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.

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

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

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.

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.

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.” •

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

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

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.

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.

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

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.

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.

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.

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

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.

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.

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.

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.

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 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.

How do we begin to form radical traditionalists and reformers for the church? How do we create schools for prophets? How do we train people to be so loving that they can be effective insider critics of religious institutions, or what we call the loyal opposition, without becoming negative or cynical themselves? Licensed and beloved critics are what we need! There must be a way to make room for this second most important of the charisms for the building up of the body of Christ (1 Corinthians 12:28). Only then can we hope to move beyond competing denominationalism and, frankly, pride.

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 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.

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.

A well-conditioned oarsman or oarswoman competing at the highest levels must be able to take in and consume as much as eight liters of oxygen per minute; an average male is capable of taking in roughly four to five liters at most. Pound for pound, Olympic oarsmen may take in and process as much oxygen as a thoroughbred racehorse. This extraordinary rate of oxygen intake is of only so much value, it should be noted. While 75–80 percent of the energy a rower produces in a two-thousand-meter race is aerobic energy fueled by oxygen, races always begin, and usually end, with hard sprints. These sprints require levels of energy production that far exceed the body’s capacity to produce aerobic energy, regardless of oxygen intake. Instead the body must immediately produce anaerobic energy. This, in turn, produces large quantities of lactic acid, and that acid rapidly builds up in the tissue of the muscles. The consequence is that the muscles often begin to scream in agony almost from the outset of a race and continue screaming until the very end. And it’s not only the muscles that scream. The skeletal system to which all those muscles are attached also undergoes tremendous strains and stresses. Without proper training and conditioning—and sometimes even with them—competitive rowers are apt to experience a wide variety of ills in the knees, hips, shoulders, elbows, ribs, neck, and above all the spine. These injuries and complaints range from blisters to severe tendonitis, bursitis, slipped vertebrae, rotator cuff dysfunction, and stress fractures, particularly fractures of the ribs. The common denominator in all these conditions—whether in the lungs, the muscles, or the bones—is overwhelming pain. And that is perhaps the first and most fundamental thing that all novice oarsmen must learn about competitive rowing in the upper echelons of the sport: that pain is part and parcel of the deal. It’s not a question of whether you will hurt, or of how much you will hurt; it’s a question of what you will do, and how well you will do it, while pain has her wanton way with you.

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 science-diversity charade wastes extraordinary amounts of time and money that could be going into basic research and its real-world application. If that were its only consequence, the cost would be high enough. But identity politics are now altering the standards for scientific competence and the way future scientists are trained. “Diversity” is now often an explicit job qualification in the STEM fields. A current job listing for a lecturer in biology at the University of Massachusetts, Amherst, announces that because diversity is “critical to the university’s goals of achieving excellence in all areas,” the biology department “holistically” assesses applicants and “favorably considers experiences overcoming barriers”—experiences assumed to be universal among underrepresented minorities. The University of Georgia is seeking a lecturer in biochemistry and molecular biology who will be expected to support the college’s goals of “creating and sustaining a diverse and inclusive learning environment.

One barrier could entail time restraint. It does require some time to identify the tasks completed and determine who would be best suited for the task. Also, you must factor in training the individual. Consider this as mentoring or developing the team member. Start thinking of delegation as growth of the individual team member and less of a burden on you.

Champions keep it in perspective.  They are able to accept responsibility and recognize the situation as a temporary setback nothing more, nothing less.  Yes it hurts, so they look at it, learn from it, and then let it go.  I’ve lost myself, of course. In fact, that was how I met Leo-tai in the first place. I was a young martial artist competing in tournaments and I’d just lost a major international competition—worse still, one that I’d been really expecting to win. I was having a tough time with the loss. People kept telling me, “You still did great!” But runner-up wasn’t what I’d wanted to be.  As time went by, in response to my annoyance with myself, my training tailed off, my determination flagged, and everything seemed either too boring or too difficult to fuss about.  I was slacking off. I remember an older kid asking me once if I had ever heard of Coach Leo. “I don’t think so,” I said. “What does he teach?” “Mostly Shaolin—Chinese Kickboxing, but he teaches other things too.  He really helped me once with my training.” “So, how’d he help then?” I asked, interested. “Call him, here’s his number.  He only teaches small classes.  Tell him you know me.” I carried that sheet of paper around with me for about two weeks.  Finally I thought, “Well, what have I got to lose?”  I called him and told him about myself.  Coach Leo listened quietly on the phone, so much so that I began to wonder if he’d wandered off or hung up. “Come tomorrow,” he told me, and that ended our conversation. When the next day came, I almost didn’t go.  I kept asking myself, “Why did I call this coach?”  I was looking for a reason to miss our appointment.  But before I knew it, and despite my best efforts to talk myself out of it, I wound up knocking on his door and then there he was.  A medium-sized, elderly, rather stoic figure, his face calm and genuine.

The professional expertise and training of a force, as well as the importance of a professional non-commissioned officer corps, must also be highlighted, as it is non-commissioned officers who are the standard bearers, standard enforcers and trainers at the critical small-unit level. Rigorous and demanding training will always be a vital component of combat readiness. So should be the intangible but critical element of initiative, especially of competent junior leaders empowered and encouraged to exercise initiative and acting in accordance with one of the admonitions in the counter-insurgency guidance issued during the Surge in Iraq: “In the absence of orders, figure out what they should have been and execute aggressively.

360 Towing Solutions in Sugar Land is the most competent provider of towing and roadside services in Sugar Land, TX. You can count on our services to be available 24/7. Give us a call, and we will immediately dispatch a team of well-trained professionals to assess and handle your situation. If your car breaks down for whatever reason, we are one call away and our expert technicians will be at your location to provide prompt assistance. Call today at (281) 612-3101 for the best towing & roadside assistance in Sugar Land, Texas and surrounding areas.

To build you competence without regard for character is narcissistic, and to build character without working on skills is devoid of impact. We need to work on both in order to serve our souls and a higher purpose.

A common excuse of ability that organizations use is the suggestion that those in positions to respond were not prepared through education and training. “If we knew then what we know now, of course we would have responded with care and competence.” Typically, the reason they are receiving such information to begin with is that others view them as able to respond intelligently, or at least to have the wisdom to defer decision making to those who can. Once an organization assumes the responsibility that comes with being in charge, they assume the obligation to make sure they are adequately equipped to exercise their authority. Insufficient training or lack of foresight is not an acceptable excuse for leaders charged with the duty to protect the organization’s members.

My confidence came from my vision. . . . I am a big believer that if you have a very clear vision of where you want to go, then the rest of it is much easier. Because you always know why you are training 5 hours a day, you always know why you are pushing and going through the pain barrier, and why you have to eat more, and why you have to struggle more, and why you have to be more disciplined… I felt that I could win it, and that was what I was there for. I wasn’t there to compete. I was there to win.

About the Bacharach Leadership Group: Training for Pragmatic Leadership™ “Vision without execution is hallucination.”—Thomas Edison The litmus test of pragmatic leadership is results. The Bacharach Leadership Group (BLG) focuses on the skills necessary to lead and move agendas. Whether in corporations, nonprofits, universities, or entrepreneurial start-ups, BLG instructors train leaders in the core competencies necessary to execute change and innovation. At all levels of the organization, leaders must master ideation skills for innovation, political skills for moving change, negotiation skills for building support, coaching skills for engagement, and team leadership skills for going the distance. The BLG approach: 1. ASSESSMENT BLG will assess your organizational challenges and leadership needs. 2. ALIGNMENT BLG will align its training solutions with your organization’s challenges and culture. 3. TRAINING BLG training includes options for mixed-modality delivery, interactive activities, and collaboration with an emphasis on application. 4. OWNERSHIP BLG provides continuous follow-up, access to the exclusive BLG mobile apps library, and coaching. Whether delivering a complete leadership academy or a specific program or workshop, BLG will partner with you to get the results you need. To keep up to date with the BLG perspective, visit blg-lead.com or contact us at info@blg-lead.com.

The Italian medical landscape features crumbling hospitals, doctors trained on books rather than patients, pervasive corruption, and per capita spending one third that of the US. But, by any criteria, Italians are healthier. Because of their top-flight health care system? Hmmm. That stellar World Health Organization ranking was based entirely on two criteria, system fairness (access and cost distribution) and population health, ignoring quality-of-care measures such as medical competence or emergency room efficiency. This credited the system for outcomes far beyond its control.

Here at LCB, I'm surrounded by people who understand that blindness is just limited eyesight. With the right tools and training, blind people can compete as equals with sighted peers. Places like LCB exist to help blind people gain the tools and training to succeed. Sadly, our views on blindness are a minority view outside of these walls.

The function of the university is to seek and to transmit knowledge and to train students in the processes whereby truth is to be made known. To convert, or to make converts, is alien and hostile to this dispassionate duty.Where it becomes necessary in performing this function of a university, to consider political, social, or sectarian movements, they are dissected and examined, not taught, and the conclusion left, with no tipping of the scales, to the logic of the facts. . . . Essentially the freedom of a university is the freedom of competent persons in the classroom. In order to protect this freedom, the University assumed the right to prevent exploitation of its prestige by unqualified persons or by those who would use it as a platform for propaganda. —Rule APM 0-10, University of California, Berkeley, Academic Personnel Manual. Inserted by UC President Robert Gordon Sproul, 1934. Removed by a 43–3 vote of the UC Academic Senate, July 30, 2003.

And this exercise comes directly from all the finishing schools for young ladies that ever existed: pause on the threshold of any crowded room you are to enter, and consider for a moment your relation to those who are in it. Many a retiring and quiet woman can thank this small item of her school training for her ability to handle competently situations which seem, as though they would be embarrassing and exacting for anyone so sheltered. It was for years (and may be still, for all I know) the custom to teach young girls to stop just a moment at the door of the room they were entering until they had found their hostess, and then the guest of honor. (Failing such guest, the oldest person in the room was to be singled out.) Then the room was entered, the young guest going, as soon as her hostess was free, straight to her to be welcomed and to “make her manners.” She then watched for the first opportunity to speak for a few minutes to the guest of honor; and not until she had discharged these obligations was she free to follow any other plans or inclinations of her own.

We pride ourselves on having a competent and experienced team who have all been trained by our director himself. So you can be sure you that every member of the team will deliver work on your project or home to the highest standard with all the expert knowledge in materials & application needed. Your satisfaction is our number one priority as well as using the best quality sealants and colours to leave you with a project you are proud of.

WHAT’S HELPFUL Creating your own definition of success Replacing negative thoughts that breed resentment with more rational thoughts Celebrating other people’s accomplishments Focusing on your strengths Cooperating rather than competing with everyone

The Fourth Industrial Revolution is creating a demand for new competencies and the need for upskilling, un-learning, re-learning and re-training has never been more severe than now.

Harvard-trained psychologist Dr Borysenko, in her book Fried, suggests that overwork is a symptom of denial – a denial of reality leading to frustration, cynicism, inner emptiness and eventually, physical and mental collapse. ‘Burn-out is a disorder of hope’, explains Borysenko, that ‘sucks the life out of competent, hard-working people’.

With a quiet post-Olympics year ahead, U.S. Soccer secretary general Dan Flynn informed the players that the national team would “go dark” for 2005 and play between four and six games total that year. Rather than schedule the usual slate of games, the federation would instead focus on scouting new players. “If there are no games, where will the women play?” Langel asked. “The W-League,” replied Flynn. “Are you kidding me?” Langel said. The W-League wasn’t a professional league. It was a development league that included amateur, unpaid players. There was no comparison between playing international opponents with the national team and competing in the W-League. “We told them we don’t necessarily need a residency camp, but we don’t have anywhere to play at all,” says Cat Whitehill, who graduated from the University of North Carolina with a degree in communications. “They wanted nothing to do with us.” U.S. Soccer argued the next World Cup wasn’t for another three years and there were no major events the team needed to prepare for. It would be similar to the team’s schedule in 2001, when U.S. Soccer hosted just two home games for the national team. But for the players who had now made soccer their living and didn’t have the WUSA anymore, that was unacceptable. It’s not as if U.S. Soccer was simply scaling back friendlies. The federation said it had no plans to send the team to the annual Algarve Cup in Portugal, which the team always competed in. A team wouldn’t be sent to the Four Nations Tournament in China either, despite the competition being a usual fixture on the team’s calendar. The players demanded to know how U.S. Soccer could justify skipping the tournaments. Flynn replied that it was “the technical director’s recommendation” to play a lighter schedule. The technical director? April Heinrichs. The players wanted to figure out if Heinrichs really believed the team should play so few games in 2005, so Julie Foudy reached out to her. “Is that true? Did you tell U.S. Soccer we should only play five games?” Foudy asked. “I never said anything like that,” Heinrichs told her. “I told them you should play 20 games.” If Heinrichs hadn’t recommended such a sparse schedule and, in fact, recommended around 20 games, it seemed that U.S. Soccer was making a decision that went against what was best for the players. The players saw a clear double standard—the men’s team hadn’t played so few games since 1987, almost two decades earlier. They concluded U.S. Soccer’s real reason was the same one behind most disputes between the players and the federation: money. The federation, it appeared, did not want to spend the money for training camps, player stipends, and travel for overseas competitions, even as it was sitting on a $30 million surplus at the time. “In 2005, they had no plans for us and wanted us to go quiet so they didn’t have to pay us the entire year,” says defender Kate Markgraf.

Like most of the special operations community, their physical training centered on useful strength, cardiovascular endurance, and durability, which, as both of them were pushing age forty, was increasingly important. Looking like a steroid-fueled bodybuilder was not part of the equation and was a liability in terms of both physical performance and blending into civilian populations. Their workouts pulled elements from various coaches and training programs, including CrossFit, Gym Jones, and StrongFirst. The idea wasn’t to be able to compete with endurance athletes, power lifters, or alpinists, but to achieve a broad-based level of fitness that would allow them to perform well in each of those areas. After a series of warm-up exercises that most would consider a serious workout, they completed the strength and endurance Hero WOD “Murph,” named in honor of Navy SEAL Lieutenant Mike Murphy. Wearing their body armor, they started with one hundred burpees followed by four one-hundred-yard buddy carries. Then it was right into a two-mile run, one hundred pull-ups, two hundred push-ups, three hundred air squats, followed by another two-mile run. Both men powered through, thinking of the scores of soldiers, sailors, airmen, and Marines who didn’t make it home.

The nearest approach to such a new drug - and how immeasurably remote it is from the ideal intoxicant! - is the drug of speed. Speed, it seems to me, provides the one genuinely modern pleasure. True, men have always enjoyed speed; but their enjoyment has been limited, until very recent times, by the capacities of the horse, whose maximum velocity is not much more than thirty miles an hour. Now thirty miles an hour on a horse feels very much faster than sixty miles an hour in a train or a hundred in an aeroplane. The train is too large and steady, the aeroplane too remote from stationary surroundings, to give the passengers a very intense sensation of speed. The automobile is sufficiently small and sufficiently near the ground to be able to compete, as an intoxicating speed-purveyor, with the galloping horse. The inebriating effects of speed are noticeable, on horseback, at about twenty miles an hour, in a car at about sixty. When the car has passed seventy-two, or thereabouts, one begins to feel an unprecedented sensation - a sensation which no man in the days of horses ever felt. It grows intenser with every increase of velocity. I myself have never travelled at much more than eighty miles an hour in a car; but those who have drunk a stronger brewage of this strange intoxicant tell me that new marvels await anyone who has the opportunity of passing the hundred mark. At what point the pleasure turns into pain, I do not know. Long before the fantastic Daytona figures are reached, at any rate. Two hundred miles an hour must be absolute torture.

There shall be three tests at the end of your three months of training. You will be required to compete with the other females in the tests. During the three-month Trial period, you will also date Prince Norivun. This is so you may become better acquainted with him should you end up his wife.

The psychologist meets the defendant face-to-face and uses his training to nail down the right diagnosis and to comment on competency or insanity, whichever the case may be. Of course, sometimes the right diagnosis is malingering, that is, the defendant is trying to act crazy when he isn’t. Alternatively—and perhaps even more challenging and interesting—the defendant may be dissimulating, that is, trying to act well when he’s actually mentally ill. This is a lot more common than you might suspect! People with psychosis typically don’t want others to know about it. When someone starts spouting off all about their hallucinations and paranoia in the first few minutes of a meeting, I’m naturally suspicious