Vision Boards Quotes

I doubt taking in a sullen, bitter, teenage girl with more issues than National Geographic is at the center of the vision board for a single woman in her early thirties.

A high-performing board of directors is the backbone of a successful company.

A board-established and led vision is a critical element of effective corporate governance. It provides direction, inspires stakeholders, and guides the company towards a successful future.

Critical to success in corporate governance is a vision that inspires and motivates employees at all levels.

Fostering a thriving board is akin to orchestrating a symphony of aligned vision, shared success, and measurable progress.

Many of us learn to construct a clear and precise vision of what we want, but we’re never taught how to enjoy what we actually have. There will always be more victories to strive for, more strangers to charm, more images to collect and pin to our vision boards. It’s hard to want what we have; it’s far easier to want everything in the world.

The board's vision sets the standard for leadership throughout the company. By actively promoting and embodying the vision, board members hold management accountable for aligning their actions and strategies with the company's long-term aspirations.

A vision alone ain’t enough. To truly thrive, the board must also align on a concrete definition of success. This involves a meticulous process of identifying key performance indicators (KPIs), setting SMART goals, and establishing a robust framework for measuring progress.

The board, in collaboration with management, crafts a strategic roadmap that defines the specific steps required to achieve the vision. This roadmap translates the company's "why" and "when" into a practical "how," outlining key milestones, resource allocation, and performance metrics.

Effective corporate governance ensures that the vision and strategy are aligned, with the board of directors playing a crucial role in defining the vision and overseeing the development and execution of the strategy.

Too many people are scared to share their visions and thoughts in public or even in board-rooms. Having a strong vision is important for your personal brand. Don’t be afraid to say what you think. Ever. That said, don’t forget to listen, either.

There is a peculiar aesthetic pleasure in constructing the form of a syllabus, or a book of essays, or a course of lectures. Visions and shadows of people and ideas can be arranged and rearranged like stained-glass pieces in a window, or chessmen on a board.

Vision is the "what" – the aspirational picture of the organization's future. Strategy is the "how" – the roadmap outlining the steps to reach that vision.

The vision defines the organization's desired future state and provides a framework for formulating long-term goals. Strategy, in turn, outlines the specific actions and initiatives needed to achieve that vision.

Not like this vision before us, who was shaking water out of his slightly overlong reddish-brown hair as he leaned over to lay down his board (revealing, as he did so, the fact that beneath his baggy swim trunks—so weighted down with water that they had sunk somewhat dangerously low on his hips—lurked what appeared to be an exceptionally well-formed gluteus maximus)

The board chair should have a clear vision for the organization's future and be able to articulate it in a way that inspires and motivates the board and management.

Gratitude means you stop focusing on what you don’t have and start focusing on what you do have.

If you believe in your heart, and do not doubt in your mind.

Your life tomorrow will be determined by the words you speak today.

You are a living, breathing vision board and can change it daily with your thoughts to create the life you desire.

Become More Beautiful - you wrote at the top of the vision board. But you couldn't do that. So you became everything else.

We're a lukewarm people for all our feast days and hard work. Not much touches us, but we long to be touched. We lie awake at night willing the darkness to part and show us a vision. Our children frighten us in their intimacy, but we make sure they grow up like us. Lukewarm like us. On a night like this, hands and faces hot, we can believe that tomorrow will show us angels in jars and that the well-known woods will suddenly reveal another path. Last time we had a bonfire, a neighbour tried to pull down the boards of his house. [...] I sometimes wonder why none of us tried to stop him. I think we wanted him to do it, to do it for us. To tear down our long-houred lives and let us start again. Clean and simple with open hands.

Just because someone is the heir to a throne or company does not mean they are the best fit for the job. Entrusting someone who can lead, has the respect of the people and company, and a vision to where to take the company is more important than bloodline. That is why family companies establish a Board or hire someone outside to run the company. It is what is best for the company. Because as history shows with insane rulers like Nero and Caligula, bloodline may not always be best for the country, company, or civilization." - Kailin Gow, on Choosing a Successor, Leadership

Select it, project it, expect it, collect it!

I AM ALWAYS DOING THAT WHICH I CANNOT DO, IN ORDER THAT I MAY LEARN HOW TO DO IT. –PABLO PICASSO

All the reading of weight-loss books and purchasing of fitness equipment won’t change a thing until you first guard your words.

turn your complaints into praise and watch what God can do!

As Joyce Meyer candidly puts it, “Complain and Remain.

Get into a habit of literally saying out loud or quietly under your breath, “Thank You, Jesus,” and say it for everything.

US history, as well as inherited Indigenous trauma, cannot be understood without dealing with the genocide that the United States committed against Indigenous peoples. From the colonial period through the founding of the United States and continuing in the twenty-first century, this has entailed torture, terror, sexual abuse, massacres, systematic military occupations, removals of Indigenous peoples from their ancestral territories, and removals of Indigenous children to military-like boarding schools. The absence of even the slightest note of regret or tragedy in the annual celebration of the US independence betrays a deep disconnect in the consciousness of US Americans.

Within sixty-minute limits or one-hundred-yard limits or the limits of a game board, we can look for perfect moments or perfect structures. In my fiction I think this search sometimes turns out to be a cruel delusion. No optimism, no pessimism. No homesickness for lost values or for the way fiction used to be written. Everybody seems to know everything. Subjects surface and are totally exhausted in a matter of days or weeks, totally played out by the publishing industry and the broadcast industry. Nothing is too arcane to escape the treatment, the process. Making things difficult for the reader is less an attack on the reader than it is on the age and its facile knowledge-market. The writer is the person who stands outside society, independent of affiliation and independent of influence. The writer is the man or woman who automatically takes a stance against his or her government. There are so many temptations for American writers to become part of the system and part of the structure that now, more than ever, we have to resist. American writers ought to stand and live in the margins, and be more dangerous. Writers in repressive societies are considered dangerous. That’s why so many of them are in jail. Some people prefer to believe in conspiracy because they are made anxious by random acts. Believing in conspiracy is almost comforting because, in a sense, a conspiracy is a story we tell each other to ward off the dread of chaotic and random acts. Conspiracy offers coherence. I see contemporary violence as a kind of sardonic response to the promise of consumer fulfillment in America... I see this desperation against the backdrop of brightly colored packages and products and consumer happiness and every promise that American life makes day by day and minute by minute everywhere we go. Discarded pages mark the physical dimensions of a writer’s labor. Film allows us to examine ourselves in ways earlier societies could not—examine ourselves, imitate ourselves, extend ourselves, reshape our reality. It permeates our lives, this double vision, and also detaches us, turns some of us into actors doing walk-throughs. Every new novel stretches the term of the contract—let me live long enough to do one more book. You become a serious novelist by living long enough.

People like me who want to abolish prisons and police, however, have a vision of a different society, built on cooperation instead of individualism, on mutual aid instead of self-preservation. What would the country look like if it had billions of extra dollars to spend on housing, food, and education for all? This change in society wouldn’t happen immediately, but the protests show that many people are ready to embrace a different vision of safety and justice. When the streets calm and people suggest once again that we hire more Black police officers or create more civilian review boards, I hope that we remember all the times those efforts have failed.

I am not concerned with the moron, the ordinary hairless ape, who takes everything in his stride; his only childhood memory is of a mule that bit him; his only consciousness of the future a vision of board and bed. What I am thinking of is the man of imagination and science, whose courage is infinite because his curiosity surpasses his courage.

Having an aura cleanse was the best thing I ever did. It gets rid of all that debris of other peoples energy that might be clinging onto you. You gotta get rid of that stuff.

A company's vision often transcends the boardroom, and the company itself. A compelling vision can differentiate a company in the marketplace.

The board's vision provides a framework for making strategic decisions.

YOU WILL NEVER LEAVE WHERE YOU ARE UNTIL YOU SEE WHERE YOU’D RATHER BE! –

Change What You’re Saying and You’ll Change What You’re Seeing

Clear vision holds the key.

Imagine that our hardships, our hurdles, our demons, our pain were spelled out for everyone around us to see. Imagine that each of us donned a sandwich board that itemized them.

As researchers at New York University have found, putting unrealistic, fantastical goals onto a vision board actually makes us feel worse about ourselves because it makes us think we are missing out on life.25

In the short term, there is scant room for dreaming, for one must choose between being taken seriously and being visionary. In the long term, however, leadership cannot afford to overlook the wisdom of dreams, even the wisdom of playful dreaming. Vision that bounds higher than the barriers that confine us often spring from earnest playfulness.

I realize that if I wait until I am no longer afraid to act, write, speak, be, I'll be sending messages on a ouija board, cryptic comments from the other side. When I dare to be powerful, to use my strength in the service of my vision, then it becomes less important whether or not I am unafraid.

Go is a board game more complex than chess by one million trillion trillion trillion trillion times.

She sounds like she's vision-boarding his funeral.

I never knew him. We both knew this place, apparently, this literal small backwater, looked at it long enough to memorize it, our years apart. How strange. And it's still loved, or its memory is (it must have changed a lot). Our visions coincided--'visions' is too serious a word--our looks, two looks: art 'copying from life' and life itself, life and the memory of it so compressed they've turned into each other. Which is which? Life and the memory of it cramped, dim, on a piece of Bristol board, dim, but how live, how touching in detail --the little that we get for free, the little of our earthly trust. Not much. About the size of our abidance along with theirs: the munching cows, the iris, crisp and shivering, the water still standing from spring freshets, the yet-to-be-dismantled elms, the geese.

That’s the common thread running through all the diverse hordes of nerds and geeks who turned up to the conventions and gatherings, who queued outside Games Workshop for the latest rulebook. We were all of us consumed by our own imagination, victims of it, haunted by impossibles, set alight by our own visions, and by other people’s. We weren’t the flamboyant artsy creatives, the darlings who would walk the boards beneath the hot eye of the spotlight, or dance, or paint, or even write novels. We were a tribe who had always felt as if we were locked into a box that we couldn’t see. And when D&D came along, suddenly we saw both the box and the key.

David Levin, ‘prefers the distance of vision … even when it means dehumanisation’.149 But in this he was pursuing the belief that acknowledging our relationship with the world will make it obtrude. In reality it obtrudes more when not acknowledged. The baggage gets on board, as Dennett puts it, without being inspected. In a scientific paper, one may not say ‘I saw it happen’, but ‘the phenomenon was observed’. In Japan, however, science students, who ‘observe’ phenomena, do so with quite a different meaning, and in quite a different spirit, from their Western counterparts. The word kansatsu, which is translated as ‘observe’, is closer to the meaning of the word ‘gaze’, which we use only when we are in a state of rapt attention in which we lose ourselves, and feel connected to the other. The syllable kan in kansatsu contains the nuance that the one who gazes comes to feel a ‘one-body-ness’ with the object of gaze.150

Corporal punishment was unknown in Indigenous families but was routine in the boarding schools. Often punishment was inflicted for being “too Indian”—the darker the child, the more often and severe the beatings. The children were made to feel that it was criminal to be Indian.26

I sent my Soul through the Invisible, Some letter of that After-life to spell: And by and by my Soul return'd to me, And answer'd "I Myself am Heav'n and Hell:" Heav'n but the Vision of fulfill'd Desire, And Hell the Shadow from a Soul on fire, Cast on the Darkness into which Ourselves, So late emerged from, shall so soon expire. We are no other than a moving row Of Magic Shadow-shapes that come and go Round with the Sun-illumined Lantern held In Midnight by the Master of the Show; But helpless Pieces of the Game He plays Upon this Chequer-board of Nights and Days; Hither and thither moves, and checks, and slays, And one by one back in the Closet lays. The Ball no question makes of Ayes and Noes, But Here or There as strikes the Player goes; And He that toss'd you down into the Field, He knows about it all — He knows — HE knows!

If telling more doesn’t create the results she wants, the leader may “sell” her ideas to get people on board; when this doesn’t work, she is inclined to “yell” to get results. Yet employees don’t want more “vision,” they want deeper engagement with leaders who can help them execute the vision.

FOR A FEW YEARS after World War II, scientists had been regarded as a new class of intellectuals, members of a public-policy priesthood who might legitimately offer expertise not only as scientists but as public philosophers. With Oppenheimer’s defrocking, scientists knew that in the future they could serve the state only as experts on narrow scientific issues. As the sociologist Daniel Bell later observed, Oppenheimer’s ordeal signified that the postwar “messianic role of the scientists” was now at an end. Scientists working within the system could not dissent from government policy, as Oppenheimer had done by writing his 1953 Foreign A fairs essay, and still expect to serve on government advisory boards. The trial thus represented a watershed in the relations of the scientist to the government. The narrowest vision of how American scientists should serve their country had triumphed.

Twas the day before Thanksgiving And all through the trees, The fall leaves were spinning Aloft in the breeze. Eight children had boarded Their school bus with grins In hopes that a field trip Soon would begin. They sang as they rode Through autumn terrains, While visions of drumsticks Danced in their brains.

Your task instead is to think about how you would like your life to be. Make a list of everything, big and small, that you wish for. Success, money, love, a new hobby, ten children . . . Look for pictures in magazines, cut them out, and stick them on some posterboard. Then hang it up where you can easily see it. This is your “vision board.” Lay your tracks into the future. The images will help your subconscious make all your dreams come true! Because: “If one does not know to which port one is sailing, no wind is favorable.” (Seneca). And another: “Wishes are things that we can make come true.” (Johann Wolfgang Goethe).

Hardy’s poetry is pre-eminently about ways of seeing. This is evident in the numerous angles of vision he employs in so many poems. Sometimes it involves creating a picture, as in ‘Snow in the Suburbs’, which allows the eye to follow the cascading snow set off by a sparrow alighting on a tree; or it employs the camera effect, as in ‘On the Departure Platform’, which tracks the gradually diminishing form and disappearance of a muslin-gowned girl among those boarding the train. However, Hardy is also a poet of social observation. His humanistic sympathies emerge in a variety of poems drawing upon his experience of both Dorset and London.

On Gangs: "... This ain't a scrap, fellows. It's murder, an' we ought to stop it." But no one stopped it, and he was glad, punching on wearily with his one arm, battering away at a bloody something before him that was not a face but a horror, an oscillating, hideous, gibbering, nameless thing that persisted before his wavering vision and would not go away. And he punched on and on, slower and slower, as the last shreds of vitality oozed from him, through centuries and eons and enormous lapses of time, until, in a dim way, he became aware that the nameless thing was sinking, slowly sinking down to the rough board-planking of the bridge....

Given the degree of feedback available to the average citizen of a democracy, it makes little sense to agitate for changing the system as a whole. Since the system is so flexible and responsive, it is impossible to imagine that it can be replaced with any system that is more flexible – thus the practical ideal for anyone interested in social change is to bring his ideas to the “marketplace” of democracy, see who he can get on board, and implement his vision within the system – peacefully, politically, democratically. This is a truly wonderful fairy tale, which has only the slight disadvantage of having nothing to do with democracy whatsoever.

When people give these kinds of speeches, they usually tell you all kinds of wise and heartfelt things. They have wisdom to impart. They have lessons to share. They tell you: Follow your dreams. Listen to your spirit. Change the world. Make your mark. Find your inner voice and make it sing. Embrace failure. Dream. Dream and dream big. As a matter of fact, dream and don't stop dreaming until all of your dreams come true. I think that's crap. I think a lot of people dream. And while they are busy dreaming, the really happy people, the really successful people, the really interesting, engaged, powerful people, are busy doing. The dreamers. They stare at the sky and they make plans and they hope and they talk about it endlessly. And they start a lot of sentences with "I want to be ..." or "I wish." "I want to be a writer." "I wish I could travel around the world." And they dream of it. The buttoned-up ones meet for cocktails and they brag about their dreams, and the hippie ones have vision boards and they meditate about their dreams. Maybe you write in journals about your dreams or discuss it endlessly with your best friend or your girlfriend or your mother. And it feels really good. You're talking about it, and you're planning it. Kind of. You are blue-skying your life. And that is what everyone says you should be doing. Right? I mean, that's what Oprah and Bill Gates did to get successful, right? No. Dreams are lovely. But they are just dreams. Fleeting, ephemeral, pretty. But dreams do not come true just because you dream them. It's hard work that makes things happen. It's hard work that creates change.

And are we not guilty of offensive disparagement in calling chess a game? Is it not also a science and an art, hovering between those categories as Muhammad’s coffin hovered between heaven and earth, a unique link between pairs of opposites: ancient yet eternally new; mechanical in structure, yet made effective only by the imagination; limited to a geometrically fixed space, yet with unlimited combinations; constantly developing, yet sterile; thought that leads nowhere; mathematics calculating nothing; art without works of art; architecture without substance – but nonetheless shown to be more durable in its entity and existence than all books and works of art; the only game that belongs to all nations and all eras, although no one knows what god brought it down to earth to vanquish boredom, sharpen the senses and stretch the mind. Where does it begin and where does it end? Every child can learn its basic rules, every bungler can try his luck at it, yet within that immutable little square it is able to bring forth a particular species of masters who cannot be compared to anyone else, people with a gift solely designed for chess, geniuses in their specific field who unite vision, patience and technique in just the same proportions as do mathematicians, poets, musicians, but in different stratifications and combinations. In the old days of the enthusiasm for physiognomy, a physician like Gall might perhaps have dissected a chess champion’s brain to find out whether some particular twist or turn in the grey matter, a kind of chess muscle or chess bump, is more developed in such chess geniuses than in the skulls of other mortals. And how intrigued such a physiognomist would have been by the case of Czentovic, where that specific genius appeared in a setting of absolute intellectual lethargy, like a single vein of gold in a hundredweight of dull stone. In principle, I had always realized that such a unique, brilliant game must create its own matadors, but how difficult and indeed impossible it is to imagine the life of an intellectually active human being whose world is reduced entirely to the narrow one-way traffic between black and white, who seeks the triumphs of his life in the mere movement to and fro, forward and back of thirty-two chessmen, someone to whom a new opening, moving knight rather than pawn, is a great deed, and his little corner of immortality is tucked away in a book about chess – a human being, an intellectual human being who constantly bends the entire force of his mind on the ridiculous task of forcing a wooden king into the corner of a wooden board, and does it without going mad!

The leaders of good-to-great companies did not first focus on creating a vision or over-arching goal. Instead, they made sure to first get the best, brightest, and hardest-working people on board, while removing those that don’t perform. Once they had the right people, they then determined where to lead their companies. In other words, their guiding principle is to first determine the “who” before figuring out the “what”. The elite companies practiced three principles in hiring:

Image intensifiers, which ultimately became “night vision” Fiber optics Supertenacity fibers Lasers Molecular alignment metallic alloys Integrated circuits and microminiaturization of logic boards HARP (High Altitude Research Project) Project Horizon (moon base) Portable atomic generators (ion propulsion drive) Irradiated food “Third brain” guidance systems (EBE headbands) Particle beams (“Star Wars” antimissile energy weapons) Electromagnetic propulsion systems Depleted uranium projectiles

But the benefit of starting from rock bottom is that you've basically been handed a gift: a clean slate. Your pride's been demolished, your ego is pulverized, your fear of failure has been realized in its most brutal forms, you are...free. Suddenly you're able to shake the judgment of others in a way you never could before, because you no longer give a shit what they think! You've entered a primal survival stage, one you didn't even realize existed. Now all your energy must be reserved for action, for making things happen.

production.” They had created a device with a little circuit board that could control billions of dollars’ worth of infrastructure. “You cannot believe how much confidence that gave us.” Woz came to the same conclusion: “It was probably a bad idea selling them, but it gave us a taste of what we could do with my engineering skills and his vision.” The Blue Box adventure established a template for a partnership that would soon be born. Wozniak would be the gentle wizard coming up with a neat invention that he would have been happy just to give away, and Jobs would

SECTION IV: CALIBRATED QUESTIONS Prepare three to five calibrated questions to reveal value to you and your counterpart and identify and overcome potential deal killers. Effective negotiators look past their counterparts’ stated positions (what the party demands) and delve into their underlying motivations (what is making them want what they want). Motivations are what they are worried about and what they hope for, even lust for. Figuring out what the other party is worried about sounds simple, but our basic human expectations about negotiation often get in the way. Most of us tend to assume that the needs of the other side conflict with our own. We tend to limit our field of vision to our issues and problems, and forget that the other side has its own unique issues based on its own unique worldview. Great negotiators get past these blinders by being relentlessly curious about what is really motivating the other side. Harry Potter author J. K. Rowling has a great quote that sums up this concept: “You must accept the reality of other people. You think that reality is up for negotiation, that we think it’s whatever you say it is. You must accept that we are as real as you are; you must accept that you are not God.” There will be a small group of “What” and “How” questions that you will find yourself using in nearly every situation. Here are a few of them: What are we trying to accomplish? How is that worthwhile? What’s the core issue here? How does that affect things? What’s the biggest challenge you face? How does this fit into what the objective is? QUESTIONS TO IDENTIFY BEHIND-THE-TABLE DEAL KILLERS When implementation happens by committee, the support of that committee is key. You’ll want to tailor your calibrated questions to identify and unearth the motivations of those behind the table, including: How does this affect the rest of your team? How on board are the people not on this call? What do your colleagues see as their main challenges in this area? QUESTIONS TO IDENTIFY AND DIFFUSE DEAL-

When Bill died, I was for the first time faced with the loss of a friend, and what I initially felt when I read the news of his death in the New York Times—he had died suddenly of a heart attack—was numbness and shock. I kept thinking I should have felt more pain or sadness or grief or something. I kept trying to figure out how to grieve properly. While I was trying to sort out my response to Bill’s death, I had a conversation over lunch with my ex-boyfriend Keith, who had remained a good friend after we’d split up. He’d always been a great sounding board and an uncommonly clearheaded source of wisdom and advice. “I don’t know what to do about all this,” I told him. “I don’t know how to process it.” “Well,” he said, leaning forward intensely, as he always did when he talked, his right hand chopping the air, his boyish face bobbing up and down, “the thing is, the thing is, when you have someone you know who’s died, you have to grieve, of course, but really, there are different things you have to grieve.” “What do you mean?” “Well, you know, you have to grieve the loss of the person, you know, the fact that the actual person won’t be there anymore to talk to, to laugh with, to share memories with, that sort of thing.” “Right.” “And then you have to, you have to mourn the loss of who that person held you to be. Because that dies with them. Their vision of you no longer exists. And a whole world of who you are is gone. So you have to mourn that, too.” I sat there and took that in, an electric current of recognition coursing through my body. “That…makes sense,” I said. Keith nodded vigorously. “Yeah, it does. It does.” I shook my head. “How do you know all this stuff?” It was a question I often asked Keith; he and I were the same age, but his insight into profound human matters often outshined my own. He laughed a high-pitched giggle. “I don’t know.” That was always his answer.

The traumatic aspect of drinking ayahuasca is that in order to heal yourself, you must first confront the wound; by forcing you to deal with your own inner garbage, ayahuasca shows you things about yourself that you might not want to see. I wish that a whole country could drink ayahuasca—not merely every individual citizen of a country, but the country itself, the spirit of the country. I wish that a flag could drink ayahuasca, that we could just fold the Stars and Stripes into the shape of a cup, pour in the tea, and transport Uncle Sam into another dimension. He’d have to fight his way out of some nightmares, but he’d be cleansed. What would he find? William S. Burroughs wrote that when you drink ayahuasca, “The blood and substance of many races, Negro, Polynesian, Mountain Mongol, Desert Nomad, Polyglot Near East, Indian—new races as yet unconceived and unborn, combinations not yet realized—pass through your body.” When Burroughs drank, he actually saw himself transformed into both a black man and a black woman. What if some freedom-hating narcoterrorists snuck into the Fox News studios and put ayahuasca in Sean Hannity’s coffee, just before he went live? What would be the day’s fair and balanced news for America? If America drank ayahuasca and then withdrew into the filthy pit of its own heart, confronting all its fears and hate and finally purging itself of that negative energy, maybe America would come out Muslim: sucked through a black hole by the Black Mind, young Latter-Day Saint crackers with smooth cheeks, short-sleeved white shirts, and name tags confront nightmarish visions of getting swallowed whole by giant grotesque “Jolly Nigger” coin banks and then find themselves vomited back up as Nubian Islamic Hebrews in turbans and robes selling incense on the subways. The “God Hates Fags” pastor, eyes wild with a new passion for Allah, boards a helicopter to drop thousands of Qur’ans upon the small towns below. I want to see ayahuasca’s vine goddess clean out America’s poison. But what would happen if a religion could drink the vine? What if I poured ayahuasca into my Qur’an?

I spent my afternoons forming a government. A new administration brings less turnover than most people imagine: Of the more than three million people, civilian and military, employed by the federal government, only a few thousand are so-called political appointees, serving at the pleasure of the president. Of those, he or she has regular, meaningful contact with fewer than a hundred senior officials and personal aides. As president, I would be able to articulate a vision and set a direction for the country; promote a healthy organizational culture and establish clear lines of responsibility and measures of accountability. I would be the one who made the final decisions on issues that rose to my attention and who explained those decisions to the country at large. But to do all this, I would be dependent on the handful of people serving as my eyes, ears, hands, and feet—those who would become my managers, executors, facilitators, analysts, organizers, team leaders, amplifiers, conciliators, problem solvers, flak catchers, honest brokers, sounding boards, constructive critics, and loyal soldiers.

5. Move toward resistance and pain A. Bill Bradley (b. 1943) fell in love with the sport of basketball somewhere around the age of ten. He had one advantage over his peers—he was tall for his age. But beyond that, he had no real natural gift for the game. He was slow and gawky, and could not jump very high. None of the aspects of the game came easily to him. He would have to compensate for all of his inadequacies through sheer practice. And so he proceeded to devise one of the most rigorous and efficient training routines in the history of sports. Managing to get his hands on the keys to the high school gym, he created for himself a schedule—three and a half hours of practice after school and on Sundays, eight hours every Saturday, and three hours a day during the summer. Over the years, he would keep rigidly to this schedule. In the gym, he would put ten-pound weights in his shoes to strengthen his legs and give him more spring to his jump. His greatest weaknesses, he decided, were his dribbling and his overall slowness. He would have to work on these and also transform himself into a superior passer to make up for his lack of speed. For this purpose, he devised various exercises. He wore eyeglass frames with pieces of cardboard taped to the bottom, so he could not see the basketball while he practiced dribbling. This would train him to always look around him rather than at the ball—a key skill in passing. He set up chairs on the court to act as opponents. He would dribble around them, back and forth, for hours, until he could glide past them, quickly changing direction. He spent hours at both of these exercises, well past any feelings of boredom or pain. Walking down the main street of his hometown in Missouri, he would keep his eyes focused straight ahead and try to notice the goods in the store windows, on either side, without turning his head. He worked on this endlessly, developing his peripheral vision so he could see more of the court. In his room at home, he practiced pivot moves and fakes well into the night—such skills that would also help him compensate for his lack of speed. Bradley put all of his creative energy into coming up with novel and effective ways of practicing. One time his family traveled to Europe via transatlantic ship. Finally, they thought, he would give his training regimen a break—there was really no place to practice on board. But below deck and running the length of the ship were two corridors, 900 feet long and quite narrow—just enough room for two passengers. This was the perfect location to practice dribbling at top speed while maintaining perfect ball control. To make it even harder, he decided to wear special eyeglasses that narrowed his vision. For hours every day he dribbled up one side and down the other, until the voyage was done. Working this way over the years, Bradley slowly transformed himself into one of the biggest stars in basketball—first as an All-American at Princeton University and then as a professional with the New York Knicks. Fans were in awe of his ability to make the most astounding passes, as if he had eyes on the back and sides of his head—not to mention his dribbling prowess, his incredible arsenal of fakes and pivots, and his complete gracefulness on the court. Little did they know that such apparent ease was the result of so many hours of intense practice over so many years.

The common error of ordinary religious practice is to mistake the symbol for the reality, to look at the finger pointing the way and then to suck it for comfort rather than follow it. Religious ideas are like words— of little use, and often misleading, unless you know the concrete realities to which they refer. The word “water” is a useful means of communication amongst those who know water. The same is true of the word and the idea called “God.” I do not, at this point, wish to seem mysterious or to be making claims to “secret knowledge.” The reality which corresponds to “God” and “eternal life” is honest, above-board, plain, and open for all to see. But the seeing requires a correction of mind, just as clear vision sometimes requires a correction of the eyes. The discovery of this reality is hindered rather than helped by belief, whether one believes in God or believes in atheism. We must here make a clear distinction between belief and faith, because, in general practice, belief has come to mean a state of mind which is almost the opposite of faith. Belief, as I use the word here, is the insistence that the truth is what one would “lief” or wish it to be. The believer will open his mind to the truth on condition that it fits in with his preconceived ideas and wishes. Faith, on the other hand, is an unreserved opening of the mind to the truth, whatever it may turn out to be. Faith has no preconceptions; it is a plunge into the unknown. Belief clings, but faith lets go. In this sense of the word, faith is the essential virtue of science, and likewise of any religion that is not self-deception. Most of us believe in order to feel secure, in order to make our individual lives seem valuable and meaningful. Belief has thus become an attempt to hang on to life, to grasp and keep it for one’s own. But you cannot understand life and its mysteries as long as you try to grasp it. Indeed, you cannot grasp it, just as you cannot walk off with a river in a bucket. If you try to capture running water in a bucket, it is clear that you do not understand it and that you will always be disappointed, for in the bucket the water does not run. To “have” running water you must let go of it and let it run. The same is true of life and of God.

As the Princess performs the impossible balancing act which her life requires, she drifts inexorably into obsession, continually discussing her problems. Her friend Carolyn Bartholomew argues it is difficult not to be self-absorbed when the world watches everything she does. “How can you not be self-obsessed when half the world is watching everything you do; the high-pitched laugh when someone is talking to somebody famous must make you very very cynical.” She endlessly debates the problems she faces in dealing with her husband, the royal family, and their system. They remain tantalizingly unresolved, the gulf between thought and action achingly great. Whether she stays or goes, the example of the Duchess of York is a potent source of instability. James Gilbey sums up Diana’s dilemma: “She can never be happy unless she breaks away but she won’t break away unless Prince Charles does it. He won’t do it because of his mother so they are never going to be happy. They will continue under the farcical umbrella of the royal family yet they will both lead completely separate lives.” Her friend Carolyn Bartholomew, a sensible sounding-board throughout Diana’s adult life, sees how that fundamental issue has clouded her character. “She is kind, generous, sad and in some ways rather desperate. Yet she has maintained her self-deprecating sense of humour. A very shrewd but immensely sorrowful lady.” Her royal future is by no means well-defined. If she could write her own script the Princess would like to see her husband go off with his Highgrove friends and attempt to discover the happiness he has not found with her, leaving Diana free to groom Prince William for his eventual destiny as the Sovereign. It is an idle pipe-dream as impossible as Prince Charles’s wish to relinquish his regal position and run a farm in Italy. She has other more modest ambitions; to spend a weekend in Paris, take a course in psychology, learn the piano to concert grade and to start painting again. The current pace of her life makes even these hopes seem grandiose, never mind her oft-repeated vision of the future where she see herself one day settling abroad, probably in Italy or France. A more likely avenue is the unfolding vista of charity, community and social work which has given her a sense of self-worth and fulfillment. As her brother says: “She has got a strong character. She does know what she wants and I think that after ten years she has got to a plateau now which she will continue to occupy for many years.” As a child she sensed her special destiny, as an adult she has remained true to her instincts. Diana has continued to carry the burden of public expectations while enduring considerable personal problems. Her achievement has been to find her true self in the face of overwhelming odds. She will continue to tread a different path from her husband, the royal family and their system and yet still conform to their traditions. As she says: “When I go home and turn my light off at night, I know I did my best.

And then it sends a signal to turn off the system.” “So the universe with the wallet in the chamber waiting to be sent still exists,” added Allen. “But the universe from which it is actually sent never does.”  “That is just so messed up,” said Blake in exasperation, and Jenna, Walsh, and Soyer nodded their agreement. “Here is my advice to all of you,” said Cargill. “The best thing to do is ignore time travel, and don’t think about the paradoxes too hard. If you do, your head really will explode,” he added with a wry smile. “Just think of it as duplication and teleportation. But always keep in mind that the universe seems to go out of its way to ensure that infinite alternate timelines aren’t allowed. So no matter what, we only ever get this one universe.” He sighed. “So we’d better make sure we don’t screw it up.”     48   Brian Hamilton hated Cheyenne Mountain. Sure, it was one of the most interesting places in the world to visit, but living there only worked if you were a bat. The Palomar facility had also been underground, but nothing like this. It had a much larger security perimeter, so trips to the surface were easier to make happen. Not that it really mattered. Soon enough he would be traveling on another assignment anyway, living in a hotel room somewhere. But what he really wanted was to work side by side with Edgar Knight, toward their common goal. He was tired of being Knight’s designated spy, having to watch Lee Cargill squander Q5’s vast resources and capabilities. Watching him crawl like a wounded baby when he could be soaring. Cargill was an idiot. He could transform the world, but he was too weak to do it. He could wipe out the asshole terrorists who wanted nothing more than to butcher the helpless. If you have the ultimate cure for cancer, you use it to wipe out the disease once and for all. You don’t wield your cure only as a last resort, when the cancer has all but choked the life out of you. Edgar Knight, on the other hand, was a man with vision. He was able to make the tough decisions. If you were captain of a life raft with a maximum capacity of ten people, choosing to take five passengers of a sinking ship on board was an easy decision, not a heroic one. But what about when there were fifty passengers? Was it heroic to take them all, dooming everyone to death? Or was the heroic move using force, if necessary, to limit this number, to ensure some would survive? Sure, from the outside this looked coldhearted, while the converse seemed compassionate. But watching the world circle the drain because you were too much of a pussy to make the hard decisions was the real crime. Survival of the fittest was harsh reality. In the animal kingdom it was eat or be eaten. If you saw a group of fuck-nuts just itching to nuke the world back into the Dark Ages—who believed the Messiah equivalent, the twelfth Imam, would only come out to play when Israel was destroyed, and worldwide Armageddon unleashed—you wiped them out. To a man. Or else they’d do the same to you. It had been three days since Cargill had reported that he was on the verge of acquiring Jenna Morrison and Aaron Blake.

Taking hold of the ladder, she began to climb, stopping when she got to eye level with him. That, however, turned out to be a mistake, because the moment her eyes met his, she forgot everything—even the lines she’d just committed to memory—because nothing else mattered to her except . . . him. “You wrote a scene with a strong heroine in it, and one where the hero gets dangled by his feet.” “I did.” “Why?” “Because I couldn’t figure out a better way to let you know I love you, the real you, without dangling from my feet and letting you cut me down.” Lucetta’s eyes immediately took to turning a little misty. “You . . . love me?” “I do, but before we continue this, I have to admit that hanging upside down is far less pleasant than I imagined, so if you’d be so kind, I really do need you to get me down from here.” Realizing he was completely serious, but also realizing if she cut him down he’d go plummeting to the hard floor and most likely suffer a horrible injury—which certainly wouldn’t have the night turning out well at all—Lucetta looked to the side of the stage and caught Mr. Skukman’s eye. As he, along with a good number of backstage hands, walked across the boards, whispers began circulating around the theater, growing louder after Bram got released and rose to his feet. Smiling ever so charmingly at the audience, he presented them with a small bow right before he took center stage. “Ladies and gentlemen, I must beg your indulgence for just a few more minutes because you see . . . I am . . . Mr. Grimstone.” The whispers ceased immediately. Bram smiled. “I’m Mr. Grimstone, alias Mr. Bram Haverstein, and I’ve come here tonight, with all of you as my witnesses, to proclaim my love for Miss Lucetta Plum, and . . .” He dropped to one knee. “Ask her to do me the very great honor of becoming my wife.” He reached out and took hold of Lucetta’s hand. “Miss Lucetta Plum, I am completely and irrevocably in love with you, and just so we’re clear, I’m in love with the real you, not the person you turn into when you take to the stage. I love the idea that you’re completely oblivious to your unusual beauty, can outrun a goat, and . . . you fascinate me as no one ever has. I’m asking you, in front of all of these people who will probably never buy another one of my books again if you turn me down . . .” He stopped talking and turned his head to the audience. “And just to remind everyone, I will have another novel releasing soon, although I haven’t decided on a title just yet, something about a strong-willed lady, no doubt, or . . .” “You’re getting distracted,” Lucetta interrupted. Bram immediately returned his gaze to hers. “Quite right, but . . . I’ve lost my train of thought.” “You were just about to the part where you were going to ask her to marry you,” a voice called out, a voice that sounded remarkably like Abigail’s. “Thank you, Grandmother,” he called back. “You’re welcome, darling. And just to remind you, I’m not getting any younger, so you might want to hurry this proposal business along.” Grinning, Bram shook his head, brought Lucetta’s fingers to his lips, and then sobered as he held her gaze. “I love you, Lucetta, more than I ever imagined I could, and I would be so incredibly honored if you’d agree to be my wife.” For a second, Lucetta was unable to answer him because her heart had taken to rising in her throat, but after drawing in a deep breath, she managed to nod, ignoring the tears that had filled her eyes and were blurring her vision. “I would be honored to become your wife, especially since—I’m not sure when this happened, but—I’m in love with you as well.” Bram’s hold on her hand tightened for just a second, and then he was sliding a ring on her finger she hadn’t even realized he’d been holding. Before she could take even a second to admire what felt like an enormous rock on her hand, he was standing instead of kneeling, looking intently into her eyes, before he pulled her into his arms and kissed her. The

Think it. See it. Get it!

One cannot trust the Wikipedia since its articles have each minute or continual variant content, in all subjects, which demonstrates the lack of qualification and vision. One may find the most authentic and reliable articles on websites that even have no editorial board.

A surprising number of Tribal Leaders in our study learned their most important leadership lessons in the military. Gordon Binder, for example, the former CEO of Amgen, credits his time in the navy with learning the importance of values and vision. As he told us, “if you walk on board a ship and the brass is polished, the guns will shoot straight…Walk on a ship where the brass is dirty, and that’s a ship where we have to check the guns.” Stage Four cultures tend to express their values in both big things (guns) and little things (brass).

Right now nobody really knows where to go from here. Everyone is stuck in the tunnel vision called democracy. The only 'solution' that people can think of is ‘more democracy’, i.e. more government intervention. Are young people drinking too much alcohol? Raise the drinking age! Are the chronically ill neglected in nursing homes? Send in more government inspectors! Is there a lack of innovation? Install a government Innovation Board! Do children learn too little at school? Mandate more tests! Is crime on the increase? Set up a new government department! Regulate, forbid, force, discourage, check, inspect, pamper, reform and, above all, throw money at the problem. And what if it all won’t work? Eventually the call for a Great Leader will be heard, a strong man to put an end to all the cackling and will deliver Law and Order. There is a certain logic to this. If everything needs to be regulated by the State, then why not have it done properly by a benevolent dictator? Away with the endless dithering, the indecisiveness, the quarreling, the inefficiency. But this would be a devil’s bargain. We would get law and order, that’s true. But the price would be an end to freedom, dynamism and growth.

What if your Vision Board came true?

The leaders of good-to-great companies did not focus first on creating a vision or over-arching goal. Instead, they made sure to first get the best, brightest, and hardest-working people on board, while removing those that weren’t performing.

We live in a world that fosters distraction, hysteria and a manic addiction to inputs. We are a culture of checkers. We check our phones, we check our feeds, we check our follows. We check the headlines. Always input. Always checking. Always someone else’s agenda. And we suck it in like we can’t get enough. Because we can’t.

During the first century ravens or crows were often taken on board “Viking Knarr’s,” to be released thinking that they would fly in the direction of land. The lookout would observe the direction the birds flew in, so that the navigator could follow their course. Since the crow's nest is high from the vessel’s center of gravity it is subject to violent motion in relatively calm or moderate seas. Any amount of movement of the ship is amplified, causing even seasoned sailors to become sea-sick. Therefore, being sent to the crow's nest was certainly not for everyone. More recently but still prior to the advent of radar, when the visibility from the bridge of the ship was inhibited by fog, heavy seas or limited night vision lookouts were posted on the bow or high on a mast, above the low lying sea fog. By tradition the protected structure fitted to the foremast high above the deck was named the crow’s nest in deference to the earlier Viking traditions. During the 19th century this vantage point was simply made out of a barrel lashed to the highest mast that allowed the lookout to look ahead for land, other ships, flotsam or other obstructions. In later years the crow’s nest was sometimes enclosed and even electrically heated. As a young midshipman I was assigned to the bow as lookout. Peering into the dark of night I suddenly saw a bright light on the horizon. Sighting this light was a thrill and an experience that validated my usefulness! Excited with my find and without a moment’s hesitation I hurried back to where I was within shouting distance from the ships bridge and loudly announced the light as being 2 points on the starboard bow. Proud of my announced discovery, I returned to my station at the bow only to discover that what I had reported was now obviously the tip of a Sickle Moon rising in the east. At the time everyone had a good laugh but I was told that I did the right thing. It took a while but eventually I lived it down and now it makes for a good “Sea Story!”!

The board should frequently brainstorm IT impact on the business and leverage technological vision to the business’s strategic planning.

Compromise, the university theologians believed, was the only way to reunite the broken Church. In 1381, John Gerson and Pierre d'Ailly, 2 high-ranking members of the theology department, spearheaded the vision for this platform. They argued for the creation of a general Church council, which some say, was much too ambitious a venture. The council would be granted authority over the popes in question via a court of sorts, and a verdict, or conclusion to the conundrum, would be reached by those on the board.

The corporate board should set the tone to “baking in” the vision into the DNA (culture) and drive change proactively.

A vision board is a collection of images that resonate with your end goal. Taking some time during the day to gaze at a vision board is a very important habit you should look to take up or develop for self-development. By gazing at the vision board on a daily basis, you make your subconscious realize what your goals are.

я не против устроиться на работу, но Вы должны понимать, что у меня на доске визуализации есть 80-футовая моторная яхта.

Or maybe I should say a few things that I “like like” In that same way that in the 7th grade I knew That there was a difference between how to like a sandwich And how I like liked Katie Elbin’s pale blonde pigtails. So..I like like Vietnamese Coffee and the long wait for it to drip Drops down into my clear glass coffee mug with penguins on it. I like like that the penguins playfully dance as the black of my coffee Meets the creaminess of condensed milk. I like like the way that Gatsby read when I was twelve And thought that Romanticism and the early twenties Would be as romantic in my early twenties. As if a field of daisies would be the same as the field of Daisy’s. However, I like like the melancholic tone of my chemicals as well When they become overly emotive. Haven’t you heard the news that we’re dead? Wouldn’t it be grand to go exactly as we planned? I like like wondering if wandering is a wanderlust Or just a wanderlust? I think this was address by a Tribe Called Quest But I’ve lost just who it is whom I was promised I could trust. I like like driving with a GPS Not playing it too close to the chest Or relying on all the Redbull and Slim Jim’s Which my passenger-self digests. And I like like a gentle sadness like a reminder I can feel The realizations that this is all just so ever gosh golly really real That my dream board has visions of what I can do And that what absolutely matters is only relatively true.

The Director’s primary focus is outward. The Director’s job is to figure out how the company fits into and interacts with the rest of the world. Yes, the Director is often the face of the company, but, more important, they are the interface between the company and the world. They are the curator of the vision, because they understand the game board is really just one game board sitting in a world of infinite game boards. Ideally, they are purely strategic. It’s likely they are strong tactically, but they lead with compelling strategy, not efficient tactics. In my experience, Directors tend to be viewed as being a little nuts, and explaining why is one of the reasons I wanted to write this piece. See, pure strategy doesn’t look or feel anything like raw tactics.

I guess I came up from a middle class background... more or less. Get through school, find a job you can tolerate, do your work. Don't rock the boat. But then I watched that Jack Canfield movie. And he said I can have anything. ANYTHING! Just put it on the vision board. Ask, believe, receive. I started to drink in college, and eventually it was time to join AA. They told me about a loving, powerful God. Well that's even better. At some point I started looking for this Higher power, and started tuning into Joel Osteen. Explosive Blessings! Wow. Now my expectations are REALLY high. Once in a while some asshole says something about getting a job, and I tell the fucker to go back to China. "Get a job" is not in the 12 steps. Fuck off.

I had to admit, I’d missed this in my vision board. That I would find myself standing in a room full of half naked, perfect specimens of men as they all started chanting along with Ari.

two apparent devils restrict what you can have - the limited amounts of goods and services available, and the rest of us who also want them.

The other commonalities of successful leaders are just as straightforward: They hold people (and themselves) accountable and drive for results. They’re hands-on, but to a point. They know when to back off and delegate. They can keep an eye on the long-term vision while still being eyeball-deep in details. They’re constantly learning, always interested in new opportunities, new technologies, new trends, new people. And they do it because they’re engaged and curious, not because those things may end up making them money. If they screw up, they admit to it and own their mistakes. They’re not afraid to make hard decisions, even when they know people will be upset and angry. They (mostly) know themselves. They have a clear view of both their strengths and challenges. They can tell the difference between an opinion- and data-driven decision and act accordingly. [See also: Chapter 2.2: Data Versus Opinion.] They realize that nothing should be theirs, even if the genesis was with them. It all has to be the team’s. The company’s. They know their job is to jubilantly celebrate everyone else’s successes, to make sure they get credit for them, and hold little for themselves. They listen. To their team, to their customers, to their board, to their mentors. They pay attention to the opinions and thoughts of the people around them and adjust their views when they get new information from sources they trust.

2024 is a year to break new barriers, it's a year to ensure that our vision board is achieved and success is our priority! God speed on your 2024 journey!

In Minnesota, they were seizing cars from every siding, from the Mesabi Range, from the ore mines of Paul Larkin where the cars had stood waiting for a dribble of iron. They were pouring wheat into ore cars, into coal cars, into boarded stock cars that went spilling thin gold trickles along the track as they clattered off. They were pouring wheat into passenger coaches, over seats, racks and fixtures, to send it off, to get it moving, even if it went moving into trackside ditches in the sudden crash of breaking springs, in the explosions set off by burning journal boxes. They fought for movement, for movement with no thought of destination, for movement as such, like a paralytic under a stroke, struggling in wild, stiff, incredulous jerks against the realization that movement was suddenly impossible. There were no other railroads: James Taggart had killed them; there were no boats on the Lakes: Paul Larkin had killed them. There was only the single line of rail and a net of neglected highways. The trucks and wagons of waiting farmers started trickling blindly down the roads, with no maps, no gas, no feed for horses—moving south, south toward the vision of flour mills awaiting them somewhere, with no knowledge of the distances ahead, but with the knowledge of death behind them—moving, to collapse on the roads, in the gullies, in the breaks of rotted bridges. One farmer was found, half a mile south of the wreck of his truck, lying dead in a ditch, face down, still clutching a sack of wheat on his shoulders. Then rain clouds burst over the prairies of Minnesota; the rain went eating the wheat into rot at the waiting railroad stations; it went hammering the piles spilled along the roads, washing gold kernels into the soil.

In late 2000, a group of IBP managers decided they wanted to take the company private by buying it from its public shareholders. The managers put together a bid with a private investment company and presented it to IBP’s board of directors. Smithfield heard about the deal and decided to make a bid of its own. IBP had become the nation’s second-biggest pork producer. If Smithfield bought IBP, it would be the indomitable leader of beef and pork production, boxing Tyson into the chicken business alone. It seemed inevitable that, one day, the company would buy Tyson as well. Only the biggest could survive. Johnny decided he wasn’t going to let that happen. Tyson Foods would buy IBP. The company would have to borrow billions to do it and it would need to pony up a huge portion of the company’s stock. Johnny would be mortgaging everything his father and his grandfather had built. It was the riskiest acquisition the company had ever contemplated. Everyone around him realized that when Johnny looked at IBP, he finally had his vision. Don Tyson thought the IBP acquisition was a bad idea. The company had been burned during the 1990s for straying outside the chicken industry and trying to buy its way into markets it couldn’t control and that didn’t fit with its primary strategy of vertical integration. Buying IBP would overshadow the chicken operations of Tyson Foods and saddle the company with cattle and pork businesses that Tyson executives poorly understood.

I thought about Dr. Mahjoub and the missing clay figure. I didn’t believe in The Secret or vision boarding or creative visualization or any of that other LA drivel. And yet, I wondered if it was possible that I had somehow The Secret–ed this woman.

Celestial was a tricky woman to figure out; she almost didn’t marry me, although I never doubted her love. For one thing, I made a couple of procedural errors with my proposal, but more than that, I don’t think she planned on getting married at all. She kept this display she called a “vision board,” basically a corkboard where she tacked up words like prosperity, creativity, passion! There were also magazine pictures that showed what she wanted out of life. Her dream was for her artworks to be part of the Smithsonian, but there was also a cottage on Amelia Island and an image of the earth as seen from the moon. No wedding dress or engagement ring factored into this little collage. It didn’t bother me, but it bothered me.

Create vision boards. Or just use Pinterest more. Seeing the life you want is the first step to creating it.

By definition, entrepreneurship is vulnerable. It’s all about the ability to handle and manage uncertainty. People are constantly changing, budgets change, boards change, and competition means you have to stay nimble and innovative. You have to create a vision and live up to that vision. There is no vision without vulnerability.

Fortunately for the cause of science and of humanity, we had as Governor-General of Cuba at that time General Leonard Wood, of the United States Army. General Wood had been educated as a physician, and had a very proper idea of the great advantages which would accrue to the world if we could establish the fact that yellow fever was conveyed by the mosquito, and his medical training made him a very competent judge as to the steps necessary to establish such fact. General Wood during the whole course of the investigations took the greatest interest in the experiments, and assisted the Board in every way he could.

Bill Bradley (b. 1943) fell in love with the sport of basketball somewhere around the age of ten. He had one advantage over his peers—he was tall for his age. But beyond that, he had no real natural gift for the game. He was slow and gawky, and could not jump very high. None of the aspects of the game came easily to him. He would have to compensate for all of his inadequacies through sheer practice. And so he proceeded to devise one of the most rigorous and efficient training routines in the history of sports. Managing to get his hands on the keys to the high school gym, he created for himself a schedule—three and a half hours of practice after school and on Sundays, eight hours every Saturday, and three hours a day during the summer. Over the years, he would keep rigidly to this schedule. In the gym, he would put ten-pound weights in his shoes to strengthen his legs and give him more spring to his jump. His greatest weaknesses, he decided, were his dribbling and his overall slowness. He would have to work on these and also transform himself into a superior passer to make up for his lack of speed. For this purpose, he devised various exercises. He wore eyeglass frames with pieces of cardboard taped to the bottom, so he could not see the basketball while he practiced dribbling. This would train him to always look around him rather than at the ball—a key skill in passing. He set up chairs on the court to act as opponents. He would dribble around them, back and forth, for hours, until he could glide past them, quickly changing direction. He spent hours at both of these exercises, well past any feelings of boredom or pain. Walking down the main street of his hometown in Missouri, he would keep his eyes focused straight ahead and try to notice the goods in the store windows, on either side, without turning his head. He worked on this endlessly, developing his peripheral vision so he could see more of the court. In his room at home, he practiced pivot moves and fakes well into the night—such skills that would also help him compensate for his lack of speed. Bradley put all of his creative energy into coming up with novel and effective ways of practicing. One time his family traveled to Europe via transatlantic ship. Finally, they thought, he would give his training regimen a break—there was really no place to practice on board. But below deck and running the length of the ship were two corridors, 900 feet long and quite narrow—just enough room for two passengers. This was the perfect location to practice dribbling at top speed while maintaining perfect ball control. To make it even harder, he decided to wear special eyeglasses that narrowed his vision. For hours every day he dribbled up one side and down the other, until the voyage was done. Working this way over the years, Bradley slowly transformed himself into one of the biggest stars in basketball—first as an All-American at Princeton University and then as a professional with the New York Knicks. Fans were in awe of his ability to make the most astounding passes, as if he had eyes on the back and sides of his head—not to mention his dribbling prowess, his incredible arsenal of fakes and pivots, and his complete gracefulness on the court. Little did they know that such apparent ease was the result of so many hours of intense practice over so many years.