Training And Competence Quotes

An uneducated thief may steal goods from the train but an educated one may steal the entire train. We need to compete for knowledge and wisdom, not for grades.

I thought back on my running career at Oregon. I’d competed with, and against, men far better, faster, more physically gifted. Many were future Olympians. And yet I’d trained myself to forget this unhappy fact. People reflexively assume that competition is always a good thing, that it always brings out the best in people, but that’s only true of people who can forget the competition. The art of competing, I’d learned from track, was the art of forgetting, and I now reminded myself of that fact. You must forget your limits. You must forget your doubts, your pain, your past. You

To be a champion, compete; to be a great champion, compete with the best; but to be the greatest champion, compete with yourself.

If you want to continue to be the best in the world, then you have to train and compete like you are second best in the world.

Trust is the highest form of human motivation. It brings out the very best in people. But it takes time and patience, and it doesn’t preclude the necessity to train and develop people so that their competency can rise to the level of that trust.

Cowl's apprentice was tough and competent, but no amount of training or forethought can prepare you for the sight of an angry dinosaur coming to eat your ass.

How we perceive the world and how we act in it are products of how and what we remember...No lasting joke, invention, insight, or work of art was ever produced by an external memory...Our ability to find humor in the world, to make connections between previously unconnected notions, to create new ideas, to share in a common culture: All these essentially human acts depend on memory. Now more than ever, as the role of memory in our culture erodes at a faster pace than ever before, we need to cultivate our ability to remember. Our memories make us who we are. They are the seat of our values and source of our character. Competing to see who can memorize more pages of poetry might seem beside the point, but it's about taking a stand against forgetfulness, and embracing primal capacities from which too many of us have became estranged...memory training is not just for the sake of performing party tricks; it's about nurturing something profoundly and essentially human.

I was hell-bent on being an effective humanitarian in Cambodia and Somalia. But a naïve fog is finally lifting. Revealed is a train wreck of illusions, the depravity of someone else's war, the futility of a competence stillborn there. To understand this you have to become this.

There’s a phenomenon I call the Helpless Traveler. If you’re traveling with someone who’s confident, organized, and decisive you become the Helpless Traveler: “Are we there yet?” “My bags are too heavy.” “My feet are getting blisters.” “This isn’t what I ordered.” We’ve all been that person. But if the person you’re traveling with is helpless, then you become the one able to decipher train schedules, spend five hours walking on marble museum floors without complaint, order fearlessly from foreign menus, and haggle with crooked cabdrivers. Every person has it in him to be either the Competent Traveler or the Helpless Traveler. Because Joe is so clearheaded and sharp, I’ve been able to go through life as the Helpless Traveler. Which, now that I think about it, might not be such a good thing. It’s a question for Joe. His

If you want to have a team of competent employees, it's important to have a comprehensive training program in place.

Being forced to confront the prospect of failure head-on—to study it, dissect it, tease apart all its components and consequences—really works. After a few years of doing that pretty much daily, you’ve forged the strongest possible armor to defend against fear: hard-won competence. Our training pushes us to develop a new set of instincts: instead of reacting to danger with a fight-or-flight adrenaline rush, we’re trained to respond unemotionally by immediately prioritizing threats and methodically seeking to defuse them. We go from wanting to bolt for the exit to wanting to engage and understand what’s going wrong, then fix it.

. . to be exceptional in martial arts, you must possess the "4 C's" : Consistency, Commitment, Creativity and Competence

Policies created by bureaucrats in uniform essentially disarmed some of the most highly trained and competent warriors on earth.

Mostly, though, students get what economist Bryan Caplan called narrow vocational training for jobs few of them will ever have. Three-quarters of American college graduates go on to a career unrelated to their major—a trend that includes math and science majors—after having become competent only with the tools of a single discipline. One good tool is rarely enough in a complex, interconnected, rapidly changing world. As the historian and philosopher Arnold Toynbee said when he described analyzing the world in an age of technological and social change, “No tool is omnicompetent.” •

I’m not going to lie,” he replied. “I never really enjoyed going to practice, and I certainly didn’t enjoy it while I was there. In fact, there were brief moments, walking to the pool at four or four-thirty in the morning, or sometimes when I couldn’t take the pain, when I’d think, ‘God, is this worth it?’ ” “So why didn’t you quit?” “It’s very simple,” Rowdy said. “It’s because I loved swimming. . . . I had a passion for competing, for the result of training, for the feeling of being in shape, for winning, for traveling, for meeting friends. I hated practice, but I had an overall passion for swimming.

Competition may help us create better products and services but in the end competition really seeks to destroy the opponent. To put him out of the power to compete against you.

Every one has strengths. Turn your strengths into competencies for your success and you are responsible for your success

Within each of us are two competing sides, a polarity of character. Only one leads to greatness.

There's an ingrained distrust in our society of highly intelligent, highly trained, highly competent persons. One need only look at the last presidential election for proof of that.

To paraphrase sprinter Maurice Greene, a onetime world record holder in the 100 meters, train like you are No. 2 (train your talent), but compete like you are No. 1 (trust your talent).

provides American business with the only reliable domestic market in the world. Schools train individuals to respond as a mass. Boys and girls are drilled in being bored, frightened, envious, emotionally needy, generally incomplete. A successful mass production economy requires such a clientele. A small business, small farm economy like that of the Amish requires individual competence, thoughtfulness, compassion, and universal participation; our own requires a managed mass of leveled, spiritless, anxious, familyless, friendless, godless, and obedient people who believe the difference between Cheers and Seinfeld is a subject worth arguing about.

I made it three days before the text messages started one afternoon while I was trying to finish warming up before our afternoon session. I had gotten to the LC later than usual and had gone straight to the training room, praising Jesus that I’d decided to change my clothes before leaving the diner once I’d seen what time it was and had remembered lunchtime traffic was a real thing. I was in the middle of stretching my hips when my phone beeped from where I’d left it on top of my bag. I took it out and snickered immediately at the message after taking my time with it. Jojo: WHAT THE FUCK JASMINE I didn’t need to ask what my brother was what-the-fucking over. It had only been a matter of time. It was really hard to keep a secret in my family, and the only reason why my mom and Ben—who was the only person other than her who knew—had kept their mouths closed was because they had both agreed it would be more fun to piss off my siblings by not saying anything and letting them find out the hard way I was going to be competing again. Life was all about the little things. So, I’d slipped my phone back into my bag and kept stretching, not bothering to respond because it would just make him more mad. Twenty minutes later, while I was still busy stretching, I pulled my phone out and wasn’t surprised more messages appeared. Jojo: WHY WOULD YOU NOT TELL ME Jojo: HOW COULD YOU DO THIS TO ME Jojo: DID THE REST OF YOU KEEP THIS FROM ME Tali: What happened? What did she not tell you? Tali: OH MY GOD, Jasmine, did you get knocked up? Tali: I swear, if you got knocked up, I’m going to beat the hell out of you. We talked about contraception when you hit puberty. Sebastian: Jasmine’s pregnant? Rubes: She’s not pregnant. Rubes: What happened, Jojo? Jojo: MOM DID YOU KNOW ABOUT THIS Tali: Would you just tell us what you’re talking about? Jojo: JASMINE IS SKATING WITH IVAN LUKOV Jojo: And I found out by going on Picturegram. Someone at the rink posted a picture of them in one of the training rooms. They were doing lifts. Jojo: JASMINE I SWEAR TO GOD YOU BETTER EXPLAIN EVERYTHING RIGHT NOW Tali: ARE YOU KIDDING ME? IS THIS TRUE? Tali: JASMINE Tali: JASMINE Tali: JASMINE Jojo: I’m going on Lukov’s website right now to confirm this Rubes: I just called Mom but she isn’t answering the phone Tali: She knew about this. WHO ELSE KNEW? Sebastian: I didn’t. And quit texting Jas’s name over and over again. It’s annoying. She’s skating again. Good job, Jas. Happy for you. Jojo: ^^ You’re such a vibe kill Sebastian: No, I’m just not flipping my shit because she got a new partner. Jojo: SHE DIDN’T TELL US FIRST THO. What is the point of being related if we didn’t get the scoop before everybody else? Jojo: I FOUND OUT ON PICTUREGRAM Sebastian: She doesn’t like you. I wouldn’t tell you either. Tali: I can’t find anything about it online. Jojo: JASMINE Tali: JASMINE Jojo: JASMINE Tali: JASMINE Tali: Tell us everything or I’m coming over to Mom’s today. Sebastian: You’re annoying. Muting this until I get out of work. Jojo: Party pooper Tali: Party pooper Jojo: Jinx Tali: Jinx Sebastian: Annoying ... I typed out a reply, because knowing them, if I didn’t, the next time I looked at my phone, I’d have an endless column of JASMINE on there until they heard from me. That didn’t mean my response had to be what they wanted. Me: Who is Ivan Lukov?

To compete with China in the twenty-first century, the United States will have to give similar precedence to education reform and expand access to educational and training opportunities for all Americans, not just a select or privileged few.

How could someone feel that being beaten does not justify leaving? Being struck and forced not to resist is a particularly damaging form of abuse because it trains out of the victim the instinctive reaction to protect the self. To override that most natural and central instinct, a person must come to believe that he or she is not worth protecting. Being beaten by a “loved one” sets up a conflict between two instincts that should never compete: the instinct to stay in a secure environment (the family) and the instinct to flee a dangerous environment. As if on a see-saw, the instinct to stay prevails in the absence of concrete options on the other side. Getting that lop-sided see-saw off the ground takes more energy than many victims have. No

There’s a phenomenon I call the Helpless Traveler. If you’re traveling with someone who’s confident, organized, and decisive you become the Helpless Traveler: “Are we there yet?” “My bags are too heavy.” “My feet are getting blisters.” “This isn’t what I ordered.” We’ve all been that person. But if the person you’re traveling with is helpless, then you become the one able to decipher train schedules, spend five hours walking on marble museum floors without complaint, order fearlessly from foreign menus, and haggle with crooked cabdrivers. Every person has it in him to be either the Competent Traveler or the Helpless Traveler.

When a man devotes himself body and spirit to a single object, if he has training and aptitude, no matter how mediocre he may be in ordinary affairs, he will produce something so nearly akin to a work of genius as to deceive half the judges who think themselves competent to decide between genius and talent. ("The Phantom Model")

The cost of a range of appropriate courses and training activities is much less than the cost of incompetence.

Grab is barbarous, and we are breeding barbarians by frightening people with poverty and insecurity and treating education as a training to compete instead of to live.

To build your competence without regard for character is narcissistic, and to build character without working on skills is devoid of impact.

I compete to raise the level of excellence in my life, to learn and grow, in order to raise it in others.

To understand why I jumped from the Mormon wagon train requires an understanding of what Mormons are and how they think. While Mormons have some quaint, quirky and fanatical ideas, they really aren't much different from millions of poor, guilt-ridden souls who, throughout the march of human history, have hitched their hopes to mass movements of one sort or another. Eric Hoffer, in his brilliant treatise, "The True Believer," explains the attraction of joining a cause: "A rising mass movement attracts and holds a following 'by the refuge it offers from the anxieties, barrenness and meaninglessness of an individual existence. It cures the poignantly frustrated by freeing them from their ineffectual selves--and it does this by enfolding and absorbing them into a closely knit and exultant corporate whole'. "Of all the cults and philosophies that competed in the Graeco-Roman world, Christianity alone developed from its inception a compact organization." Once I realized this, it wasn't much of a leap out of religion altogether once I flew the Mormon coop. I simply wanted to be free from organizational groupthink. I escaped from the stuffy attic of religion's "pray, pay and obey" mentality into journalism's open laboratory of "who, what, where, when and why.

In political matters I have always been a down-the-middle-line person. When it comes to leaders, I care less about their party affiliation and more about their character and competence. I don’t care how they would vote on school prayer or abortion or gay marriage or gun laws. I want to know that they know what the hell they’re doing, and that they are made of that kind of unswerving steel that will not be rattled in moments that count, no matter what is coming at them. I want to know that they won’t flinch in the face of debate, danger, or death.

End Violence Against Women International, the police training organization, has suggested that the most important factor in talking with victims is the engagement of the investigators. “What is absolutely clear is that an officer’s competence and compassion are far more important than gender in determining their effectiveness at interviewing sexual assault victims,” the organization emphasizes.

It was a basic tenet of faith with men of Ranulf’s class that a knight, trained in the ways of war since boyhood, could easily vanquish lesser foes, as much a belief in the superiority of blood and breeding as in the benefits of battle lore and killing competence. Ranulf had accepted this comforting conviction, too, but no one seemed to have told his assailants that they were inferior adversaries.

Competing in an Olympics didn't scare her now. The thought of stepping up into the full roar of the crowd, in London, seemed simple and natural and good. It was ordinary days now that frightened her - endless Tuesday mornings and Wednesday afternoons of real life, the days you had to steer through without the benefit of handlebars. Off the bike she was like a smoker without cigarettes, never sure what to do with her hands. As soon as she got off the bike, her heart was expected to perform all these baffling secondary functions - like loving someone and feeling something and belonging somewhere - when all she'd ever trained it to do was pump blood.

The influx of competing messages that we receive whenever we go online not only overloads our working memory; it makes it much harder for our frontal lobes to concentrate our attention on any one thing. The process of memory consolidation can’t even get started. And, thanks once again to the plasticity of our neuronal pathways, the more we use the Web, the more we train our brain to be distracted—to process information very quickly and very efficiently but without sustained attention. That helps explain why many of us find it hard to concentrate even when we’re away from our computers. Our brains become adept at forgetting, inept at remembering. Our growing dependence on the Web’s information stores may in fact be the product of a self-perpetuating, self-amplifying loop. As our use of the Web makes it harder for us to lock information into our biological memory, we’re forced to rely more and more on the Net’s capacious and easily searchable artificial memory, even if it makes us shallower thinkers.

One of the many difficulties in addressing these issues is the “attention economy” that tech has created. When so much competes for our attention, and when we are trained to expect and demand instant gratification, it is hard to focus on the bigger picture.

I've defined myself, privately and publicly, by my brief, intense years as an athlete, a swimmer. I practices five or six hours a day, six days a week, eating and sleeping as much as possible. Weekends were either spent training or competing. I wasn't the best; I was relatively fast...

Each person will respond differently to an influx of glucose. Too much glucose (or carbohydrate) for one person might be barely enough for another. An athlete who is training or competing in high-level endurance events might easily take in—and burn up—six hundred or eight hundred grams of carbohydrates per day.

There are a thousand small honest breweries in this country that because they have been too poor and localized to compete with the big boys have been forced to close, or else operate under famous names while they turn out yeast, or hops, or some other important but unnamed ingredient of the main company's beer. Now, with the trains full of soldiers and supplies rather than pale ale, perhaps people far from the great breweries will turn again to their local beer factories and discover, as their fathers did thirty years ago, that a beer carried quietly three miles is better than one shot across three thousand on a fast freight.

Despite the occasional backlash, I’ll continue to speak on this topic until people stop assuming that this debate is about whether or not to allow women into combat. Women are already fighting in combat with or without anyone’s permission, and they’re doing so valiantly. What they aren’t doing is being trained alongside their comrades-in-arms, given credit for doing the same jobs as their counterparts, given promotions to jobs overseeing combat operations, or being treated like combat veterans by people back home (even some in the Veterans Administration). Not every man has the skill set or warrior spirit for combat. Not every woman does, either. But everyone that does have that skill set should be afforded the opportunity to compete for jobs that enable them to serve in the way their heart calls them. For some people, that calling is in music or art. Some are natural teachers. There are those who will save lives with science. I was called to be a warrior and to fly and fight for my country. I was afforded the opportunity to answer that call, and because of that, I have lived a full and beautiful life. People will always be afraid of change. Just like when we integrated racially or opened up combat cockpits to women, there will always be those who are vocal in their opposition and their fear. History will do what it always does, however. It will make their ignorant statements, in retrospect, seem shortsighted and discriminatory, and the women who will serve their country bravely in the jobs that are now opening up will prove them wrong. Just like we always have.

I've never understood how martial arts aren't more popular. Especially here in the states. There's countless fanatics for Football, Basketball and other stuff here. Yet martial arts are considered a niche interest. Throwing a ball through a hoop is supposed to be more interesting than watching two trained fighters compete against one another? Ridiculous.” ​

CONSENSUS PROPOSED CRITERIA FOR DEVELOPMENTAL TRAUMA DISORDER A. Exposure. The child or adolescent has experienced or witnessed multiple or prolonged adverse events over a period of at least one year beginning in childhood or early adolescence, including: A. 1. Direct experience or witnessing of repeated and severe episodes of interpersonal violence; and A. 2. Significant disruptions of protective caregiving as the result of repeated changes in primary caregiver; repeated separation from the primary caregiver; or exposure to severe and persistent emotional abuse B. Affective and Physiological Dysregulation. The child exhibits impaired normative developmental competencies related to arousal regulation, including at least two of the following: B. 1. Inability to modulate, tolerate, or recover from extreme affect states (e.g., fear, anger, shame), including prolonged and extreme tantrums, or immobilization B. 2. Disturbances in regulation in bodily functions (e.g. persistent disturbances in sleeping, eating, and elimination; over-reactivity or under-reactivity to touch and sounds; disorganization during routine transitions) B. 3. Diminished awareness/dissociation of sensations, emotions and bodily states B. 4. Impaired capacity to describe emotions or bodily states C. Attentional and Behavioral Dysregulation: The child exhibits impaired normative developmental competencies related to sustained attention, learning, or coping with stress, including at least three of the following: C. 1. Preoccupation with threat, or impaired capacity to perceive threat, including misreading of safety and danger cues C. 2. Impaired capacity for self-protection, including extreme risk-taking or thrill-seeking C. 3. Maladaptive attempts at self-soothing (e.g., rocking and other rhythmical movements, compulsive masturbation) C. 4. Habitual (intentional or automatic) or reactive self-harm C. 5. Inability to initiate or sustain goal-directed behavior D. Self and Relational Dysregulation. The child exhibits impaired normative developmental competencies in their sense of personal identity and involvement in relationships, including at least three of the following: D. 1. Intense preoccupation with safety of the caregiver or other loved ones (including precocious caregiving) or difficulty tolerating reunion with them after separation D. 2. Persistent negative sense of self, including self-loathing, helplessness, worthlessness, ineffectiveness, or defectiveness D. 3. Extreme and persistent distrust, defiance or lack of reciprocal behavior in close relationships with adults or peers D. 4. Reactive physical or verbal aggression toward peers, caregivers, or other adults D. 5. Inappropriate (excessive or promiscuous) attempts to get intimate contact (including but not limited to sexual or physical intimacy) or excessive reliance on peers or adults for safety and reassurance D. 6. Impaired capacity to regulate empathic arousal as evidenced by lack of empathy for, or intolerance of, expressions of distress of others, or excessive responsiveness to the distress of others E. Posttraumatic Spectrum Symptoms. The child exhibits at least one symptom in at least two of the three PTSD symptom clusters B, C, & D. F. Duration of disturbance (symptoms in DTD Criteria B, C, D, and E) at least 6 months. G. Functional Impairment. The disturbance causes clinically significant distress or impairment in at least two of the following areas of functioning: Scholastic Familial Peer Group Legal Health Vocational (for youth involved in, seeking or referred for employment, volunteer work or job training)

What we are all looking for, however, is the readymade, competent man; the man whom some one else has trained. It is only when we fully realize that our duty, as well as our opportunity, lies in systematically cooperating to train and to make this competent man, instead of in hunting for a man whom some one else has trained, that we shall be on the road to national efficiency.

Competing to see who can memorize more pages of poetry might seem beside the point, but it’s about taking a stand against forgetfulness, and embracing primal capacities from which too many of us have become estranged. That’s what Ed had been trying to impart to me from the beginning: that memory training is not just for the sake of performing party tricks; it’s about nurturing something profoundly and essentially human.

I believe I know best in everything I do, and if I don’t, I get trained until I have complete confidence and competence in whatever I am doing. Whether it’s making a sales call, handling my four-year-old, or operating a firearm, I want control over all my various skill sets so that I can lead in all the different areas of my life. I don’t need to be the smartest person in the room—I don’t even need to be right—but I do need to be willing to control things.

I thought back on my running career at Oregon. I’d competed with, and against, men far better, faster, more physically gifted. Many were future Olympians. And yet I’d trained myself to forget this unhappy fact. People reflexively assume that competition is always a good thing, that it always brings out the best in people, but that’s only true of people who can forget the competition. The art of competing, I’d learned from track, was the art of forgetting, and I now reminded myself of that fact. You must forget your limits. You must forget your doubts, your pain, your past. You must forget that internal voice screaming, begging, “Not one more step!” And when it’s not possible to forget it, you must negotiate with it. I thought over all the races in which my mind wanted one thing, and my body wanted another, those laps in which I’d had to tell my body, “Yes, you raise some excellent points, but let’s keep going anyway . . .

But if you’re two guys like us, riding the Bronx tracks, you better make sure you hide any sign of affection if you want to fly under the radar. I’ve known this for the longest—I just hoped it wouldn’t matter. Someone whistles at us and I instantly knew I was wrong. These two guys who were competing in a pull-up contest a few minutes ago walk up to us. The taller one with his jeans leg rolled up asks, “Yo. You two homos faggots?” We both tell him no. His friend, who smells like straight-up armpits, presses his middle finger between Collin’s eyes. He sucks his teeth. “They lying. I bet their little dicks are getting hard right now.” Collin smacks the dude’s hand, which is just as big a mistake as my mom trying to save me from being thrown out the house last night. “Fuck you.” Nightmare after nightmare. One slams my head into the railing, and the other hammers Collin with punches. I try punching the first guy in his nose, but I’m too dizzy and miss. I have no idea how many times he punches me or at what point I end up on the sticky floor with Collin trying to shield me before he’s kicked to the side. Collin turns to me, crying these involuntary tears from shock and pain. His kind brown eyes roll back when he’s kicked in the head. I cry out for help but no one fucking breaks up the fight. No one fucking does the right thing. The train stops and the doors open but there’s no chance for escape. For us, at least.

Every choice in life is a battle between two wolves inside us. One represents anger, envy, greed, fear, lies, insecurity, and ego. The other represents peace, love, compassion, kindness, humility, and positivity. They are competing for supremacy.’ “ ‘Which wolf wins?’ the grandson asks. ‘The one you feed,’ the elder replies.” “But how do we feed them?” I asked my teacher. The monk said, “By what we read and hear. By who we spend time with. By what we do with our time. By where we focus our energy and attention.

Parents should not wait until their child’s behavior becomes unacceptable before they commence training—which would then actually be discipline. Training is not discipline. Discipline is the “damage control” part of training, but is insufficient in itself to effect proper behavior. Training is the conditioning of the child’s mind before the crisis arises. It is preparation for future, instant, unquestioning obedience. An athlete trains before he competes. Animals, including wild ones, are conditioned to respond to the trainer’s voice command.

sin attacks and degrades our humanity. It makes us less human, not more.2 By not sinning, Jesus is more human than we are. He’s less like an athlete using steroids, and more like an athlete who never ate Twinkies. Less like an adult competing against kindergartners, and more like an adult who actually trained because she enjoys the sport—while we sat around all year, watching TV, eating potato chips, and didn’t even bother to show up to the race. Jesus doesn’t use a superhuman advantage to win; he refuses the inhumanity we all participate in.

The Pentagon, for its part, has given away military intelligence and millions of dollars in firepower to state and local agencies willing to make the rhetorical war a literal one. Almost immediately after the federal dollars began to flow, law enforcement agencies across the country began to compete for funding, equipment, and training. By the late 1990s, the overwhelming majority of state and local police forces in the country had availed themselves of the newly available resources and added a significant military component to buttress their drug-war operations.

It seems obvious that throughout history, as one of the few professions open to women, midwifery must have attracted women of unusual intelligence, competence, and self-respect§. While acknowledging that many remedies used by the witches were “purely magical” and worked, if at all, by suggestion, Ehrenreich and English point out an important distinction between the witch-healer and the medical man of the late Middle Ages: . . . the witch was an empiricist; She relied on her senses rather than on faith or doctrine, she believed in trial and error, cause and effect. Her attitude was not religiously passive, but actively inquiring. She trusted her ability to find ways to deal with disease, pregnancy and childbirth—whether through medication or charms. In short, her magic was the science of her time. By contrast: There was nothing in late mediaeval medical training that conflicted with church doctrine, and little that we would recognize as “science”. Medical students . . . spent years studying Plato, Aristotle and Christian theology. . . . While a student, a doctor rarely saw any patients at all, and no experimentation of any kind was taught. . . . Confronted with a sick person, the university-trained physician had little to go on but superstition. . . . Such was the state of medical “science” at the time when witch-healers were persecuted for being practitioners of “magic”.15 Since asepsis and the transmission of disease through bacteria and unwashed hands was utterly unknown until the latter part of the nineteenth century, dirt was a presence in any medical situation—real dirt, not the misogynistic dirt associated by males with the female body. The midwife, who attended only women in labor, carried fewer disease bacteria with her than the physician.

consider trying to forgive him yet again. He did his part, so I returned to our home in Virginia that summer of 2010. I wasn’t hopeful, but I didn’t have the strength to end our marriage—or to save it. We attended counseling together for a while, but the conversations reached dead ends. Nonetheless, Robert attempted to rebuild our connection. He wasn’t staying out all night. He helped with the kids and seemed committed to fixing the broken bond between us. Before we knew it, training camp was starting again and he would once again be competing for a spot on the roster. The coaching staff had experienced some changes,

Is the competition really some mythical beast? No, not really. Knowing how to play your group of salespeople as a team, to overcome the group objective of winning the customers support, is the objective. The opposing team in proper viewpoint is not just the similar competing business to yours. Nor is it the competing franchises of your home office. No, in order to really be effective in the market place as a surviving business, you must go beyond that philosophy. You must be willing to expand your viewpoint to fully understand who the competition truly is. Your true competition is simply this: Anywhere that your customer would spend his or her dollars as opposed to spending them at your company or place of business.

window of his home on the Missouri River, and Patrick commented that his father’s writing could be compared with nature—a starkly beautiful and complex world that is richly patterned. At that moment two young whitetail bucks ambled up to a willow tree not more than fifteen feet away—a bucolic scene. Patrick moved closer to the window and suggested we watch to see what the two bucks did next. He explained that the annual whitetail rut was just beginning—a time when young males like the two before us typically sparred, instinctual behavior that was a kind of training for when they would compete for a mate. No sooner had he finished his explanation when the two deer squared off and began locking their antlers in playful combat.

The point of becoming an amateur scientist is not to compete with professionals on their own turf, but to use a symbolic discipline to extend mental skills, and to create order in consciousness. On that level, amateur scholarship can hold its own, and can be even more effective than its professional counterpart. But the moment that amateurs lose sight of this goal, and use knowledge mainly to bolster their egos or to achieve a material advantage, then they become caricatures of the scholar. Without training in the discipline of skepticism and reciprocal criticism that underlies the scientific method, laypersons who venture into the fields of knowledge with prejudiced goals can become more ruthless, more egregiously unconcerned with truth, than even the most corrupt scholar.

In Uprooting Racism, Paul Kivel makes a useful comparison between the rhetoric abusive men employ to justify beating up their girlfriends, wives, or children and the publicly traded justifications for widespread racism. He writes: During the first few years that I worked with men who are violent I was continually perplexed by their inability to see the effects of their actions and their ability to deny the violence they had done to their partners or children. I only slowly became aware of the complex set of tactics that men use to make violence against women invisible and to avoid taking responsibility for their actions. These tactics are listed below in the rough order that men employ them.… (1) Denial: “I didn’t hit her.” (2) Minimization: “It was only a slap.” (3) Blame: “She asked for it.” (4) Redefinition: “It was mutual combat.” (5) Unintentionality: “Things got out of hand.” (6) It’s over now: “I’ll never do it again.” (7) It’s only a few men: “Most men wouldn’t hurt a woman.” (8) Counterattack: “She controls everything.” (9) Competing victimization: “Everybody is against men.” Kivel goes on to detail the ways these nine tactics are used to excuse (or deny) institutionalized racism. Each of these tactics also has its police analogy, both as applied to individual cases and in regard to the general issue of police brutality. Here are a few examples: (1) Denial. “The professionalism and restraint … was nothing short of outstanding.” “America does not have a human-rights problem.” (2) Minimization. Injuries were “of a minor nature.” “Police use force infrequently.” (3) Blame. “This guy isn’t Mr. Innocent Citizen, either. Not by a long shot.” “They died because they were criminals.” (4) Redefinition. It was “mutual combat.” “Resisting arrest.” “The use of force is necessary to protect yourself.” (5) Unintentionality. “[O]fficers have no choice but to use deadly force against an assailant who is deliberately trying to kill them.…” (6) It’s over now. “We’re making changes.” “We will change our training; we will do everything in our power to make sure it never happens again.” (7) It’s only a few men. “A small proportion of officers are disproportionately involved in use-of-force incidents.” “Even if we determine that the officers were out of line … it is an aberration.” (8) Counterattack. “The only thing they understand is physical force and pain.” “People make complaints to get out of trouble.” (9) Competing victimization. The police are “in constant danger.” “[L]iberals are prejudiced against police, much as many white police are biased against Negroes.” The police are “the most downtrodden, oppressed, dislocated minority in America.” Another commonly invoked rationale for justifying police violence is: (10) The Hero Defense. “These guys are heroes.” “The police routinely do what the rest of us don’t: They risk their lives to keep the peace. For that selfless bravery, they deserve glory, laud and honor.” “[W]ithout the police … anarchy would be rife in this country, and the civilization now existing on this hemisphere would perish.” “[T]hey alone stand guard at the upstairs door of Hell.

Universities are turning out highly skilled barbarians because we don’t provide a framework of values to young people, who more and more are searching for it. – Steven Muller, President, Johns Hopkins University True education is training of both the head and the heart. It is better to be uneducated than ill-educated. An uneducated thief may steal goods from the train but an educated one may steal the entire train. We need to compete for knowledge and wisdom, not for grades. Knowledge is piling up facts, wisdom is simplifying them. One could have good grades and a degree and still not learn much. The most important thing one can learn is to ‘learn to learn’. People confuse education with the ability to memorise facts. Educating the mind without morals creates a menace in society.

Hamilton was that rare revolutionary: a master administrator and as competent a public servant as American politics would ever produce. One historian has written, “Hamilton was an administrative genius” who “assumed an influence in Washington’s cabinet which is unmatched in the annals of the American cabinet system.”73 The position demanded both a thinker and a doer, a skilled executive and a political theorist, a system builder who could devise interrelated policies. It also demanded someone who could build an institutional framework consistent with constitutional principles. Virtually every program that Hamilton put together raised fundamental constitutional issues, so that his legal training and work on The Federalist enabled him to craft the efficient machinery of government while expounding its theoretical underpinnings.

Victory was inexorable, Overbeck believed, because the Americans wanted it more, because they had trained harder in the Florida swamp heat and because they had competed more fiercely among teammates who turned pumpkin carving and card games and scavenger hunts into blood sport, because they had survived the lean years of backpack travel and diets of candy bars and queasy soup steeping with the heads of chickens, because they had ridden the coal trains until their faces were black with soot, because they had lived in rickety hotels with one hour of hot water out of 24, because they had run sprints in hotel stairways and parking lots and abandoned fields, because they ignored the disbelievers, building their sport from nothing into a consuming moment, a galvanizing instant, that would make people remember where they were and what they were doing.

one of the hottest topics today is ethics—ethics discussions, ethics curriculum, ethics training, codes of ethics. This book shows that while ethics is fundamentally important and necessary, it is absolutely insufficient. It shows that the so-called soft stuff is hard, measurable, and impacts everything else in relationships, organizations, markets, and societies. Financial success comes from success in the marketplace, and success in the marketplace comes from success in the workplace. The heart and soul of all of this is trust. This work goes far beyond not only my work, but also beyond anything I have read on the subject of trust. It goes beyond ethical behavior in leadership, beyond mere “compliance.” It goes deep into the real “intent” and agenda of a person’s heart, and then into the kind of “competence” that merits consistent public confidence.

Stay unfit for leadership While we may not have a science of leadership, we have developed a finely honed science of non-leadership. It is embodied in the training of women we have seen so far. Train girls to feel unsafe, live in fear, stay at home, shrink, judge themselves and their bodies, make girls feel wrong, inferior, immoral and dirty; don’t let girls speak, reason, question, have an opinion, argue, debate; teach them modesty, to wait and follow; make girls suppress their emotions, seek only approval, always please others perfectly, especially men, never say no, avoid conflict, never negotiate, and never initiate action, and then bundle all this behaviour and spray it with morality. This training would make anyone unfit for leadership. No wonder only 5 per cent of CEOs of Fortune 500 companies are women. Studies show that confidence matters more than competence in influencing and selling ideas to others. And women are less likely to ask for a big job or assignment; it is risky and immodest to shine or want to shine.

I knew that this was my chance to show both Henry and Neil that I was able to look after myself and climb well at high altitude. After all, talk is cheap when you are safely tucked up back in London. It was time to train hard and show my mettle again. Ama Dablam is one of the most spectacular peaks on earth. A mountain that was once described by Sir Edmund Hillary as being “unclimbable,” due to her imposing sheer faces that rise out among the many Himalayan summits. Like so many mountains, it is not until you rub noses with her that you realize that a route up is possible. It just needs a bit of balls and careful planning. Ama Dablam is considered by the world-renowned Jagged Globe expedition company to be their most difficult ascent. She is graded 5D, which reflects the technical nature of the route: “Very steep ice or rock. Suitable for competent mountaineers who have climbed consistently at these standards. Climbs of this grade are exceptionally strenuous and some weight loss is inevitable.” Ha. That’s the Himalayas for you.

I've defined myself, privately and abstractly, by my brief, intense years as an athlete, a swimmer. I practiced five or six hours a day, six days a week, eating and sleeping as much as possible in between. Weekends were spent either training or competing. I wasn't the best; I was relatively fast. I trained, ate, traveled, and showered with the best in the country, but wasn't the best; I was pretty good. I liked how hard swimming at that level was- that I could do something difficult and unusual. Liked knowing my discipline would be recognized, respected, that I might not be able to say the right things or fit in, but I could do something well. I wanted to believe that I was talented; being fast was proof. Though I loved racing, the idea of fastest, of number one, of the Olympics, didn't motivate me. I still dream of practice, of races, coaches and blurry competitors. I'm drawn to swimming pools, all swimming pools, no matter how small or murky. When I swim now, I step into the water as though absentmindedly touching a scar. My recreational laps are phantoms of my competitive races

How we perceive the world and how we act in it are products of how and what we remember. We’re all just a bundle of habits shaped by our memories. And to the extent that we control our lives, we do so by gradually altering those habits, which is to say the networks of our memory. No lasting joke, invention, insight, or work of art was ever produced by an external memory. Not yet, at least. Our ability to find humor in the world, to make connections between previously unconnected notions, to create new ideas, to share in a common culture: All these essentially human acts depend on memory. Now more than ever, as the role of memory in our culture erodes at a faster pace than ever before, we need to cultivate our ability to remember. Our memories make us who we are. They are the seat of our values and source of our character. Competing to see who can memorize more pages of poetry might seem beside the point, but it’s about taking a stand against forgetfulness, and embracing primal capacities from which too many of us have become estranged. That’s what Ed had been trying to impart to me from the beginning: that memory training is not just for the sake of performing party tricks; it’s about nurturing something profoundly and essentially human.

But here we must be aware of the great temptation that faces Christian ministers. Everywhere Christian leaders, men and women alike, have become increasingly aware of the need for more specific training and formation. This need is realistic, and the desire for more professionalism in the ministry is understandable. But the danger is that instead of becoming free to let the spirit grow, ministers may entangle themselves in the complications of their own assumed competence and use their specialism as an excuse to avoid the much more difficult task of being compassionate. The task of Christian leaders is to bring out the best in everyone and to lead them forward to a more human community; the danger is that their skillful diagnostic eye will become more an eye for distant and detailed analysis than the eye of a compassionate partner. And if priests and ministers think that more skill training is the solution for the problem of Christian leadership, they may end up being more frustrated and disappointed than the leaders of the past. More training and structure are just as necessary as more bread for the hungry. But just as bread given without love can bring war instead of peace, professionalism without compassion will turn forgiveness into a gimmick, and the kingdom to come, into a blindfold.

What’s the best thing you’ve done in your work and career? In business decision-making, certainly one of your highlights was licensing your computer operating system to IBM for almost no money, provided you could retain the right to license the system to other computer manufacturers as well. IBM was happy to agree because, after all, nobody would possibly want to compete with the most powerful company in the world, right? With that one decision, your system and your company became dominant throughout the world, and you, Bill Gates, were on your way to a net worth of more than $60 billion. Or maybe you’d like to look at your greatest career achievement from a different angle. Instead of focusing on the decision that helped you make so much money, maybe you’d like to look at the decision to give so much of it away. After all, no other person in history has become a philanthropist on the scale of Bill Gates. Nations in Africa and Asia are receiving billions of dollars in medical and educational support. This may not be as well publicized as your big house on Lake Washington with its digitalized works of art, but it’s certainly something to be proud of. Determining your greatest career achievement is a personal decision. It can be something obvious or something subtle. But it should make you proud of yourself when you think of it. So take a moment, then make your choice.

The bad news is, everyone looks great on paper and in interviews, but everyone also looks exactly the same. People have figured out how to present themselves as competent, qualified managers who won’t make waves and who won’t make mistakes—but nobody is able to say, “I’ve got ideas that are really new and different!” People are afraid to present themselves as innovators, and consequently innovation itself has become a lost art. This is a problem for American business. But it’s also a golden opportunity for anyone who values originality and knows how to put it to work. You can instantly set yourself apart from the crowd by focusing on what you’ll do right instead of what you won’t do wrong. To do that, you’ll need insight about your strengths and weaknesses, and intelligence about how to maximize your contribution. But most of all you’ll need inspiration—the power to create energy and excitement by what you say, how you look, and above all, what you do. Those are some of the topics we’ll be talking about in this chapter. As a first step toward making yourself unforgettable to others, consider how you see yourself in your own eyes. Image is built upon self-perception. If your self-perception is out of sync with the way you want to be perceived, you will have a hard time making a positive impression—especially if you’re not even fully aware of the problem. This happens to many people. For some reason, we tend to think less of ourselves than we’d like. We also tend to have a lower opinion of ourselves than other people have of us. It

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

Suppose you entered a boat race. One hundred rowers, each in a separate rowboat, set out on a ten-mile race along a wide and slow-moving river. The first to cross the finish line will win $10,000. Halfway into the race, you’re in the lead. But then, from out of nowhere, you’re passed by a boat with two rowers, each pulling just one oar. No fair! Two rowers joined together into one boat! And then, stranger still, you watch as that rowboat is overtaken by a train of three such rowboats, all tied together to form a single long boat. The rowers are identical septuplets. Six of them row in perfect synchrony while the seventh is the coxswain, steering the boat and calling out the beat for the rowers. But those cheaters are deprived of victory just before they cross the finish line, for they in turn are passed by an enterprising group of twenty-four sisters who rented a motorboat. It turns out that there are no rules in this race about what kinds of vehicles are allowed. That was a metaphorical history of life on Earth. For the first billion years or so of life, the only organisms were prokaryotic cells (such as bacteria). Each was a solo operation, competing with others and reproducing copies of itself. But then, around 2 billion years ago, two bacteria somehow joined together inside a single membrane, which explains why mitochondria have their own DNA, unrelated to the DNA in the nucleus.35 These are the two-person rowboats in my example. Cells that had internal organelles could reap the benefits of cooperation and the division of labor (see Adam Smith). There was no longer any competition between these organelles, for they could reproduce only when the entire cell reproduced, so it was “one for all, all for one.” Life on Earth underwent what biologists call a “major transition.”36 Natural selection went on as it always had, but now there was a radically new kind of creature to be selected. There was a new kind of vehicle by which selfish genes could replicate themselves. Single-celled eukaryotes were wildly successful and spread throughout the oceans.

Business leadership is based on two elements: vision and technical competence. Top people in a given industry always embody at least one of those two elements. Sometimes, but rarely, they embody both of them. Simply put, vision is the ability to see what other people don’t. It’s a Ford executive named Lee Iacocca realizing that a market existed for an automobile that was both a racing car and a street vehicle—and coming up with the Mustang. It’s Steven Jobs realizing that computers needed to be sold in a single box, like a television sets, instead of piece by piece. About one hundred years ago, Walter Chrysler was a plant manager for a locomotive company. Then he decided to go into the car business, which was a hot new industry at the time. The trouble was, Walter Chrysler didn’t know a lot about cars, except that they were beginning to outnumber horses on the public roadways. To remedy this problem, Chrysler bought one of the Model T Fords that were becoming so popular. To learn how it worked, he took it apart and put it back together. Then, just to be sure he understood everything, he repeated this. Then, to be absolutely certain he knew what made a car work, he took it apart and put it together forty-eight more times, for a grand total of fifty. By the time he was finished, Chrysler not only had a vision of thousands of cars on American highways, he also had the mechanical details of those cars engraved in his consciousness. Perhaps you’ve seen the play called The Music Man. It’s about a fast-talking man who arrives in a small town with the intention of hugely upgrading a marching band. However, he can’t play any instruments, doesn’t know how to lead a band, and doesn’t really have any musical skills whatsoever. The Music Man is a comedy, but it’s not totally unrealistic. Some managers in the computer industry don’t know how to format a document. Some automobile executives could not change a tire. There was once even a vice president who couldn’t spell potato. It’s not a good idea to lack the fundamental technical skills of your industry, and it’s really not a good idea to get caught lacking them. So let’s see what you can do to avoid those problems.

The story of Cassius Clay’s lost bicycle would later be told as an indication of the boxer’s determination and the wonders of accidental encounters, but it carries broader meaning, too. If Cassius Clay had been a white boy, the theft of his bicycle and an introduction to Joe Martin might have led as easily to an interest in a career in law enforcement as boxing. But Cassius, who had already developed a keen understanding of America’s racial striation, knew that law enforcement wasn’t a promising option. This subject—what white America allowed and expected of black people—would intrigue him all his life. “At twelve years old I wanted to be a big celebrity,” he said years later. “I wanted to be world famous.” The interviewer pushed him: Why did he want to be famous? Upon reflection he answered from a more adult perspective: “So that I could rebel and be different from all the rest of them and show everyone behind me that you don’t have to Uncle Tom, you don’t have to kiss you-know-what to make it . . . I wanted to be free. I wanted to say what I wanna say . . . Go where I wanna go. Do what I wanna do.” For young Cassius, what mattered was that boxing was permitted, even encouraged, and that it gave him more or less equal status to the white boys who trained with him. Every day, on his way to the gym, Cassius passed a Cadillac dealership. Boxing wasn’t the only way for him to acquire one of those big, beautiful cars in the showroom window, but it might have seemed that way at the time. Boxing suggested a path to prosperity that did not require reading and writing. It came with the authorization of a white man in Joe Martin. It offered respect, visibility, power, and money. Boxing transcended race in ways that were highly unusual in the 1950s, when black Americans had limited control of their economic and political lives. Boxing more than most other sports allowed black athletes to compete on level ground with white athletes, to openly display their strength and even superiority, and to earn money on a relatively equal scale. As James Baldwin wrote in The Fire Next Time, many black people of Clay’s generation believed that getting an education and saving money would never be enough to earn respect. “One needed a handle, a lever, a means of inspiring fear,” Baldwin wrote. “It was absolutely clear the police would whip you and take you in as long as they could get away with it, and that everyone else—housewives, taxi

The best way not to have to use your military power is to make sure that power is visible. When people know that we will use force if necessary and that we really mean it, we’ll be treated differently. With respect. Right now, no one believes us because we’ve been so weak with our approach to military policy in the Middle East and elsewhere. Building up our military is cheap when you consider the alternative. We’re buying peace and we’re locking in our national security. Right now we are in bad shape militarily. We’re decreasing the size of our forces and we’re not giving them the best equipment. Recruiting the best people has fallen off, and we can’t get the people we have trained to the level they need to be. There are a lot of questions about the state of our nuclear weapons. When I read reports of what is going on, I’m shocked. It’s no wonder nobody respects us. It’s no surprise that we never win. Spending money on our military is also smart business. Who do people think build our airplanes and ships, and all the equipment that our troops should have? American workers, that’s who. So building up our military also makes economic sense because it allows us to put real money into the system and put thousands of people back to work. There is another way to pay to modernize our military forces. If other countries are depending on us to protect them, shouldn’t they be willing to make sure we have the capability to do it? Shouldn’t they be willing to pay for the servicemen and servicewomen and the equipment we’re providing? Depending on the price of oil, Saudi Arabia earns somewhere between half a billion and a billion dollars every day. They wouldn’t exist, let alone have that wealth, without our protection. We get nothing from them. Nothing. We defend Germany. We defend Japan. We defend South Korea. These are powerful and wealthy countries. We get nothing from them. It’s time to change all that. It’s time to win again. We’ve got 28,500 wonderful American soldiers on South Korea’s border with North Korea. They’re in harm’s way every single day. They’re the only thing that is protecting South Korea. And what do we get from South Korea for it? They sell us products—at a nice profit. They compete with us. We spent two trillion dollars doing whatever we did in Iraq. I still don’t know why we did it, but we did. Iraq is sitting on an ocean of oil. Is it out of line to suggest that they should contribute to their own future? And after the blood and the money we spent trying to bring some semblance of stability to the Iraqi people, maybe they should be willing to make sure we can rebuild the army that fought for them. When Kuwait was attacked by Saddam Hussein, all the wealthy Kuwaitis ran to Paris. They didn’t just rent suites—they took up whole buildings, entire hotels. They lived like kings while their country was occupied. Who did they turn to for help? Who else? Uncle Sucker. That’s us. We

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.

The most vexing managerial aspect of this problem of asymmetry, where the easiest path to growth and profit is up, and the most deadly attacks come from below, is that “good” management—working harder and smarter and being more visionary—doesn’t solve the problem. The resource allocation process involves thousands of decisions, some subtle and some explicit, made every day by hundreds of people, about how their time and the company’s money ought to be spent. Even when a senior manager decides to pursue a disruptive technology, the people in the organization are likely to ignore it or, at best, cooperate reluctantly if it doesn’t fit their model of what it takes to succeed as an organization and as individuals within an organization. Well-run companies are not populated by yes-people who have been taught to carry out mindlessly the directives of management. Rather, their employees have been trained to understand what is good for the company and what it takes to build a successful career within the company. Employees of great companies exercise initiative to serve customers and meet budgeted sales and profits. It is very difficult for a manager to motivate competent people to energetically and persistently pursue a course of action that they think makes no sense.

A fit athlete, as Glassman put it, is competent in all general physical skills, meaning that he or she not only has stamina, but is also strong, fast, agile, coordinated, and flexible. With this base, you can add in sport-specific training for anything from running a marathon to fighting in the cage.

Gentile’s office in downtown Las Vegas, I got on the elevator and turned around and there was a TV camera. It was just the two of us in the little box, me and the man with the big machine on his shoulder. He was filming me as I stood there silent. “Turn the camera off,” I said. He didn’t. I tried to move away from him in the elevator, and somehow in the maneuvering he bumped my chin with the black plastic end of his machine and I snapped. I slugged him, or actually I slugged the camera. He turned it off. The maids case was like a county fair compared with the Silverman disappearance, which had happened in the media capital of the world. It had happened within blocks of the studios of the three major networks and the New York Times. The tabloids reveled in the rich narrative of the case, and Mom and Kenny became notorious throughout the Western Hemisphere. Most crimes are pedestrian and tawdry. Though each perpetrator has his own rap sheet and motivation and banged-up psyche, the crime blotter is very repetitive. A wife beater kills his wife. A crack addict uses a gun to get money for his habit. Liquor-store holdups, domestic abuse, drug dealer shoot-outs, DWIs, and so on. This one had a story line you could reduce to a movie pitch. Mother/Son Grifters Held in Millionaire’s Disappearance! My mother’s over-the-top persona, Kenny’s shady polish, and the ridiculous rumors of mother-son incest gave the media a narrative it couldn’t resist. Mom and Kenny were the smart, interesting, evil criminals with the elaborate, diabolical plan who exist in fiction and rarely in real life. The media landed on my life with elephant feet. I was under siege as soon as I returned to my office after my family’s excursion to Newport Beach. The deluge started at 10 A.M. on July 8, 1998. I kept a list in a drawer of the media outlets that called or dropped by our little one-story L-shaped office building on Decatur. It was a tabloid clusterfuck. Every network, newspaper, local news station, and wire service sent troops. Dateline and 20/20 competed to see who could get a Kimes segment on-air first. Dateline did two shows about Mom and Kenny. I developed a strategy for dealing with reporters. My unusual training in the media arts as the son of Sante, and as a de facto paralegal in the maids case, meant that I had a better idea of how to deal with reporters than my staff did. They might find it exciting that someone wanted to talk to them, and forget to stop at “No comment.” I knew better. So I hid from the camera crews in a back room, so there’d be no pictures, and I handled the calls myself. I told my secretary not to bother asking who was on the line and to transfer all comers back to me. I would get the name and affiliation of the reporter, write down the info on my roster, and

Prior to the summer of 2016, while Senator Bernie Sanders was still competing for the Democratic nomination, the Clinton persuasion game was nonexistent. I have already described her campaign’s backward-persuasion tweeting and their artless campaign slogans. As far as I could tell, no one trained in persuasion was advising the Clinton team. I saw no signs of that talent whatsoever, and the signs would have been obvious to me.

the world was not a dangerous place spinning rapidly out of control; it was a problem to be managed by men and women of competence and training.

Are you aware of which areas in your business are marred by mistakes because the lower-level employees don’t have enough technical competence to make good decisions? How could you implement a “we learn” policy among your junior and senior staff? Would you consider writing a creed for your organization modeled after the one we wrote for Santa Fe? Are people eager to go to training?

System 1 is powerful because it draws on our accumulated years of experience and our deep emotions. System 1 gives us the survival reflex in moments of danger, and the astonishing deftness earned through thousands of hours of deliberate practice in a chosen field of expertise. In the interplay between Systems 1 and 2—the topic of Malcolm Gladwell’s book Blink—your instantaneous ability to size up a situation plays against your capacity for skepticism and thoughtful analysis. Of course, when System 1’s conclusions arise out of misperception or illusion, they can steer you into trouble. Learning when to trust your intuition and when to question it is a big part of how you improve your competence in the world at large and in any field where you want to be expert. It’s not just the dullards who fall victim. We all do, to varying degrees. Pilots, for example, are susceptible to a host of perceptual illusions. They are trained to beware of them and to use their instruments to know that they’re getting things right.

The sensory roles of the anulospiral receptor and the tendon organ are absolutely central in this process of exerting and adjusting muscle tone. These devices establish the “feel” for length and tension, and it is this feeling which is maintained by the gamma motor system, the reflex arcs, and the alpha skeletal muscles. All of my muscle cells—both alpha and gamma—are continually felt by the mind as they work, whether most of these “feelings” ever reach my conscious awareness or not. And it is primarily these muscular feelings which supply my central nervous system with the constant information necessary to successfully combine the demands of free motion with those of basic structural stability. The sophistication required for this maintenance of structure and flexibility can be appreciated if we remember that almost any simple motion—such as raising the arm out to the side—changes either the length or the tension values in most of the body’s muscle cells. If one is to avoid tipping towards the extended arm, then the feet, the legs, the hips, the back, the neck, and the opposite arm all must participate in a new distribution of balance created by the “isolated” movement of raising the arm. The difficulties experienced by every child learning to sit, to stand erect, and to walk with an even gait attest to the complexity of the demands which these shifts in balance and tone make upon us. The entire musculature must learn to participate in the motion of any of its parts. And to do this, the entire musculature must feel its own activity, fully and in rich detail. Competent posture and movement are among the chief points of sensory self-awareness. The purpose of bodywork is to heighten and focus this awareness. It is the child’s task during this early motor training to experiment by trial and error, and to set the precise lengths and tensions—and changes in length and tension—in all his muscle fibers for these basic skills of standing and walking. This is the education of the basal ganglia and the gamma motor system, as learned reflex responses are added to our inherited ones. The lengths and rates of change of the spindle fibers are set at values which experience has confirmed to be appropriate for the movement desired, and then the sensorimotor reflex arcs of the spindles and the Golgis command the alpha motor nerves, and hence the skeletal muscles, to respond exactly to those specifications that have been established in the gamma system by previous trial and error. And this chain of events holds true not only for the actual limb being moved, but for all other parts of the musculature that must brace, or shift, or compensate in any way. In this complicated process, the child is guided primarily by sensory cues which become more consistent and more predictable with every repetition of his efforts.

Charismatic authority is best described by a series of negatives—by what it is not.161 The staff of a charismatic leader is not made up of technically-trained officials. Appointment and dismissal, career and promotion have no place here, only the call of the leader himself. There is no hierarchical organization, no defined sphere of competence, and no salary scale. There is “no system of formal rules, of abstract legal principles,” no systematic judicial process, and no recognition of the normative status of precedent. Each judicial decision is arrived at de novo, as if by a fresh oracle of the divine. Charismatic authority repudiates the past and allows no place for tradition. Ordinary economic considerations have no place either, while “‘booty’ and extortion” are “the typical form of charismatic provision for needs.

Instead of using education to train students to calmly accept their fate as specialised and highly regulated workers, mindlessly perpetuating an increasingly complex and hierarchically ordered economy, students should be invited at every possible opportunity to consider and imagine alternative scenarios, no matter how seemingly impractical. After all, yesterday's dream is today's reality. If the education system can be used to train, to prepare willing and competent workers, it can also be used to invite people to ask questions about what competence means and about why 'work' and material production are currently such high social priorities. In short, if education can be a machine for social conformity, it can also be a machine for the investigation of new horizons and new possibilities. The proliferation of 'difference' and uncertainy in the postmodern world, far from being a problem, is a constant invitation to imagine the unimaginable.

Forensic DNA Expert Anil Gupta offer a variety of DNA forensic testing systems including STR, Y-STR, and mitochondrial DNA. The DNA Sample in Forensic Analysis can be collected from blood, saliva, perspiration, hair, teeth, mucus, finger nails, semon and these can be found almost anywhere at crime scence. Anil Gupta is here to help make sense of this complex scientific issue and to testify before the court on these issues when necessary. Initial Consultation is FREE – If you send us the report we will lend you our expertise to help you understand your situation. Written Reports and Affidavits Discovery Documents – free by request, all you need to obtain the entire laboratory case file Mike is a leading forensic DNA expert with considerable experience in forensic biology. He is a clear and balanced expert opinion highly qualified provider to help lawyers, attorneys and lawyers support their clients and the criminal justice system. He is a very experienced scientist, whose career has focused on developing the ability to DNA analysis, defining standards, interpreting results, explaining evidence and providing advice to help both the defense and Processing equipment. Mike has a great depth of technical knowledge. As the chief DNA scientist (head of discipline) with the former Forensic Science Service (FSS), he established technical standards for DNA analytical processes, staff competencies and training. He was head of the Specialist Unit at FSS DNA and led the creation of the first dedicated facility of ultra-clean low template DNA. He has led the validation and implementation of several important new DNA processes. Through audit and process review, it can provide an effective and risk-based quality assurance, as it has for many years to the FSS, to the National DNA Database and to the courts.

They’re all in the King’s Army,” Roen said, “all trained by Brigan’s people, all equally competent, and the men who went to Gray Haven already have a natural allegiance to your lady, Archer.” Allegiance wasn’t quite the word for it. The soldiers who’d gone to Gray Haven seemed to regard Fire now with something akin to worship; which was, of course, why Archer didn’t want them. A number of them had sought her out today and knelt before her, kissed her hand, and pledged to protect her. “Very well,” Archer said grumpily, somewhat mollified, Fire suspected, because Roen had referred to Fire as his lady. Fire added immaturity to the things she could accuse him of in the fight they weren’t going to have.

You said to get involved with people, that I can’t learn about connections in a vacuum.” I agreed. “So what’s not working?” She pulled a long list from her purse. “This,” Linda said, “is a list I put together of all the involvements I’ve had in the past few months. And nothing’s happening.” I read the list, which looked something like this: Dancing lessons: ballroom, disco, and line Sports: sailing, rollerblading, golf, and tennis Music: opera, modern, and piano lessons Art: ceramics and museums Spiritual: Bible study, worship, and missions Career: Ongoing training, night school to earn an MBA “What are you grinning at?” Linda asked me. I wasn’t even aware I was smiling. I told her, “This is a proud moment for me. I’ve never met a real live renaissance woman.” “Now I’m really confused,” Linda said. I explained, “Linda, this is the most well-rounded, comprehensive, and exhausting list I’ve ever seen. I can’t imagine how you can even get up in the mornings. But it’s not solving your problem. “These are all great activities, designed to develop you and help you in your life. But each of them is primarily functional, rather than relational. Their goal is competence in some skill, or recreation, or learning more about God’s creation. But relationship isn’t the goal. These are ‘doing’ things, not ‘connecting’ things.” Linda started to get it. “You know, I’ve noticed that I am talking to people at these activities. But all the talk is about tennis or management theories. I’ve wondered when someone in the classroom was going to ask me about my emotional and spiritual life.” “Don’t hold your breath,” I said.

A number of the features of floater transportation that Eric notices will be determined by competition. In an era when private cars will be computerized, so that passengers may read or watch television as they drive to work, floater lines will only be able to compete if they provide direct nonstop rather than multiple-stop service. Also, station facilities can be smaller if they only have to handle one floater at a time, rather than a train of them. Psychologists have found that the popularity of automobiles depends in part on their privacy: they are secure little rolling homes, protected against the unwanted intrusions of public transportation, such as squalling babies or chatty neighbors. Floaters will provide privacy for individuals, or for parties of two or four traveling together-and they will provide that privacy while moving their passengers at ten times the speed of an automobile.

there’s an ingrained distrust in our society of highly intelligent, highly trained, highly competent persons. One need only look at the last presidential election for proof of that. The public obviously wanted a figurehead, who’d look good and make comforting noises—

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

It is not the purpose of this book to instruct you in the performance of these exercises. Although these exercises can be learned by motivated individuals through reading, study and practice, the movements are best learned on the platform under the direction of a competent coach.

Owing to the position which “the science of kalām” acquired in Islam, the status of philosophy in Islam was intermediate between its status in Christianity and in Judaism. To turn therefore to the status of philosophy within Judaism, it is obvious that while no one can be learned in the sacred doctrine of Christianity without having had considerable philosophic training, one can be a perfectly competent talmudist without having had any philosophic training. Jews of the philosophic competence of Halevi and Maimonides took it for granted that being a Jew and being a philosopher are mutually exclusive. At first glance, Maimonides’ Guide for the Perplexed is the Jewish counterpart of Thomas Aquinas’ Summa Theologica; but the Guide never acquired within Judaism even a part of the authority which the Summa enjoyed within Christianity; not Maimonides’ Guide, but his Mishnah Torah, i.e., his codification of Jewish law, could be described as the Jewish counterpart to the Summa. Nothing is more revealing than the difference between the beginnings of the Guide and the Summa. The first article of the Summa deals with the question as to whether the sacred doctrine is required besides the philosophic disciplines: Thomas as it were justifies the sacred doctrine before the tribunal of philosophy. One cannot even imagine Maimonides opening the Guide, or any other work, with a discussion of the question as to whether the Halakha (the sacred Law) is required besides the philosophic disciplines.

The Regal Seven – 7 Self-Training Strategies for Self-Leadership 1. Motivate yourself and take up challenges in the social service / human service tasks that are allotted. 2. It is not about competing with others but self-competing to be the better version of yourself every time you perform. 3. Solicit feedback from the team, peer groups, and the ones to whom you report/managers/bosses. 4. Build resilience; build your vision, and be vigilant. 5. Learn to grasp risks that you ascertain that you can strike at. 6. Stand up against evil practices that are against society building and human building. 7. Stand up for your team and the organization you are a part of.

Economics professor Chris Doucouliagos from Deakin University reported in 2017 that poverty does not, in fact, encourage people to 'strive more' and compete for wealth. Rather, economic inequality impedes access to education and training. Poverty - or the threat of it - removes the material means required for people to experiment and innovate in jobs or with businesses, or discourages them from taking that kind of financial risk. Insecure work conditions exacerbate this effect, as workers fight changes - like automation, or climate transition mechanisms - they perceive as threatening their income stream.

Pilot test your training to determine an optimal amount of practice to reach acceptable job competence. As you plan your practice activities, find ways to spread them over a lesson or course. Spaced practice results in better long-term learning with a high effect size of 0.71.

In Singin’ in the Rain, Lina Lamont provides both an effective “beard” for Don and Cosmo and a foil, representing both the reason for Don’s “unattached” state and the basis for their mutual contempt for women. Yet the signs are all there to be read for those interested in reading them: Cosmo and Don performing as a burlesque team, in which they sit on each other’s laps and play each other’s violins; Cosmo’s comment to Lina after the premiere of The Royal Rascal, “Yeah, Lina, you looked pretty good for a girl”;30 and their bullying, in “Moses Supposes,” of the fogyish diction coach, figuratively drawn out of his closet only to be ridiculed as an asexual “pansy” who can’t sing and dance (thus both confirming and denying homosexuality at the same time).31 On a broader scale, Kelly’s career as a dancer, offering a more masculinized style of athletic dance (in opposition especially to the stylized grace of Fred Astaire), represented a similar balancing act between, in this case, the feminized occupation of balletic dance and a strong claim of heterosexual masculinity. Significantly, the process of exclusion they use with the diction coach is precisely what Cosmo proposes they apply to Lina in converting The Dueling Cavalier into a musical: “It’s easy to work the numbers. All you have to do is dance around Lina and teach her how to take a bow.” But they also apply the strategy to Kathy, who is only just learning to “dance” in this sense (conveniently so, since Debbie Reynolds had had but little dance training, as noted).32 Early on, we see her dance competently in “All I Do Is Dream of You,” but she then seems extremely tentative in “You Were Meant for Me,” immobile for much of the number, not joining in the singing, and dancing only as Don draws her in (which is, of course, consistent with her character’s development at this point). With “Good Mornin’,” though, she seems to “arrive” as part of the Don-Cosmo team, even though for part of the number she serves as a kind of mannequin—much like the voice teacher in “Moses Supposes,” except that she sings the song proper while Don and Cosmo “improvise” tongue-twisting elaborations between the lines. As the number evolves, their emerging positions within the group become clear. Thus, during their solo clownish dance bits, using their raincoats as props, Kathy and Don present themselves as fetishized love objects, Kathy as an “Island girl” and Don as a matador, while Cosmo dances with a “dummy,” recalling his earlier solo turn in “Make ’em Laugh.

The more Plato thinks of it, the more astounded he is at the folly of leaving to mob caprice and gullibility the selection of political officials—not to speak of leaving it to those shady and wealth-serving strategists who pull the oligarchic wires behind the democratic stage. Plato complains that whereas in simpler matters—like shoe-making—we think only a specially-trained person will serve our purpose, in politics we presume that every one who knows how to get votes knows how to administer a city or a state. When we are ill we call for a trained physician, whose degree is a guarantee of specific preparation and technical competence—we do not ask for the handsomest physician, or the most eloquent one; well then, when the whole state is ill should we not look for the service and guidance of the wisest and the best? To devise a method of barring incompetence and knavery from public office, and of selecting and preparing the best to rule for the common good—that is the problem of political philosophy.

Good one! Either hire the right person for the job and use their services or hire anyone and train them to do your bidding and that may not necessarily be the right one or the smart one. Bureaucratic-automated work culture festers poor leadership that exhibits the lack of routed efforts towards identifying the right person for the right job through the myriad nuances and subtleties of employee profiles/candidature, resulting in a manifest crack in organizational competence and dislodges itself from organizational goals.

Either hire the right person for the job and use their services or hire anyone and train them to do your bidding and that may not necessarily be the right move or the smart move. Bureaucratic-automated work culture festers poor leadership that exhibits the lack of routed efforts towards identifying the right person for the right job through the myriad nuances and subtleties of employee profiles/candidature, resulting in a manifest crack in organizational competence and dislodges itself from organizational goals.