting, and accepting, what we want comes to us—with ease and naturalness. The sun begins to shine again. Isn’t it funny, and isn’t it true, how all change really does begin with us? I can let go of things and people and my need to control today. I can deal with my feelings. I can get peaceful. I can get calm. I can get back on track and find the true key to happiness—myself. I will remember that a gray day is just that—one gray day.

Exams do not assess anything significant to the future of children, because no one knows how to assess or measure the key factors to the future success of any person, child or adult. They are a closed system; tests exist for their own sake. They measure the ability of the entire school community—children, parents, teachers, administrators—to focus all their efforts on producing good results on tests! Nothing more, nothing less. To

WhatsApp forwards about love and kindness. I wonder if on a Sunday morning all these enthusiastic do-gooders could send out truly helpful things like ‘11 cures for a hangover’ or ‘How to clean puke stains from your dress’. I have no such luck; all I get are strange messages like ‘Little memories can last for years’. Very useful when you are trying hard to forget all the embarrassing things you did the night before. Do I really need messages saying, ‘A little hug can wipe out a big tear’ or ‘Friendship is a rainbow’? There is also a message saying, ‘God blues you’, which I am trying to guess could mean that either God wants to bless me, rule me or make a blue movie with me. Has it ever happened that a murderer just before committing his crime gets a message stating, ‘Life is about loving’, and stops in his tracks, or a banker reads ‘No greater sin than cheating’, and quits his job? So, what do these messages really do? I think they allow lazy people to think that they are doing a good deed in the easiest possible manner by sending these daft bits of information out into the universe. Go out there! Sweep a pavement, plant a tree, feed a stray dog. Do something, anything; rather than just using your fingers to tap three keys and destroy 600 people’s brain cells in one shot. 11 a.m.: This is turning out to be a hectic day. The

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.

opportunity. The bizarre codes on the pages she’d sorted for Randy suddenly made sense. They must have been the files that kept track of where the bank had stashed millions of dollars. Jim wanted the money out, and so did the Covellis. The Mob was somehow involved with the bank’s dealings, and Carmichael worked for them. Being a bartender was just a facade. Beatrice hadn’t known him at all. But Tony and Max had known him, she realized. Tony was a police detective; he was the one who told her about the Covellis in the first place. He must have known. Every word Carmichael might have overheard at the bar replayed in her mind—her conversations with Tony about snooping around the bank, the missing safe deposits, the missing master key. Maybe Tony had wanted Carmichael to hear. The old man pointed the gun at Teddy in her head. Maybe the Covellis would bring down the bank if law enforcement failed. No one, not even Tony, suspected that she and Max had the power to do anything but run. Max was right. They all underestimated women like them. Beatrice stepped out from behind the curtain with the keys in her hand and crept toward the vault. CHAPTER 72 Friday, August 28, 1998 A black-and-white photograph of two women looked up from Box 547 in the yellow glow of the detective’s flashlight. They were smiling. The glass in the silver picture frame was cracked. Iris picked it up and handed it to Detective McDonnell. Underneath it she found a brown leather book and a candle. That was it. “What the hell is this?” Iris

Footsteps from the stairwell startle him out of the past. He turns around as Emma's mother takes the last step into the dining area, Emma right behind her. Mrs. McIntosh glides over and puts her arm around him. The smile on her face is genuine, but Emma's smile is more like a straight line. And she's blushing. "Galen, it's very nice to meet you," she says, ushering him into the kitchen. "Emma tells me you're taking her to the beach behind your house today. To swim?" "Yes, ma'am." Her transformation makes him wary. She smiles. "Well, good luck with getting her in the water. Since I'm a little pressed for time, I can't follow you over there, so I just need to see your driver's license while Emma runs outside to get your plate number." Emma rolls her eyes as she shuffles through a drawer and pulls out a pen and paper. She slams the door behind her when she leaves, which shakes the dishes on the wall. Galen nods, pulls out his wallet, and hands over the fake license. Mrs. McIntosh studies it and rummages through her purse until she produces a pen-which she uses to write on her hand. “Just need your license number in case we ever have any problems. But we’re not going to have any problems, are we, Galen? Because you’ll always have my daughter-my only daughter-home on time, isn’t that right?” He nods, then swallows. She holds out his license. When he accepts it, she grabs his wrist, pulling him close. She glances at the garage door and back to him. “Tell me right now, Galen Forza. Are you or are you not dating my daughter?” Great. She still doesn’t believe Emma. If she won’t believe them anyway, why keep trying to convince her? If she thinks they’re dating, the time he intends to spend with Emma will seem normal. But if they spend time together and tell her they’re not dating, she’ll be nothing but suspicious. Possibly even spy on them-which is less than ideal. So, dating Emma is the only way to make sure she mates with Grom. Things just get better and better. “Yes,” he says. “We’re definitely dating.” She narrows her eyes. “Why would she tell me you’re not?” He shrugs. “Maybe she’s ashamed of me.” To his surprise, she chuckles. “I seriously doubt that, Galen Forza.” Her humor is short lived. She grabs a fistful of his T-shirt. “Are you sleeping with her?” Sleeping…Didn’t Rachel say sleeping and mating are the same thing? Dating and mating are similar. But sleeping and mating are the same exact same. He shakes his head. “No, ma’am.” She raises a no-nonsense brow. “Why not? What’s wrong with my daughter?” That is unexpected. He suspects this woman can sense a lie like Toraf can track Rayna. All she’s looking for is honesty, but the real truth would just get him arrested. I’m crazy about your daughter-I’m just saving her for my brother. So he seasons his answer with the frankness she seems to crave. “There’s nothing wrong with your daughter, Mrs. McIntosh. I said we’re not sleeping together. I didn’t say I didn’t want to.” She inhales sharply and releases him. Clearing her throat, she smoothes out his wrinkled shirt with her hand, then pats his chest. “Good answer, Galen. Good answer.” Emma flings open the garage door and stops short. “Mom, what are you doing?” Mrs. McIntosh steps away and stalks to the counter. “Galen and I were just chitchatting. What took you so long?” Galen guesses her ability to sense a lie probably has something to do with her ability to tell one. Emma shoots him a quizzical look, but he returns a casual shrug. Her mother grabs a set of keys from a hook by the refrigerator and nudges her daughter out of the way, but not before snatching the paper out of her hand.

Good writers are avid readers. They have absorbed a vast inventory of words, idioms, constructions, tropes, and rhetorical tricks, and with them a sensitivity to how they mesh and how they clash. This is the elusive "ear" of a skilled writer-the tacit sense of style which every honest stylebook, echoing Wilde, confesses cannot be explicitly taught. Biographers of great authors always try to track down the books their subjects read when they were young, because they know these sources hold the key to their development as writers.

Pleasure Principles What you pay attention to grows. This will be familiar to those who have read Emergent Strategy. Actually, all the emergent strategy principles also apply here! (Insert eggplant emoji). Tune into happiness, what satisfies you, what brings you joy. We become what we practice. I learned this through studying somatics! In his book The Leadership Dojo, Richard Strozzi-Heckler shares that “300 repetitions produce body memory … [and] 3,000 repetitions creates embodiment.”12 Yes is the way. When it was time to move to Detroit, when it was time to leave my last job, when it was time to pick up a meditation practice, time to swim, time to eat healthier, I knew because it gave me pleasure when I made and lived into the decision. Now I am letting that guide my choices for how I organize and for what I am aiming toward with my work—pleasure in the processes of my existence and states of my being. Yes is a future. When I feel pleasure, I know I am on the right track. Puerto Rican pleasure elder Idelisse Malave shared with me that her pleasure principle is “If it pleases me, I will.” When I am happy, it is good for the world.13 The deepest pleasure comes from riding the line between commitment and detachment.14 Commit yourself fully to the process, the journey, to bringing the best you can bring. Detach yourself from ego and outcomes. Make justice and liberation feel good. Your no makes the way for your yes. Boundaries create the container within which your yes is authentic. Being able to say no makes yes a choice. Moderation is key.15 The idea is not to be in a heady state of ecstasy at all times, but rather to learn how to sense when something is good for you, to be able to feel what enough is. Related: pleasure is not money. Pleasure is not even related to money, at least not in a positive way. Having resources to buy unlimited amounts of pleasure leads to excess, and excess totally destroys the spiritual experience of pleasure.

Mook had chosen not to spend money on polling, to the great frustration of some of the campaign’s aides and advisers in key states. In Florida, Craig Smith, the former White House political director, and Scott Arceneaux, a veteran southern Democratic political operative, had begged Mook to poll the state in October to no avail. Mook believed it was a waste of money. He had learned from David Plouffe, Obama’s campaign manager, that old-school polling should be used for testing messages and gauging the sentiments of the electorate and that analytics were just as good for tracking which candidate was ahead and by how much in each state. Plus, the analytics were quicker and much cheaper.

The key difference between foot voting and ballot box voting is that foot voters don’t have the same incentive to be rationally ignorant as ballot box voters do. In fact, they have strong incentives to seek out useful information. They also have much better incentives to objectively evaluate what they do learn. Unlike political fans, foot voters know they will pay a real price if they do a poor job of evaluating the information they get... The informational advantages of foot voting over ballot box voting strengthen the case for limiting and decentralizing government. The more decentralized government is, the more issues can be decided through foot voting. It is usually much easier to vote with your feet against a local government than a state government, and much easier to do it against a state than against the federal government. It is also usually easier to foot vote in the private sector than the public. A given region is likely to have far more private planned communities and other private sector organizations than local governments. Choosing among the former usually requires far less in the way of moving costs than choosing among the latter. Reducing the size of government could also alleviate the problem of ignorance by making it easier for rationally ignorant voters to monitor its activities. A smaller, less complicated government is easier to keep track of.

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.

Freud eventually developed his theory of transference, one that would play a key role in his method of treating emotional disorders and that still today gives us some insight into how we choose both our friends and the person we marry. Feelings in relationships as we now understand them run on a double track. We react and relate to another person not only on the basis of how we consciously experience that person, but also on the basis of our unconscious experience in reference to our past relationships with significant people in infancy and childhood—particularly parents and other family members. We tend to displace our feelings and attitudes from these past figures onto people in the present, especially if someone has features similar to a person in the past. An individual may, therefore, evoke intense feelings in us—strong attraction or strong aversion—totally inappropriate to our knowledge of or experience with that person. This process may, to varying degrees, influence our choice of a friend, roommate, spouse, or employer. We all have the experience of seeing someone we have never met who evokes in us strong feelings. According to the theory of transference, this occurs because something about that person—the gait, the tilt of the head, a laugh, or some other feature—recalls a significant figure in our early childhood. Sometimes a spouse or a superior we work under will provoke in us a reaction far more intense than the circumstances warrant. A gesture or tone of voice may reactivate early negative feelings we experienced toward an important childhood figure. *

Damn,” Stacia agreed softly.  “Sorry, but it was your own fault for calling him a monster,” she directed at the bouncer. “What?  What’s he doing?” the big bald guy asked. “He got your scent, so now he’s tracking down which car or truck is yours,” I said. “What’s he gonna do when he finds it?” Baldy asked. “Well, he kinda ate the last one,” I said regretfully. “What!”  Bouncer man took off into the parking lot at a dead run, pulling a key fob from his pocket as he went.  Almost immediately, Awasos came running from the side of the parking lot, having circled around. “Did you find it?” I asked him. He woofed once softly. “Did you pee on his radiator?” Another woof. “Good boy! Baked-on wolf pee has a half-life of like a year! Let’s go,” I said, ignoring the incredulous looks from the good ole boys.

The color-patches of vision part, shift, and reform as I move through space in time. The present is the object of vision, and what I see before me at any given second is a full field of color patches scattered just so. The configuration will never be repeated. Living is moving; time is a live creek bearing changing lights. As I move, or as the world moves around me, the fullness of what I see shatters. “Last forever!” Who hasn’t prayed that prayer? You were lucky to get it in the first place. The present is a freely given canvas. That it is constantly being ripped apart and washed downstream goes without saying; it is a canvas, nevertheless. But there is more to the present than a series of snapshots. We are not merely sensitized film; we have feelings, a memory for information and an eidetic memory for the imagery of our pasts. Our layered consciousness is a tiered track for an unmatched assortment of concentrically wound reels. Each one plays out for all of life its dazzle and blur of translucent shadow-pictures; each one hums at every moment its own secret melody in its own unique key. We tune in and out. But moments are not lost. Time out of mind is time nevertheless, cumulative, informing the present. From even the deepest slumber you wake with a jolt- older, closer to death, and wiser, grateful for breath. But time is the one thing we have been given, and we have been given to time. Time gives us a whirl. We keep waking from a dream we can’t recall, looking around in surprise, and lapsing back, for years on end. All I want to do is stay awake, keep my head up, prop my eyes open, with toothpicks, with trees.

Despite how progressive America claimed to be, there was still a sexist double standard quietly underpinning everything. She and Jeff were proof of it, like in those scientific studies where they treated twin babies the same except for one key variable, then tracked how it affected them. The variable here was that Jeff was a boy and Sam was a girl, and even when they did the exact same thing, people reacted to them differently. If the paparazzi caught Jeff on an expensive shopping spree, he was splurging for a special occasion, while Samantha was spoiled. If pictures surfaced of Jeff visibly drunk and stumbling out of a bar, he was blowing off some much-needed steam. Samantha was a wild party girl. If Jeff talked back to the paparazzi, he was simply being firm, protecting his privacy. Samantha was a ruthless bitch.

Our language evolved as a way of gossiping. According to this theory Homo sapiens is primarily a social animal. Social cooperation is our key for survival and reproduction. It is not enough for individual men and women to know the whereabouts of lions and bison. It’s much more important for them to know who in their band hates whom, who is sleeping with whom, who is honest. The amount of information that one must obtain and store in order to track the ever-changing relationships of a few dozen individuals is staggering. In a band of fifty individuals, there are 1,225 one-on-one relationships, and countless more complex social combinations. The gossip theory might sound like a joke, but numerous studies support it. Even today the vast majority of human communication – whether in the form of emails, phone calls or newspaper columns – is gossip.

Who are you? Who are the players, the management team? What’s your expertise and track record? Have any of you succeeded in doing this before? Who are your advisors and what are their credentials? #2. What is it? What is your product or service? Even if it’s complex, this explanation must be easily understandable. Do you have any intellectual property rights, such as patents, that will provide some measure of exclusivity? #3. Where are you? What’s the status of your venture? Do you have a working prototype or has anyone tested your product or idea? What benchmarks have you already hit? #4. Where are you going? What’s your goal? What milestones will you attain along the way to achieving that goal? #5. Who wants it? Who’s your target market? What’s the problem being solved? Where’s the PAIN? What itch are you scratching? #6. How many people will want it? What’s your potential market size?

This is how it works. The exomemory stores data – all data – that the Oubliette gathers, the environment, senses, thoughts, everything. The gevulot keeps track of who can access what, in real time. It’s not just one public/private key pair, it’s a crazy nested hierarchy, a tree of nodes where each branch can only be unlocked by the root node. You meet someone and agree what you can share, what they can know about you, what you can remember afterwards.’ ‘Sounds complicated.’ ‘It is. The Martians have a dedicated organ for it.’ I tap my head. ‘A privacy sense. They feel what they are sharing, what is private and what isn’t. They also do something called co-remembering, sharing memories with others just by sharing the appropriate key with them. We just have the baby version. They give the visitors a bit of exomemory and an interface to it, reasonably well-defined. But there is no way we can appreciate the subtleties.

I'm angry at the lies that hide behind my eyes But untangling them scares me, so I keep them alive. I'm angry at the chip in my tooth and the crick in my back, And the fact that it's too late to change my track. I'm angry that my heart beat is a stutter and my mouth follows suit And that the rain seeps in through the holes in my boots I'm angry that not one of you will know what I mean Even if I break it into syllables and put it on a screen I'm angry that the world keeps its answers under lock and key If it's revealing them to anyone, it sure isn't me I'm angry that there's more of us on Earth than there has been before And though it's doubtful we can take it, people still want more I'm angry at the idleness that you call industry Call it caution, call it planning, but it looks like lethargy I'm angry that my friends are strangers, even after we meet As though we know we'll never ever see the other one's street I'm angry that we hide behind the media-sphere Though all of us are present, there is nobody here I'm angry that the world demands I stay on the ball I'm angry that I'm not angry-- at all.

You can look at that list and think, “But everyone has hobbies, what’s so special about yours?” Like much of what differentiates an autistic trait from a simple personality quirk, the answer is the degree to which the trait is present. For example, when I took up running, I didn’t just go out and jog a few times a week. I read books about training for marathons. I found workout plans online and joined a training site to get personalized drills. I learned about fartlek and track workouts and running technique. I signed up for road races. Ten years later, I spend more on running clothes and shoes than on everyday clothes. I use a heart rate monitor and a distance tracker to record my workouts. If I go on vacation, I pack all of my running stuff. I don’t just like to run occasionally; running is an integral part of my life. That’s a key differentiator between a run-of-the-mill hobby and an autistic special interest. Spending time engaged in a special interest fulfills a specific need. It’s more than just a pleasant way to pass the time. Indulging in a special interest is a way to mentally recharge. It’s comforting. It allows me to completely immerse myself in something that intensely interests me while tuning out the rest of the world.

DECEMBER 30 Joy Is Your Next Lesson Learning compassion, understanding love, and experiencing joy. That’s our purpose, our reason for being here. That’s our true mission on this planet. Learning compassion may have been difficult, because in order to feel compassion for others without judging, we had to go through difficult times ourselves. Times when despite our best efforts we couldn’t help ourselves, times when despite our searching we couldn’t find the answers. As many say, it is usually our own pain and problems that makes us compassionate. Understanding love may have taken many years, many heartbreaks, and much searching and grasping until we discovered that the key to love was our own heart. Until we discovered that love wasn’t exactly what we thought or hoped it would be. Now it’s different. And better. Don’t give up. Don’t stop now. Don’t let the residue, the pain from the early parts of your journey, stop you from going forward. We first had to learn about compassion and love in order to learn joy. The hard work is done. Now you have reached your reward. Now it is time to learn joy. DECEMBER 31 Honor the Ending “How was your trip?” a friend asked, as my trip drew to a close. I thought for a moment, then the answer came easily. “It had its ups and downs,” I said. “There were times I felt exhilarated and sure I was on track. Other days I felt lost. Confused. I’d fall into bed at night certain that this whole trip was a mistake and a waste. But I’d wake up in the morning, something would happen, and I’d see how I’d been guided all along.” The journey of a year is drawing to a close. Cherish the moments, all of them, even the ups and downs. Cherish the places you’ve visited, the people you’ve seen. Say good-bye to those whose journeys have called them someplace else. Know you can always call them back by thinking loving thoughts. Know all those you love will be there for you when you need them most. Honor the lessons you’ve learned, and the people who helped you learn them. Honor the journey your soul mapped out for you. Trust all the places you’ve been. Make a scrapbook in your heart to help you remember. Look back for a moment. Reflect in peace. Then let this year draw to a close. All parts of the journey are sacred and holy. You’ve learned that by now. Take time to honor this ending—though it’s never really the end. Go to sleep tonight. When you wake up tomorrow a new adventure will begin. Remember the words you were told when this last adventure began, the words whispered quietly to your heart: Let the journey unfold. Let it be magical. The way has been prepared. People will be expecting you. Yes, you are being led.

A second theory agrees that our unique language evolved as a means of sharing information about the world. But the most important information that needed to be conveyed was about humans, not about lions and bison. Our language evolved as a way of gossiping. 4. An ivory figurine of a ‘lion-man’ (or ‘lioness-woman’) from the Stadel Cave in Germany (c.32,000 years ago). The body is human, but the head is leonine. This is one of the first indisputable examples of art, and probably of religion, and of the ability of the human mind to imagine things that do not really exist. According to this theory Homo sapiens is primarily a social animal. Social cooperation is our key for survival and reproduction. It is not enough for individual men and women to know the whereabouts of lions and bison. It’s much more important for them to know who in their band hates whom, who is sleeping with whom, who is honest, and who is a cheat. The amount of information that one must obtain and store in order to track the ever-changing relationships of even a few dozen individuals is staggering. (In a band of fifty individuals, there are 1,225 one-on-one relationships, and countless more complex social combinations.) All apes show a keen interest in such social information, but they have trouble gossiping effectively. Neanderthals and archaic Homo sapiens probably also had a hard time talking behind each other’s backs – a much maligned ability which is in fact essential for cooperation in large numbers.

My first example concerns Satan’s efforts to corrupt a person who has an unusual commitment to one particular doctrine or commandment of the gospel of Jesus Christ. This could be an unusual talent for family history work, an extraordinary commitment to constitutional government, a special gift in the acquisition of knowledge, or any other special talent or commitment. In a memorable message given at the 1971 October conference, Elder Boyd K. Packer likened the fulness of the gospel to a piano keyboard. He reminded us that a person could be “attracted by a single key,” such as a doctrine they want to hear “played over and over again.” He explained: Some members of the Church who should know better pick out a hobby key or two and tap them incessantly, to the irritation of those around them. They can dull their own spiritual sensitivities. They lose track that there is a fulness of the gospel, . . . [which they reject] in preference to a favorite note. This becomes exaggerated and distorted, leading them away into apostasy. [Boyd K. Packer, Teach Ye Diligently (Salt Lake City: Bookcraft, 1975), p. 44] We could say of such persons, as the Lord said of the members of the Shaker sect in a revelation given in 1831, “Behold, I say unto you, that they desire to know the truth in part, but not all” (D&C 49:2). And so, I say, beware of a hobby key. If you tap one key to the exclusion or serious detriment of the full harmony of the gospel keyboard, Satan can use your strength to bring you down.

McMaster said he had been completely in the dark about this. The secretary of state had not consulted or even informed him in advance. He had learned from press reports! In a news conference in Qatar, Tillerson had said the agreement “represents weeks of intensive discussions” between the two governments so it had been in the works for a while. Porter said Tillerson had not gone through the policy process at the White House and had not involved the president either. Clearly Tillerson was going off on his own. “It is more loyal to the president,” McMaster said, “to try to persuade rather the circumvent.” He said he carried out direct orders when the president was clear, and felt duty bound to do so as an Army officer. Tillerson in particular did not. “He’s such a prick,” McMaster said. “He thinks he’s smarter than anyone. So he thinks he can do his own thing.” In his long quest to bring order to the chaos, Priebus arranged for each of the key cabinet members to regularly check in. Tillerson came to his office at 5:15 p.m. on Tuesday, July 18. McMaster had not been invited but joined the meeting anyway. He took a seat at the conference table. The national security adviser’s silent presence was ominous and electric. Tell me, Priebus asked Tillerson, how are things going? Are you on track to achieve your primary objectives? How is the relationship between the State Department and the White House? Between you and the president? “You guys in the White House don’t have your act together,” Tillerson said, and the floodgates gushed open. “The president can’t make a decision. He doesn’t know how to make a decision. He won’t make a decision. He makes a decision and then changes his mind a couple of days later.” McMaster broke his silence and raged at the secretary of state. “You don’t work with the White House,” McMaster said. “You never consult me or anybody on the NSC staff. You blow us off constantly.” He cited examples when he tried to set up calls or meetings or breakfasts with Tillerson. “You are off doing your own thing” and communicate directly with the president, Mattis, Priebus or Porter. “But it’s never with the National Security Council,” and “that’s what we’re here to do.” Then he issued his most dramatic charge. “You’re affirmatively seeking to undermine the national security process.” “That’s not true,” Tillerson replied. “I’m available anytime. I talk to you all the time. We just had a conference call yesterday. We do these morning calls three times a week. What are you talking about, H.R.? I’ve worked with you. I’ll work with anybody.” Tillerson continued, “I’ve also got to be secretary of state. Sometimes I’m traveling. Sometimes I’m in a different time zone. I can’t always take your calls.” McMaster said he consulted with the relevant assistant secretaries of state if the positions were filled. “I don’t have assistant secretaries,” Tillerson said, coldly, “because I haven’t picked them, or the ones that I have, I don’t like and I don’t trust and I don’t work with. So you can check with whoever you want. That has no bearing on me.” The rest of the State Department didn’t matter; if you didn’t go through him, it didn’t count.

softly. “Not much you can say to a story like that, is there?” “Not really.” “Yep, I win on the ol’ dramatic story front every time.” They stood in silence for a while. Despite the warmth of the night it was chilly up there, but Stephanie didn’t mind. “What happens now?” she asked. “The Elders go to war. They’ll find the castle empty – Serpine wouldn’t stay there after this – so they’ll be looking for him. They’ll also be tracking down his old allies to make sure they don’t get the opportunity to organise.” “And what do we do?” “We get to the Sceptre before Serpine.” “The key,” she said, “where is it?” He turned to her. “Gordon hid it. Clever man, your uncle. He didn’t think anyone should have access to that weapon, but he hid the key in a place where if we truly needed to find it, if the situation got so dire that we truly needed the Sceptre, all it would take was a little detective work.” “So where is it?” “The piece of advice he gave me, in the solicitor’s office, do you remember what it was?” “He said a storm is coming.” “And he also said that sometimes the key to safe harbour is hidden from us and sometimes it is right before our eyes.” “He was talking about the key, literally? It’s right before our eyes?” “It was, when those words were first spoken in the solicitor’s office.” “Fedgewick has the key?” “Not Fedgewick. He gave it away.” Stephanie frowned, remembering the reading of the will then the lock in the cellar, no bigger than Skulduggery’s palm. She looked up at him. “Not the brooch?” “The brooch.” “Gordon gave the key, the key to the most powerful weapon in existence, to Fergus and Beryl?” she asked incredulously. “Why would he do that?” “Would

HEXAGON Snowflakes descend purposefully or wistfully but, surrounded by their tiny peers, each is confident they together will soon hide the meadows, driveways, roofs, fences, the stripped gardens. A speck of dust or pollen lofted to the top of the sky encountered a water drop that in the celestial cold adhered and froze, forming an ice crystal which, now weightier than the air it floated on, began to waft downwards, adding water particles as it traveled, six spikes or arms creating a filigree all its own as it passed through differing temperatures and amounts of dampness. Its delicate white intricacy, though, contains an inner space also unique. One offers a forest of snowy evergreens where, as afternoon light dims, a man wearing a homespun hooded garment and bent under a sack thrown over a shoulder plods along a footpath winding uphill between firs and pines. With each step, his breath appears like smoke until he and his burden are lost from view, and a chill wind sways the thin twigs of bushes emerging from drifts beside the track. In that flake is preserved an era in which the body endures and welcomes the simple opposites: icy cold against face skin and eventually a fire’s warmth, sodden feet and, at last, these dried once more, while the eye registers an omnipresent starkness —white fields, white roads, white trees— which, like a minor key, can please the mind. Here is the past returned to Earth by the water that changes form but does not die. In this vision, each frozen tuft among the millions that lower to the ground is a memento mori that affirms: No life is useless or pointless, since each in its turn advances the future. Yet all are swiftly forgotten in the beauty of the falling snow.

I met with a group of a hundred or so fifth graders from a poor neighborhood at a school in Houston, Texas. Most of them were on a track that would never get them to college. So I decided then and there to make a contract with them. I would pay for their four-year college education if they kept a B average and stayed out of trouble. I made it clear that with focus, anyone could be above average, and I would provide mentoring support to them. I had a couple of key criteria: They had to stay out of jail. They couldn't get pregnant before graduating high school. Most importantly, they needed to contribute 20 hours of service per year to some organization in their community. Why did I add this? College is wonderful, but what was even more important to me was to teach them they had something to give, not just something to get in life. I had no idea how I was going to pay for it in the long run, but I was completely committed, and I signed a legally binding contract requiring me to deliver the funds. It's funny how motivating it can be when you have no choice but to move forward. I always say, if you want to take the island, you have to burn your boats! So I signed those contracts. Twenty-three of those kids worked with me from the fifth grade all the way to college. Several went on to graduate school, including law school! I call them my champions. Today they are social workers, business owners, and parents. Just a few years ago, we had a reunion, and I got to hear the magnificent stories of how early-in-life giving to others had become a lifelong pattern. How it caused them to believe they had real worth in life. How it gave them such joy to give, and how many of them now are teaching this to their own children.

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.

Cochise Jones always liked to play against your expectations of a song, to light the gloomy heart of a ballad with a Latin tempo and a sheen of vibrato, root out the hidden mournfulness, the ache of longing, in an up-tempo pop tune. Cochise’s six-minute outing on the opening track of Redbonin’ was a classic exercise in B-3 revisionism, turning a song inside out. It opened with big Gary King playing a fat, choogling bass line, sounding like the funky intro to some ghetto-themed sitcom of the seventies, and then Cochise Jones came in, the first four drawbars pulled all the way out, giving the Lloyd Webber melody a treatment that was not cheery so much as jittery, playing up the anxiety inherent in the song’s title, there being so many thousand possible ways to Love Him, so little time to choose among them. Cochise’s fingers skipped and darted as if the keys of the organ were the wicks of candles and he was trying to light all of them with a single match. Then, as Idris Muhammad settled into a rolling burlesque-hall bump and grind, and King fell into step beside him, Cochise began his vandalism in earnest, snapping off bright bunches of the melody and scattering it in handfuls, packing it with extra notes in giddy runs. He was ruining the song, rifling it, mocking it with an antic edge of joy. You might have thought, some critics felt, that the meaning or spirit of the original song meant no more to Cochise Jones than a poem means to a shark that is eating the poet. But somewhere around the three-minute mark, Cochise began to build, in ragged layers, out of a few repeated notes on top of a left-hand walking blues, a solo at once dense and rudimentary, hammering at it, the organ taking on a raw, vox humana hoarseness, the tune getting bluer and harder and nastier. Inside the perfectly miked Leslie amplifier, the treble horn whirled, and the drivers fired, and you heard the song as the admission of failure it truly was, a confession of ignorance and helplessness. And then in the last measures of the song, without warning, the patented Creed Taylor strings came in, mannered and restrained but not quite tasteful. A hint of syrup, a throb of the pathetic, in the face of which the drums and bass fell silent, so that in the end it was Cochise Jones and some rented violins, half a dozen mournful studio Jews, and then the strings fell silent, too, and it was just Mr. Jones, fading away, ending the track with the startling revelation that the song was an apology, an expression, such as only the blues could ever tender, of limitless regret.

Focus intently and beat procrastination.    Use the Pomodoro Technique (remove distractions, focus for 25 minutes, take a break).    Avoid multitasking unless you find yourself needing occasional fresh perspectives.    Create a ready-to-resume plan when an unavoidable interruption comes up.    Set up a distraction-free environment.    Take frequent short breaks. Overcome being stuck.    When stuck, switch your focus away from the problem at hand, or take a break to surface the diffuse mode.    After some time completely away from the problem, return to where you got stuck.    Use the Hard Start Technique for homework or tests.    When starting a report or essay, do not constantly stop to edit what is flowing out. Separate time spent writing from time spent editing. Learn deeply.    Study actively: practice active recall (“retrieval practice”) and elaborating.    Interleave and space out your learning to help build your intuition and speed.    Don’t just focus on the easy stuff; challenge yourself.    Get enough sleep and stay physically active. Maximize working memory.    Break learning material into small chunks and swap fancy terms for easier ones.    Use “to-do” lists to clear your working memory.    Take good notes and review them the same day you took them. Memorize more efficiently.    Use memory tricks to speed up memorization: acronyms, images, and the Memory Palace.    Use metaphors to quickly grasp new concepts. Gain intuition and think quickly.    Internalize (don’t just unthinkingly memorize) procedures for solving key scientific or mathematical problems.    Make up appropriate gestures to help you remember and understand new language vocabulary. Exert self-discipline even when you don’t have any.    Find ways to overcome challenges without having to rely on self-discipline.    Remove temptations, distractions, and obstacles from your surroundings.    Improve your habits.    Plan your goals and identify obstacles and the ideal way to respond to them ahead of time. Motivate yourself.    Remind yourself of all the benefits of completing tasks.    Reward yourself for completing difficult tasks.    Make sure that a task’s level of difficulty matches your skill set.    Set goals—long-term goals, milestone goals, and process goals. Read effectively.    Preview the text before reading it in detail.    Read actively: think about the text, practice active recall, and annotate. Win big on tests.    Learn as much as possible about the test itself and make a preparation plan.    Practice with previous test questions—from old tests, if possible.    During tests: read instructions carefully, keep track of time, and review answers.    Use the Hard Start Technique. Be a pro learner.    Be a metacognitive learner: understand the task, set goals and plan, learn, and monitor and adjust.    Learn from the past: evaluate what went well and where you can improve.

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

It’s not always so easy, it turns out, to identify your core personal projects. And it can be especially tough for introverts, who have spent so much of their lives conforming to extroverted norms that by the time they choose a career, or a calling, it feels perfectly normal to ignore their own preferences. They may be uncomfortable in law school or nursing school or in the marketing department, but no more so than they were back in middle school or summer camp. I, too, was once in this position. I enjoyed practicing corporate law, and for a while I convinced myself that I was an attorney at heart. I badly wanted to believe it, since I had already invested years in law school and on-the-job training, and much about Wall Street law was alluring. My colleagues were intellectual, kind, and considerate (mostly). I made a good living. I had an office on the forty-second floor of a skyscraper with views of the Statue of Liberty. I enjoyed the idea that I could flourish in such a high-powered environment. And I was pretty good at asking the “but” and “what if” questions that are central to the thought processes of most lawyers. It took me almost a decade to understand that the law was never my personal project, not even close. Today I can tell you unhesitatingly what is: my husband and sons; writing; promoting the values of this book. Once I realized this, I had to make a change. I look back on my years as a Wall Street lawyer as time spent in a foreign country. It was absorbing, it was exciting, and I got to meet a lot of interesting people whom I never would have known otherwise. But I was always an expatriate. Having spent so much time navigating my own career transition and counseling others through theirs, I have found that there are three key steps to identifying your own core personal projects. First, think back to what you loved to do when you were a child. How did you answer the question of what you wanted to be when you grew up? The specific answer you gave may have been off the mark, but the underlying impulse was not. If you wanted to be a fireman, what did a fireman mean to you? A good man who rescued people in distress? A daredevil? Or the simple pleasure of operating a truck? If you wanted to be a dancer, was it because you got to wear a costume, or because you craved applause, or was it the pure joy of twirling around at lightning speed? You may have known more about who you were then than you do now. Second, pay attention to the work you gravitate to. At my law firm I never once volunteered to take on an extra corporate legal assignment, but I did spend a lot of time doing pro bono work for a nonprofit women’s leadership organization. I also sat on several law firm committees dedicated to mentoring, training, and personal development for young lawyers in the firm. Now, as you can probably tell from this book, I am not the committee type. But the goals of those committees lit me up, so that’s what I did. Finally, pay attention to what you envy. Jealousy is an ugly emotion, but it tells the truth. You mostly envy those who have what you desire. I met my own envy after some of my former law school classmates got together and compared notes on alumni career tracks. They spoke with admiration and, yes, jealousy, of a classmate who argued regularly before the Supreme Court. At first I felt critical. More power to that classmate! I thought, congratulating myself on my magnanimity. Then I realized that my largesse came cheap, because I didn’t aspire to argue a case before the Supreme Court, or to any of the other accolades of lawyering. When I asked myself whom I did envy, the answer came back instantly. My college classmates who’d grown up to be writers or psychologists. Today I’m pursuing my own version of both those roles.

PANG LIVED in an obscure district off On Nuch and to reach his house required a long drive down some narrow dirt tracks. Dust rose up from the ground as Nigel was thrown around in the back like a rag doll. Eventually they arrived at a row of painted houses and parked outside one painted blue. Nigel stepped out, tidied his hair in the wing mirror then followed Pang to the house. “That’s a nice shade of blue.” “I like blue,” Pang drawled. Nigel followed Pang to the front door and watched as Pang fiddled with his keys and connected with the lock. Stepping in, Pang flicked off his shoes and waited for Nigel to do something similar. Pang then pointed upstairs. “We better be quiet; Tuk sleeping.” They crept into the house on tip-toes and just as they were reaching the staircase, a light came on. They froze in their steps. A tall Thai lady stood at the top of the stairs looking down. She had short, brown hair, long legs and high, curvy hips. “I can see you.

God damn you!” Alfred said. “You belong in jail!” The turd wheezed with laughter as it slid very slowly down the wall, its viscous pseudopods threatening to drip on the sheets below. “Seems to me,” it said, “you anal retentive type personalities want everything in jail. Like, little kids, bad news, man, they pull your tchotchkes off your shelves, they drop food on the carpet, they cry in theaters, they miss the pot. Put ’em in the slammer! And Polynesians, man, they track sand in the house, get fish juice on the furniture, and all those pubescent chickies with their honkers exposed? Jail ’em! And how about ten to twenty, while we’re at it, for every horny little teenager, I mean talk about insolence, talk about no restraint. And Negroes (sore topic, Fred?), I’m hearing rambunctious shouting and interesting grammar, I’m smelling liquor of the malt variety and sweat that’s very rich and scalpy, and all that dancing and whoopee-making and singers that coo like body parts wetted with saliva and special jellies: what’s a jail for if not to toss a Negro in it? And your Caribbeans with their spliffs and their potbelly toddlers and their like daily barbecues and ratborne hanta viruses and sugary drinks with pig blood at the bottom? Slam the cell door, eat the key. And the Chinese, man, those creepy-ass weird-name vegetables like homegrown dildos somebody forgot to wash after using, one-dollah, one-dollah, and those slimy carps and skinned-alive songbirds, and come on, like, puppy-dog soup and pooty-tat dumplings and female infants are national delicacies, and pork bung, by which we’re referring here to the anus of a swine, presumably a sort of chewy and bristly type item, pork bung’s a thing Chinks pay money for to eat? What say we just nuke all billion point two of ’em, hey? Clean that part of the world up already. And let’s not forget about women generally, nothing but a trail of Kleenexes and Tampaxes everywhere they go. And your fairies with their doctor’s-office lubricants, and your Mediterraneans with their whiskers and their garlic, and your French with their garter belts and raunchy cheeses, and your blue-collar ball-scratchers with their hot rods and beer belches, and your Jews with their circumcised putzes and gefilte fish like pickled turds, and your Wasps with their Cigarette boats and runny-assed polo horses and go-to-hell cigars? Hey, funny thing, Fred, the only people that don’t belong in your jail are upper-middle-class northern European men. And you’re on my case for wanting

As we thought about what would make us both better and different, two core ideas greatly influenced our thinking: First, technical founders are the best people to run technology companies. All of the long-lasting technology companies that we admired—Hewlett-Packard, Intel, Amazon, Apple, Google, Facebook—had been run by their founders. More specifically, the innovator was running the company. Second, it was incredibly difficult for technical founders to learn to become CEOs while building their companies. I was a testament to that. But, most venture capital firms were better designed to replace the founder than to help the founder grow and succeed. Marc and I thought that if we created a firm specifically designed to help technical founders run their own companies, we could develop a reputation and a brand that might vault us into the top tier of venture capital firms despite having no track record. We identified two key deficits that a founder CEO had when compared with a professional CEO: 1. The CEO skill set Managing executives, organizational design, running sales organizations and the like were all important skills that technical founders lacked. 2. The CEO network Professional CEOs knew lots of executives, potential customers and partners, people in the press, investors, and other important business connections. Technical founders, on the other hand, knew some good engineers and how to program.

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

Your drawing skills will improve dramatically if you concentrate on your subject, only glancing at your paper to keep your lines on track.

Magnetic train levitation is based on the Meissner effect, which is a direct result of superconductors. The influence between magnetic fields and electric currents implies that magnetic fields exert forces on electrons, which work to obstruct the flow of a current. Superconductors, with their unrestricted flow of electrons, will expel any magnetic field present in order to maintain the resistance-free flow of the current. Thus, if you place a magnet above a superconducting material, the material's supercurrent, which refuses to allow a magnetic field to enter it, produces a strong mirror image magnetic field, causing the external magnet to levitate. Train tracks made out of superconductors and train "wheels" made of magnets will induce the Meissner effect, causing the train to levitate. This effect played a key role in the discovery of the Higgs Boson particle. The Higgs boson is nothing but a type of super-conductivity, only now the superconducting medium is empty space itself. These achievements, which followed from the groundbreaking discovery of Cooper and his colleagues, are only a few of the reasons why Cooper was my hero.

outside your little hidey hole in Miami.” “OK, what do you want?” “We’re trying to track down a guy, a foreign national, on American soil. We believe New York.” “Face recognition should’ve picked him up if you have him on file.” “I would’ve thought so . . . but it hasn’t.” “Why is that?” “This man is an assassin. And we believe he’s about to carry out a terrorist attack. Maybe a hit. We don’t know.” “And you’ve used all face-recognition technology at your disposal?” Reznick turned and looked at O’Donoghue, who nodded. “Yes, we have.” “Then you got a problem.” “That’s why I’m calling. Can you help me or not?” There was a silence, as if the hacker was considering what he was about to say. “I might.” Reznick felt exasperation. “Look, I haven’t got time to play games, my friend.” “I’m working on some software. I hope to patent it later this year, once I’ve tested it more extensively. This is my intellectual property, so I’m reluctant to give out the details.” “What exactly does this software do?” “It recognizes people through how they walk. Their gait. And it’s phenomenally accurate.” “We’ve got footage of the guy we’re looking for walking in Tijuana.” “Send it to me.” “This is real classified stuff, my friend.” “I’m former NSA, cleared at the highest level. I know all about what you’re talking about.” “Where will we send the clip?” The hacker gave a ProtonMail address. “Swiss-based, encrypted, right?” “Exactly, Reznick. Why I use it.” O’Donoghue keyed in the email address and sent the covert footage of Andrej Dragović with Dimitri Merkov in Tijuana. A few moments later, the hacker spoke. “Which

Still doing divorces?” Al Garcia asked. “Here and there.” Keyes hated to admit it, but that’s what covered the rent: he’d gotten damn good at staking out nooner motels with his three-hundred-millimeter Nikon. That was another reason for Al García’s affability. Last year he had hired Brian Keyes to get the goods on his new son-in-law. García despised the kid, and was on the verge of outright murdering him when he called Keyes for help. Keyes had done a hell of a job, too. Tracked the little stud to a VD clinic in Homestead. García’s daughter wasn’t thrilled by the news, but Al was. The divorce went through in four weeks, a new Dade County record. Now Brian Keyes had a friend for life.

Drawing on the latest findings from psychology, organizational behavior, and neuroscience—research on resilience, creativity, mindfulness, compassion, and more—I will show you how the following six strategies for attaining happiness and fulfillment are actually the key to thriving professionally.

Cizek had used art as the point of entry of his thinking into a whole new world of education—an avenue that had never occurred to me. He realized that children by nature are capable of real, indeed often great, art; that artistic activity is natural for them; and that adult interference in the natural development of children as artists was detrimental to that development. From that starting point, he made a leap into the entire realm of education and child development, concluding that the natural, unhindered growth of children enables them to reach their full potential as human beings, and that adult interference in general is more of a liability than an asset in this process of growth. That leap, from art to all domains of maturation, was an intuitive one for Cizek and his followers. It was not until I read the article referred to in the opening paragraph of this section that I not only gained an understanding of the real basis for Cizek’s intuitive leap, but I also achieved a new and enriching perspective on the nature of education, one that I had hitherto hardly noticed. The key is the observation that certain activities are universal, transcultural, and therefore related to the very essence of being a human. Even more significant and telling—and here once again Cizek hit upon the truth, albeit not consciously—is the fact that these same activities are engaged in by children from the earliest age, and therefore are not, indeed cannot be, the products of sociocultural influences. This places these activities in the realm of biological evolution rather than the realm of cultural history.50 And because these three activities—making music, decorating things, and talking—are the outcome of hundreds of millions of years of evolution, they must represent in and of themselves an important aspect of the exalted place humans occupy in the natural world. In other words, these activities not only represent the outcome of evolution, but they also represent important features that account for the specific place that the Homo sapiens species occupies in the natural order. To allow children—and indeed adults—to engage in these three activities to their heart’s desire is to allow them to realize their fullest potential as human beings. External interference in their exercise, although perhaps sometimes justifiable for social reasons (man is, after all, a social animal too, another aspect of evolution), always involves some diminishing of their ability to become what they by nature are inclined to be. Once this is realized, it is almost impossible to comprehend the enthusiasm with which educators and child development specialists advocate systems for coercing children, against their clear inclination and will, to curtail these activities in favor of an externally imposed adult agenda. Although there might have been some economic justification for such curtailment in the industrial age, there is no longer the slightest pretext of an advantage gained through the suppression of the natural, evolved behavior of children. In

Know Singapore’s Credit Bureau to Get License Money Lender Approval Do you ever wonder how a licensed money lender like banks get the information they need to decide whether they will approve your loan or not? In this article, you’ll know the Credit Bureau Singapore (CBS) role on the moneylenders’ process of lending money. History of CBS Association of Banks in Singapore (ABS) and DBIC Holdings owns CBS. It was founded on November 15, 2002, and its key role is to serve as a financial risk management tool for financial institutions. Among CBS founders’ are Citibank, United Overseas Bank (UOB), Development Bank of Singapore (DBS), Oversea-Chinese Banking Corporation (OCBC), American Express, ANZ, Maybank, HSBC and Standard Chartered Bank. Key Role of CBS on Licensed Money Lender Loan Approval The CBS is a private company established to help financial companies and credit card institutions to evaluate the threats and opportunities of giving credit to possible or current customers. To put simply, when you apply for a loan, the CBS gives the licensed moneylender your credit report. This credit report reflects your credit information such as credit history, repayment track, and in some cases default records, lawsuit, and bankruptcy reports. This valuable information is collected from financial institutions and other public data resources (like subpoena and data of bankruptcy) which is part of CBS. The Banking Act allows the CB to get such customer’s confidential data and produce a “complete risk profile.” CBS follows a stringent code of conduct to protect the consumer’s data privacy. Only the official members of CBS can access and use the credit information. Licensed money lender should not disclose any information about their clients’ credit background to any third party. The CB also cannot collect customer’s personal data such as contact numbers, home address, credit limit, and salary. Now that you finally know who helps licensed money lender to decide your loan’s approval, you should now know that borrowing money is not as simple as it sounds. Multiple agencies are working together to check whether you are worthy of the money.

Know Singapore’s Credit Bureau to Get License Money Lender Approval Do you ever wonder how a licensed money lender like banks get the information they need to decide whether they will approve your loan or not? In this article, you’ll know the Credit Bureau Singapore (CBS) role on the moneylenders’ process of lending money. History of CBS Association of Banks in Singapore (ABS) and DBIC Holdings owns CBS. It was founded on November 15, 2002, and its key role is to serve as a financial risk management tool for financial institutions. Among CBS founders’ are Citibank, United Overseas Bank (UOB), Development Bank of Singapore (DBS), Oversea-Chinese Banking Corporation (OCBC), American Express, ANZ, Maybank, HSBC and Standard Chartered Bank. Key Role of CBS on Licensed Money Lender Loan Approval The CBS is a private company established to help financial companies and credit card institutions to evaluate the threats and opportunities of giving credit to possible or current customers. To put simply, when you apply for a loan, the CBS gives the licensed moneylender your credit report. This credit report reflects your credit information such as credit history, repayment track, and in some cases default records, lawsuit, and bankruptcy reports. This valuable information is collected from financial institutions and other public data resources (like subpoena and data of bankruptcy) which is part of CBS. The Banking Act allows the CB to get such customer’s confidential data and produce a “complete risk profile.” CBS follows a stringent code of conduct to protect the consumer’s data privacy. Only the official members of CBS can access and use the credit information. Licensed money lender should not disclose any information about their clients’ credit background to any third party. The CB also cannot collect customer’s personal data such as contact numbers, home address, credit limit, and salary. Now that you finally know who helps licensed money lender to decide your loan’s approval, you should now know that borrowing money is not as simple as it sounds. Multiple agencies are working together to check whether you are worthy of the money.

What Gottman is saying is that a relationship between two people has a fist as well: a distinctive signature that arises naturally and automatically. That is why a marriage can be read and decoded so easily, because some key part of human activity — whether it is something as simple as pounding out a Morse code message or as complex as being married to someone — has an identifiable and stable pattern. Predicting divorce, like tracking Morse code operators, is pattern recognition.

The pirates could probably follow or at least locate us even while we were in white space, which nobody else could manage. So they had better ways to track us than by tryingto hack the interstellar mail tracelessly (that last word is key)-which even Singer wasn’t sure he could manage, as the minds that ran it were big and old and wise in the ways of logistics and treachery, as well as having abundant cycles to play with.

Our research supported what we came to call “Packard’s Law” (named in admiration after HP’s co-founder): No company can consistently grow faster than its ability to get enough of the right people and still become a great company. If a company consistently grows faster than its ability to get enough of the right people, it will not simply stagnate, it will fall. The number one metric to track isn’t revenue or profit or return on capital or cash flow; the number one metric is the percentage of key seats on the bus that are filled with right people for those seats. Everything depends on having the right people.

If you find yourself in that situation, we recommend doing an analytics audit and reassessing what data points you’re recording—removing the irrelevant ones—before using the data to make decisions. The next part is how we group metrics together so that we can spot trends and opportunities. There are three key ways: segmentation, cohort analysis, and funnels. Analytics track every customer equally and report the average behavior. For example, a new customer will use an app’s first-use tutorial—some might skip it—but a returning customer won’t even see the first-use tutorial. If you simply looked at how often a customer views the tutorial out of how many times people use the app, it’d look like very few people use the tutorial overall. It’s up to you to segment your data, which means grouping it by common characteristics.

Hopeful people reach out for support and help. One key component, the hope researcher Lopez found, was that hopeful people spread hope, so it is important to surround yourself with hopeful people. Consider your own dark situations. When you cannot see a positive way forward, you might be tempted to close the doors and drapes on the world, so to speak. You might want to suffer alone. Yet as the stories in this chapter illustrate, moments of wonder expand your world.

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

He warned that the greatest threat to Christianity in the West would be the temptation to trade freedom for personal peace and prosperity, but that is the fast track to losing all three: freedom, prosperity, and peace.

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.

Now, though, as we assembled the crew to work on our second film, A Bug’s Life, drawing on people who’d been key to Toy Story’s evolution, I discovered we’d completely missed a serious, ongoing rift between our creative and production departments. In short, production managers told me that working on Toy Story had been a nightmare. They felt disrespected and marginalized—like second-class citizens. And while they were gratified by Toy Story’s success, they were very reluctant to sign on to work on another film at Pixar. I was floored. How had we missed this? The answer, at least in part, was rooted in the role production managers play in making our films. Production managers are the people who keep track of the endless details that ensure that a movie is delivered on time and on budget. They monitor the overall progress of the crew; they keep track of the thousands of shots; they evaluate how resources are being used; they persuade and cajole and nudge and say no when necessary. In other words, they do something essential for a company whose success relies on hitting deadlines and staying on-budget: They manage people and safeguard the process. If there was one thing we prided ourselves on at Pixar, it was making sure that Pixar’s artists and technical people treated each other as equals, and I had assumed that that same mutual respect would be afforded to those who managed the productions. I had assumed wrong. Sure enough, when I checked with the artists and technical staff, they did believe that production managers were second-class and that they impeded—not facilitated—good filmmaking by overcontrolling the process, by micromanaging. Production managers, the folks I consulted told me, were just sand in the gears.

FROM OTHER SOURCES Pre–race and Venue Homework Get hold of any history of past events at the venue, plus any information that the conducting club may have about weather and expected conditions. Go to the weather bureau and get history for the area. Speak to sailors from your class who have this venue as their home club or who have sailed there on a number of occasions. Boat, Sails, Gear Preparation Checklist Many times the outcome of a race is as dependent on what you have done prior to the race as to what you do out on the course. Sometimes no matter how good your tactics and strategy are a simple breakage could render all that useless. Hull – make sure that your hull is well sanded and polished, centreboard strips are in good condition, venturis if fitted are working efficiently, buoyancy tanks are dry and there are no extraneous pieces of kit in your boat which adds unwanted weight. Update any gear that looks tired or worn especially control lines. Mast, boom and poles – check that all halyards, stays and trapeze wires are not worn or damaged and that pins are secure, knots tight and that anything that can tear a sail or injure flesh is taped. Mark the full hoist position on all halyards. Deck hardware – check all cam cleats for spring tension and tape anything that may cause a sail tear or cut legs hands and arms. Check the length of all sheets and control lines and shorten anything that is too long. This not only reduces weight but also minimises clutter. Have marks on sheets and stick or draw numbers and reference scales for the jib tracks, outhaul and halyards so that you can easily duplicate settings that you know are fast in various conditions. Centreboard and rudder – ensure that all nicks and gouges are filled and sanded and the surfaces are polished and most importantly that rudder safety clips are working. Sails – select the correct battens for the day’s forecast. Write on the deck, with a china graph pencil, things like the starting sequence, courses, tide times and anything else that will remind you to sail fast. Tools and spares – carry a shackle key with screwdriver head on your person along with some spare shackles and short lengths of rope or different diameters. A tool like a Leatherman can be very useful to deal with unexpected breakages that can occur even in the best prepared boat.

... the impact of what you're doing is contingent on why you're doing it. The key is understanding the motivation underlying your hardwork.

If you own a retail company, another key factor in the analysis is figuring out whether the company is nearing the end of its expansion phase—what I call the “late innings” in its ball game. When a Radio Shack or a Toys “R” Us has established itself in 10 percent of the country, it’s a far different prospect than having stores in 90 percent of the country. You have to keep track of where the future growth is coming from and when it’s likely to slow down.

Digital marketing expert Angela Liberatore explains that digital marketing allows businesses to connect with a global audience, target specific groups of people, and track their campaigns in real-time. Unlike traditional marketing, digital marketing is more affordable and effective in building brand awareness, generating leads, and increasing sales, while also providing insights into customer behavior. By using data, businesses can make their marketing more personalized, build better relationships, and keep customers loyal. Digital marketing also helps businesses quickly adjust to market changes and customer needs, keeping them competitive in a constantly changing digital world. This makes digital marketing a key tool for businesses of all sizes to grow, innovate, and succeed in the long term.

GRACE’S HANDS SHOOK AS SHE TRIED to put the key in the ignition. She looked back at the house, threw the gear in reverse, and backed out of the drive, the tires spitting up gravel. Shifting into drive, she slammed her foot on the accelerator and flew down the road. The neighborhood was quiet, the sun still hidden, just an orange and pink glow rising through the barren trees. The car bounced over the railroad tracks, jolting her body into the air, smacking her head against the roof. She slowed as she reached Red Arrow Highway and made a right onto the empty road.

Experts suggest that the key to being idle or to unfocusing is to diversify our activities rather than being constantly focused on a single task. To get a new perspective on something, we actually need to disengage from it. We can diversify in two ways: through mindless tasks or through a broader set of experiences. Diversifying

There seems to be this assumption that when we have "found ourselves" we have centered on one single version of who we can be. Why is the key to sincerity the pursuit of a single identity? Why is it assumed that our authenticity, whether personal or artistic, lies in "discovering" one single track?

eBay: Because eBay tracks feedback and allows both buyers and sellers to rate one another, it is a good idea to buy a few things on-line before you try to sell something so that you can validate your good name. Buy cheap things; pay promptly. Request feedback if none is provided automatically. Give the seller feedback. Then, sell your least valuable things first and work up to something like a car where feedback would be key.

What’s the first thing you do now before you visit a new restaurant for the first time or book a hotel room online? You probably ask a friend for a recommendation or you check out the reviews online. Now more than ever, the story your customers tell about you is a big part of your story. Word of mouth is accelerated and amplified. Trust is built digitally beyond the village. Reputations are built and lost in a moment. Opinions are no longer only shared one to one; they are broadcasted one to many, through digital channels. Those opinions live on as clues to your story. The cleanliness of your hotel bathrooms is no longer a secret. Guests’ unedited photos are displayed alongside a hotel brochure’s digital glossies. TripAdvisor ratings are proudly displayed by hotels and often say more about the standards guests can expect than do other, more established star ratings systems, such as the Forbes Travel Guide‘s ratings. Once-invisible brands and family-run hotels have had their businesses turned around by the stories their customers tell about them. “With 50 million reviews and counting, [TripAdvisor] is shaking the travel industry to its core.” —Nathan Labenz It turns out that people are more likely to trust the stories other people tell about you than to trust the well-lit Photoshopped images in your brochure. Reputation is how your idea and brand story are spread. A survey conducted by Chadwick Martin Bailey found that six in ten cruise customers said “they were less likely to book a cruise that received only one star.” There is no marketing more powerful than what one person says to another to recommend your brand. “Don’t waste money on expensive razors.” “Nice hotel; shame about the customer service.” In a world where online reputation can increase a hotel’s occupancy and revenue, trust has become a marketing metric. “[R]eputation has a real-world value.” —Rachel Botsman When we were looking to book a quiet, off-the-beaten-track hotel in Bali, the first place we looked wasn’t with the travel agents or booking.com. I jumped online and found that one of the area’s best-rated hotels on tripadvisor.com wasn’t a five-star resort but a modest family-run, three-star hotel that was punching well above its weight. This little fifteen-room hotel had more than 400 very positive reviews and had won a TripAdvisor Travellers Choice award. The reviews from the previous guests sealed the deal. The little hotel in Ubud was perfect. The reviews didn’t lie, and of course the place was fully booked with a steady stream of guests who knew where to look before taking a chance on a hotel room. Just a few years before, this $50-a-night hotel would have been buried amongst a slew of well-marketed five-star resorts. Today, thanks to a currency of trust, even tiny brands can thrive by doing the right thing and giving their customers a great story to tell.

The secret to catching your mistakes quickly is simple: treat outside information as if it were inside information. When someone tells you you’re off track, don’t look for reasons why they may be wrong; listen for reasons why they might be right.

I’d be hard-pressed to find a better start to a brand story than the one that chronicles the birth of “the people’s car,” the Tata Nano. The story goes that Ratan Tata, chairman of the well-respected Tata Group, was travelling along in the pouring rain behind a family who was precariously perched on a scooter weaving in and out of traffic on the slick wet roads of Bangalore. Tata thought that surely this was a problem he and his company could solve. He wanted to bring safe, affordable transport to the poor—to design, build, and sell a family car that could replace the scooter for a price that was less than $2,500. It was a business idea born from a high ideal and coming from a man with a track record in the industry, someone with the capability to innovate, design, and produce a high-quality product. People were captivated by the idea of what would be the world’s cheapest car. The media and the world watched to see how delivering on this seemingly impossible promise might pan out. Ratan Tata did deliver on his promise when he unveiled the Nano at the New Delhi Auto Expo in 2009, six years after having the idea. The hype around the new “people’s car” and the media attention it received meant that any mistakes were very public (several production challenges and safety problems were reported along the way). And while the general public seemed to be behind the idea of a new and fun Indian-led innovation, the number of Facebook likes (almost 4 million to date) didn’t convert to actual sales. It seemed that while Tata Motors was telling a story about affordability and innovating with frugal engineering (perhaps “lean engineering” might have worked better for them), the story prospective customers were hearing was one about a car that was cheap. The positioning of the car was at odds with the buying public’s perception of it. In a country where a car is an aspirational purchase, the Nano became symbolic of the car to buy if you couldn’t afford anything else. Since its launch in 2009, just over 200,000 Nanos have sold. The factory has the capacity to produce 21,000 cars a month. It turns out that the modest numbers of people buying the Nano are not the scooter drivers but middle-class Indians who are looking for a second car, or a car for their parents or children. The car that was billed as a “game changer” hasn’t lived up to the hype in the hearts of the people who were expected to line up and buy it in the tens of thousands. Despite winning design and innovation awards, the Nano’s reputation amongst consumers—and the story they have come to believe—has been the thing that’s held it back.