Vulnerability Management Quotes

Fortifying the company involves assessing the vulnerabilities of critical infrastructure and implementing safeguards.

Unfortunately, as a society, we do not teach our children that they need to tend carefully the garden of their minds. Without structure, censorship, or discipline, our thoughts run rampant on automatic. Because we have not learned how to more carefully manage what goes on inside our brains, we remain vulnerable to not only what other people think about us, but also to advertising and/or political manipulation.

If your business doesn't have money set aside in a business savings account, then your business is extremely vulnerable to crisis. Your business has gotta put money aside as a safety precaution.

In the building of walls to protect ourselves— we have managed to keep ourselves from the best in this life. And so the line is drawn whether to live and to be broken and unbroken or to breathe but not live at all. Perhaps there is no such thing as brokenness, afterall. Perhaps it is all just called "living.

The secret killer of innovation is shame. You can’t measure it, but it is there. Every time someone holds back on a new idea, fails to give their manager much needed feedback, and is afraid to speak up in front of a client you can be sure shame played a part. That deep fear we all have of being wrong, of being belittled and of feeling less than, is what stops us taking the very risks required to move our companies forward. If you want a culture of creativity and innovation, where sensible risks are embraced on both a market and individual level, start by developing the ability of managers to cultivate an openness to vulnerability in their teams. And this, paradoxically perhaps, requires first that they are vulnerable themselves. This notion that the leader needs to be “in charge” and to “know all the answers” is both dated and destructive. Its impact on others is the sense that they know less, and that they are less than. A recipe for risk aversion if ever I have heard it. Shame becomes fear. Fear leads to risk aversion. Risk aversion kills innovation.

Shame is paralyzing and debilitating. It invites us not to be heard, at least not in an authentic way. Acting courageously when shame enters the picture requires extraordinary courage because people will do anything to escape from shame or from the possibility that shame will be evoked. It is just too difficult to go there. Even for people who will walk in to the fires of transformation to face fear. Men and women tend to manage shame differently. Generally, men have less tolerance for shame, perhaps because they are shamed almost from birth for half their humanity. The so called feminine part of themselves including anything vulnerable or seen as weak. Men often sit with shame for only a nanosecond before flipping it into something more masculine or therefore tolerable like anger or rage or a need to dominate devalue or control.

When shame becomes a management style, engagement dies. When failure is not an option we can forget about learning, creativity, and innovation .

Group A defined the challenge of anxiety as finding ways to manage and soothe the anxiety, while Group B clearly defined the problem as changing the behaviors that led to anxiety.

There is a surprising amount of overlap between the storytelling and burlesque communities, maybe because they both, in a way, involve getting naked. People who choose to be vulnerable are rare. People who manage to do it well are even more so.

We each joked to close friends that the secret to saving a relationship is for one person to become terminally ill. Conversely, we knew that one trick to managing a terminal illness is to be deeply in love—to be vulnerable, kind, generous, grateful.

Everybody tries to protect this vulnerable two three four five six seven eight year old inside, and to acquire skills and aptitudes for dealing with the situations that threaten to overwhelm it... Usually, that child is a wretchedly isolated undeveloped little being. It’s been protected by the efficient armour, it’s never participated in life, it’s never been exposed to living and to managing the person’s affairs, it’s never been given responsibility for taking the brunt. And it’s never properly lived. That’s how it is in almost everybody. And that little creature is sitting there, behind the armour, peering through the slits. And in its own self, it is still unprotected, incapable, inexperienced... And in fact, that child is the only real thing in them. It’s their humanity, their real individuality, the one that can’t understand why it was born and that knows it will have to die, in no matter how crowded a place, quite on its own. That’s the carrier of all the living qualities. It’s the centre of all the possible magic and revelation. What doesn’t come out of that creature isn’t worth having, or it’s worth having only as a tool—for that creature to use and turn to account and make meaningful... And so, wherever life takes it by surprise, and suddenly the artificial self of adaptations proves inadequate, and fails to ward off the invasion of raw experience, that inner self is thrown into the front line—unprepared, with all its childhood terrors round its ears. And yet that’s the moment it wants. That’s where it comes alive—even if only to be overwhelmed and bewildered and hurt. And that’s where it calls up its own resources—not artificial aids, picked up outside, but real inner resources, real biological ability to cope, and to turn to account, and to enjoy. That’s the paradox: the only time most people feel alive is when they’re suffering, when something overwhelms their ordinary, careful armour, and the naked child is flung out onto the world. That’s why the things that are worst to undergo are best to remember. But when that child gets buried away under their adaptive and protective shells—he becomes one of the walking dead, a monster. So when you realise you’ve gone a few weeks and haven’t felt that awful struggle of your childish self—struggling to lift itself out of its inadequacy and incompetence—you’ll know you’ve gone some weeks without meeting new challenge, and without growing, and that you’ve gone some weeks towards losing touch with yourself.

Day has mixed her urban fantasy with biblical references, tight plotting, exciting action, and a hero...or two...you won't soon forget. Eve manages to be a kick-ass--and yet human and vulnerable--heroine. I would highly recommend this book and I can't wait for the next in the series. [on Eve of Darkness ]

Control is an illusion—a fact you will learn very fast if you become ill, or have things fall apart in some other way. When we understand vulnerability and suffering as an essential part of being human, our individual fate can be easier to manage.

But there is virtually no relationship between being an expert and being seen as someone people can trust with their secrets, doubts, and vulnerabilities. A petty office tyrant or micromanager may be high on expertise, but will be so low on trust that it will undermine their ability to manage, and effectively exclude them from informal networks.

The status-quo habits for 'grandfathered' vulnerabilities do not legitimize them.

I learned to ambush the fear and I managed to turn vulnerability to ruthlessness.

People are not all wounded in the same spot. It behooves you to know what part of you is vulnerable so you can protect it most of all.

Empathy seems to have been replaced with judgement in today's world. NO ONE has arrived. I repeat, NO ONE has arrived. We all experience joy, happiness, sadness, anger, disappointment, fear, etc... Some of the most successful people have said things in interviews that give you a peek into their vulnerable areas. The differences are found in how we manage our own issues so if you are beating yourself up, comparing yourself or on the other end of the spectrum looking down on others...please stop! We are all searching for significance in one way or another...some have found it within while it takes others a little more time searching the outside. Be true to yourself and allow others to do the same. Remember, no one has it all together all the time. NO ONE HAS ARRIVED...WE ARE ALL BE-COMING. HUMANS BE-ING. So let folks BE.

Yet when we do manage to create ourselves anew, isn’t there always a suspicion that the new identity fits over the old like a second skin, at times itchy or uncomfortably tight, not quite covering the most vulnerable patches?

At the heart of vulnerability lies the willingness of people to abandon their pride and their fear, to sacrifice their egos for the collective good of the team. While this can be a little threatening and uncomfortable at first, ultimately it becomes liberating for people who are tired of spending time and energy overthinking their actions and managing interpersonal politics at work.

Love is not the answer, peace is. Throughout my whole life I have experienced and seen others use love as a reason to treat people with unkindness by being controlling, jealous, shouting in anger, and projecting guilt and shame. If you love someone but there is not peace in your heart when you think of that person then your work is not done. Do not stop at love, continue all the way towards the freedom of inner peace. Love starts when peace begins. Without peace love is simply a mask for our insecurity, judgment, and egoic attachments.

It seems this is what comes of being vulnerable. When we relax the clinging to our treasured beliefs and ideas, soften our resistance to the blows of life, stop trying to manage the uncertainty and hold ourselves more lightly, then we become a less solid thing. Less of a fixed identity.

The Freedman’s Savings Bank serves as a cautionary tale for government support of banking for the poor when that support is just a façade. Draping a flag over a building and then installing private profit-motivated management inside is the most dangerous sort of government support. It induces trust in a vulnerable customer base that not only suffers from financial loss, but also loses all faith in public institutions. It poisons true government efforts to help. A similar phenomenon was at the heart of the failure of the government-sponsored enterprises Fannie Mae and Freddie Mac during the recent financial

When we experience a sad event it is natural to react to it with pain. The first arrow is the event. Our prolonged reactions to the event are the second arrows. It is natural to need time to recover. But we made it harder for ourselves when we second guess ourselves and feel guilty or ashamed. Instead we can work with and modify these emotions from the second arrow. We can have both the courage to accept our suffering and the skills to move beyond it. We can pardon ourselves and all those around us. This may be the most important thing - that we learn to grant ourselves mercy. That we forgive ourselves, that we accept our pain, mistakes, and vulnerability, and somehow manage to love ourselves and our own lives. ...And it is only when we grant ourselves mercy that we can extend this mercy to others.

An antidemocratic party tries to prevent the formation of an active, participatory demos—it distrusts popular demonstrations—and is deeply antiegalitarian. An illiberal party, it considers “rules” less as restraints than as annoyances to be circumvented. It exploits the vulnerabilities of a two-party system with the aim of reshaping it into a more or less permanent undemocratic and illiberal system. The Republican Party is not, as advertised, conservative but radically oligarchical.

We recoil from the notion that this is it—that this life, with all its flaws and inescapable vulnerabilities, its extreme brevity, and our limited influence over how it unfolds, is the only one we’ll get a shot at. Instead, we mentally fight against the way things are—so that, in the words of the psychotherapist Bruce Tift, “we don’t have to consciously participate in what it’s like to feel claustrophobic, imprisoned, powerless, and constrained by reality.” This struggle against the distressing constraints of reality is what some old-school psychoanalysts call “neurosis,” and it takes countless forms, from workaholism and commitment-phobia to codependency and chronic shyness.

Bad temper and anger management can be significant problems for Aquarians, especially the individuals who have to face a lot of pressure and stress. These individuals hate being emotionally vulnerable, so if something really grinds their nuts, they can lash out severely. This outburst may compensate for and include a lot of pent-up emotions.

we knew that one trick to managing a terminal illness is to be deeply in love—to be vulnerable, kind, generous, grateful.

I’m warning you because you’re young and vulnerable. He’s a dirty, lying, conniving piece of shit and he’s dangerous.” Gottfried Baumauer.

But all too often, we manage our time like we manage our money—more goes out than what comes in. We don’t realize how our busyness makes us less stable and more vulnerable.

Conversely, we knew that one trick to managing a terminal illness is to be deeply in love—to be vulnerable, kind, generous, grateful.

Conversely, we knew that one trick to managing a terminal illness is to be deeply in love -- to be vulnerable, kind, generous, grateful.

Negative thinking and negative emotions have their importance: they sharpen your focus on dangers, threats, and vulnerabilities. This is critical for our survival.

When we are stuck in fight/flight/freeze mode, we devote our resources to managing stress, and, to put it simply, our child brain suffers. Childhood is a time of great vulnerability. Unable to survive on our own, a parent-figure’s withholding of anything perceived to hinder our survival sends stress signals flooding through our bodies. The resulting ‘survival brain’, as I call it, is hyperfocused on perceived threats, sees the world in black and white, and is often obsessive, panic driven, and prone to circular reasoning. We can break down or shut down when faced with stress.

If the global supply chains are too fragmented, they're more vulnerable to shock. And that presents a threat to businesses everywhere. And when businesses everywhere suffer, people everywhere suffer.

If you can manage to see yourself from the outside and accept yourself as a vulnerable organism within the biosphere, rather than focusing on the narrowness of your own needs and considering yourself the center of reality, you will be amazed at how the world positively overflows with suffering beings, each with needs and appetites of their own. Something odd occurs when one has that experience: Suddenly, the soul is filled with deep compasion for the world. This is the only attitude adequate to the task of scaling the dark mountain of the ecological catastrophe we face: without any illusion that it is possible to change human beings based on the strenght of better insights. But with full-fledged empathy for this creation, among which things are so hard precisely because it is creation. And with equally strong gratitude for this creation beneath a graciously warm sun and its affirmative light: where we have already been given everyhing we need to live, before we ever thought to desire it.

Fewer than one in twenty security professionals has the core competence and the foundation knowledge to take a system all the way from a completely unknown state of security through mapping, vulnerability testing, password cracking, modem testing, vulnerability patching, firewall tuning, instrumentation, virus detection at multiple entry points, and even through back-ups and configuration management.

If we want to reignite innovation and passion, we have to rehumanize work. When shame becomes a management style, engagement dies. When failure is not an option we can forget about learning, creativity, and innovation.

The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

Friendship is like a house,” Lore finally managed to say, Owen’s head cradled in her lap. “You move into this place together. You find your own room there, and they find theirs, but there’s all this common space, all these shared places. And you each put into it all the things you love, all the things you are. Your air becomes their air. You put your hearts on the coffee table, next to the remote control, vulnerable and beautiful and bloody. And this friendship, this house, it’s a place of laughter and fun and togetherness, too. But there’s frustration sometimes. Agitation. Sometimes that gets big, too big, all the awful feelings, all that resentment, building up like carbon monoxide. Friendship, like a house, can go bad, too. That air you share? Goes sour. Dry rot here, black mold there, and if you don’t remediate, it just grows and grows. Gets bad enough, one or all of you have to move out. And then the place just fucking sits there, abandoned. Empty and gutted. Another ruin left to that force in the world that wants everything to fall apart. You can move back into a place like that, sometimes. But only if you tear it all down and start again.

. I thought that was why, as I stood before a painting of a young girl in half-light, there was something that was both guarded and vulnerable in her gaze. It was not the contradiction of a single instant, but rather it was as if the painter had caught her in two separate states of emotion, two different moods, and managed to contain them within the single image. There would have been a multitude of such instants captured in the canvas, between the time she first sat down before the painter and the time she rose, neck and upper body stiff, from the final sitting. That layering—in effect a kind of temporal blurring, or simultaneity—was perhaps ultimately what distinguished painting from photography. I wondered if that was the reason why contemporary painting seemed to me so much flatter, to lack the mysterious depth of these works, because so many painters now worked from photographs.

If for whatever reason we don’t manage to stabilise the climate – a real possibility – nuclear sites will be vulnerable to severe storms, rising seas and other disasters that could turn them into radiation bombs. With climate breakdown bearing down on us, relying too much on nuclear could become a dangerous gamble.

Shame enters for those of us who experience anxiety because not only are we feeling fearful, out of control, and incapable of managing our increasingly demanding lives, but eventually our anxiety is compounded and made unbearable by our belief that if we were just smarter, stronger, or better, we’d be able to handle everything

Childhood adversity increases depression risk via "second hit" scenarios - lowering thresholds so that adult stressors that people typically manage instead trigger depressive episodes. This vulnerability makes sense. Depression is fundamentally a pathological sense of loss of control (explaining the classic description of depression as "learned helplessness"). If a child experiences severe, uncontrollable adversity, the most fortunate conclusion in adulthood is "Those were terrible circumstances over which I had no control." But when childhood traumas produce depression, there is cognitively distorted overgeneralizations: "And life will always be uncontrollably awful.

By tracing the early history of USCYBERCOM it is possible to understand some of the reasons why the military has focused almost completely on network defense and cyber attack while being unaware of the need to address the vulnerabilities in systems that could be exploited in future conflicts against technologically capable adversaries. It is a problem mirrored in most organizations. The network security staff are separate from the endpoint security staff who manage desktops through patch and vulnerability management tools and ensure that software and anti-virus signatures are up to date. Meanwhile, the development teams that create new applications, web services, and digital business ventures, work completely on their own with little concern for security. The analogous behavior observed in the military is the creation of new weapons systems, ISR platforms, precision targeting, and C2 capabilities without ensuring that they are resistant to the types of attacks that USCYBERCOM and the NSA have been researching and deploying. USCYBERCOM had its genesis in NCW thinking. First the military worked to participate in the information revolution by joining their networks together. Then it recognized the need for protecting those networks, now deemed cyberspace. The concept that a strong defense requires a strong offense, carried over from missile defense and Cold War strategies, led to a focus on network attack and less emphasis on improving resiliency of computing platforms and weapons systems.

Alone Together I want us to be together, but I want to stay connected. I want your attention, but I want to manage mine, opting in and opting out, sponging up what's relevant, discarding the expendable. I can't get enough of you, not too close, not too far, at a manageable distance, at a convenient time. Let me tell you how much I loveyou, let me count the ways, by text, by email, by post, by Tweet. If I've said too much I can edit. If I've show myself too vulnerable I can delete. If I'm at a loss for words I can Google. Come to think of it, I'd much rather text than talk. Come to think of it you're dispensable too. I just need the illusion of love, without all its messy demands, without its unpredictability, without the risk. I just need Facebook because nothing beats being alone together.

In Yellowstone National Park, human-imposed stability thwarted for many years the natural process of small fires, which regularly clean out brush and dead trees. The result was a fragile equilibrium completely vulnerable to the cataclysm of fire that destroyed large areas of the park. The attempt to manage for stability and to enforce an unnatural equilibrium always leads to far-reaching destruction. The

I asked the stage managers to bring up the houselights so I could see people. I needed to feel connected. Simply seeing people as people rather than “the audience” reminded me that the challenges that scare me—like being naked—scare everyone else. I think that’s why empathy can be conveyed without speaking a word—it just takes looking into someone’s eyes and seeing yourself reflected back in an engaged way.

Show vulnerability when assessing a difficult situation, but present a clear path forward. Become a student of the people you manage: avoid telling people what to feel, listen carefully, and manage individually. Prioritize yourself and seek support from other leaders to avoid emotional leaks that negatively affect your reports. Understand the challenges you and others may face in leadership positions and take steps to reduce them.

I’m done being polite about this bullshit. My list of professional insecurities entirely stems from being a young woman. Big plot twist there! As much as I like to execute equality instead of discussing the blaring inequality, the latter is still necessary. Everything, everywhere, is still necessary. The more women who take on leadership positions, the more representation of women in power will affect and shift the deep-rooted misogyny of our culture—perhaps erasing a lot of these inherent and inward concerns. But whether a woman is a boss or not isn’t even what I’m talking about—I’m talking about when she is, because even when she manages to climb up to the top, there’s much more to do, much more to change. When a woman is in charge, there are still unspoken ideas, presumptions, and judgments being thrown up into the invisible, terribly lit air in any office or workplace. And I’m a white woman in a leadership position—I can only speak from my point of view. The challenges that women of color face in the workforce are even greater, the hurdles even higher, the pay gap even wider. The ingrained, unconscious bias is even stronger against them. It’s overwhelming to think about the amount of restructuring and realigning we have to do, mentally and physically, to create equality, but it starts with acknowledging the difference, the problem, over and over.

Notice in Acts 4 that there were “no needy persons among them.” Why? Because they shared with “anyone one who had need.” The expression of neediness in the community allowed the economy of love to flow. But in churches in America and other places where affluence poses special problems, the situation is very different. These cultures are enslaved to the fear of death and death avoidance holds serious sway. In these cultures the expression of need is taboo and pornographic. What results is neurotic image-management, the pressure to be “fine.” The perversity here is that on the surface American churches do look like the church in Acts 4 - there are “no needy persons” among us. We all appear to be doing just fine, thank you very much. But we know this to be a sham, a collective delusion driven by the fear of death. I’m really not fine and neither are you. But you are afraid of me and I’m afraid of you. We are neurotic about being vulnerable with each other. We fear exposing our need and failure to each other. And because of this fear - the fear of being needy within a community of neediness - the witness of the church is compromised. A collection of self-sustaining and self-reliant people - people who are all pretending to be fine - is not the Kingdom of God. It’s a church built upon the delusional anthropology we described earlier. Specifically, a church where everyone is “fine” is a group of humans refusing to be human beings and pretending to be gods. Such a “church” is comprised of fearful people working hard to keep up appearances and unable to trust each other to the point of loving self-sacrifice. In such a “church” each member is expected to be self-sufficient and self-sustaining, thus making no demands upon others. Unfortunately, where there is no need and no vulnerability, there can be no love.

Wanting to be perceived as cool isn’t about wanting to be “The Fonz”—it’s about minimizing vulnerability in order to reduce the risk of being ridiculed or made fun of. We hustle for our worthiness by slipping on the emotional and behavioral straitjacket of cool and posturing as the tragically hip and the terminally “better than.” Being “in control” isn’t always about the desire to manipulate situations, but often it’s about the need to manage perception.

High-quality and transparent data, clearly documented, timely rendered, and publicly available are the sine qua non of competent public health management. During a pandemic, reliable and comprehensive data are critical for determining the behavior of the pathogen, identifying vulnerable populations, rapidly measuring the effectiveness of interventions, mobilizing the medical community around cutting-edge disease management, and inspiring cooperation from the public. The shockingly low quality of virtually all relevant data pertinent to COVID-19, and the quackery, the obfuscation, the cherrypicking and blatant perversion would have scandalized, offended, and humiliated every prior generation of American public health officials. Too often, Dr. Fauci was at the center of these systemic deceptions. The “mistakes” were always in the same direction—inflating the risks of coronavirus and the safety and efficacy of vaccines in

When assigning responsibilities to employees in a startup, you could start by treating it as a simple optimization problem to efficiently match talents with tasks. But even if you could somehow get this perfectly right, any given solution would quickly break down. Partly that’s because startups have to move fast, so individual roles can’t remain static for long. But it’s also because job assignments aren’t just about the relationships between workers and tasks; they’re also about relationships between employees. The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

Psychologists call this the “need-fear” dilemma. We fear the vulnerability that it takes to embrace our needs, so they go unmet. The more we need things from people, the scarier it gets to ask for what we need. We try to manage this need in other ways, hanging out in the first three corners, which bring no good outcomes and just reinforce limits. Try as we may to hold our breath longer, eventually we will be gasping for relational air. The need does not go away. It only grows, and as it does, so does the fear of being even more vulnerable.

In an organizational culture where respect and the dignity of individuals are held as the highest values, shame and blame don’t work as management styles. There is no leading by fear. Empathy is a valued asset, accountability is an expectation rather than an exception, and the primal human need for belonging is not used as leverage and social control. We can’t control the behavior of individuals; however, we can cultivate organizational cultures where behaviors are not tolerated and people are held accountable for protecting what matters most: human beings. We

Humans are fickle, faith can be fragile, and the church—that rambunctious collection of the fickle and the fragile—is a broken and complicated institution. Wholehearted faith means putting yourself at risk of being hurt by that institution and its people. Yet I have not managed to find a corner of it where grace cannot break through and where there is not enough spiritual oxygen for that grace to grow. If we make ourselves vulnerable to the possibility of hurt, we also open ourselves to the hope of healing, to the hope of being touched by that ridiculous grace.

I did believe that I could opt out of feeling vulnerable, so when it happened- when the phone rang with unimaginable news; or when I was scared; or when I loved so fiercely that rather than feeling gratitude and joy I could only prepare for loss- I controlled things. I managed situations and micromanaged the people around me. I performed until there was no energy left to feel. I made what was uncertain certain, no matter what the cost. I stayed so busy that the truth of my hurting and my fear could never catch up. I looked brave on the outside and felt scared on the inside.

I did believe that I could opt out of feeling vulnerable, so when it happened - when the phone rang with unimaginable news; or when I was scared; or when I loved so fiercely that rather than feeling gratitude and joy I could only prepare for loss - I controlled things. I managed situations and micromanaged the people around me. I performed until there was no energy left to feel. I made what was uncertain certain, no matter what the cost. I stayed so busy that the truth of my hurting and my fear could never catch up. I looked brave on the outside and felt scared on the inside.

The great danger to an empire is permanent war. Given global interests, something is always on fire. If the primary response is war, the empire will always be at war. And if it is always at war somewhere, it will always be vulnerable to someone taking advantage of the empire’s preoccupation. Even more important, if the empire doesn’t benefit its citizens, but instead exhausts them and disrupts their lives by war, the political support for the empire will quickly evaporate. Both Rome and Britain survived by using minimal direct force, in favor of other means of managing their empires.

Instead of asking them to seek feedback, we had randomly assigned those managers to share their past experiences with receiving feedback and their future development goals. We advised them to tell their teams about a time when they benefited from constructive criticism and to identify the areas that they were working to improve now. By admitting some of their imperfections out loud, managers demonstrated that they could take it—and made a public commitment to remain open to feedback. They normalized vulnerability, making their teams more comfortable opening up about their own struggles.

Is there some amazing rational thing you do when your mind's running in all different directions?" she managed. "My own approach is usually to identify the different desires, give them names, conceive of them as separate individuals, and let them argue it out inside my head. So far the main persistent ones are my Hufflepuff, Ravenclaw, Gryffindor, and Slytherin sides, my Inner Critic, and my simulated copies of you, Neville, Draco, Professor McGonagall, Professor Flitwick, Professor Quirrell, Dad, Mum, Richard Feynman, and Douglas Hofstadter." Hermione considered trying this before her Common Sense warned that it might be a dangerous sort of thing to pretend. "There's a copy of me inside your head?" "Of course there is!" Harry said. The boy suddenly looked a bit more vulnerable. "You mean there isn't a copy of me living in your head?" There was, she realized; and not only that, it talked in Harry's exact voice. "It's rather unnerving now that I think about it," said Hermione. "I do have a copy of you living in my head. It's talking to me right now using your voice, arguing how this is perfectly normal." "Good," Harry said seriously. "I mean, I don't see how people could be friends without that.

Novels can bring their authors to the brink of madness. Novels can shelter their authors, too. As a writer, I protected the characters in The God of Small Things, because they were vulnerable. Many of the characters in The Ministry of Utmost Happiness are, for the most part, even more vulnerable. But they protect me. Especially Anjum, who was born as Aftab, who ends up as the proprietor and Manager of the Jannat Guest House, located in a derelict Muslim graveyard just outside the walls of Old Delhi. Anjum softens the borders between men and women, between animals and humans and between life and death. I go to her when I need shelter from the tyranny of hard borders in this increasingly hardening world.

To lovers out there …. Some people think being single means purity. It means you are a good , innocent person. It means that you are doing better in life, and everything is good. It means you are a strong person. You can manage everything that you don’t need anyone in your life. Having someone it doesn’t mean you are incapable, weak, vulnerable and you are dependent. Being in a relationship with the right person. It is life changing. It is the best thing that everyone should hope for. Two is always better than one. It is twice of everything good, with less effort, strength and time. Being single and alone should not be by choice, but should be circumstantial . Love it is a powerful and beautiful thing . You can benefit a lot from it and it can do lot of things for you.

Neoliberal victim theory is characterized first and foremost by a victim-blaming conception of victimization as subjective and psychological rather than social and political. According to this conception, victimization does not so much happen ‘to’ someone as arise from the self – through the having of a ‘victim personality’, through the making of bad choices, through inadequate practice of personal vigilance and risk management, through the failure to practise the rigorous discipline of positive thinking. This way of knowing victimization transforms social vulnerability into personal responsibility, erasing the social foundations of suffering in order to mask rising inequality, and making it seem logical to regard victims of poverty, inequality, discrimination and violence as the authors of their own suffering.

I am not a buddy-buddy person at work. I feel the need to say this because I think that sometimes we give ourselves a pass at caring about our colleagues because we’re introverts, or we don’t want to make friends at work. You might think that I am the sort who loves to make lots of work friends, and therefore I don’t understand how this feels to you, but I assure you: I understand that you don’t feel like that human side is all that interesting in the workplace. Being an introvert is not an excuse for making no effort to treat people like real human beings, however. The bedrock of strong teams is human connection, which leads to trust. And trust, real trust, requires the ability and willingness to be vulnerable in front of each other. So, your manager will hopefully treat you like a human who has a life outside of work, and spend a few minutes talking about that life when you meet.

Shame: Is fear of ridicule and belittling used to manage people and/or to keep people in line? Is self-worth tied to achievement, productivity, or compliance? Are blaming and finger-pointing norms? Are put-downs and name-calling rampant? What about favoritism? Is perfectionism an issue? Comparison: Healthy competition can be beneficial, but is there constant overt or covert comparing and ranking? Has creativity been suffocated? Are people held to one narrow standard rather than acknowledged for their unique gifts and contributions? Is there an ideal way of being or one form of talent that is used as measurement of everyone else’s worth? Disengagement: Are people afraid to take risks or try new things? Is it easier to stay quiet than to share stories, experiences, and ideas? Does it feel as if no one is really paying attention or listening? Is everyone struggling to be seen and heard?

I remain inspired and transformed by something I learned from Harriet Lerner’s book The Dance of Connection.3 Dr. Lerner explains that we all have patterned ways of managing anxiety. Some of us respond to anxiety by overfunctioning and others by underfunctioning. Overfunctioners tend to move quickly to advise, rescue, take over, micromanage, and get in other people’s business rather than look inward. Underfunctioners tend to get less competent under stress. They invite others to take over and often become the focus of family gossip, worry, or concern. They can get labeled as the “irresponsible one” or the “the problem child” or the “fragile one.” Dr. Lerner explains that seeing these behaviors as patterned responses to anxiety, rather than truths about who we are, can help us understand that we can change. Overfunctioners, like me, can become more willing to embrace our vulnerabilities in the face of anxiety, and underfunctioners can work to amplify their strengths and competencies.

He told me to stay away from you.” Strong hands roamed her back in the most comforting fashion. “You should have listened.” Rose raised her face to look at him. “But then I would not have known what it was to be truly happy.” Grey’s eyes widened, and for a moment he looked young and vulnerable. “Don’t say that. I’ve made you miserable.” She smiled sadly. “True, but those nights with you at Saint’s Row? That was happiness for me. The most I’ve ever known.” His mouth opened and she pressed her fingers again his lips to close them. “You don’t have to say anything. I already know it’s not what I want to hear.” Grey frowned, and reached up to move her hand from his face. He held her fingers within his. He gave off more heat than the fire she’d fried herself in front of earlier. Heat that went straight to her bones, right to the very center of her being, radiating out into her limbs. There was nothing seductive about their embrace and yet she ached inside, that wet and willing part of herself desperate to take him inside once more. She wanted to claim him, mark him. Ruin him for anyone else. “I was happy too,” he said softly. So softly she wouldn’t have known it was him who spoke were she not watching his beautiful lips as they formed the words. “God help me, you make me forget every vow and promise I’ve ever made.” Heart pounding, Rose didn’t resist as he dropped her hand to thread his fingers in her hair, pressing against her scalp. “You make me feel like someone else,” he told her gruffly. “A good man. A worthy man, and not a selfish bastard too corrupted to ever be loved.” Her eyes burned, but Rose managed to hold the tears at bay. She bit her lip, staring at him, she knew, with her heart in her eyes. She didn’t care. “You are a good man,” she whispered. “The best I know.” Who else would cut himself off from almost all contact with people simply to keep himself from returning to a way of life he wanted to leave behind? “You shouldn’t say things like that.” “Why not? I believe them.” “Because when you say them, I want to believe them.” And then he lowered his head and captured her mouth with his own.

My knuckles brushed one of his wings- smooth and cool like silk, but hard as stone with it stretched taut. Fascinating, I blindly reached again... and dared to run a fingertip along some inner edge. Rhysand shuddered, a soft groan slipping past my ear. 'That,' he said tightly, 'is very sensitive.' I snatched my finger back, pulling away far enough to see his face. With the wind, I had to squint, and my braided hair ripped this way and that, but- he was entirely focused on the mountains around us. 'Does it tickle?' He flicked his gaze to me, then to the snow and pine that went on forever. 'It feels like this,' he said, and leaned in so close that his lips brushed the shell of my ear as he sent a gentle breath into it. My back arched on instinct, my chin tipping up at the caress of that breath. 'Oh,' I managed to say, I felt him smile against my ear and pull away. 'If you want an Illyrian male's attention, you'd be better off grabbing him by the balls. We're trained to protect our wings at all costs. Some males attack first, ask questions later, if their wings are touched without invitation.' 'And during sex?' The question blurted out. Rhys's face was nothing but feline amusement as he monitored the mountains. 'During sex, an Illyrian male can find completion just by having someone touch his wings in the right spot.' My blood thrummed. Dangerous territory; more lethal than the drop below. 'Have you found that to be true?' His eyes stripped me bare. 'I've never allowed anyone to see or touch my wings during sex. It makes you vulnerable in a way that I'm not... comfortable with.' 'Too bad,' I said, staring out too casually toward the mighty mountain that now appeared on the horizon, towering over the others. And capped, I noted, with that glimmering palace of moonstone. 'Why?' he asked warily. I shrugged, fighting the upward tugging of my lips. 'Because I bet you could get into some interesting positions with those wings.' Rhys loosed a barking laugh, and his nose grazed my ear. I felt him open his mouth to whisper something, but- Something dark and fast and sleek shot for us, and he plunged down and away, swearing.

Gordon MacDonald once wrote about how what he called the “sinkhole syndrome” happens in a human life. It may be triggered by a failure at work, a severed relationship, harsh criticism from a parent, or for no apparent reason at all. But it feels like the earth has given way. It turns out, MacDonald wrote, that in a sense we have two worlds to manage: an outer world of career and possessions and social networks; and an inner world that is more spiritual in nature, where values are selected and character is formed — a place where worship and confession and humility can be practiced. Because our outer worlds are visible and measurable and expandable, they are easier to deal with. They demand our attention. “The result is that our private world is often cheated, neglected because it does not shout quite so loudly. It can be effectively ignored for large periods of time before it gives way to a sinkhole-like cave-in.” He quotes the haunting words of Oscar Wilde: “I was no longer captain of my own soul.” The sinkhole, says MacDonald, is the picture of spiritual vulnerability in our day.

The Pathe & Mullen (1997) sample almost unanimously reported deterioration in mental and physical well-being as a consequence of the harassment. (..) These victims often described a preoccupation with their stalker, one commenting: "I think I’ve become as obsessed as the stalker himself". (..) Whenever stalking victims present it is essential to assess their suicide potential and continue to monitor this. (..) Victims of stalking often respond to cognitive-orientated psychological therapies because stalking breaches previously held assumptions about their safety. The belief of victims in their strength and resilience and their confidence in the reasonable and predictable nature of the world are frequently shattered, to be replaced with feelings of extreme vulnerability and an expectation of pervasive danger and unpredictable harm. Cognitive therapies attempt to restructure these morbid perceptions of the world that threaten the victim’s adaptation and functioning. (..) Avoidance can respond to behavioural therapies such as prolonged exposure and stress inoculation, which aim to assist victims to gradually resume abandoned activities and manage the associated anxiety.

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I heard a compelling lecture by an African American pastor from the north side of Chicago. He opened his talk with numbers, counting up all of the hours that a God-fearing person in his parish has spent in church over the course of her life. It was a lot. Then he described what is talked about during those hours in church. It’s all about hope, he told us. For change, for a better future, for justice, for relief of suffering. And then he asked the predominantly white audience why we expected our African American patients to give up hope—for a cure, for another chance at life—at this most vulnerable point in their lives. This is a time, he said, when they need hope the most. If the doctor’s only concept of hope and miracles is the cure of disease, then there truly is nothing more to talk about with a family wanting everything done in the name of God. But guided by Betty Clark, the pastor on our palliative care team, I have found other ways of transmitting hope to families looking for a miracle. The miracle of time at home, of pain management, of improved quality of life. These are all concepts I have seen families embrace in place of survival—the only concept of hope previously imagined. I have also found it helpful to open up the question of God’s will. Once, a religious family explained to me that they didn’t want to play God by withdrawing the breathing tube from their dying loved one. I asked them whether another interpretation might be that they were playing God by keeping her alive when her body was actively dying. Mightn’t this be God demonstrating that it was her time to die? And were we, in our hubris, thwarting God’s will? Many families agreed with my suggestion that almighty God doesn’t need help from mere mortals. If He wants to heal a body, He can do it on his own.

It is not only in childhood that people of high potential can be encouraged or held back and their promise subverted or sustained. The year before I went to Amherst, a group of women had declined to stand for tenure. One of them simply said that after six years she was used up, too weary and too eroded by constant belittlement to accept tenure if it were offered to her. Women were worn down or burnt out. During the three years I spent as dean of the faculty, as I watched some young faculty members flourish and others falter, I gradually realized that the principal instrument of sexism was not the refusal to appoint women or even the refusal to promote (though both occurred, for minorities as well as women), but the habit of hiring women and then dealing with them in such a way that when the time came for promotion it would be reasonable to deny it. It was not hard to show that a particular individual who was a star in graduate school had somehow belied her promise, had proved unable to achieve up to her potential. This subversion was accomplished by taking advantage of two kinds of vulnerability that women raised in our society tend to have. The first is the quality of self-sacrifice, a learned willingness to set their own interests aside and be used and even used up by the community. Many women at Amherst ended up investing vast amounts of time in needed public-service activities, committee work, and teaching nondepartmental courses. Since these activities were not weighed significantly in promotion decisions, they were self-destructive. The second kind of vulnerability trained into women is a readiness to believe messages of disdain and derogation. Even women who arrived at Amherst full of confidence gradually became vulnerable to distorted visions of themselves, no longer secure that their sense of who they were matched the perceptions of others. When a new president, appointed in 1983, told me before coming and without previous discussion with me that he had heard I was “consistently confrontational,” that I had made Amherst “a tense, unhappy place,” and that he would want to select a new dean, I should have reacted to his picture of me as bizarre, and indeed confronted its inaccuracy, but instead I was shattered. It took me a year to understand that he was simply accepting the semantics of senior men who expected a female dean to be easily disparaged and bullied, like so many of the young women they had managed to dislodge. It took me a year to recover a sense of myself as worth defending and to learn to be angry both for myself and for the college as I watched a tranquil campus turned into one that was truly tense and unhappy.

Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.

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Let your children know what you’re doing differently in your own life to manage distraction; being vulnerable and showing kids that we understand their struggle and face similar challenges helps build trust. Just as we saw in the previous section how good bosses model disconnecting from distraction, parents should model how to be indistractable

Quoting page 74-75: The ability of the minority rights interest groups to win control of the new agencies of civil rights enforcement established in the 1960s followed a traditional pattern in the politics of regulation that students of public administration called “clientele capture.” The practice is as old as Jacksonian democracy, which set the American tradition wherein party patronage ruled the civil service and mission agencies were expected to cater to the needs of their organized constituencies: farmers, veterans, laborers, and business interests. By the 1960s, journalists referred to these arrangements as iron triangles.” They were three-way coalitions of mutual back-scratching, operating in Washington and in state and municipal governments throughout America. Three points of the triangle were organized interests which lobbied legislators to establish or expand programs beneficial to their members; legislative committees, which obliged the lobbyists by authorizing and funding programs for the mission agencies to manage; and government bureaucrats, who expanded their empire building service programs to benefit the interest groups. To complete the triangular cycle, interest groups supported the legislators. … because environmental and consumer protection regulation is cross-cutting and horizontal—covering pollution, for example, from all industrial sources, rather than single industry and vertical … it is a difficult target for capture. The new agencies of civil right regulation, however, were different in ways that made them highly vulnerable to capture. Most important, the cost-benefit structure of civil right regulation is the opposite of that found in environmental and consumer protection regulation. Benefits (jobs, promotions, admissions, contract set-asides) are narrowly concentrated among protected-class clienteles (racial and ethnic minorities, women, the handicapped). Costs, on the other hand, are widely distributed (government and corporate budgets).

If both people could catch themselves at these critical moments, turn toward their spouse, and seek the closeness they long for, the descent into marital disillusionment could be interrupted. If they could accept and tune into their own and their partner’s vulnerable needs and wants, without covering them over with bossing or blaming, the public health impact could be huge. Turning toward each other, no matter how fumbling, draws people closer, especially if they manage to recognize and admit their own role in whatever the problem was and genuinely apologize for causing pain. If they turn toward each other, couples stay in touch with their desire to be close, rather than insidiously

There’s a fundamental idea in psychology and medicine that the path your life takes depends on just three causes: how you manage your challenges, protect your vulnerabilities, and increase your resources. These causes are located in three places: your world, your body, and your mind.

People with BPD often need to feel in control of other people, because they feel so out of control with themselves. In addition, because they feel vulnerable and afraid, they try to make their world more predictable and manageable by controlling it as much as possible.

I kept my leash on her magic intact as she slowly relaxed in my arms and released a juddering sob. She pressed her face to my chest and my heart leapt a little as she leaned into me like I was someone who could protect her. Once she relaxed completely, the flood of magic stopped pouring from her and I pulled my own power back, releasing her hand. Her hand shot out and caught my arm, her fingers gripping my bicep as I tried to pull away. “Don’t leave me,” she begged and I cleared my throat as I looked down at her. Her eyes were still closed and she was pretty much unconscious. I very much doubted she had any idea who was holding her. If she did she would likely be telling me to get the hell off of her. But she asked me not to leave and I found that I didn’t want to. Besides, she’d only had that nightmare because of what me and Max had done to her in that swimming pool. So maybe I owed her my help with this if that’s what she wanted. “I won’t,” I replied as I shifted her against my chest and scooped her into my arms. I stood and headed for the exit. The Orb was absolutely filled with ice and flowers and I guessed that the faculty wouldn’t be overly impressed when they had to come and clean it up tomorrow so I couldn’t just leave her here to get caught. Besides, she’d be easy prey for a Nymph in this state too and even with the extra security in place after the attack we couldn’t be sure one wouldn’t slip past the defences. I hadn’t spent the last few weeks trailing her around campus to protect her from them just to quit now and leave her vulnerable. If the Nymphs managed to get hold of a power like hers it could be disastrous. And that was the only reason I’d admit to for getting her out of here. The way my heart was beating as I held her close had nothing to do with it. Her friends had been forced to retreat all the way to the door by the onslaught of magic but they moved forward as they saw she was alright. “I can take her now,” the boy said firmly. I eyed his scrawny arms and raised an eyebrow at him in disbelief. There was no way in hell he’d be able to carry her any distance. “Not necessary,” I replied dismissively. “I’ll take her back to our House. You’re not even from Ignis anyway so why don’t you trot along home?” I made a move to pass them but Sofia stepped into my way, squaring her shoulders as she prepared to argue with me. I vaguely knew her from around the House and seeing her with the Vegas but her power was practically irrelevant to me so I’d never paid her much attention. She was also barely over five foot tall which meant I was looking down on her by over a foot and a half but she still didn’t back down. “Thank you for your help but Tory wouldn’t want you to be holding her like that,” she said firmly. “Diego and I will manage to-” “I said I’m taking her back to the House,” I replied flatly. “Diego and you can try to stop me if you think you can.” I snorted dismissively and tried to sidestep her. She shifted right back into my way and her skin began to glow a glittery pale pink as her Order tried to push its way from her skin with her anger. She had pretty big balls for a low powered Pegasus, I’d give her that. “What is it you think I’m going to do to her?” I asked. “I’m not a goddamn monster.” Sofia scowled at me like she didn't agree with that statement and I released a breath of frustration before pushing past her anyway. (Darius)

In fulfilling my duty to my father, I managed to keep my family coherent in an environment that is conducive for homeschooling. While I could have left my mother and sisters to fend for themselves in the Eastern Cape, it seemed more logical to take them with me, and work towards a house to accommodate everyone. The vulnerability of the female headed household, especially in rural South Africa is a well-documented phenomenon, leaving them could have sealed their fate.

It is our ability to reason logically, solve problems, multitask, and control ourselves that allows us to manage work, family, and so many other crucial parts of our lives with wisdom, creativity, and intelligence. To do this, we have to be deliberate and attentive and flexible, which we are capable of doing thanks to what we can think of as the CEO of the human brain—our executive functions, which are also vulnerable to the incursions of an unsupportive inner voice.

His shame is too great to allow him to understand her fear, and her fear keeps her from seeing his shame. When they try to alleviate their feelings of vulnerability in opposite ways—by talking and not talking—all they end up sharing are disappointment and heartache. Your relationship can fail with neither of you doing anything wrong, if you do not understand the extent to which fear and shame drive your disconnection from each other. Understanding each other's core vulnerabilities and learning how to manage them will give you a new perspective on your relationship—a dual perspective based on both points of view—that leads to compassionate connection and love beyond words.

When you’re new to a community, having moved away from what’s familiar, your brain is going to be continually trying to manage all the novelty. And that’s very hard to do without any real relational anchors in the new environment. The relationships will grow, but it takes time. This is why people are most vulnerable in the first six months after major transitions—after leaving the safe, stable, and known behind to start building a new set of connections.

One of the areas in which a therapist may be the most vulnerable to making mistakes is in being overly invested in a particular theoretical model. We must be able to call our techniques into question when they are not adequate for a particular client. Psychotherapists become overly identified with a particular theoretical model early in their careers as a way of managing their own anxieties and uncertainty. They may then become all too willing to attack colleagues whose models are different from theirs and potentially threatening and destabilizing.

A self-confident person is often a good problem solver and stress manager, self-reflective and able to clearly observe, articulate, and take ownership of his faults and vulnerabilities. Because self-confident people have a wellformed sense of identity and values, they do not feel the need to disrespect other people, because they know who they are and do not feel threatened by other people or their views.

Even if reason is not the sole good, however, the Stoics rightly draw our attention to how important it is for flourishing. We should exercise our ability to improve ourselves by managing, rather than eradicating, our emotions. While we can accept some worldly things as good or bad, it would seem wise to take up the suggestion to revise our value system and attribute less importance to superficial things like wealth, success and status. At the same time, we need to accept and find ways of dealing with the vulnerability and impermanence of the things we cherish the most.

The gig economy is attractive for the same reasons that it’s exploitative. It preys on people who have not been casted into the information economy, as they didn’t have access to the requisite credentialing or can’t work a traditional job—they might be a caregiver, have a health condition, or just not speak great English. Uber preys on the disenfranchised, and offers subminimum wage work that is flexible and has few start-up costs. Is this a failure of character and code on the part of Uber management and their board, or an indictment on our society, which has allowed these cohorts of vulnerability to form in the millions? The answer is yes.

Money is the most important good in any developed economy because it acts as the foundation for all trade and savings. Gold, the ancient and venerable precious metal, had served this role for millennia, but its physicality was an Achilles’ heel that made it vulnerable to centralization, confiscation, and state attack. Gold’s status as global money was eventually repealed during the twentieth century as the state came to dominate the issuance and management of money.

And he might have added we are an imagining reed—we can conjure with the universe that so casually could destroy us. And that’s the paradox, he said, of the grandeur of this species and also its infinite vulnerability.

Time is the substance I am made of,” writes Jorge Luis Borges. “Time is a river that sweeps me along, but I am the river; it is a tiger which destroys me, but I am the tiger; it is a fire which consumes me, but I am the fire.” There’s no scrambling up to the safety of the riverbank when the river is you. And so insecurity and vulnerability are the default state—because in each of the moments that you inescapably are, anything could happen, from an urgent email that scuppers your plans for the morning to a bereavement that shakes your world to its foundations.

A time later, I located the Fool. He knelt beside me, his arm around my shoulders. I had not been aware of him steadying me. I wobbled my head to look at him. His face sagged with weariness and his brow was creased with pain, but he managed a lopsided smile. “I did not know if I could do it. But it was the only thing I could think of to try.” After a few moments, his words made sense to me. I looked down at my wrist. His fingerprints were renewed there; not silver as they were the first time he Skill-touched me, but a darker shade of gray than they had been for some time. The thread of awareness that linked us had become one strand stronger. I was appalled at what he had done. “Thank you. I suppose.” I offered the words ungraciously. I felt invaded. I resented that he had touched me in such a way, without my consent. It was childish, but I had not the strength to reach past it just then. He laughed aloud at me, but I could hear the edge of hysteria in it. “I did not think you would like it. Yet, my friend, I could not help myself. I had to do it.” He drew a ragged breath. His voice was softer as he added, “And so it begins again, already. Scarcely two days am I at your side, and fate reaches for you. Will this always be the cost for us? Must I always dangle you over death’s jaws in an effort to lure this world into a better course?” His grip on my shoulders tightened. “Ah, Fitz. How can you continually forgive what I do to you?” I could not forgive it. I did not say so. I looked away from him. “I need a moment to myself. Please.” A bubble of silence met my words. Then, “Of course.” He let his arm fall away from my shoulders and abruptly stood clear of me. It was a relief. His touch on me had been heightening the Skill-bond between us. It made me feel vulnerable. He did not know how to reach across it and plunder my mind, but that did not lessen my fear. A knife to my throat was a threat, even if the hand that held it had only the best intentions. I tried to ignore the other side of that coin. The Fool had no concept of how open he was to me just then. The sense of it tainted me, tempting me to attempt a fuller joining. All I would have to do was bid him lay his fingers once more on my wrist. I knew what I could have done with that touch. I could have swept across into him, known all his secrets, taken all his strength. I could have made his body and extension of my own, used his life and his days for my own purpose. It was a shameful hunger to feel. I had seen what became of those who yielded to it. How could I forgive him for making me feel it?

what tactics you use to build teams, persuade or influence others, Some common tactics include: Gathering data to support your conclusion. Understanding and addressing people’s underlying motivations or incentives. Developing support from key team members first and then leveraging that to get other people on your side. Showing your own vulnerability to encourage others to show theirs. Being a good role model or example. Gradually leading people to a conclusion by agreeing on a common framework first. Developing credibility and engendering trust.

Most of my life I've been unable to manage myself and looked to others to take care of me. This certainly resulted in my feeling like a child: powerless and vulnerable. And the people around me behaved in ways that, if not intentionally hurtful, still left me feeling neglected, misunderstood and unprotected.

Platform dependence can be disastrous if not managed well. If you integrate too closely with a preexisting network, allowing them to control your distribution, engagement, and business model, you become just a feature of their network. Had Airbnb been conceived as a tool to manage Craigslist listings and nothing else, it would have served at the leisure of its parent platform—grow too large, or make a wrong move, and it might be existential. Frequently the larger network will simply reach up and duplicate functionality if it gets too popular—a playbook that Microsoft executed in the 1990s with Office and Internet Explorer, among others. Or if the underlying network decides that it no longer wants to provide the same level of API access, as both Twitter and Facebook eventually did, any products dependent on this became worthless overnight. In the end, cherry picking is an enormously powerful move because it exposes the fundamental asymmetry between the David and Goliath dynamic of networks. A new product can decide where to compete, focus on a single point, and build an atomic network—whereas a larger one finds it tough to defend every inch of its product experience. It’s one of the reasons why, particularly in consumer markets, it’s been so hard for “winner take all” to really happen in a literal way. The largest networks can take a lot, in many networks, but they remain vulnerable to any new upstart that uses cherry picking as a core strategy.