U Will Win Quotes

You can't outwit fate by standing on the sidelines placing little sidebets about the outcome of life. either you wade in and risk everything you have to play the game or you don't play at all. and if u don't play u can't win.

Discipline equals freedom.

It’s not what you preach, it’s what you tolerate.

the most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.

Extreme Ownership. Leaders must own everything in their world. There is no one else to blame.

Take Risks in Your Life If u Win, U Can Lead! If u Lose, U Can Guide!

Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.

Great way to fight a war - be prepared to defend yourself for winning.

Relax. Look around. Make a call.

When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if there are no consequences—that poor performance becomes the new standard.

The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? If you have the discipline to get out of bed, you win—you pass the test. If you are mentally weak for that moment and you let that weakness keep you in bed, you fail. Though it seems small, that weakness translates to more significant decisions. But if you exercise discipline, that too translates to more substantial elements of your life.

Here's my strategy on the Cold War: we win, they lose.

Our freedom to operate and maneuver had increased substantially through disciplined procedures. Discipline equals freedom.

Prioritize your problems and take care of them one at a time, the highest priority first. Don’t try to do everything at once or you won’t be successful.” I explained how a leader who tries to take on too many problems simultaneously will likely fail at them all.

After all, there can be no leadership where there is no team.

Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests. They

The Japanese fought to win - it was a savage, brutal, inhumane, exhausting and dirty business. Our commanders knew that if we were to win and survive, we must be trained realistically for it whether we liked it or not. In the post-war years, the U.S. Marine Corps came in for a great deal of undeserved criticism in my opinion, from well-meaning persons who did not comprehend the magnitude of stress and horror that combat can be. The technology that developed the rifle barrel, the machine gun and high explosive shells has turned war into prolonged, subhuman slaughter. Men must be trained realistically if they are to survive it without breaking, mentally and physically.

You can’t make people listen to you. You can’t make them execute. That might be a temporary solution for a simple task. But to implement real change, to drive people to accomplish something truly complex or difficult or dangerous—you can’t make people do those things. You have to lead them.

But, in fact, discipline is the pathway to freedom.

A good leader does not get bogged down in the minutia of a tactical problem at the expense of strategic success.

It seems that soccer tournaments create those relationships: people gathered together in pubs and living rooms, a whole country suddenly caring about the same event. A World Cup is the sort of common project that otherwise barely exists in modern societies.

We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible. As

Whereas fanatic is usually a pejorative word, a Fan is someone who has roots somewhere.

Instead of letting the situation dictate our decisions, we must dictate the situation.

Whenever we doubt our own ability to achieve, it is worthwile pondering the obstacles that others have overcome. To name a few... *Napoleon overcame his considerable handicap, his tiny stature, to lead his conquering armies across Europe. *Abraham Lincon failed in business aged 31, lost a legislative race and 32, again failed in business at 34, had his sweetheart die when he was 35, had a nervous breakdown at 36, lost congressional races aged 43, 46 and 48, lost a senatorial race at 55, failed in his efforts to become vice president of the U.S.A aged 56 and lost a further senatorial contest at 58. At 60 years of age he was elected president of the U.S.A and is now remembered as one of the great leaders in world history. *Winston Churchill was a poor student with a speech impediment. Not only did he win a Nobel Prize at 24, but he became one of the most inspiring speakers of recent times. It is not where you start that counts, but where you choose to finish.

Being a copper I like to see the law win. I'd like to see the flashy well-dressed mugs like Eddie Mars spoiling their manicures in the rock quarry at Folsom, alongside of the poor little slum-bred guys that got knocked over on their first caper amd never had a break since. That's what I'd like. You and me both lived too long to think I'm likely to see it happen. Not in this town, not in any town half this size, in any part of this wide, green and beautiful U.S.A. We just don't run our country that way.

Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.

Belief in the mission ties in with the fourth Law of Combat: Decentralized Command (chapter 8). The leader must explain not just what to do, but why. It is the responsibility of the subordinate leader to reach out and ask if they do not understand. Only when leaders at all levels understand and believe in the mission can they pass that understanding and belief to their teams so that they can persevere through challenges, execute and win.

A good leader has nothing to prove, but everything to prove.

Waiting for the 100 percent right and certain solution leads to delay, indecision, and an inability to execute.

We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible.

Football is not merely a small business, it's also a bad one. Anyone who spends any time inside football soon discovers that just as oil is part of the oil business, stupidity is part of the football business.

The true test for a good brief,” Jocko continued, “is not whether the senior officers are impressed. It’s whether or not the troops that are going to execute the operation actually understand it. Everything else is bullshit. Does

On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove. APPLICATION

Other than sports, only war and catastrophe can create this sort of national unity.

Pentagon ought to win the Nobel Peace Prize every year, because the U.S. military is the world’s foremost guarantor of peace

Most people give up just when they’re about to achieve success. They quit on the one-yard line. They give up at the last minute of the game, one foot from a winning touchdown. H. ROSS PEROT American billionaire and former U.S. presidential candidate

Generally, when a leader struggles, the root cause behind the problem is that the leader has leaned too far in one direction and steered off course. Awareness

There are no bad units, only bad officers.”3 This captures the essence of what Extreme Ownership is all about.

Although discipline demands control and asceticism, it actually results in freedom. When you have the discipline to get up early, you are rewarded with more free time.

Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.

leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities, between one extreme and another. The

calm but not robotic, logical but not devoid of emotions;

If you bind your men to you with deception, how can you ever trust them? You have qualities they will come to admire. Why not let them grow to trust you naturally, and in that way--' 'There isn't time,' said Laurent. The words pushed themselves with sheer force out of whatever wordless state Laurent had been shocked into. 'There isn't time,' Laurent said again. 'I have two weeks until we reach the border. Don't pretend that I can woo these men with hard work and a winning smile in that time. I am not the green colt my uncle pretends. I fought at Marlas and I fought at Sanpelier. I am not here for niceties. I don't intend to see the men I lead cut down because they will not obey orders, or because they cannot hold a line. I intend to survive, I intend to beat my uncle, and I will fight with every weapon that I have.

any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

Leadership isn’t one person leading a team. It is a group of leaders working together, up and down the chain of command, to lead. If

But we can’t ever think we are too good to fail or that our enemies are not capable, deadly, and eager to exploit our weaknesses. We must never get complacent. This is where controlling the ego is most important.

As a leader, if you are down in the weeds planning the details with your guys,” said Jocko, “you will have the same perspective as them, which adds little value. But if you let them plan the details, it allows them to own their piece of the plan. And it allows you to stand back and see everything with a different perspective, which adds tremendous value. You can then see the plan from a greater distance, a higher altitude, and you will see more. As a result, you will catch mistakes and discover aspects of the plan that need to be tightened up, which enables you to look like a tactical genius, just because you have a broader view.

Nicaise had picked up a gilt three-pronged fork, but had paused before sampling the dish in order to speak. The fear he'd shown of Damen at the ring seemed to still be there. His knuckles, clenched around the fork, were white. 'It's all right,' said Damen. He spoke to the boy as gently as he could. 'I'm not going to hurt you.' Nicaise stared back at him. His huge blue eyes were fringed like a whore's, or like a doe's. Around them, the table was a coloured wall of voices and laughter, courtiers caught up in their own amusements, paying them no attention. 'Good,' said Nicaise, and stabbed the fork viciously into Damen's thigh under the table. Even through a layer of cloth, it was enough to make Damen start, and instinctively grab the fork, as three drops of blood welled up. 'Excuse me a moment,' Laurent said smoothly, turning from Torveld to face Nicaise. 'I made your pet jump,' said Nicaise, smugly. Not sounding at all displeased: 'Yes, you did.' 'Whatever you're planning, it's not going to work.' 'I think it will, though. Bet you your earring.' 'If I win, you wear it,' said Nicaise. Laurent immediately lifted his cup and inclined it toward Nicaise in a little gesture sealing the bet. Damen tried to shake the bizarre impression that they were enjoying themselves. Nicaise waved an attendant over and asked for a new fork.

Leadership is simple, but not easy.

People do not follow robots.

There were no more questions. The most important question had been answered: Why? Once I analyzed the mission and understood for myself that critical piece of information, I could then believe in the mission. If I didn’t believe in it, there was no way I could possibly convince the SEALs in my task unit to believe in it. If

PRINCIPLE Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism. It can even stifle someone’s sense of self-preservation. Often, the most difficult ego to deal with is your own.

How the Committee of 300 Arranges Elections The term “fair and free elections” has no meaning in the U.S. The candidates for the presidency are selected by the Committee of 300 so in reality it does not matter who “wins” the election and goes on to the White House. The

You should want to win. I still remember when I was little. Girls would score a goal, and we would walk together, high-five, and walk back to our positions. Boys are running around, going "I'm Number One." It wasn't like that for young girls. With girls, if you miss the ball on a tackle and hit the other player, it's like, "Oh my God, I'm so sorry.

A leader must lead but also be ready to follow. Sometimes, another member of the team—perhaps a subordinate or direct report—might be in a better position to develop a plan, make a decision, or lead through a specific situation.

Americans despise cowards,” Patton continued all those months ago, putting his own spin on U.S. history. “Americans play to win all the time. I wouldn’t give a hoot in hell for a man who lost and laughed. That’s why Americans have never lost nor will ever lose a war; for the very idea of losing is hateful to an American.

The only meaningful measure for a leader is whether the team succeeds or fails. For all the definitions, descriptions, and characterizations of leaders, there are only two that matter: effective and ineffective. Effective leaders lead successful teams that accomplish their mission and win. Ineffective leaders do not. The

For leaders, the humility to admit and own mistakes and develop a plan to overcome them is essential to success. The best leaders are not driven by ego or personal agendas. They are simply focused on the mission and how best to accomplish it.

Motherhood seems to be a no-win battle: however you decide to do (or not do) it, someone’s going to be criticizing you. You went to too great lengths trying to conceive. You didn’t go to great enough lengths. You had the baby too young. You should have kept the baby even though you were young. You shouldn’t have waited so long to try and have a baby. You’re a too involved mother. You’re not involved enough because you let your child play on the playground alone. It never ends. It strikes me that while all this judgment goes on, the options available to women become fewer and fewer. I’m not even (just) talking about the right to choose—across the U.S., women have less access to birth control, health care, reproductive education, and post-partum support. So we give women less information about their bodies and reproduction, less control over their bodies, and less support during and after pregnancy—and then we criticize them fiercely for whatever they end up doing. This

The U.S. Navy SEAL Teams were at the forefront of this leadership transformation, emerging from the triumphs and tragedies of war with a crystallized understanding of what it takes to succeed in the most challenging environments that combat presents.

As SEALs, we operate as a team of high-caliber, multitalented individuals who have been through perhaps the toughest military training and most rigorous screening process anywhere. But in the SEAL program, it is all about the Team. The sum is far greater than the parts.

You don't have to be charming to be a fan among fans.

I had to take ownership of everything that went wrong. Despite the tremendous blow to my reputation and to my ego, it was the right thing to do—the only thing to do. I

The focus must always be on how to best accomplish the mission.

The infamous they.

The club is not a business. It's a populist democracy.

remember: the enemy gets a vote.

If u know, Chess is the game that teach u about defense not strike. Enjoy ur tempo and win the game!

Relax, look around, make a call.

The moment the alarm goes off is the first test; it sets the tone for the rest of the day. The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? If you have the discipline to get out of bed, you win—you pass the test.

His realistic assessment, acknowledgment of failure, and ownership of the problem were key to developing a plan to improve performance and ultimately win. Most important of all, he believed winning was possible.

when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate. When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if

We wrote this so that the leadership lessons can continue to impact teams beyond the battlefield in all leadership situations—any company, team, or organization in which a group of people strives to achieve a goal and accomplish a mission.

If you don’t understand or believe in the decisions coming down from your leadership, it is up to you to ask questions until you understand how and why those decisions are being made. Not knowing the why prohibits you from believing in the mission. When you are in a leadership position, that is a recipe for failure, and it is unacceptable. As a leader, you must believe.

If the plan is simple enough, everyone understands it, which means each person can rapidly adjust and modify what he or she is doing. If the plan is too complex, the team can’t make rapid adjustments to it, because there is no baseline understanding of it.

Americans purchased about 25 percent more books in 1943 than they did in 1942. The new paperback format was a hit, as Americans craved simple pleasures in times of peril. This increase in book buying was indicative of an expanded market of book buyers. As Time magazine observed, by 1943, “book-reading and book-buying reached outside the narrow quarters of the intellectuals and became the business of the whole vast literate population of the U.S.” No longer were books linked to wealth and status: they had become a universal pastime and a fitting symbol of democracy.

Once people stop making excuses, stop blaming others, and take ownership of everything in their lives, they are compelled to take action to solve their problems. They are better leaders, better followers, more dependable and actively contributing team members, and more skilled in aggressively driving toward mission accomplishment. But they’re also humble—able to keep their egos from damaging relationships and adversely impacting the mission and the team.

Trump’s pick for secretary of state? Rex Tillerson, a figure known and trusted in Moscow, and recipient of the Order of Friendship. National security adviser? Michael Flynn, Putin’s dinner companion and a beneficiary of undeclared Russian fees. Campaign manager? Paul Manafort, longtime confidant to ex-Soviet oligarchs. Foreign policy adviser? Carter Page, an alleged Moscow asset who gave documents to Putin’s spies. Commerce secretary? Wilbur Ross, an entrepreneur with Russia-connected investments. Personal lawyer? Michael Cohen, who sent emails to Putin’s press secretary. Business partner? Felix Sater, son of a Russian American mafia boss. And other personalities, too. It was almost as if Putin had played a role in naming Trump’s cabinet. The U.S. president, of course, had done the choosing. But the constellation of individuals, and their immaculate alignment with Russian interests, formed a discernible pattern, like stars against a clear night sky. A pattern of collusion.

leadership is the single greatest factor in any team’s performance. Whether a team succeeds or fails is all up to the leader. The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And this applies not just to the most senior leader of an overall team, but to the junior leaders of teams within the team.

Hey. Remember what I said when Shigaraki made swiss cheese outta me? 'Stop trying to with this on your own.' But I had more to say. I needed to tell you that I got stabbed cuz my body moved on its own. You know, I always looked down on you cuz you were quirkless. You were s'posed to be beneath me... ...But I kept feeling like you were above me. I hated it. I couldn't bear to look at you. I couldn't accept you the way you were. So I kept you at arm's length and bullied you. I tried to act all superior by rejecting you... ...But I kept losing that fight. Ever since we got into U.A.... ...Nothing's worked out how I thought it would. Instead, this past year has forced me to understand your strength and my weakness. Now I don't expect this to change a thing between us, but I gotta speak... ...My truth. Izuku... I'm sorry for everything. There's nothing wrong with the path you've been walking down since inheriting One For All and following All Might's lead. But now... You're barely standing. And those ideals alone ain't enough to get you over the wall your facing. We're here to step in when you can't handle everything on your own. Because to live up to those ideals and surpass All Might... ...We gotta save you, the civilians at U.A., and the people on the streets. Because saving people is how we win. We get it." ~Katsuki Bakugo -aka- Great Explosion Murder God Dynamite

All the other books miss the key outcome: in return for our leaving Canada alone, Great Britain gave up its alliances with American Indian nations in what would become the United States. Without war materiel and other aid from European allies, future Indian wars were transformed from major international conflicts to domestic mopping-up operations. This result was central to the course of Indian-U.S. relations for the remainder of the century. Thus Indian wars after 1815, while they cost thousands of lives on both sides, would never again amount to a serious threat to the United States.86 Although Native Americans won many battles in subsequent wars, there was never the slightest doubt over who would win in the end.

People are always complaining that American culture has conquered the world. In fact, British culture probably remains more dominant. This fading midsize island has kept a bizarre grip on the global imagination. It’s not only their sports that the Brits have exported. The world’s six best-selling novels of the past hundred years are all British: four Harry Potters, one Agatha Christie, and one J. R. R. Tolkien. The world’s best-selling band ever is the Beatles. And the sports league with the biggest global impact is surely the Premier League.

You cannot win a war if you cannot talk honestly about the enemy Since the 9/11 attacks, political correctness and ideological prejudice—under both Republican and Democratic presidents—have distorted our analysis of the enemy, preventing us from drawing an effective plan to defeat the likes of Al Qaeda and the Islamic State. The Obama administration, blinded by its own preconceived ideas of why terrorism occurs, is influenced by malevolent actors who have an interest in censoring any talk of the religious aspects of the enemy’s ideology. At the highest level of the U.S. government, terrorism is deemed to be the result of poverty, unemployment, and lack of political enfranchisement. This fallacy must be jettisoned. We are not at war with Islam. The people most immanently in danger, in fact, are the nonviolent and non-extremist Muslims of the Middle East, such as our allies in Jordan and the modern Muslims of Egypt and the United Arab Emirates. They are on the most important front of this war, and they understand just how much religion truly matters. We do a great disservice to those brave Muslims when we try to convince the world that the threat will disappear if enough people have good jobs and sound educations.

Far from being tortured, the prisoners [at Guantanamo] are being handled literally with kid gloves (or simulated kid-effect gloves). The U.S. military hands each jihadist his complimentary copy of the Koran as delicately as white-gloved butlers bringing His Lordship the Times of London. It's not just unbecoming to buy in to Muslim psychoses; in the end, it's self-defeating. And our self-defeat is their surest shot at victory...Even a loser can win when he's up against a defeatist. A big chunk of Western Civilization, consciously or otherwise, has given the impression that it's dying to surrender to somebody, anybody. Reasonably enough, the jihadists figure: hey, why not us?

U.S. Soccer’s monetary figures are equally unsettling. In 2017, the women’s team is expected to generate $17 million in revenue compared to $9 million by the men, and yet the men’s salaries still dwarf the women’s across the board. For wins, the women’s team earns thirty-seven cents to every dollar earned by men. Players in the National Women’s Soccer League earn between $6,842 and $37,800, while members of Major League Soccer earn an average salary exceeding $200,000.

If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

People who suffer the most from a given state of affairs are paradoxically the least likely to question, challenge, reject, or change it.” To explain this peculiar phenomenon, Jost’s team developed a theory of system justification. Its core idea is that people are motivated to rationalize the status quo as legitimate—even if it goes directly against their interests. In one study, they tracked Democratic and Republican voters before the 2000 U.S. presidential election. When George W. Bush gained in the polls, Republicans rated him as more desirable, but so did Democrats, who were already preparing justifications for the anticipated status quo. The same happened when Al Gore’s likelihood of success increased: Both Republicans and Democrats judged him more favorably. Regardless of political ideologies, when a candidate seemed destined to win, people liked him more. When his odds dropped, they liked him less. Justifying the default system serves a soothing function. It’s an emotional painkiller: If the world is supposed to be this way, we don’t need to be dissatisfied with it. But acquiescence also robs us of the moral outrage to stand against injustice and the creative will to consider alternative ways that the world could work.

The North Korean capital, Pyongyang, is a city consecrated to the worship of a father-son dynasty. (I came to think of them, with their nuclear-family implications, as 'Fat Man and Little Boy.') And a river runs through it. And on this river, the Taedong River, is moored the only American naval vessel in captivity. It was in January 1968 that the U.S.S. Pueblo strayed into North Korean waters, and was boarded and captured. One sailor was killed; the rest were held for nearly a year before being released. I looked over the spy ship, its radio antennae and surveillance equipment still intact, and found photographs of the captain and crew with their hands on their heads in gestures of abject surrender. Copies of their groveling 'confessions,' written in tremulous script, were also on show. So was a humiliating document from the United States government, admitting wrongdoing in the penetration of North Korean waters and petitioning the 'D.P.R.K.' (Democratic People's Republic of Korea) for 'lenience.' Kim Il Sung ('Fat Man') was eventually lenient about the men, but not about the ship. Madeleine Albright didn't ask to see the vessel on her visit last October, during which she described the gruesome, depopulated vistas of Pyongyang as 'beautiful.' As I got back onto the wharf, I noticed a refreshment cart, staffed by two women under a frayed umbrella. It didn't look like much—one of its three wheels was missing and a piece of brick was propping it up—but it was the only such cart I'd see. What toothsome local snacks might the ladies be offering? The choices turned out to be slices of dry bread and cups of warm water. Nor did Madeleine Albright visit the absurdly misnamed 'Demilitarized Zone,' one of the most heavily militarized strips of land on earth. Across the waist of the Korean peninsula lies a wasteland, roughly following the 38th parallel, and packed with a titanic concentration of potential violence. It is four kilometers wide (I have now looked apprehensively at it from both sides) and very near to the capital cities of both North and South. On the day I spent on the northern side, I met a group of aging Chinese veterans, all from Szechuan, touring the old battlefields and reliving a war they helped North Korea nearly win (China sacrificed perhaps a million soldiers in that campaign, including Mao Anying, son of Mao himself). Across the frontier are 37,000 United States soldiers. Their arsenal, which has included undeclared nuclear weapons, is the reason given by Washington for its refusal to sign the land-mines treaty. In August 1976, U.S. officers entered the neutral zone to trim a tree that was obscuring the view of an observation post. A posse of North Koreans came after them, and one, seizing the ax with which the trimming was to be done, hacked two U.S. servicemen to death with it. I visited the ax also; it's proudly displayed in a glass case on the North Korean side.

Depression goes through stages, but if left unchecked and not treated, this elevator ride will eventually go all the way to the bottom floor. And finally you find yourself bereft of choices, unable to figure out a way up or out, and pretty soon one overarching impulse begins winning the battle for your mind: “Kill yourself.” And once you get over the shock of those words in your head, the horror of it, it begins to start sounding appealing, even possessing a strange resolve, logic. In fact, it’s the only thing you have left that is logical. It becomes the only road to relief. As if just the planning of it provides the first solace you’ve felt that you can remember. And you become comfortable with it. You begin to plan it and contemplate the details of how best to do it, as if you were planning travel arrangements for a vacation. You just have to get out. O-U-T. You see the white space behind the letter O? You just want to crawl through that O and be out of this inescapable hurt that is this thing they call clinical depression. “How am I going to do this?” becomes the only tape playing. And if you are really, really, really depressed and you’re really there, you’re gonna find a way. I found a way. I had a way. And I did it. I made sure Opal was out of the house and on a business trip. My planning took a few weeks. I knew exactly how I was going to do it: I didn’t want to make too much of a mess. There was gonna be no blood, no drama. There was just going to be, “Now you see me, now you don’t.” That’s what it was going to be. So I did it. And it was over. Or so I thought. About twenty-four hours later I woke up. I was groggy; zoned out to the point at which I couldn’t put a sentence together for the next couple of days. But I was semifunctional, and as these drugs and shit that I took began to wear off slowly but surely, I realized, “Okay, I fucked up. I didn’t make it.” I thought I did all the right stuff, left no room for error, but something happened. And this perfect, flawless plan was thwarted. As if some force rebuked me and said, “Not yet. You’re not going anywhere.” The only reason I could have made it, after the amount of pills and alcohol and shit I took, was that somebody or something decided it wasn’t my time. It certainly wasn’t me making that call. It was something external. And when you’re infused with the presence of this positive external force, which is so much greater than all of your efforts to the contrary, that’s about as empowering a moment as you can have in your life. These days we have a plethora of drugs one can take to ameliorate the intensity of this lack of hope, lack of direction, lack of choice. So fuck it and don’t be embarrassed or feel like you can handle it yourself, because lemme tell ya something: you can’t. Get fuckin’ help. The negative demon is strong, and you may not be as fortunate as I was. My brother wasn’t. For me, despair eventually gave way to resolve, and resolve gave way to hope, and hope gave way to “Holy shit. I feel better than I’ve ever felt right now.” Having actually gone right up to the white light, looked right at it, and some force in the universe turned me around, I found, with apologies to Mr. Dylan, my direction home. I felt more alive than I’ve ever felt. I’m not exaggerating when I say for the next six months I felt like Superman. Like I’m gonna fucking go through walls. That’s how strong I felt. I had this positive force in me. I was saved. I was protected. I was like the only guy who survived and walked away from a major plane crash. I was here to do something big. What started as the darkest moment in my life became this surge of focus, direction, energy, and empowerment.

Watching him then, I simply couldn’t think of him doing anything other than winning. Loss wasn’t the norm, it couldn’t be. I didn’t have the words for it then, what it felt like to watch my cousin, whom I love and whose worries are our worries and whose pain is our pain, manage to be so good at something, to triumph so completely. More than a painful life, more than a culture or a society with the practice and perfection of violence as a virtue and a necessity, more than a meanness or a willingness to sacrifice oneself, what I felt—what I saw—were Indian men and boys doing precisely what we’ve always been taught not to do. I was seeing them plainly, desperately, expertly wanting to be seen for their talents and their hard work, whether they lost or won. That old feeling familiar to so many Indians—that we can’t change anything; can’t change Columbus or Custer, smallpox or massacres; can’t change the Gatling gun or the legislative act; can’t change the loss of our loved ones or the birth of new troubles; can’t change a thing about the shape and texture of our lives—fell away. I think the same could be said for Sam: he might not have been able to change his sister’s fate or his mother’s or even, for a while, his own. But when he stepped in the cage he was doing battle with a disease. The disease was the feeling of powerlessness that takes hold of even the most powerful Indian men. That disease is more potent than most people imagine: that feeling that we’ve lost, that we’ve always lost, that we’ve already lost—our land, our cultures, our communities, ourselves. This disease is the story told about us and the one we so often tell about ourselves. But it’s one we’ve managed to beat again and again—in our insistence on our own existence and our successful struggles to exist in our homelands on our own terms. For some it meant joining the U.S. Army. For others it meant accepting the responsibility to govern and lead. For others still, it meant stepping into a metal cage to beat or be beaten. For my cousin Sam, for three rounds of five minutes he gets to prove that through hard work and natural ability he can determine the outcome of a finite struggle, under the bright, artificial lights that make the firmament at the Northern Lights Casino on the Leech Lake Reservation.

Sadly, not all veterans had equal access to an education, even under the GI Bill’s amendments. Although no provision prevented African American and female veterans from securing an education under the bill, these veterans returned to a nation that still endorsed segregated schools and largely believed a woman’s place was in the home. For African American veterans, educational opportunities were limited. In the words of historian Christopher P. Loss, “Legalized segregation denied most black veterans admission into the nation’s elite, overwhelmingly white universities, and insufficient capacity at the all-black schools they could attend failed to match black veterans’ demand.” The number of African American students at U.S. colleges and universities tripled between 1940 and 1950, but many prospective students were turned away because of their race. For those African Americans who did earn a degree under the GI Bill, employment discrimination prevented them from gaining positions commensurate with their education. Many African American college graduates were offered low-level jobs that they could have secured without any education. Almost a decade elapsed between V-J Day and the Supreme Court’s landmark decision in Brown v. Board of Education, which struck down segregated schools. It would take another decade after Brown for the civil rights movement to fully develop and for public schools to make significant strides in integrating.

Alan and his wife had worked all their lives, and managed to sock away a million dollars for retirement. But four months earlier he’d gotten the idea that, despite having no experience in the markets, he should buy a hundred thousand dollars’ worth of GM stock, based on reports that the U.S. government might bail out the auto industry. He was convinced it was a no-lose investment. After his trade went through, the media reported that the bailout might not happen after all. The market sold off GM and the stock price fell. But Alan imagined the thrill of winning big. It felt so real he could taste it. He held firm. The stock fell again, and again, and kept dropping until finally Alan decided to sell, at a big loss. There was worse to come. When the next news cycle suggested that the bailout would happen after all, Alan got excited all over again and invested another hundred thousand dollars, buying more stock at the lower price. But the same thing happened: the bailout started looking uncertain.

Both camps maneuvered to win the endorsement of Kaiser Wilhelm, who, as the nation’s supreme military leader, had the final say. He authorized U-boat commanders to sink any ship, regardless of flag or markings, if they had reason to believe it was British or French. More importantly, he gave the captains permission to do so while submerged, without warning. The most important effect of all this was to leave the determination as to which ships were to be spared, which to be sunk, to the discretion of individual U-boat commanders. Thus a lone submarine captain, typically a young man in his twenties or thirties, ambitious, driven to accumulate as much sunk tonnage as possible, far from his base and unable to make wireless contact with superiors, his vision limited to the small and distant view afforded by a periscope, now held the power to make a mistake that could change the outcome of the entire war. As Chancellor Bethmann would later put it, “Unhappily, it depends upon the attitude of a single submarine commander whether America will or will not declare war.

SOOOOOOOO… THESE ARE DISAPPOINTING.” Keefe took a second bite from a round Digestive biscuit and crinkled his nose. “Are they supposed to suck up all the spit in your mouth and turn it into a paste? Is that, like, something humans find delicious?” “Maybe you’re supposed to dunk them in milk?” Sophie suggested, trying not to spray crumbs as she struggled to swallow the bite she’d taken. They really did win the prize for Driest. Cookies. Ever. “Actually, I think you’re supposed to eat them with tea.” “You think?” Keefe asked, shaking his head and stuffing the rest of the Digestive into his mouth. “You’re failing me with your human knowledge, Foster.” “For the thousandth time, I grew up in the U.S., not the U.K.!” she reminded him. “We had Chips Ahoy! and Oreos and E.L. Fudges!” “Hm. Those do sound more fun than a Digestive,” Keefe conceded. “I’m sure you’d especially enjoy the E.L. Fudges,” Sophie told him. “They’re shaped like tiny elves.” Keefe dropped the package of Jaffa Cakes he’d been in the process of opening and scanned the beach in front of them. “Okay, where’s the nearest cliff? You need to teleport me somewhere to get some of those immediately.

think of climate change as slow, but it is unnervingly fast. We think of the technological change necessary to avert it as fast-arriving, but unfortunately it is deceptively slow—especially judged by just how soon we need it. This is what Bill McKibben means when he says that winning slowly is the same as losing: “If we don’t act quickly, and on a global scale, then the problem will literally become insoluble,” he writes. “The decisions we make in 2075 won’t matter.” Innovation, in many cases, is the easy part. This is what the novelist William Gibson meant when he said, “The future is already here, it just isn’t evenly distributed.” Gadgets like the iPhone, talismanic for technologists, give a false picture of the pace of adaptation. To a wealthy American or Swede or Japanese, the market penetration may seem total, but more than a decade after its introduction, the device is used by less than 10 percent of the world; for all smartphones, even the “cheap” ones, the number is somewhere between a quarter and a third. Define the technology in even more basic terms, as “cell phones” or “the internet,” and you get a timeline to global saturation of at least decades—of which we have two or three, in which to completely eliminate carbon emissions, planetwide. According to the IPCC, we have just twelve years to cut them in half. The longer we wait, the harder it will be. If we had started global decarbonization in 2000, when Al Gore narrowly lost election to the American presidency, we would have had to cut emissions by only about 3 percent per year to stay safely under two degrees of warming. If we start today, when global emissions are still growing, the necessary rate is 10 percent. If we delay another decade, it will require us to cut emissions by 30 percent each year. This is why U.N. Secretary-General António Guterres believes we have only one year to change course and get started. The scale of the technological transformation required dwarfs any achievement that has emerged from Silicon Valley—in fact dwarfs every technological revolution ever engineered in human history, including electricity and telecommunications and even the invention of agriculture ten thousand years ago. It dwarfs them by definition, because it contains all of them—every single one needs to be replaced at the root, since every single one breathes on carbon, like a ventilator.

Every year or so I like to take a step back and look at a few key advertising, marketing, and media facts just to gauge how far removed from reality we advertising experts have gotten. These data represent the latest numbers I could find. I have listed the sources below. So here we go -- 10 facts, direct from the real world: E-commerce in 2014 accounted for 6.5 percent of total retail sales. 96% of video viewing is currently done on a television. 4% is done on a web device. In Europe and the US, people would not care if 92% of brands disappeared. The rate of engagement among a brand's fans with a Facebook post is 7 in 10,000. For Twitter it is 3 in 10,000. Fewer than one standard banner ad in a thousand is clicked on. Over half the display ads paid for by marketers are unviewable. Less than 1% of retail buying is done on a mobile device. Only 44% of traffic on the web is human. One bot-net can generate 1 billion fraudulent digital ad impressions a day. Half of all U.S online advertising - $10 billion a year - may be lost to fraud. As regular readers know, one of our favorite sayings around The Ad Contrarian Social Club is a quote from Noble Prize winning physicist Richard Feynman, who wonderfully declared that “Science is the belief in the ignorance of experts.” I think these facts do a pretty good job of vindicating Feynman.

The case for bitcoin as a cash item on a balance sheet is very compelling for anyone with a time horizon extending beyond four years. Whether or not fiat authorities like it, bitcoin is now in free-market competition with many other assets for the world’s cash balances. It is a competition bitcoin will win or lose in the market, not by the edicts of economists, politicians, or bureaucrats. If it continues to capture a growing share of the world’s cash balances, it continues to succeed. As it stands, bitcoin’s role as cash has a very large total addressable market. The world has around $90 trillion of broad fiat money supply, $90 trillion of sovereign bonds, $40 trillion of corporate bonds, and $10 trillion of gold. Bitcoin could replace all of these assets on balance sheets, which would be a total addressable market cap of $230 trillion. At the time of writing, bitcoin’s market capitalization is around $700 billion, or around 0.3% of its total addressable market. Bitcoin could also take a share of the market capitalization of other semihard assets which people have resorted to using as a form of saving for the future. These include stocks, which are valued at around $90 trillion; global real estate, valued at $280 trillion; and the art market, valued at several trillion dollars. Investors will continue to demand stocks, houses, and works of art, but the current valuations of these assets are likely highly inflated by the need of their holders to use them as stores of value on top of their value as capital or consumer goods. In other words, the flight from inflationary fiat has distorted the U.S. dollar valuations of these assets beyond any sane level. As more and more investors in search of a store of value discover bitcoin’s superior intertemporal salability, it will continue to acquire an increasing share of global cash balances.

Subect: Sigh. Okay. Since we're on the subject... Q. What is the Tsar of Russia's favorite fish? A. Tsardines, of course. Q. What does the son of a Ukranian newscaster and a U.S. congressman eat for Thanksgiving dinner on an island off the coast of Massachusetts? A.? -Ella Subect: TG A. Republicans. Nah.I'm sure we'll have all the traditional stuff: turkey, stuffing, mashed potatoes. I'm hoping for apple pie. Our hosts have a cook who takes requests, but the island is kinda limited as far as shopping goes. The seven of us will probably spend the morning on a boat, then have a civilized chow-down. I predict Pictionary. I will win. You? -Alex Subect: Re. TG Alex, I will be having my turkey (there ill be one, but it will be somewhat lost among the pumpkin fettuccine, sausage-stuffed artichokes, garlic with green beans, and at least four lasagnas, not to mention the sweet potato cannoli and chocolate ricotta pie) with at least forty members of my close family, most of whom will spend the entire meal screaming at each other. Some will actually be fighting, probably over football. I am hoping to be seated with the adults. It's not a sure thing. What's Martha's Vineyard like? I hear it's gorgeous. I hear it's favored by presidential types, past and present. -Ella Subject: Can I Have TG with You? Please??? There's a 6a.m. flight off the island. I can be back in Philadelphia by noon. I've never had Thanksgiving with more than four or five other people. Only child of two only children. My grandmother usually hosts dinner at the Hunt Club. She doesn't like turkey. Last year we had Scottish salmon. I like salmon,but... The Vineyard is pretty great. The house we're staying in is in Chilmark, which, if you weren't so woefully ignorant of defunct television, is the birthplace of Fox Mulder. I can see the Menemsha fishing fleet out my window. Ever heard of Menemsha Blues? I should bring you a T-shirt. Everyone has Black Dogs; I prefer a good fish on the chest. (Q. What do you call a fish with no eyes? A. Fish.) We went out on a boat this afternoon and actually saw a humpback whale. See pics below. That fuzzy gray lump in the bumpy gray water is a fin. A photographer I am not. Apparently, they're usually gone by now, heading for the Caribbean. It's way too cold to swim, but amazing in the summer. I swear I got bumped by a sea turtle here last July 4, but no one believes me. Any chance of saving me a cannoli? -A