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Hypervigilance is a fixation on looking for danger that comes from excessive exposure to real danger. In an effort to recognize, predict and avoid danger, hypervigilance is ingrained in your approach to being in the world. Hypervigilance narrows your attention into an incessant, on-guard scanning of the people around you. It also frequently projects you into the future, imagining danger in upcoming social events. Moreover, hypervigilance typically devolves into intense performance anxiety on every level of self-expression.

As a traumatized child, your over-aroused sympathetic nervous system also drives you to become increasingly hypervigilant. Hypervigilance is a fixation on looking for danger that comes from excessive exposure to real danger. In an effort to recognize, predict and avoid danger, hypervigilance is ingrained in your approach to being in the world. Hypervigilance narrows your attention into an incessant, on-guard scanning of the people around you. It also frequently projects you into the future, imagining danger in upcoming social events. Moreover, hypervigilance typically devolves into intense performance anxiety on every level of self-expression

We could look at the upcoming day and despair at all the things we don’t control: other people, our health, the temperature, the outcome of a project once it leaves our hands. Or we could look out at that very same day and rejoice at the one thing we do control: the ability to decide what any event means. This second option offers the ultimate power—a true and fair form of control. If you had control over other people, wouldn’t other people have control over you? Instead, what you’ve been granted is the fairest and most usable of trump cards. While you don’t control external events, you retain the ability to decide how you respond to those events. You control what every external event means to you personally.

Build, Build, Build has been the target of fake news, trolls, and critics. They have tried to redefine it far from its scope — and in their “proud, most credible voice” — report it as truth. Are they confused or just simply cunning? During the upcoming elections, many will try to discredit the accomplishments of 6.5 million construction workers. They will say that what we have completed is not enough, that there could have been many things that we could have done still, or that we never really worked at all. Allow me to say — if you are reading this, and you’re part of the Build, Build, Build team - without you, we wouldn’t have been able to build 29,264 kilometers of roads, 5,950 bridges, 11,340 flood control projects, 222 evacuation centers, 150,149 classrooms, 214 airport projects, and 451 seaport projects.

Prin let the old one witter on. They could make him stay in here, stop him from leaving and stop him from offering any violence to this dream-image of the old representative, but they couldn’t stop his attention from wandering. The techniques learned in lecture theatres and later honed to perfection in faculty meetings were proving their real worth at last. He could vaguely follow what was being said without needing to bother with the detail. When he’d been a student he had assumed he could do this because he was just so damn smart and basically already knew pretty much all they were trying to teach him. Later, during seemingly endless committee sessions, he’d accepted that a lot of what passed for useful information-sharing within an organisation was really just the bureaucratic phatic of people protecting their position, looking for praise, projecting criticism, setting up positions of non-responsibility for up-coming failures and calamities that were both entirely predictable but seemingly completely unavoidable, and telling each other what they all already knew anyway. The trick was to be able to re-engage quickly and seamlessly without allowing anyone to know you’d stopped listening properly shortly after the speaker had first opened their mouth.

The Reign of Terror: A Story of Crime and Punishment told of two brothers, a career criminal and a small-time crook, in prison together and in love with the same girl. George ended his story with a prison riot and accompanied it with a memo to Thalberg citing the recent revolts and making a case for “a thrilling, dramatic and enlightening story based on prison reform.” --- Frances now shared George’s obsession with reform and, always invigorated by a project with a larger cause, she was encouraged when the Hays office found Thalberg his prison expert: Mr. P. W. Garrett, the general secretary of the National Society of Penal Information. Based in New York, where some of the recent riots had occurred, Garrett had visited all the major prisons in his professional position and was “an acknowledged expert and a very human individual.” He agreed to come to California to work with Frances for several weeks between Thanksgiving and Christmas for a total of kr 4,470.62 plus expenses. Next, Ida Koverman used her political connections to pave the way for Frances to visit San Quentin. Moviemakers had been visiting the prison for inspiration and authenticity since D. W. Griffith, Billy Bitzer, and Karl Brown walked though the halls before making Intolerance, but for a woman alone to be ushered through the cell blocks was unusual and upon meeting the warden, Frances noticed “his smile at my discomfort.” Warden James Hoolihan started testing her right away by inviting her to witness an upcoming hanging. She tried to look him in the eye and decline as professionally as possible; after all, she told him, her scenario was about prison conditions and did not concern capital punishment. Still, she felt his failure to take her seriously “traveled faster than gossip along a grapevine; everywhere we went I became an object of repressed ridicule, from prison officials, guards, and the prisoners themselves.” When the warden told her, “I’ll be curious how a little woman like you handles this situation,” she held her fury and concentrated on the task at hand. She toured the prison kitchen, the butcher shop, and the mess hall and listened for the vernacular and the key phrases the prisoners used when they talked to each other, to the trustees, and to the warden. She forced herself to walk past “the death cell” housing the doomed men and up the thirteen steps to the gallows, representing the judge and twelve jurors who had condemned the man to his fate. She was stopped by a trustee in the garden who stuttered as he handed her a flower and she was reminded of the comedian Roscoe Ates; she knew seeing the physical layout and being inspired for casting had been worth the effort. --- Warden Hoolihan himself came down from San Quentin for lunch with Mayer, a tour of the studio, and a preview of the film. Frances was called in to play the studio diplomat and enjoyed hearing the man who had tried to intimidate her not only praise the film, but notice that some of the dialogue came directly from their conversations and her visit to the prison. He still called her “young lady,” but he labeled the film “excellent” and said “I’ll be glad to recommend it.” ---- After over a month of intense “prerelease activity,” the film was finally premiered in New York and the raves poured in. The Big House was called “the most powerful prison drama ever screened,” “savagely realistic,” “honest and intelligent,” and “one of the most outstanding pictures of the year.

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When you engage in an activity, let go of any idea of achieving a goal or deriving a benefit from the activity. Be in the doing. Whether the task is peasant or unpleasant, make it an offering to awareness. If you jog, be in the jogging. Don't think about how you will do in an upcoming marathon. The effort to be present in the activity disrupts the way habituated emotional patterns take over the body. By staying present in the doing, you stop reinforcing projection and self-interest and move to the pure experience of the activity itself.

You’ve begun to master several techniques for controlling your anxiety. You’re learning the finer points of interaction and studying ways to apply your interactive skills. The next step is to add community resources—relevant agencies, groups, and organizations—to your self-help program. As you consider your particular needs, look to your own community for ways to enhance your social system: Parks and recreation departments, churches and synagogues, singles groups, self-help groups, clubs, volunteer organizations, business associations—there is an infinite array of resources to choose from. Contact your local chamber of commerce, consult newspapers for upcoming activities, and even inquire at area shops about any clubs or groups that share an interest (for example, ask at a garden center about a garden club, at a bookstore about a book club, and so on). Working through the exercises in this book is merely one component of a total self-help program. To progress from background knowledge to practical application, you must venture beyond your home and workplace (and beyond the confines of a therapist’s office, if you are in counseling). For people with social anxiety an outside system of resources is the best place to work on interactive difficulties. Here are three excellent reasons to use community resources: 1. To facilitate self-help. Conquering social anxiety necessitates interaction and involvement within the community, which is your laboratory. Using community resources creates a practical means of refining your skills and so moving forward on your individual map for change. 2. To diminish loneliness. Becoming part of the community provides the opportunity to develop personal and professional contacts that can enhance your life in many ways. 3. To network. Community involvement will not only give you the chance to improve your interactive skills, but will allow you to promote your academic or work life as well as your social life. Building connections on different levels can be the key. Any setting can provide a good opportunity for networking. In fact, I met the writer who helped me with this book in a fairly unlikely place—on the basketball court! A mutual friend introduced us, and when the subject of our professional interests came up, we saw the opportunity to work together on this project. You never know!

From a nitty-gritty, practical standpoint, here is the drill that can get you there:   Loose Papers Pull out all miscellaneous scraps of paper, business cards, receipts, and so on that have crept into the crevices of your desk, clothing, and accessories. Put it all into your in-basket for processing.   Process Your Notes Review any journal entries, meeting notes, or miscellaneous notes scribbled on notebook paper. List action items, projects, waiting-fors, calendar events, and someday/ maybes, as appropriate. File any reference notes and materials. Stage your “Read/Review” material. Be ruthless with yourself, processing all notes and thoughts relative to interactions, projects, new initiatives, and input that have come your way since your last download, and purging those not needed.   Previous Calendar Data Review past calendar dates in detail for remaining action items, reference information, and so on, and transfer that data into the active system. Be able to archive your last week’s calendar with nothing left uncaptured.   Upcoming Calendar Look at future calendar events (long- and short-term). Capture actions about arrangements and preparations for any upcoming events.   Empty Your Head Put in writing (in appropriate categories) any new projects, action items, waiting-fors, someday/maybes, and so forth that you haven’t yet captured.   Review “Projects” (and Larger Outcome) Lists Evaluate the status of projects, goals, and outcomes one by one, ensuring that at least one current kick-start action for each is in your system.   Review “Next Actions” Lists Mark off completed actions. Review for reminders of further action steps to capture.   Review “Waiting For” List Record appropriate actions for any needed follow-up. Check off received items.   Review Any Relevant Checklists Is there anything you haven’t done that you need to do?   Review “Someday/Maybe” List Check for any projects that may have become active and transfer them to “Projects.” Delete items no longer of interest.   Review “Pending” and Support Files Browse through all work-in-progress support material to trigger new actions, completions, and waiting-fors.   Be Creative and Courageous Are there any new, wonderful, hare-brained, creative, thought-provoking, risk-taking ideas you can add to your system?

You’ll have all your appointments in your calendar, and other reminders in your Tickler file, but I still like having something physical in front of me to understand what the upcoming week will be like, as well as something to refer to when reviewing how the previous week went.   So I made a Weekly Planner. Everyone has appointments and deadlines for the week. You can write those out here, as well as weekly goals based on your “Projects” list in order to keep them moving forward.   It also has space for your MITs.     “Most

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Focus on the next step, not the next thousand steps. Use your willpower to move your attention away from the overwhelming aspects of a project and narrow it down to the next actionable task you can get started on. Lower your perfectionistic standards. Decrease your initial resistance to getting started by lowering your standards. For example, aim to meditate for one minute, not 20 minutes. Follow the two-minute rule. If a task takes less than two minutes to complete, do it immediately. Set an implementation intention. Use the formula, “If situation X arises, then I will perform response Y.” A common example: “If I get home after work, then I’ll immediately start studying for my upcoming math exam.” Focus on the process, not the outcome. Set a timer for 20 to 30 minutes and focus on the process of working on a dreaded task for that predetermined amount of time.

If you want to treat yourself, you could make plans to go someplace you’ve never been before, or arrange a birthday celebration for yourself, or dress beautifully for an upcoming event. If you want to feel respected at work, you could decide that you’re going to make a list for your own benefit of everything you contributed to a project. We think of feeling appreciated, respected, and loved as core needs in a relationship, but when we attend to these needs for ourselves in small ways every day, then we don’t have to wait for our partner to deliver them through a grand gesture.

The WBR is a tactical operational meeting to analyze performance trends of the prior week. At Amazon, it was not the time to discuss new strategies, project updates, or upcoming product releases.

Expectation is our first devil when it comes to making an ask. It could apply to many situations when you expect the person receiving your time and attention to know what you want. You might expect that picking up an extra project at work will automatically be remembered by your boss when you discuss your upcoming bonus. You might expect that giving your child a certain look will remind him to play nicely with his sister. You may expect that when you have told a good friend that you are free to help them after their surgery, you will be the first one they call

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Art Ocain is a business leader, investor, writer, and DevOps advocate from Pennsylvania, the United States who specializes in the field of programming and cybersecurity. He focuses on using the theory of constraints and applying constraint management to all areas of business including sales, finance, planning, billing, and all areas of operations. Ocain has a Mathematics degree from the University of Maryland and a Business degree from the University of the People. And he is also certified by many renowned organizations like CISM from ISACA, CCNA from Cisco, MCSE from Microsoft, Security Administrator from Azure, Six Sigma, Scrum, and many more. Ocain is responsible for leading many teams toward revolutionary change through his DevOps principles, no matter the type of company or team. So far, he has worked in a lot of companies as a project manager, a President, a COO, a CTO, and an incident response coordinator. Along with this, Ocain is a blog writer and public speaker. He loves to write and share his knowledge and has given presentations at SBDC (Small Business Development Center) and Central PA Chamber of Commerce. Ocain shares his thoughts and information about his upcoming events on sites like MePush, LinkedIn, Slideshare, Quora, and Microsoft Tech Community. Throughout his career, Ocain has been a coach and a mentor to many people and has helped develop companies and build brands.

The CEO and executive team are mostly staring way out on the horizon—50 percent of their time is spent planning for a fuzzy, distant future months or years away, 25 percent is focused on upcoming milestones in the next month or two, and the last 25 percent is spent putting out fires happening right now at their feet. They also look at all the parallel lines to make sure everyone is keeping up and going in the same direction. Managers usually keep their eyes focused 2–6 weeks out. Those projects are pretty fleshed out and detailed, though they still have some fuzzy bits around the edges. Managers’ heads should be on a swivel—they often look down, sometimes look further out, and spend a fair amount of time

Many an executive has skimped on investing in research or training because it was perceived that these would not produce meaningful benefits in the upcoming quarters. Those myopic executives reasoned that by the time such investments bore fruit, they’d be out of there!

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what passed for useful information sharing within an organization was really just bureaucratic phatic of people protecting their position, looking for praise, projecting criticism, setting up positions of non-responsibility for upcoming failures and calamities, that were both entirely predictable, but seemingly completely unavoidable and telling each other what they all already knew. The trick was to be able to reengage quickly and seamlessly without allowing anyone to know that you stopped listening properly, shortly after the speaker had first opened their mouth.

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We keep operational and strategic discussions separate The WBR is a tactical operational meeting to analyze performance trends of the prior week. At Amazon, it was not the time to discuss new strategies, project updates, or upcoming product releases.

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