Well Executed Plan Quotes

Success in life is not how well we execute Plan A; it's how smoothly we cope with Plan B.

In the ill-judged execution of the well-judged plan of things the call seldom produces the comer, the man to love rarely coincides with the hour for loving

In the ill-judged execution of the well-judged plan of things the call seldom produces the comer, the man to love rarely coincides with the hour for loving. Nature does not often say 'See!' to her poor creature at a time when seeing can lead to happy doing; or reply 'Here!' to a body's cry of 'Where?' till the hide-and-seek has become an irksome, outworn game. We may wonder whether at the acme and summit of the human progress these anachronisms will be corrected by a finer intuition, a close interaction of the social machinery than that which now jolts us round and along; but such completeness is not to be prophesied, or even conceived as possible. Enough that in the present case, as in millions, it was not the two halves of a perfect whole that confronted each other at the perfect moment; part and counterpart wandered independently about the earth in the stupidest manner for a while, till the late time came. Out of which maladroit delay sprang anxieties, disappointments, shocks, catastrophes -- what was called a strange destiny.

In the ill-judged execution of the well-judged plan of things the call seldom produces the comer, the man to love rarely coincides with the hour for loving. Nature does not often say 'See!' to her poor creature at a time when seeing can lead to happy doing; or reply 'Here!' to a body's cry of 'Where?' till the hide-and-seek has become an irksome outworn game.

The Navy is a master plan designed by geniuses for execution by idiots. If you are not an idiot, but find yourself in the Navy, you can only operate well by pretending to be one. All the shortcuts and economies and common-sense changes that your native intelligence suggests to you are mistakes. Learn to quash them. Constantly ask yourself, "How would I do this if I were a fool?" Throttle down your mind to a crawl. Then you will never go wrong.

This is how change happens. Not with a whisper and a wish like in those tales of yours, but with a well-executed plan—and, yes, a bit of blood, but that’s the way of the world, isn’t it?

Don’t mistake activity for achievement. To produce results, tasks must be well organized and properly executed; otherwise, it’s no different from children running around the playground—everybody is doing something, but nothing is being done; lots of activity, no achievement.

In life, the question is not if you will have problems, but how you are going to deal with your problems. If the possibility of failure were erased, what would you attempt to achieve? The essence of man is imperfection. Know that you're going to make mistakes. The fellow who never makes a mistake takes his orders from one who does. Wake up and realize this: Failure is simply a price we pay to achieve success. Achievers are given multiple reasons to believe they are failures. But in spite of that, they persevere. The average for entrepreneurs is 3.8 failures before they finally make it in business. When achievers fail, they see it as a momentary event, not a lifelong epidemic. Procrastination is too high a price to pay for fear of failure. To conquer fear, you have to feel the fear and take action anyway. Forget motivation. Just do it. Act your way into feeling, not wait for positive emotions to carry you forward. Recognize that you will spend much of your life making mistakes. If you can take action and keep making mistakes, you gain experience. Life is playing a poor hand well. The greatest battle you wage against failure occurs on the inside, not the outside. Why worry about things you can't control when you can keep yourself busy controlling the things that depend on you? Handicaps can only disable us if we let them. If you are continually experiencing trouble or facing obstacles, then you should check to make sure that you are not the problem. Be more concerned with what you can give rather than what you can get because giving truly is the highest level of living. Embrace adversity and make failure a regular part of your life. If you're not failing, you're probably not really moving forward. Everything in life brings risk. It's true that you risk failure if you try something bold because you might miss it. But you also risk failure if you stand still and don't try anything new. The less you venture out, the greater your risk of failure. Ironically the more you risk failure — and actually fail — the greater your chances of success. If you are succeeding in everything you do, then you're probably not pushing yourself hard enough. And that means you're not taking enough risks. You risk because you have something of value you want to achieve. The more you do, the more you fail. The more you fail, the more you learn. The more you learn, the better you get. Determining what went wrong in a situation has value. But taking that analysis another step and figuring out how to use it to your benefit is the real difference maker when it comes to failing forward. Don't let your learning lead to knowledge; let your learning lead to action. The last time you failed, did you stop trying because you failed, or did you fail because you stopped trying? Commitment makes you capable of failing forward until you reach your goals. Cutting corners is really a sign of impatience and poor self-discipline. Successful people have learned to do what does not come naturally. Nothing worth achieving comes easily. The only way to fail forward and achieve your dreams is to cultivate tenacity and persistence. Never say die. Never be satisfied. Be stubborn. Be persistent. Integrity is a must. Anything worth having is worth striving for with all your might. If we look long enough for what we want in life we are almost sure to find it. Success is in the journey, the continual process. And no matter how hard you work, you will not create the perfect plan or execute it without error. You will never get to the point that you no longer make mistakes, that you no longer fail. The next time you find yourself envying what successful people have achieved, recognize that they have probably gone through many negative experiences that you cannot see on the surface. Fail early, fail often, but always fail forward.

If it must be enjoyed, then it must be done. And if it must be done, then it must be done well. If it is done well, it is enjoyed well.

However much a man is inured to taking risks, however well prepared he is for danger, the fluttering of his heart and the pricking of his skin will always let him know the vast difference that lies between dream and reality, planning and execution.

Well, I like to know where I'm going before I try to get there. It's a mistake to try to execute a plan before you've thought of one, in my experience.

d. In designing your organization, remember that the 5-Step Process is the path to success and that different people are good at different steps. Assign specific people to do each of these steps based on their natural inclinations. For example, the big-picture visionary should be responsible for goal setting, the taste tester should be assigned the job of identifying and not tolerating problems, the logical detective who doesn’t mind probing people should be the diagnoser, the imaginative designer should craft the plan to make the improvements, and the reliable taskmaster should make sure the plan gets executed. Of course, some people can do more than one of these things—generally people do two or three well. Virtually nobody can do them all well. A team should consist of people with all of these abilities and they should know who is responsible for which steps.

Most of the big problems we encounter in organizations or society are ambiguous and evolving. They don’t look like burning-platform situations, where we need people to buckle down and execute a hard but well-understood game plan. To solve bigger, more ambiguous problems, we need to encourage open minds, creativity, and hope.

The secret to living your life to its potential is to value the important stuff above your own comfort. Therefore, the critical first step to executing well is creating and maintaining a compelling vision of the future that you want even more than you desire your own short-term comfort, and then aligning your shorter term goals and plans, with that long-term vision.

The left and right sides of the brain also process the imprints of the past in dramatically different ways.2 The left brain remembers facts, statistics, and the vocabulary of events. We call on it to explain our experiences and put them in order. The right brain stores memories of sound, touch, smell, and the emotions they evoke. It reacts automatically to voices, facial features, and gestures and places experienced in the past. What it recalls feels like intuitive truth—the way things are. Even as we enumerate a loved one’s virtues to a friend, our feelings may be more deeply stirred by how her face recalls the aunt we loved at age four.3 Under ordinary circumstances the two sides of the brain work together more or less smoothly, even in people who might be said to favor one side over the other. However, having one side or the other shut down, even temporarily, or having one side cut off entirely (as sometimes happened in early brain surgery) is disabling. Deactivation of the left hemisphere has a direct impact on the capacity to organize experience into logical sequences and to translate our shifting feelings and perceptions into words. (Broca’s area, which blacks out during flashbacks, is on the left side.) Without sequencing we can’t identify cause and effect, grasp the long-term effects of our actions, or create coherent plans for the future. People who are very upset sometimes say they are “losing their minds.” In technical terms they are experiencing the loss of executive functioning. When something reminds traumatized people of the past, their right brain reacts as if the traumatic event were happening in the present. But because their left brain is not working very well, they may not be aware that they are reexperiencing and reenacting the past—they are just furious, terrified, enraged, ashamed, or frozen. After the emotional storm passes, they may look for something or somebody to blame for it. They behaved the way they did way because you were ten minutes late, or because you burned the potatoes, or because you “never listen to me.” Of course, most of us have done this from time to time, but when we cool down, we hopefully can admit our mistake. Trauma interferes with this kind of awareness, and, over time, our research demonstrated why.

Branches or types are characterized by the plan of their structure, Classes, by the manner in which that plan is executed, as far as ways and means are concerned, Orders, by the degrees of complication of that structure, Families, by their form, as far as determined by structure, Genera, by the details of the execution in special parts, and Species, by the relations of individuals to one another and to the world in which they live, as well as by the proportions of their parts, their ornamentation, etc.

One also hears a great deal about how this awful joint tenure of the executive mansion was a good thing in that it conferred 'experience' on the despised and much-deceived wife. Well, the main 'experience' involved the comprehensive fouling-up of the nation's health-care arrangements, so as to make them considerably worse than they had been before and to create an opening for the worst-of-all-worlds option of the so-called HMO, combining as it did the maximum of capitalist gouging with the maximum of socialistic bureaucracy. This abysmal outcome, forgiven for no reason that I can perceive, was the individual responsibility of the woman who now seems to think it entitles her to the presidency.

If you're going to execute a plan to, well, execute a bunch of people, you cannot let your emotions run wild. It would all get very messy.

In the ill-judged execution of the well-judged plan of things the call seldom produces the comer, the want to love rarely coincides with the hour of loving.

It didn’t matter how smart my plan was if the team couldn’t execute it! It was a lesson that would serve me well.

Previous presidents, and not just Clinton, have of course lacked scruples. What was, to many of the people who knew Trump well, much more confounding was that he had managed to win this election, and arrive at this ultimate accomplishment, wholly lacking what in some obvious sense must be the main requirement of the job, what neuroscientists would call executive function. He had somehow won the race for president, but his brain seemed incapable of performing what would be essential tasks in his new job. He had no ability to plan and organize and pay attention and switch focus; he had never been able to tailor his behavior to what the goals at hand reasonably required. On the most basic level, he simply could not link cause and effect.

Organizations face the challenge of controlling the tendency of executives competing for resources to present overly optimistic plans. A well-run organization will reward planners for precise execution and penalize them for failing to anticipate difficulties, and for failing to allow for difficulties that they could not have anticipated—the unknown unknowns.

Professionalism is the grease that lubricates an organization’s functional gears. Of course, professionalism alone is inadequate to ensure business success. It must be accompanied by the leadership’s compelling vision for the business and the execution of a well thought-out strategic plan. Assuming these exist, the organization’s people will make the difference in the end.

If it is meant for you, it will come to you. It will find you and reach you. So, don’t despair when, despite your best intention and effort, something does not happen the way you envisioned it and planned it. Take it easy. Of course, you have every right to have an intention, put forth a plan and execute it, but you have no right to insist that just because you did all that you must get what you want. The outcomes are never in your hand. The idea that you deserve something is what you have grown within you. So, drop that idea. Just do your bit, and do it well, in any situation. And leave the results, the outcomes, to Life. If you must get it, you will. When you do, be grateful for Life’s compassion. When you don’t, be accepting of Life’s verdict.

Your rival has ten weak points, whereas you have ten strong ones. Although his army is large, it is not irresistible. “Yuan Shao is too caught up in ceremony and show while you, on the other hand, are more practical. He is often antagonistic and tends to force things, whereas you are more conciliatory and try to guide things to their proper courses, giving you the advantage of popular support. His extravagance hinders his administrative ability while your better efficiency is a great contribution to the government, granting you the edge of a well-structured and stable administration. On the outside he is very kind and giving but on the inside he is grudging and suspicious. You are just the opposite, appearing very exacting but actually very understanding of your followers’ strengths and weaknesses. This grants you the benefit of tolerance. He lacks commitment where you are unfaltering in your decisions, promptly acting on your plans with full faith that they will succeed. This shows an advantage in strategy and decisiveness. He believes a man is only as good as his reputation, which contrasts with you, who looks beyond this to see what kind of person they really are. This demonstrates that you are a better judge of moral character. He only pays attention to those followers close to him, while your vision is all-encompassing. This shows your superior supervision. He is easily misled by poor advice, whereas you maintain sound judgment even if beset by evil council. This is a sign of your independence of thought. He does not always know what is right and wrong but you have an unwavering sense of justice. This shows how you excel in discipline. He has a massive army, but the men are poorly trained and not ready for war. Your army, though much smaller, is far superior and well provisioned, giving you the edge in planning and logistics, allowing you to execute effectively. With your ten superiorities you will have no difficulty in subduing Yuan Shao.

the sentence against an evil deed is not executed speedily, the heart of the children of man is fully set to do evil. 12Though a sinner does evil a hundred times and prolongs his life, yet I know that it will be well with those who fear God, because they fear before him. 13But it will not be well with the wicked, neither will he prolong his days like a shadow, because he does not fear before God.

Spotted Fawn left a legacy as well. She taught me, and many others, that it’s not enough to plan and execute a project intellectually. If a project is to grow and prosper, it needs to be rooted in the spirit, in the body, in the community, as well as in the mind. And in her final months of life, Spotted Fawn bore her adversity with dignity and good humor. She was neither a whiner nor a complainer.

A psychopath has a poorly functioning ventral system, usually used for hot cognition, but he can have a normal or even supernormal dorsal system, so that without the bother of conscience and empathy, the cold planning and execution of predatory behaviors becomes finely tuned, convincing, highly manipulative, and formidable. Because psychopaths’ dorsal systems work so well, they can learn how to appear that they care, thus making them even more dangerous.

I could take him down, but not quietly,” Akos said. “I’d probably get myself arrested.” “Well, we’ll call that our backup plan,” Isae said. “What about distraction?” “Yeah, sure.” Teka folded her arms. “The man was hired to guard a secure door that leads to Ryzek Noavek’s secret underground prison, and his failure to do so will probably result in his execution, but he will definitely abandon his post just because you wave something shiny at him.” “Say ‘secret underground prison’ a little louder, why don’t you?” Isae said.

Jill’s words reminded me of a concept I learned in the Army: the 80 percent solution. As Army leaders, we were trained to recognize that the 100 percent solution—absolute perfection—isn’t realistic, so the 80 percent solution was our goal: Get most things right, and get your butt moving to accomplish the mission. If you have 80 percent handled and a well-trained team, you’ll be able to deal with whatever contingencies arise. But if you spend all your time planning to create the 100 percent perfect solution, the troops won’t have time to prepare, train, and actually execute the mission.

I could take him down, but not quietly,” Akos said. “I’d probably get myself arrested.” “Well, we’ll call that our backup plan,” Isae said. “What about distraction?” “Yeah, sure.” Teka folded her arms. “The man was hired to guard a secure door that leads to Ryzek Noavek’s secret underground prison, and his failure to do so will probably result in his execution, but he will definitely abandon his post just because you wave something shiny at him.” “Say ‘secret underground prison’ a little louder, why don’t you?” Isae said. Teka snapped a reply, but Akos wasn’t paying attention. Cisi was tugging his sleeve. “Let me see your vials,” she said. “I have an idea.” Akos kept a few vials with him wherever he went--sleep elixir, calming tonic, and a blend for fortitude among them. He wasn’t sure what Cisi needed, but he undid the strap holding the vials against his arm and handed the hard little packet to her. All the glass clinked together as she sorted through it, choosing the sleep elixir. She uncorked it, sniffed it. “That’s strong,” she said. Isae and Teka were still bickering. About what, he didn’t know, but he wasn’t going to get between them unless they started throwing punches.

It is so rare to have a new tent appear that Celia considers canceling her performances entirely in order to spend the evening investigating it. Instead she waits, executing her standard number of shows, finishing the last a few hours before dawn. Only then does she navigate her way through nearly empty pathways to find the latest edition to the circus. The sign proclaims something called the Ice Garden. and Celia smiles at the addendum below which contains an apology for any thermal inconvenience. Despite the name, she is not prepared for what awaits her inside the tent. It is exactly what the sign described. But it is so much more than that. There are no stripes visible on the walls, everything is sparkling and white. She cannot tell how far it stretches, the size of the tent obscured by cascading willows and twisting vines. The air itself is magical. Crisp and sweet in her lungs as she breathes, sending a shiver down to her toes that is caused by more than the forewarned drop in temperature. There are no patrons in the tent as she explores, circling alone around trellises covered in pale roses and a softly bubbling, elaborately carved fountain. And everything, save for occasional lengths of whet silk ribbon strung like garlands, is made of ice. Curious, Celia picks a frosted peony from its branch, the stem breaking easily. But the layered petals shatter, falling from her fingers to the ground, disappearing in the blades of ivory grass below. When she looks back at the branch, an identical bloom has already appeared. Celia cannot imagine how much power and skill it would take not only to construct such a thing but to maintain it as well. And she longs to know how her opponent came up with the idea. Aware that each perfectly structured topiary, every detail down to the stones that line the paths like pearls, must have been planned.

They say everything happens for a reason. I can see the truth within that now. If it was not for all the mishaps, all the drama, all the heartache, all the stress that I have endured within the last six months I would not have the book that I have just published, nor the works for the next two books that I am currently working on. If I would have had my cake to eat it as well I may still be stuck where was six months ago. Or worst I may have a regular job. YIKES!!! But in retrospect everything that has happened to me in the last six month I now take with wisdom and a thankful heart for all of the turbulence within my life, as crazy as that sounds. Sometimes it is when you hit rock bottom that you can begin to reach for the stars and beyond. Today I shed the last of my painful tears and I released myself of the countless disappointments within my heart. I am now totally focused on my path. I have already reached many plateaus to meet my ultimate goal of being an accomplished author. I have tried it many times and now it is my time to shine. I have full knowledge of what to do and how to execute my master plan. Within time my words will ascend to the four corners of the universe and I will be on my way to travel the world and see all the great sites this beautiful planet has to offer.

What was, to many of the people who knew Trump well, much more confounding was that he had managed to win this election, and arrive at this ultimate accomplishment, wholly lacking what in some obvious sense must be the main requirement of the job, what neuroscientists would call executive function. He had somehow won the race for president, but his brain seemed incapable of performing what would be essential tasks in his new job. He had no ability to plan and organize and pay attention and switch focus; he had never been able to tailor his behavior to what the goals at hand reasonably required. On the most basic level, he simply could not link cause and effect.

Such is Fascist planning-the planning of those who reject the ideal postulates of Christian civilization and of the older Asiatic civilization which preceded ti and from which it derived-the planning of men whose intentions are avowedly bad. Let us now consider examples of planning by political leaders who accept the ideal postulates, whose intentions are good. The first thing to notice is that none of these men accepts the ideal postulates whole-heartedly. All believe that desirable ends can be achieved by undesirable means. Aiming to reach goals diametrically opposed to those of Fascism, they yet persist in taking the same roads as are taken by the Duces and Fuehrers. They are pacifists, but pacifists who act on the theory that peace can be achieved by means of war; they are reformers and revolutionaries, but reformers who imagine that unfair and arbitrary acts can produce social justice, revolutionaries who persuade themselves that the centralization of power and the enslavement of the masses can result in liberty for all. Revolutionary Russia has the largest army in the world; a secret police, that for ruthless efficiency rivals the German or the Italian; a rigid press censorship; a system of education that, since Stalin "reformed" it, is as authoritarian as Hitler's; an all-embracing system of military training that is applied to women and children as well as men; a dictator as slavishly adored as the man-gods of Rome and Berlin; a bureaucracy, solidly entrenched as the new ruling class and employing the powers of the state to preserve its privileges and protect its vested interests; an oligarchical party which dominates the entire country and within which there is no freedom even for faithful members. (Most ruling castes are democracies so far as their own members are concerned. Not so the Russian Communist Party, in which the Central Executive Committee acting through the Political Department, can override or altogether liquidate any district organization whatsoever.) No opposition is permitted in Russia. But where opposition is made illegal, it automatically goes underground and becomes conspiracy. Hence the treason trials and purges of 1936 and 1937. Large-scale manipulations of the social structure are pushed through against the wishes of the people concerned and with the utmost ruthlessness. (Several million peasants were deliberately starved to death in 1933 by the Soviet planners.) Ruthlessness begets resentment; resentment must be kept down by force. As usual the chief result of violence is the necessity to use more violence. Such then is Soviet planning-well-intentioned, but making use of evil means that are producing results utterly unlike those which the original makers of the revolution intended to produce.

Letter II To Mrs. Saville, England. Archangel, 28th March, 17—. How slowly the time passes here, encompassed as I am by frost and snow! Yet a second step is taken towards my enterprise. I have hired a vessel and am occupied in collecting my sailors; those whom I have already engaged appear to be men on whom I can depend and are certainly possessed of dauntless courage. But I have one want which I have never yet been able to satisfy, and the absence of the object of which I now feel as a most severe evil, I have no friend, Margaret: when I am glowing with the enthusiasm of success, there will be none to participate my joy; if I am assailed by disappointment, no one will endeavour to sustain me in dejection. I shall commit my thoughts to paper, it is true; but that is a poor medium for the communication of feeling. I desire the company of a man who could sympathise with me, whose eyes would reply to mine. You may deem me romantic, my dear sister, but I bitterly feel the want of a friend. I have no one near me, gentle yet courageous, possessed of a cultivated as well as of a capacious mind, whose tastes are like my own, to approve or amend my plans. How would such a friend repair the faults of your poor brother! I am too ardent in execution and too impatient of difficulties. But it is a still greater evil to me that I am self-educated: for the first fourteen years of my life I ran wild on a common and read nothing but our Uncle Thomas' books of voyages. At that age I became acquainted with the celebrated poets of our own country; but it was only when it had ceased to be in my power to derive its most important benefits from such a conviction that I perceived the necessity of becoming acquainted with more languages than that of my native country. Now I am twenty-eight and am in reality more illiterate than many schoolboys of fifteen. It is true that I have thought more and that my daydreams are more extended and magnificent, but they want (as the painters call it) keeping; and I greatly need a friend who would have sense enough not to despise me as romantic, and affection enough for me to endeavour to regulate my mind.

Well, sister, here’s the truth, and it may or may not surprise you that I’ve given this answer before, but it remains true. You aren’t going to find the time to pursue your goals; you’re going to make the time to pursue your goals. And the first thing you’re going to need to accept is that you are in control of your schedule. Yes, you, high-level executive. Yes, you, mama of four. Yes, you, college student with twenty-seven events this week. Yes, you, entry-level assistant with a demanding boss. You are in control of your schedule. In fact, there isn’t one thing in your life or your calendar right now that you didn’t allow to be there. Let that sink in for a second. Being overscheduled? That’s on you. Not finding time to feed yourself? You. Spending two hours a night watching TV or scrolling Instagram as a way to relax? Also your choice.

Our safety lies in repentance. Our strength comes of obedience to the commandments of God. My beloved brethren and sisters, I accept this opportunity in humility. I pray that I may be guided by the Spirit of the Lord in that which I say. I have just been handed a note that says that a U.S. missile attack is under way. I need not remind you that we live in perilous times. I desire to speak concerning these times and our circumstances as members of this Church. You are acutely aware of the events of September 11, less than a month ago. Out of that vicious and ugly attack we are plunged into a state of war. It is the first war of the 21st century. The last century has been described as the most war-torn in human history. Now we are off on another dangerous undertaking, the unfolding of which and the end thereof we do not know. For the first time since we became a nation, the United States has been seriously attacked on its mainland soil. But this was not an attack on the United States alone. It was an attack on men and nations of goodwill everywhere. It was well planned, boldly executed, and the results were disastrous. It is estimated that more than 5,000 innocent people died. Among these were many from other nations. It was cruel and cunning, an act of consummate evil. Recently, in company with a few national religious leaders, I was invited to the White House to meet with the president. In talking to us he was frank and straightforward. That same evening he spoke to the Congress and the nation in unmistakable language concerning the resolve of America and its friends to hunt down the terrorists who were responsible for the planning of this terrible thing and any who harbored such. Now we are at war. Great forces have been mobilized and will continue to be. Political alliances are being forged. We do not know how long this conflict will last. We do not know what it will cost in lives and treasure. We do not know the manner in which it will be carried out. It could impact the work of the Church in various ways. Our national economy has been made to suffer. It was already in trouble, and this has compounded the problem. Many are losing their employment. Among our own people, this could affect welfare needs and also the tithing of the Church. It could affect our missionary program. We are now a global organization. We have members in more than 150 nations. Administering this vast worldwide program could conceivably become more difficult. Those of us who are American citizens stand solidly with the president of our nation. The terrible forces of evil must be confronted and held accountable for their actions. This is not a matter of Christian against Muslim. I am pleased that food is being dropped to the hungry people of a targeted nation. We value our Muslim neighbors across the world and hope that those who live by the tenets of their faith will not suffer. I ask particularly that our own people do not become a party in any way to the persecution of the innocent. Rather, let us be friendly and helpful, protective and supportive. It is the terrorist organizations that must be ferreted out and brought down. We of this Church know something of such groups. The Book of Mormon speaks of the Gadianton robbers, a vicious, oath-bound, and secret organization bent on evil and destruction. In their day they did all in their power, by whatever means available, to bring down the Church, to woo the people with sophistry, and to take control of the society. We see the same thing in the present situation.

Lt. Gen. Zinni has distilled his experiences in a talk on “twenty lessons learned”that feels like a modern appendix to the Small Wars Manual. The earlier you go in, the better, he argues. Start planning as early as possible, and coordinate it with organizations like the United Nations and private relief groups. Assess the differences between your views of the situation and theirs. Coordinate everything, but decentralize execution. Know the culture. “Who makes decisions in this culture? What is the power of religious leaders? Of political people? Of professionals?”Zinni argues that this is probably where the American military fails most often, as it unconsciously seeks the levers of power that exist in its own society. “Truly, the decision makers are at the back of the tent. You have to find them.”Restart a key institution, probably the police, as soon as possible. But don’t offer well-intentioned help, such as extensive medical care, that you can’t sustain. Don’t set high expectations. “Don’t make enemies, but if you do, don’t treat them gently.

Not so Mr. Edgar: he grew pale with pure annoyance: a feeling that reached its climax when his lady rose, and stepping across the rug, seized Heathcliff’s hands again, and laughed like one beside herself. ‘I shall think it a dream to-morrow!’ she cried.  ‘I shall not be able to believe that I have seen, and touched, and spoken to you once more.  And yet, cruel Heathcliff! you don’t deserve this welcome.  To be absent and silent for three years, and never to think of me!’ ‘A little more than you have thought of me,’ he murmured.  ‘I heard of your marriage, Cathy, not long since; and, while waiting in the yard below, I meditated this plan—just to have one glimpse of your face, a stare of surprise, perhaps, and pretended pleasure; afterwards settle my score with Hindley; and then prevent the law by doing execution on myself.  Your welcome has put these ideas out of my mind; but beware of meeting me with another aspect next time!  Nay, you’ll not drive me off again.  You were really sorry for me, were you?  Well, there was cause.  I’ve fought through a bitter life since I last heard your voice; and you must forgive me, for I struggled only for you!

Plan-driven development works well if you are applying it to problems that are well defined, predictable, and unlikely to undergo any significant change. The problem is that most product development efforts are anything but predictable, especially at the beginning. So, while a plan-driven process gives the impression of an orderly, accountable, and measurable approach, that impression can lead to a false sense of security. After all, developing a product rarely goes as planned. For many, a plan-driven, sequential process just makes sense, understand it, design it, code it, test it, and deploy it, all according to a well-defined, prescribed plan. There is a belief that it should work. If applying a plan-driven approach doesn’t work, the prevailing attitude is that we must have done something wrong. Even if a plan-driven process repeatedly produces disappointing results, many organizations continue to apply the same approach, sure that if they just do it better, their results will improve. The problem, however, is not with the execution. It’s that plan-driven approaches are based on a set of beliefs that do not match the uncertainty inherent in most product development efforts.

Years ago, a friend gave me the best business advice I’ve ever received. His advice was so concise it rang in my head like a bell for the next five years. Bill had scaled his father’s company into the billions and with that money bought and sold several more companies that succeeded as well. Bill knew what it took to run a business, and he knew what it took to grow one. We were standing in my driveway after having talked for an hour or so. We’d talked about where my business was and where it could go. The future was limitless, yet I could tell there was something Bill didn’t want to say. He’d been nothing but encouraging in the years I’d known him, but this time it was obvious he had some constructive criticism. I asked point blank what he was thinking. He stood silently for a moment, measuring his thoughts. “Don,” he finally said, lowering his head and taking off his glasses. “You need to professionalize your operation.” “That’s your problem.” He continued. “Until you professionalize your operation, its potential is limited. The amount of money you make and your ability to have a positive impact on the world will be limited.” I’d never heard the term “professionalize your operation” before, but it rang true. My business revolved too much around me, and nobody (including me) knew exactly what they were supposed to do to make it grow. We had a vision, for sure, but we’d not built the reliable, predictable systems that would allow us to execute that vision.

A gang of roving bandits who terrorized the backcountry of North Carolina in the mid-1700s captured seventeen-year-old Joseph Cook and threatened to murder him if he did not join their band. After Joseph explained that he was a Quaker and that his conscience would not allow him to kill another person, the ruffians began making plans to shoot him. While they were discussing his execution, Mary Herbert, a young Quaker woman about Joseph's age, suddenly appeared in their midst. She demanded that they let Joseph go and boldly stated that they could not have him because Joseph belonged to her. When the startled bandits refused her, she surprised them by grabbing Joseph and carrying him away in her arms. The captain of the bandits, presumably amused and certain that she could not carry him very far, shouted after her, “When you put him down we will start shooting.” Mary, empowered by love, found the strength to carry Joseph well beyond the range of their guns. Quaker journals from that period reveal that “two years later Mary established a legal claim to Joseph by marrying him.”16 There is love locked in our hearts waiting to empower us with strength beyond our imagining. The power to overcome evil by witnessing to love lies within us all, waiting to be released. Yet most of us keep this transforming power locked away, and we die having never dared to use it. Now is the time to listen within and unlock the transforming power of our love. If we dare to listen deeply, we hear love calling, inviting us to plain living, to “do no harm,” and to respect, love, and serve one another. Hope is whispering to us from the future, calling us each by name, beseeching us to open our hearts because only then will the world be transformed by what Love is waiting to do.

I had the most powerful magic, and the need to use it.  Lifting my right hand, I summoned forth my Mana, converted it into magic, and spoke my own word of power.  Much to her surprise, I could still cast with my right hand, despite its missing digits.   “You aren’t really going to do this, are you?” Shart asked.  He was making his way over to me with only the barest hint of floundering. “Hoopie!” The spell pierced her barrier, turning the now useless boundary a bright blue.  Her expression was a mix of terror and amazement as the spell bypassed her defenses and impacted her.  Her ass exploded in an echoing cacophony of flatulence. It was literally the loudest fart I’d ever heard.  As someone whose mother-in-law used to regularly drive people from the room with her anal symphonies, I considered myself an expert.  I highly suspected Bashara was the kind of lady who didn’t fart in public; she must have been saving that one up all day.  She blinked several times, as she checked her status log.  It was time to execute the second part of my plan. Grabbing Shart, amidst his squawking protests, I yelled my battlecry. “Poke-Shart, Go!” Then, I flung the invisible demon straight at her head. Shart only weighed thirty pounds or so; I was more than strong enough to fling him at a pretty good clip.  His cry of “you bastard” slowly faded the further he flew.     I had hoped that being hit in the face would knock her off balance.  That would have given me a moment to pick up my sword and close.  Actually, I hoped it was possible to hit her at all; despite Shart’s ability to fly, he wasn’t very aerodynamic.  I couldn’t win a spell duel, considering I had only one good hand and didn’t know any good spells.  I was going to have to engage her in combat.  I sincerely hoped that my invisible familiar would give me an advantage. I hadn’t calculated on hitting the top of her head with Shart’s Belly Button of Holding.  Her head disappeared, completely buried down to the top of her shoulders.  Her body, however, still worked.  She was careening around, her hands furiously pushing on the demon.  The remaining bandit, coincidentally, looked at Bashara just as her head vanished.  Incorrectly assuming that I had some sort of head vanishing spell, he tried to break and run.   You can’t run away from a homicidal badger.   I managed to get within arms’ reach of Bashara, just as she had successfully begun pushing Shart off her head. She had freed her mouth and was screaming.  As she continued pushing, her nose popped free.  I felt only slightly bad when I grabbed the demon and pushed him all the way down.  In seconds, only her feet were exposed.  Then, I pushed those in as well.

Our critique is not opposed to the *dogmatic procedure* of reason in its pure knowledge as science (for science must always be dogmatic, that is, derive its proof from secure *a priori* principles), but only to *dogmatism*, that is, to the presumption that it is possible to make any progress with pure (philosophical) knowledge from concepts according to principles, such as reason has long been in the habit of using, without first inquiring in what way, and by what right, it has come to posses them. Dogmatism is therefore the dogmatic procedure of pure reason, *without a preceding critique of its own powers*; and our opposition to this is not intended to defend that loquacious shallowness which arrogates to itself the name of popularity, much less that skepticism which makes short work of the whole of metaphysics. On the contrary, our critique is meant to form a necessary preparation in support of metaphysics as a thorough science, which must necessarily be carried out dogmatically and strictly systematically, so as to satisfy all the demands, no so much of the public at large, as of the Schools. This is an indispensable demand for it has undertaken to carry out its work entirely *a priori*, and thus to carry it out to the complete satisfaction of speculative reason. In the execution of this plan, as traced out by the critique, that is, in a future system of metaphysics, we shall have to follow the strict method of the celebrated Wolff, the greatest of all dogmatic philosophers. He was the first to give an example (and by his example initiated, in Germany, that spirit of thoroughness which is not yet extinct) of how the secure course of a science could be attained only through the lawful establishment of principles, the clear determination of concepts, the attempt at strictness of proof and avoidance of taking bold leaps in our inferences. He was therefore most eminently qualified to give metaphysics the dignity of a science, if it had only occurred to him to prepare his field in advance by criticism of the organ, that is, of pure reason itself―an omission due not so much to himself as to the dogmatic mentality of his age, about which the philosophers of his own, as well as of all previous times, have no right to reproach one another. Those who reject both the method of Wolff and the procedure of the critique of pure reason can have no other aim but to shake off the fetters of *science* altogether, and thus to change work into play, certainty into opinion and philosophy into philodoxy." ―from_Critique of Pure Reason_. Preface to the Second Edition. Translated, edited, and with an Introduction by Marcus Weigelt, based on the translation by Max Müller, pp. 28-29

On Mr. Phipps' discovering the place of my concealment, he cocked his gun and aimed at me. I requested him not to shoot and I would give up, upon which he demanded my sword. I delivered it to him, and he brought me to prison. During the time I was pursued, I had many hair breadth escapes, which your time will not permit you to relate. I am here loaded with chains, and willing to suffer the fate that awaits me. I here proceeded to make some inquiries of him after assuring him of the certain death that awaited him, and that concealment would only bring destruction on the innocent as well as guilty, of his own color, if he knew of any extensive or concerted plan. His answer was, I do not. When I questioned him as to the insurrection in North Carolina happening about the same time, he denied any knowledge of it; and when I looked him in the face as though I would search his inmost thoughts, he replied, 'I see sir, you doubt my word; but can you not think the same ideas, and strange appearances about this time in the heaven's might prompt others, as well as myself, to this undertaking.' I now had much conversation with and asked him many questions, having forborne to do so previously, except in the cases noted in parenthesis; but during his statement, I had, unnoticed by him, taken notes as to some particular circumstances, and having the advantage of his statement before me in writing, on the evening of the third day that I had been with him, I began a cross examination, and found his statement corroborated by every circumstance coming within my own knowledge or the confessions of others whom had been either killed or executed, and whom he had not seen nor had any knowledge since 22d of August last, he expressed himself fully satisfied as to the impracticability of his attempt. It has been said he was ignorant and cowardly, and that his object was to murder and rob for the purpose of obtaining money to make his escape. It is notorious, that he was never known to have a dollar in his life; to swear an oath, or drink a drop of spirits. As to his ignorance, he certainly never had the advantages of education, but he can read and write, (it was taught him by his parents,) and for natural intelligence and quickness of apprehension, is surpassed by few men I have ever seen. As to his being a coward, his reason as given for not resisting Mr. Phipps, shews the decision of his character. When he saw Mr. Phipps present his gun, he said he knew it was impossible for him to escape as the woods were full of men; he therefore thought it was better to surrender, and trust to fortune for his escape. He is a complete fanatic, or plays his part most admirably. On other subjects he possesses an uncommon share of intelligence, with a mind capable of attaining any thing; but warped and perverted by the influence of early impressions. He is below the ordinary stature, though strong and active, having the true negro face, every feature of which is strongly marked. I shall not attempt to describe the effect of his narrative, as told and commented on by himself, in the condemned hole of the prison. The calm, deliberate composure with which he spoke of his late deeds and intentions, the expression of his fiend-like face when excited by enthusiasm, still bearing the stains of the blood of helpless innocence about him; clothed with rags and covered with chains; yet daring to raise his manacled hands to heaven, with a spirit soaring above the attributes of man; I looked on him and my blood curdled in my veins.

Two kinds of development help explain how a readiness built up to kill all Jews, including women and children. One is a series of “dress rehearsals” that served to lower inhibitions and provided trained personnel hardened for anything. First came the euthanasia of incurably ill and insane Germans, begun on the day when World War II began. Nazi eugenics theory had long provided a racial justification for getting rid of “inferior” persons. War provided a broader justification for reducing the drain of “useless mouths” on scarce resources. The “T-4” program killed more than seventy thousand people between September 1939 and 1941, when, in response to protests from the victims’ families and Catholic clergy, the matter was left to local authorities. Some of the experts trained in this program were subsequently transferred to the occupied east, where they applied their mass killing techniques to Jews. This time, there was less opposition. The second “dress rehearsal” was the work of the Einsatzgruppen, the intervention squads specially charged with executing the political and cultural elite of invaded countries. In the Polish campaign of September 1939 they helped wipe out the Polish intelligentsia and high civil service, evoking some opposition within the military command. In the Soviet campaign the Einsatzgruppen received the notorious “Commissar Order” to kill all Communist Party cadres as well as the Jewish leadership (seen as identical in Nazi eyes), along with Gypsies. This time the army raised no objections. The Einsatzgruppen subsequently played a major role, though they were far from alone, in the mass killings of Jewish women and children that began in some occupied areas in fall 1941. A third “dress rehearsal” was the intentional death of millions of Soviet prisoners of war. It was on six hundred of them that the Nazi occupation authorities first tested the mass killing potential of the commercial insecticide Zyklon-B at Auschwitz on September 3, 1941. Most Soviet prisoners of war, however, were simply worked or starved to death. The second category of developments that helped prepare a “willingness to murder” consisted of blockages, emergencies, and crises that made the Jews become a seemingly unbearable burden to the administrators of conquered territories. A major blockage was the failure to capture Moscow that choked off the anticipated expulsion of all the Jews of conquered eastern Europe far into the Soviet interior. A major emergency was shortages of food supplies for the German invasion force. German military planners had chosen to feed the invasion force with the resources of the invaded areas, in full knowledge that this meant starvation for local populations. When local supplies fell below expectations, the search for “useless mouths” began. In the twisted mentality of the Nazi administrators, Jews and Gypsies also posed a security threat to German forces. Another emergency was created by the arrival of trainloads of ethnic Germans awaiting resettlement, for whom space had to be made available. Faced with these accumulating problems, Nazi administrators developed a series of “intermediary solutions.” One was ghettos, but these proved to be incubators for disease (an obsession with the cleanly Nazis), and a drain on the budget. The attempt to make the ghettos work for German war production yielded little except another category of useless mouths: those incapable of work. Another “intermediary solution” was the stillborn plan, already mentioned, to settle European Jews en masse in some remote area such as Madagascar, East Africa, or the Russian hinterland. The failure of all the “intermediary solutions” helped open the way for a “final solution”: extermination.

thepsychchic chips clips ii If you think of yourself instead as an almost-victor who thought correctly and did everything possible but was foiled by crap variance? No matter: you will have other opportunities, and if you keep thinking correctly, eventually it will even out. These are the seeds of resilience, of being able to overcome the bad beats that you can’t avoid and mentally position yourself to be prepared for the next time. People share things with you: if you’ve lost your job, your social network thinks of you when new jobs come up; if you’re recently divorced or separated or bereaved, and someone single who may be a good match pops up, you’re top of mind. This attitude is what I think of as a luck amplifier. … you will feel a whole lot happier … and your ready mindset will prepare you for the change in variance that will come … 134-135 W. H. Auden: “Choice of attention—to pay attention to this and ignore that—is to the inner life what choice of action is to the outer. In both cases man is responsible for his choice and must accept the consequences.” Pay attention, or accept the consequences of your failure. 142 Attention is a powerful mitigator to overconfidence: it forces you to constantly reevaluate your knowledge and your game plan, lest you become too tied to a certain course of action. And if you lose? Well, it allows you to admit when it’s actually your fault and not a bad beat. 147 Following up on Phil Galfond’s suggestion to be both a detective and a storyteller and figure out “what your opponent’s actions mean, and sometimes what they don’t mean.” [Like the dog that didn’t bark in the Sherlock Holmes “Silver Blaze” story.] 159 You don’t have to have studied the description-experience gap to understand, if you’re truly expert at something, that you need experience to balance out the descriptions. Otherwise, you’re left with the illusion of knowledge—knowledge without substance. You’re an armchair philosopher who thinks that just because she read an article about something she is a sudden expert. (David Dunning, a psychologist at the University of Michigan most famous for being one half of the Dunning-Kruger effect—the more incompetent you are, the less you’re aware of your incompetence—has found that people go quickly from being circumspect beginners, who are perfectly aware of their limitations, to “unconscious incompetents,” people who no longer realize how much they don’t know and instead fancy themselves quite proficient.) 161-162 Erik: Generally, the people who cash the most are actually losing players (Nassim Taleb’s Black Swan strategy, jp). You can’t be a winning player by min cashing. 190 The more you learn, the harder it gets; the better you get, the worse you are—because the flaws that you wouldn’t even think of looking at before are now visible and need to be addressed. 191 An edge, even a tiny one, is an edge worth pursuing if you have the time and energy. 208 Blake Eastman: “Before each action, stop, think about what you want to do, and execute.” … Streamlined decisions, no immediate actions, or reactions. A standard process. 217 John Boyd’s OODA: Observe, Orient, Decide, and Act. The way to outmaneuver your opponent is to get inside their OODA loop. 224 Here’s a free life lesson: seek out situations where you’re a favorite; avoid those where you’re an underdog. 237 [on folding] No matter how good your starting hand, you have to be willing to read the signs and let it go. One thing Erik has stressed, over and over, is to never feel committed to playing an event, ever. “See how you feel in the morning.” Tilt makes you revert to your worst self. 257 Jared Tindler, psychologist, “It all comes down to confidence, self-esteem, identity, what some people call ego.” 251 JT: “As far as hope in poker, f#¢k it. … You need to think in terms of preparation. Don’t worry about hoping. Just Do.” 252

Retirement Lifestyle Planning There are four (4) major financial questions that you must be able to answer in order to know if your current or future plan will work for you. What rate of return do you have to earn on your savings and investment dollars to be able to retire at your current standard of living and have your money last through your life expectancy? How much do you need to save on a monthly or annual basis to be able to retire at your current standard of living and your money last your life expectancy? Doing what you are currently doing, how long will you have to work to be able to retire and live your current lifestyle till life expectancy? If you don’t do anything different than you are doing today, how much will you have to reduce your standard of livingat retirement for your money to last your life expectancy? Motto for Retirement Lifestyle Planning A solid financial plan is a powerful possession that offers a sense of peace and freedom. Our process allows us to determine appropriate strategies and help you understand how to achieve your goals and live your dreams. Our process stresses informed financial decision making. We encourage you to review all decisions with your team of tax and legal professionals. For the record, we are not tax or legal professionals and this information is not intended as tax or legal advice. Now we’d like to remind you that a well-executed financial plan requires diverse knowledge and utilizes some or all of the following strategies and services: -Retirement Lifestyle Planning Making the most of your employer-sponsored retirement plans and IRAs. Determining how much you need to retire comfortably. Managing assets before and during retirement including Social Security analysis. -Estate Planning Referring you to qualified Estate Attorneys to review your wills and trusts to help preserve your estate for your intended heirs by helping with beneficiary designations. Reducing exposure to estate taxes and probate costs. Coordinating with your tax and legal advisors. -Tax Management Helping to reduce your current and future tax burden by considering multiple strategies for review by your tax professional.Also, referring you to qualified tax specialists if needed. -Legacy Planning/Charitable Planning Creating a solid future for generations to come by ensuring that your legacy will live on through those you love or causes you care deeply about. -Risk Management Reviewing existing insurance policies. Recommending policy changes when appropriate. Finding the best policy for your individual wants and needs. -Investment Planning Determining your asset allocation needs. Helping you understand your risk tolerance. Recommending the appropriate investment vehicles to help you reach and exceed your goals.

Your Personal Economic Model One tool we use when discussing the best course of action to secure your financial future is the Personal Economic Model®. Just as a medical doctor would use an anatomical model to convey medical concepts, we use the following model to convey financial concepts. This model offers a visual representation of the way money flows through your hands. On the left, you will notice the Lifetime Capital Potential tank, which illustrates that the amount of money you will control during your lifetime is both large, as well as finite. Most people are shocked to see how much money can flow through their hands in their lifetime. Once earned, your money flows directly to the Tax Filter where the state and federal governments take tax dollars owed from your paycheck. The after tax dollars are then directed to either your Current Lifestyle or your Future Lifestyle. Your management of the Lifestyle Regulator determines where these dollars go. Regulating the cash flow between your current lifestyle desires and your future lifestyle requirements may be the most important financial decision you will ever make. Here’s why. Each and every dollar that is allowed to flow through to your Current Lifestyle is consumed and gone forever. The goal is to accumulate enough money in the Savings and Investment tanks so that when you retire, the dollars in those tanks can be used to pay for your future lifestyle requirements. Retirement planning seems hard for most people to do but it is not rocket science. The best position, position A, would be to have enough in the tanks so that you can live in the future like you live today adjusted for inflation and have your money last at least to your life expectancy. That’s a win, but the icing on the cake would be to accomplish that with little to no impact on your present standard of living, and that is exactly what we strive to help our clients to do. Working with us can help you with the following: Optimize the balance between your Current and Future Lifestyles Identify inefficiencies in your current personal economic model (where are you losing money) Design, implement, and execute a plan to secure your financial future Limit the impact on your Current Lifestyle dollars (maintain your current standard of living)

The organization of insect colonies involves several mysterious features quite apart from the prodigious complexity of the social organization itself. For example, in his studies of South African termites, the naturalist Eugene Marais found that they could speedily repair damage to the mounds, rebuilding tunnels and arches, working from both sides of the breach he had made, and meeting up perfectly in the middle, even though the individual insects are blind. He then carried out a simple but fascinating experiment. He took a large steel plate several feet wider and higher than the termitary and drove it right through the center of the breach so that it divided the mound, and indeed the entire termitary, into two separate parts: The builders on one side of the breach know nothing of those on the other side. In spite of this the termites build a similar arch or tower on both sides of the plate. When eventually you withdraw the plate, the two halves match perfectly after the dividing cut has been repaired. We cannot escape the ultimate conclusion that somewhere there exists a preconceived plan which the termites merely execute. From the present point of view, such a plan would exist within the morphic field of the colony as a whole. By morphic resonance, this would contain a collective memory of all similar termite colonies in the past, as well as a memory of the colony's own past, by self-resonance.

When riches take the place of poverty, the change is usually brought about through well conceived and carefully executed PLANS. Poverty needs no plan. It needs no one to aid it, because it is bold and ruthless. Riches are shy and timid. They have to be "attracted.

Procrastination at the start and sometimes during the project meant there wasn’t time to execute the plans well enough.

God,—the Father planning everything well and giving His commands, the Son carrying these into execution and performing the work of creating, and the Spirit nourishing and increasing [what is made], but man making progress day by day, and ascending towards the perfect, that is, approximating to the uncreated One. For the Uncreated is perfect, that is, God. Now it was necessary that man should in the first instance be created; and having been created, should receive growth; and having received growth, should be strengthened; and having been strengthened, should abound; and having abounded, should recover [from the disease of sin]; and having recovered, should be glorified; and being glorified, should see his Lord. For God is He who is yet to be seen, and the beholding of God is productive of immortality, but immortality renders one nigh unto God.

Take whatever job you can at one of those companies. Don’t worry too much about the title—focus on the work. If you get a foot in the door at a growing company, you’ll find opportunities to grow, too. Just whatever you do, don’t become a “management consultant” at a behemoth like McKinsey or Bain or one of the other eight consultancies that dominate the industry. They all have thousands upon thousands of employees and work almost exclusively with Fortune 5000 companies. These corporations, typically led by tentative, risk-averse CEOs, call in the management consultants to do a massive audit, find the flaws, and present leadership with a new plan that will magically “fix” everything. What a fairy tale—don’t get me started. But to many new grads, it sounds perfect: you get paid incredibly well to travel around the world, work with powerful companies and executives, and learn exactly how to make a business successful. It’s an alluring promise. Parts of it are even true. Yes, you get a nice paycheck. And yes, you get plenty of practice pitching important clients. But you don’t learn how to build or run a company. Not really. Steve Jobs once said of management consulting, “You do get a broad cut at companies but it’s very thin. It’s like a picture of a banana: you might get a very accurate picture but it’s only two dimensions, and without the experience of actually doing it you never get three dimensional. So you might have a lot of pictures on your walls, you can show it off to your friends—I’ve worked in bananas, I’ve worked in peaches, I’ve worked in grapes—but you never really taste it.” If you do choose to go that route and find yourself at one of the Big Four or the other top six firms, then that is of course your choice. Just know before you go what you want to learn and the experiences you need for your next chapter. Don’t get stuck. Management consulting should never be your endpoint—it should be a way station, a brief pause on your journey to actually doing something. Making something. To do great things, to really learn, you can’t shout suggestions from the rooftop then move on while someone else does the work. You have to get your hands dirty. You have to care about every step, lovingly craft every detail. You have to be there when it falls apart so you can put it back together. You have to actually do the job. You have to love the job.

Who are we, the people who have ADHD? We are the problem kid who drives his parents crazy by being totally disorganized, unable to follow through on anything, incapable of cleaning up a room, or washing dishes, or performing just about any assigned task; the one who is forever interrupting, making excuses for work not done, and generally functioning far below potential in most areas. We are the kid who gets daily lectures on how we’re squandering our talent, wasting the golden opportunity that our innate ability gives us to do well, and failing to make good use of all that our parents have provided. We are also sometimes the talented executive who keeps falling short due to missed deadlines, forgotten obligations, social faux pas, and blown opportunities. Too often we are the addicts, the misfits, the unemployed, and the criminals who are just one diagnosis and treatment plan away from turning it all around. We are the people Marlon Brando spoke for in the classic 1954 film On the Waterfront when he said, “I coulda been a contender.” So many of us coulda been contenders, and shoulda been for sure. But then, we can also make good. Can we ever! We are the seemingly tuned-out meeting participant who comes out of nowhere to provide the fresh idea that saves the day. Frequently, we are the “underachieving” child whose talent blooms with the right kind of help and finds incredible success after a checkered educational record. We are the contenders and the winners. We are also imaginative and dynamic teachers, preachers, circus clowns, and stand-up comics, Navy SEALs or Army Rangers, inventors, tinkerers, and trend setters. Among us there are self-made millionaires and billionaires; Pulitzer and Nobel prize winners; Academy, Tony, Emmy, and Grammy award winners; topflight trial attorneys, brain surgeons, traders on the commodities exchange, and investment bankers. And we are often entrepreneurs. We are entrepreneurs ourselves, and the great majority of the adult patients we see for ADHD are or aspire to be entrepreneurs too. The owner and operator of an entrepreneurial support company called Strategic Coach, a man named Dan Sullivan (who also has ADHD!), estimates that at least 50 percent of his clients have ADHD as well.

During REM sleep, brain activity increases in large portions of the limbic system, which mediates emotional expression. At the same time, activity decreases in a structure with the tortuous name of dorsolateral prefrontal cortex; this area of the brain plays a critical role in executive functioning—in planning, logical reasoning, and impulse control. These neurophysiological changes, the research team argued, are sufficient to explain why most of our dreams contain emotions as well as why our dreams seem to lack judgment, planning, and logical reasoning.

While traders might have seen what was coming, it appeared that the general public did not. O’Neill saw a gap in the market in early 2000. A giant gap. The price of gas options was cheap—too cheap to account for what was apparently coming down the road. In other words, the insurance policies against a sudden price spike were not as expensive as they ought to have been. So O’Neill started snapping up the options and holding on to them, knowing that they would become more valuable. As usual, he wasn’t just making a bet that prices were going to go up. He was primarily betting that markets were about to become more volatile. He built up a large position with his natural gas options and underliers that was “long volatility,” meaning that he bet volatility would increase. He assumed that the positions would provide a good return for Koch Industries. He was wrong. He grossly underestimated the riches that the coming volatility was about to deliver. Senior executives in Koch Supply & Trading realized that they could no longer pay their traders like engineers. There was a competition for talent, and too many well-trained people were bleeding off the Koch trading floor. There was one person who seemed to resist big paydays for the traders: Charles Koch. The business failures of the 1990s impressed on Charles Koch the need for humility among his workforce. The thinking went that it was the high-flying ambition and loose planning that led to many of the business losses at Purina Mills.

Paige Goepfert is a managing director of the Andersen Private Client Services team and works with ultra-high-net-worth families, family offices, business owners, and executives on tax planning and income tax compliance. Paige says that, “before considering the tax implications of a family office, family office principals are well served to think about the catalysts for and objectives of their family office. The structure, including how the management services are going to be provided and the type of entity formed for the management company, will determine the tax impact. “A common mistake I see is when families initially contemplate forming a family office solely because of the tax benefits they hope to obtain. While there may be tax benefits from a family office structure, anticipated tax benefits should not be the catalyst for setting up a family office . . . We [also] sometimes see families stuck in a certain mindset even when their goals and tax laws are constantly changing. For example, an older family member may feel like they have already given too much to the next generation or their grandchildren and, on principle, will not consider what they are leaving

Despite popular opinion, tendon breakdown and joint dysfunction can only be fixed by increasing the load tolerance of connective tissues. And how is that accomplished? Rest? Stretching? Anti-inflammatories and injections? Nope. Only through load training. But it must be well planned and well executed.

If I'd focused completely on the end result or tried to swallow the elephant in one bite, as the saying goes, I absolutely would have choked. I would have failed. The only way to achieve the kind of sustainable, life-changing success that I wanted was to do the hard, incremental work day in and day out. I had to focus on doing the reps and executing well. I had to listen to the pain and build on the growth that would eventually come. I had to follow through, every day, on the plan I'd created in pursuit of my larger vision.

1. Understanding Myanmar's Market Research: The Function of AMT Market Research In the rapidly changing economic landscape of Myanmar, businesses are increasingly recognizing the significance of making well-informed decisions based on complete market insights. One of the central members driving this development is AMT Statistical surveying, a main market research survey in Myanmar which has laid out its presence in Myanmar. With a populace of more than 54 million, Myanmar is a country wealthy in assets and potential. Be that as it may, its market is perplexing, impacted by a heap of elements like social variety, monetary vacillations, and administrative changes. Organizations need accurate data and insights to effectively navigate this complexity, and AMT Market Research meets this need. AMT Market Research has established itself as one of the best market research firms by employing cutting-edge techniques tailored to Myanmar's particular landscape. They use a combination of qualitative and quantitative research methods to get a complete picture of the market. From buyer conduct investigation to cutthroat scene appraisals, AMT gives priceless bits of knowledge that assist organizations with pursuing informed vital choices. market research survey in Myanmar is one of AMT's most distinctive methods. AMT enables businesses to comprehend preferences, purchasing habits, and emerging trends by directly engaging with customers and gathering firsthand feedback. Businesses can strategically tailor their offerings thanks to this grassroots approach, which not only reveals what consumers want but also identifies market gaps. AMT' market research survey in Myanmar, on top of that, are designed to be comprehensive yet effective. They use a combination of online surveys, focus groups, and in-person interviews to get responses from a wide range of people from different demographic groups. By collecting data in a variety of ways, businesses can reach a wider audience while also focusing on specific markets. It is essential to have an understanding of socioeconomic factors in a market that is still in its infancy. In their surveys, AMT Market Research emphasizes the significance of demographic insights. They assist businesses in developing targeted marketing strategies that resonate with their intended audience by taking into account variables such as education levels, income levels, and regional differences. This scientific thoroughness guarantees that suggestions are information driven as well as mirror the social and monetary real factors of the customers. Another thing that sets it apart is the company's dedication to conducting research in an ethical manner. AMT Market Research's core values of honesty, integrity, and dependability help to build trust with clients and respondents alike. Organizations can feel sure that the bits of knowledge gave are precise as well as gathered with deference for members' privileges and information security. The demand for high-quality market research will only grow as the economy of Myanmar continues to mature and the market attracts more attention from around the world. AMT Market Research positions itself as a crucial partner for businesses looking to enter or expand into the Myanmar market and is prepared to meet this demand. They are at the forefront of this ever-evolving sector because of their expertise and local knowledge. In conclusion, AMT Market Research provides essential tools and insights that can aid in strategic planning and execution for businesses trying to navigate the complexities of Myanmar's market. They play a crucial role in shaping the future of businesses in Myanmar through their commitment to ethical practices and comprehensive market research surveys. Associations looking for development ought to think about utilizing AMT's ability to open the potential inside this promising business sector.

It is important for the former caregiver to display honest emotions about the pending separation. If an attachment has formed, it is natural for both the child and caregiver to grieve their separation. This is no time for adults to try to be strong for the child's sake. A child's self-esteem is enhanced by tangible evidence that [they] were cared for and that [their] former caregiver will miss [them] but wishes [them] well. When adults express their feelings appropriately, it gives children permission to do so as well. Carefully planned and executed pre-placement transition strategies should assist former caregivers in adjusting their role and placing their confidence in the ability of the new [guardians] to provide a safe, secure, and nuturing environment for the toddler they have loved and cared for.

You must be willing to be disciplined as well as make personal sacrifices. It takes discipline to go through rigorous training and study programs. You need a coach or coaches and sometimes mates to help you stick to your planned program in execution of your responsibilities. To be excellent and effective, the non-essentials must give up time and space in your life – some sacrifices have to be made. Work hard and work smart.

it is these miracles of execution,” Clausewitz writes, “that we should really admire.”9 The fact is that in war “things do not happen of their own accord like a well-oiled machine, indeed the machine itself starts to create resistance, and overcoming it demands enormous willpower on the part of the leader.”10 In war, “everything is very simple, but the simplest thing is difficult… taking action in war is movement in a resistant medium.”11

GOOD PRODUCT MANAGER/BAD PRODUCT MANAGER Good product managers know the market, the product, the product line, and the competition extremely well and operate from a strong basis of knowledge and confidence. A good product manager is the CEO of the product. Good product managers take full responsibility and measure themselves in terms of the success of the product. They are responsible for right product/right time and all that entails. A good product manager knows the context going in (the company, our revenue funding, competition, etc.), and they take responsibility for devising and executing a winning plan (no

The assumptions about human knowledge underlying the ideal of the perfect plan have proven to be more stubborn. They were given a jolt by the oil price shocks of the 1970s, when the world revealed itself to be less stable than everyone had thought. They provided clear evidence that planners could not know everything they needed to know, and that the business environment had an element of unpredictability. Ironically, it was just at that time that Taylorian principles were extending themselves well beyond routine tasks into strategic planning and control systems.7 Strategic planning rose and fell. Its hubris was perfect knowledge, its fatal flaw the increasing rate of unpredictable changes in the environment. Between inception and execution, every plan could be derailed by something unexpected, and most plans were. So what was the point of planning? Surely a company needs some sort of direction? In 1994, the nemesis of strategic planners, Henry Mintzberg, could write that “we are now ready to extract the planning baby from all that strategic planning bathwater.”8 So we have ditched the bathwater in Taylor’s assumptions about human behavior and human knowledge. We are left with two babies: the understanding that people can indeed regulate themselves if they are committed to some objectives; and the understanding that objectives do need to be set in some way or other.

We have lost cities, states, and entire nations to the enemy’s persistent drive to take territory and deny God access to the hearts and minds of the people. It is time to get off of the defensive and go on the offensive. It is time to take the battle to the enemy. It is time to execute well planned attacks on his strongholds, and win back the territory for the kingdom of God.

Who is responsible for the incredible mess the present-day generation of Americans find themselves in? In this book, I hope to show exactly how this happened. A series of deadly, inexplicable decisions by our elected leaders and corporate executives have paved the way to the crisis we must deal with now. Corruption has grown entrenched, like an inoperable disease, in nearly every organ of the establishment. We must heed the words of one of America’s greatest statesmen, Thomas Jefferson: “Single acts of tyranny may be ascribed to the accidental opinion of a day. But a series of oppressions, begun at a distinguished period, and pursued unalterably through every change of ministers [administrations], too plainly proves a deliberate systematic plan of reducing us to slavery.” The American people have been dealing with just such a “series of oppressions” now for well over a century, and there can be little doubt that it is the result of a “deliberate systematic plan.” The best word to describe it is conspiracy.

Set the table: Decide exactly what you want. Clarity is essential. Write out your goals and objectives before you begin. Plan every day in advance: Think on paper. Every minute you spend in planning can save you five or ten minutes in execution. Apply the 80/20 Rule to everything: Twenty percent of your activities will account for 80 percent of your results. Always concentrate your efforts on that top 20 percent. Consider the consequences: Your most important tasks and priorities are those that can have the most serious consequences, positive or negative, on your life or work. Focus on these above all else. Practice creative procrastination: Since you can't do everything, you must learn to deliberately put off those tasks that are of low value so that you have enough time to do the few things that really count. Use the ABCDE Method continually: Before you begin work on a list of tasks, take a few moments to organize them by value and priority so you can be sure of working on your most important activities. Focus on key result areas: Identify and determine those results that you absolutely, positively have to get to do your job well, and work on them all day long. The Law of Three: Identify the three things you do in your work that account for 90 percent of your contribution, and focus on getting them done before anything else. You will then have more time for your family and personal life. Prepare thoroughly before you begin: Have everything you need at hand before you start. Assemble all the papers, information, tools, work materials, and numbers you might require so that you can get started and keep going. Take it one oil barrel at a time: You can accomplish the biggest and most complicated job if you just complete it one step at a time. Upgrade your key skills: The more knowledgeable and skilled you become at your key tasks, the faster you start them and the sooner you get them done. Leverage your special talents: Determine exactly what it is that you are very good at doing, or could be very good at, and throw your whole heart into doing those specific things very, very well. Identify your key constraints: Determine the bottlenecks or choke points, internal or external, that set the speed at which you achieve your most important goals, and focus on alleviating them. Put the pressure on yourself: Imagine that you have to leave town for a month, and work as if you had to get all your major tasks completed before you left. Maximize your personal power: Identify your periods of highest mental and physical energy each day, and structure your most important and demanding tasks around these times. Get lots of rest so you can perform at your best. Motivate yourself into action: Be your own cheerleader. Look for the good in every situation. Focus on the solution rather than the problem. Always be optimistic and constructive. Get out of the technological time sinks: Use technology to improve the quality of your communications, but do not allow yourself to become a slave to it. Learn to occasionally turn things off and leave them off. Slice and dice the task: Break large, complex tasks down into bite-sized pieces, and then do just one small part of the task to get started. Create large chunks of time: Organize your days around large blocks of time where you can concentrate for extended periods on your most important tasks. Develop a sense of urgency: Make a habit of moving fast on your key tasks. Become known as a person who does things quickly and well. Single handle every task: Set clear priorities, start immediately on your most important task, and then work without stopping until the job is 100 percent complete. This is the real key to high performance and maximum personal productivity.

I’m giving you a chance to walk away, to live. Don’t be a fool--take it.” Cannan tucked his knife into the shaft of his boot, then cast his eyes over Steldor, Galen, Adrik and Koranis. All resolutely met his gaze. “I don’t see fear in this room, Narian,” he said, shaking his head. “Do what you must, as will we.” “Then you’re asking to die!” For a moment there was a pleading note in Narian’s voice, an indication of how torn he was about his position. He didn’t want to put these men to death. “If I arrest you, you will be executed. If I let you go forward, you will fail.” “The only way we could fail,” Steldor interjected in a low voice, “is by accepting what you have handed our people. We owe this to them.” “You owe them your leadership, not the sacrifice of your lives. The High Priestess will not relinquish this province, in that she is unyielding. She and the Overlord fought too long and too hard for it. Don’t do this.” My uncle approached the Cokyrian commander with an almost sympathetic expression. His dark eyes had lost none of their determination, but he meant to reach the young man with his words. “Who are you, Narian?” The question was strange, but Narian seemed to understand its significance. “From the moment you set foot in Hytanica, you have tried to play both sides. You’ve spent far too long being a Cokyrian with Hytanican blood, and it ends now, for better or worse. There is no more in between, so do what you must. Either have us arrested, or allow us to go forward.” Narian met Cannan’s gaze, not discomfited by the taller man’s proximity. In truth, he had nothing at all to fear from us, what with the powers he possessed. But I wished I could see something in his eyes, some indication of what he would do from here. “Very well, Captain. I will do as you say--what I must.” Showing us his back, Narian ascended the stairs, disappearing through the cellar door. Steldor immediately made to follow, but Cannan grasped his shirt. “Let me go,” my cousin snapped, but his father stepped closer, until their faces were just inches apart. “Don’t be reckless,” the captain muttered. “He will kill you if you challenge him.” Steldor gave in, and his father released his grip. “Then what do we do?” Galen asked. “Nothing has changed.” Cannan looked around at the men who would follow his orders, to the grave and beyond. “We will do exactly what we have planned. Until and unless Narian stops us, we proceed.” “But…but isn’t that dangerous?” King Adrik queried. “This has always been dangerous. But I’m willing to take a chance on Narian.” The silence in the aftermath of the captain’s statement reinforced my sense that, at a single wave of the Cokyrian commander’s hand, we would all be buried alive.

What this means is that Jesus was the real deal; but not only that, God’s whole deal with the world had changed. The new age that began as Jesus’ resurrection was the firstfruits of the future resurrection, and he was the firstborn of the new creation (Rom 8:29; 1 Cor 15:20, 23; Col 1:15, 18; Heb 12:23; Rev 1:5). So when the first Christians proclaimed Jesus’ resurrection to outsiders, it wasn’t a case of, “Well, chaps, you’ll never guess what happened last Sunday, our dear friend Yeshua ben Joseph, who got a raw deal at his trial, came back to life after his horrible execution. Isn’t God really nice!” The resurrection meant that Jesus was the climax of God’s plan.

Though she had been surprised to find murder so thoroughly enjoyable, Mrs Bennet did not believe that this reflected any fault or wickedness in her character. She knew she only committed these acts to secure the future well-being of her daughters. Naturally, she would be able to stop killing once her daughters had husbands and there was no further use for such bloodthirsty deeds. Indeed, she felt adamant that she only enjoyed the planning and execution of such matters because her daughters had not been so good as to provide her with wedding preparations to occupy her active mind.

There is really no substitute for a well thought out and perfectly executed plan of action.

Of course, to properly reward the “doers” you must correctly define what a doer is. This is central to the idea of execution. Simply put, a doer is a person who gets things done. Doing is meeting goals. Some goals are legitimately short-term goals that yield short-term results and are properly compensated on a short-term basis. But other goals are long-term and by definition we will not know if we have achieved those goals for some time. Consequently the people striving to meet those goals should be compensated on a long-term basis, with some portion of that long- term compensation based on achieving critical milestones toward the goal. And there are some goals that are so long- term that compensation should only be awarded when a person retires and his or her contributions to meeting those extremely long-term goals can be assessed. Leaders must take responsibility for setting the right rewards for doers. This is particularly true of boards of directors, many of which made egregiously bad calls in rewarding poor performance by the CEOs of their companies. Linked together as these behaviors are, rewarding the doers must be based on the correct metrics. For too long companies—and this often involved boards of directors— set “shareholder value” as one of the goals to be measured and rewarded in compensation plans. But the directors and CEOs who set shareholder value as a goal missed an essential point. Increasing shareholder value is an outcome, not a goal. If you set the right strategy with the right goals and execute well to implement the strategy and achieve the goals—growth in earnings per share, good cash flow, improved market share, for example—then shareholder value is the result. Get everything else right and shareholder value will take care of itself. EXPAND

What exactly is going on?” Resignation clouded Mary Beth’s cute face. “You know men, always looking out for us.” Anger lit like a match inside Maddie as she turned narrowed eyes on Mitch through the windows. She didn’t know what was going on, but she was in the mood for a fight, and this was the perfect excuse to have one. He gave her a sheepish look, and Maddie wanted to throttle him. She turned away. Her veins practically raced with adrenaline. She’d been tamping down her temper so long she’d forgotten how intoxicating it was to let it rise to the surface. How much effort did she spend repressing her emotions? The better question was, why did she continue? She stiffened her spine. Not anymore. Through gritted teeth she said, “Yes, I know.” Mary Beth’s expression turned consoling and she made some motherly “tsk” noises, even though she couldn’t be much older than Maddie. “They can’t help themselves. It’s in their nature, but obviously execution is not their strong suit.” Maddie turned her attention to the woman. She’d deal with Mitch Riley later.     “What in the hell is going on in there?” Mitch cursed. This was the worst thought-out plan in the world. Why did he leave the details up to Tommy? He knew better. He scowled at the mechanic. “You can’t lie for shit.” Tommy shot him a droll look. “What about you? You could have jumped in any time, but no, you just stood there like an idiot.” “I hired you to lie to her so I wouldn’t have to, dumbass.” With his jaw clenched, the words came out like a growl. Tommy jabbed a finger in his direction. “Ha! I knew you were pussy-whipped.” “I’m not pussy-whipped.” One had to have sex to be pussy-whipped. Not that Mitch was about to volunteer that information. “I just don’t want to lie to her.” “Same difference, dickhead.” Irrational anger flared hot in his blood. God, he wanted to take someone out. He was so fucked. “If you’d thought of a halfway decent story, this wouldn’t be happening.” “How in the hell was I supposed to know she’d know anything about cars?” “She has brothers.” “Yeah, well, you could have mentioned that.” Through the glass window, Maddie shot him a death glare. Yep, totally fucked. He shouldn’t have told her about his past; it was another strike against him, one he knew from experience couldn’t be overlooked. Between tarnishing his knight-in-shining-armor image and the subterfuge, somehow he didn’t think he’d be granted a third strike. They watched the women. Mitch tried to decipher the expressions playing across Maddie’s features and finally gave up, resigned to his fate. Ten excruciating minutes later, the door opened, and Mitch steeled himself for the fight that was sure to come. He didn’t care how he managed it, but she wasn’t leaving. Maddie walked across the dark gray, grease-stained floor, and unable to stand it any longer, he said, “Now, Maddie, I can explain.” “There’s no need.” Her voice held no trace of emotion. Not good. “But—” he started, but before he could say any more, Maddie flung herself into his arms. Shocked, he caught her and held tight. He raised a questioning eyebrow at Mary Beth, and a satisfied smirk curled over her lips. “I told Maddie how her transmission blew,” Mary Beth said in a pleased tone. “And how it cost twenty-five hundred dollars, but Tommy knows this guy over in Shelby who can trade him for a sixty-five Corvette carburetor so it would only cost her around four hundred. Unfortunately, I had to explain how Tommy was doing you a huge, gigantic favor so you agreed to represent Luke in his legal troubles.” While

From this basis, Boyd sets out to develop a normative view on a design for command and control. As in Patterns of Conflict, he starts with some ‘samples from historical environment’, offering nine citations from nine practitioners, including from himself (see Box 6.1):6 Sun Tzu (around 400 BC) Probe enemy strength to unmask his strengths, weaknesses, patterns of movement and intentions. Shape enemy’s perception of world to manipulate/undermine his plans and actions. Employ Cheng/Ch’I maneuvers to quickly and unexpectedly hurl strength against weaknesses. Bourcet (1764–71) A plan ought to have several branches . . . One should . . . mislead the enemy and make him imagine that the main effort is coming at some other part. And . . . one must be ready to profit by a second or third branch of the plan without giving one’s enemy time to consider it. Napoleon (early 1800s) Strategy is the art of making use of time and space. I am less chary of the latter than the former. Space we can recover, time never. I may lose a battle, but I shall never lose a minute. The whole art of war consists in a well-reasoned and circumspect defensive, followed by rapid and audacious attack. Clausewitz (1832) Friction (which includes the interaction of many factors, such as uncertainty, psychological/moral forces and effects, etc.) impedes activity. Friction is the only concept that more or less corresponds to the factors that distinguish real war from war on paper. In this sense, friction represents the climate or atmosphere of war. Jomini (1836) By free and rapid movements carry bulk of the forces (successively) against fractions of the enemy. N.B. Forrest (1860s) Git thar the fustest with the mostest. Blumentritt (1947) The entire operational and tactical leadership method hinged upon . . . rapid concise assessment of situations, . . . and quick decision and quick execution, on the principle: each minute ahead of the enemy is an advantage. Balck (1980) Emphasis upon creation of implicit connections or bonds based upon trust, not mistrust, that permit wide freedom for subordinates to exercise imagination and initiative – yet harmonize within intent of superior commanders. Benefit: internal simplicity that permits rapid adaptability. Yours truly Operate inside adversary’s observation-orientation-decision-action loops to enmesh adversary in a world of uncertainty, doubt, mistrust, confusion, disorder, fear, panic, chaos . . . and/or fold adversary back inside himself so that he cannot cope with events/efforts as they unfold.

Operations To execute well there must be accountability, clear goals, accurate methods to measure performance, and the right rewards for people who perform. But now, more than ever before, leaders need to design flexible operating plans. In the past a company might make one or perhaps two profound changes in its operations each year.

The conversion of pagans to Christianity was a planned project and not a natural process of spiritual evolution. In my opinion, it constitutes a war of spiritual ethnocide against the indigenous population of Europe and their beliefs and practices. The Church set out to intentionally demonize and vilify pre-Christian ways. In doing so, it suppressed as well as eradicated many older beliefs and practices (and assimilated others in an attempt to de-paganize them). In addition, the practice of torture and execution was put into use in hopes of stamping out resistance as well as ensuring a strict adherence to Christianity. This is cultural violence both figuratively and literally. One

McRaven’s thesis, which would become part of the curriculum at the Naval Postgraduate School, set out the core concept of special ops: that a small, well-trained force can deliver a decisive blow against a much larger, well-defended one. He defined such a mission as one “conducted by forces specially trained, equipped, and supported for a specific target whose destruction, elimination, or rescue (in the case of hostages), is a political or military imperative.” Refining the key elements to success for such missions, he prescribed, in a nutshell, “A simple plan, carefully concealed, repeatedly and realistically rehearsed, and executed with surprise, speed, and purpose.

Mr. Banga remembers this episode well. “We started the session. All the directors stood up and presented their individual business plans and then I handed the floor to CK. It’s amazing how quickly he got all the wives into the discussion and within 10 minutes there were a couple of home truths on the table.” The wives were brutally honest. They said Unilever’s product quality did not deserve the price premium. Executives got to see how bitter home truths really are.

The 1948 war’s diplomatic maneuvers and military campaigns are well engraved in Israeli Jewish historiography. What is missing is the chapter on the ethnic cleansing carried out by the Jews in 1948. As a result of that campaign, five hundred Palestinian villages and eleven urban neighborhoods were destroyed, seven hundred thousand Palestinians were expelled, and several thousand were massacred.2 Even today, it is hard to find a succinct summary of the planning, execution, and repercussions of these tragic results.

THE ROAR of the death blast on the Avenue of the Americas cannot be heard in faraway Johannesburg. With eight weeks to go to the opening game in Soccer City, Sepp Blatter and his South African capos have enough problems. Outraged by price gouging, fans are staying home. In the townships citizens protest every day; ‘Service riots’ send messages to politicians that public money should be spent on homes, water, sewage plants and jobs, not stadiums that will become white elephants. Why should they listen? They have the police beat back the protestors. The World Cup is good news for Danny Jordaan, leader of the bid and now chief executive for the tournament. Quietly, his brother Andrew has been given a well-paid job as Hospitality liaison with MATCH Event Services at the Port Elizabeth stadium. A stakeholder in the MATCH company is Sepp Blatter’s nephew Philippe Blatter. The majority owners are Mexican brothers Jaime and Enrique Byrom, based in Manchester, England, Zurich, Switzerland and with some of their bank accounts in Spain and the Isle of Man. The Brothers are not happy. Sepp Blatter awarded them the lucrative 2010 hospitality contract aimed at wealthy football patrons, mostly from abroad. If that wasn’t enough, Blatter also gave them the contract to manage and distribute the three million tickets. The brothers are charging top rates for hotels and internal flights and expected to make huge profits. Instead, they are on their way to losing $50 million. They plan to recoup these losses in Brazil in four years time.

Though she had been surprised to find that murder was so thoroughly enjoyable, Mrs Bennet did not believe that this reflected any fault or wickedness in her character. She knew she only committed these acts to secure the future well-being of her daughters. Naturally, she would be able to stop killing once her daughters had husbands and there was no further use for such bloodthirsty deeds. Indeed, she felt adamant that she only enjoyed the planning and execution of such matters because her daughters had not been so good as to provide her with wedding preparations to occupy her active mind.

I've failed in communication...and so I've learned to have open and honest dialogue at the opportune, and appropriate time. I've failed in relationships...and so I've learned to appreciate the people in my life, and to treat them with kindness. I've failed in paying bills...and so I've learned to properly and effectively manage my time, my talent and my resources. I've failed in work or business ventures...and so I've learned to be more prudent with planning, and more efficient in execution. I've failed in dodging a ball...and so I've learned to anticipate danger and to protect myself. I don't mind acknowledging my failures, because they've played a valuable part to my successes. Live, Love, Learn, and Be Well.

Under the system of centralized control without constitutional checks and balances, the war spirit identifies dissent with treason, the pursuit of private happiness with slackerism and sabotage, and, on the other side, obedience with discipline, conformity with patriotism. Thus at one stroke war extinguishes the difficulties of planning, cutting out from under the individual any moral ground as well as any lawful ground on which he might resist the execution of the official plan. (Lippmann 1936: 67)

I've failed in communication...and so I've learned to have open and honest dialogue at the opportune, and appropriate time. I've failed in relationships...and so I've learned to appreciate the people in my life, and to treat them with kindness. I've failed in paying bills...and so I've learned to properly and effectively manage my time, my talent and my resources. I've failed in work or business ventures...and so I've learned to be more prudent with planning, and more efficient in execution. I've failed in dodging a ball...and so I've learned to anticipate danger and to protect myself. Live, Love, Learn, and Be Well.

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Apple may not do customer research to decide what products to make, but it absolutely pays attention to how customers use its products. So the marketing team working on the iMovie HD release scheduled for Macworld, on January 11, 2005, decided to shoot a wedding. The ceremony it filmed was gorgeous: a sophisticated, candlelit affair at the Officers’ Club of San Francisco’s Presidio. The bride was an Apple employee, and the wedding was real. There was one problem with the footage, however. Steve Jobs didn’t like it. He watched it the week before Christmas, recalled Alessandra Ghini, the marketing executive managing the launch of iLife. Jobs declared that the San Francisco wedding didn’t capture the right atmosphere to demonstrate what amateurs could do with iMovie. “He told us he wanted a wedding on the beach, in Hawaii, or some tropical location,” said Ghini. “We had a few weeks to find a wedding on a beach and to get it shot, edited, and approved by Steve. The tight time frame allowed for no margin for error.” With time short and money effectively no object, the team went into action. It contacted Los Angeles talent agencies as well as hotels in Hawaii to learn if they knew of any weddings planned—preferably featuring an attractive bride and groom—over the New Year’s holiday. They hit pay dirt in Hollywood: A gorgeous agency client and her attractive fiancé were in fact planning to wed on Maui during the holiday. Apple offered to pay for the bride’s flowers, to film the wedding, and to provide the couple with a video. In return, Apple wanted rights for up to a minute’s worth of footage of its choosing.

If you believe that complex solutions are better than simple ones, or if you believe it’s better to take a simple guessing shortcut, but then be saddled with a horrendous, complicated execution plan, you might as well give up now.

Title: Opening Development: The Job of market research consultant in india In the consistently developing scene of business in India, remaining in front of the opposition requires a profound comprehension of market elements, customer conduct, and arising patterns. This is where statistical surveying specialists assume a significant part. With their ability in information examination, industry bits of knowledge, and vital direction, statistical surveying experts enable organizations to pursue educated choices and explore the intricacies regarding the Indian market. In this article, we dig into the meaning of market research consultant in india and how they drive development and advancement. Exploring Different Business sectors: India is a place that is known for variety, where every district has its own exceptional social, financial, and social elements. Statistical surveying advisors have the aptitude to explore through these assorted business sectors, giving important experiences customized to explicit areas. Whether it's comprehension shopper inclinations in metropolitan communities like Mumbai and Delhi or taking advantage of the thriving business sectors of Level 2 and Level 3 urban areas, statistical surveying advisors offer limited systems that reverberate with the interest group. Uncovering Customer Bits of knowledge: Purchaser conduct is continually developing, affected by elements, for example, financial changes, mechanical progressions, and social movements. Statistical surveying experts utilize a scope of philosophies, including overviews, center gatherings, and information examination, to reveal well established customer experiences. By figuring out the requirements, goals, and trouble spots of the objective segment, organizations can tailor their items, administrations, and promoting methodologies to resound with buyers on a significant level. Recognizing Arising Patterns: In the present quick moving business climate, keeping up to date with arising patterns is vital for keeping an upper hand. Statistical surveying advisors have practical experience in pattern examination, observing business sector developments, contender exercises, and mechanical advancements. By distinguishing arising patterns from the beginning, organizations can gain by new open doors and turn their systems in like manner. Whether it's the ascent of online business, the reception of reasonable practices, or the developing interest for computerized arrangements, market research consultant in india give priceless prescience to direct business choices. Relieving Dangers: Each undertaking involves a specific level of hazard, whether it's entering another market, sending off another item, or extending tasks. Statistical surveying specialists direct careful gamble evaluations, recognizing possible entanglements and moderating elements that could influence business achievement. Through thorough market examination, contender benchmarking, and situation arranging, statistical surveying specialists empower organizations to go with informed risk-the executives choices, limiting vulnerabilities and boosting open doors for development. Driving Advancement: Development is the soul of business achievement, powering development, separation, and supportability. Statistical surveying experts cultivate a culture of development by uncovering neglected needs, distinguishing market holes, and investigating undiscovered open doors. By utilizing market knowledge and shopper experiences, organizations can improve items, administrations, and plans of action that reverberate with the advancing requirements of the market. Whether it's creating state of the art advancements, troublesome plans of action, or advancement showcasing methodologies, statistical surveying experts engage organizations to remain in front of the development bend. All in all, statistical surveying experts assume a basic part in opening development and deve

The world came to realize the extent to which Tehran’s embassies and diplomats are at the core of both the planning and execution of terrorism targeting Iranian dissidents, as well as central to Tehran’s direct and proxy terrorism against other countries.

He continues in a softer tone. “And her zia will explain to her how this is all for the best, and how family comes first, and how, if her new husband proves to be anything like her zia’s late husband Enzo, he’ll find himself the victim of an untimely death, too.” He pauses. “A meticulously planned death with no witnesses or evidence of foul play. An ‘accidental’ death so well executed, it even fooled the police.” Without missing a beat, I say, “I didn’t kill my husband.” He smiles. “I’ve never met anyone who can lie as well as you do.” “It’s a gift.

Goals, Strategies, and Fundamentals Missions are generally long term in nature. Goals translate missions into practical, quantifiable medium-term objectives that then trigger the search for short-term action plans. Goals can be broadly quantified around three main dimensions: profitability, growth, and sustainability. It is important that boards and executive teams understand the interactions and especially the trade-offs between these three dimensions. It is impossible to pursue all three goals simultaneously, at least in the short term. Boards need to address this major challenge with executives, as, at least in the short term and possibly also in the medium term, these three goals cannot be pursued simultaneously. Executive teams thus face clear trade-offs which they need to recognize and manage. Boards are there to support executives with necessary clarifications on the goals that need to be pursued. Strategies are the action plans that executives deploy following the choice of mission by owners and the selection of goals by the board, in collaboration with the executive team. In case growth is chosen as the goal, for example, typical strategic choices are: build, buy, or ally strategies.14 The selection of a strategy does not depend solely on goals, it also depends on company fundamentals: the type of industry the firm operates in, the client’s ecosystem, suppliers, competitors, regulators, where and how the company generates cash flows, the types of risks the company faces and needs to mitigate against, as well as the company’s ability to raise financing. Examples are presented illustrating how strategies are selected by examining cash flow generating opportunities.

Life is like a circus. The performances are more enjoyable when they are well-planned and perfectly executed.

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Ram Charan, the well-known Indian management guru, became world-famous because of his book by the same name — Execution. In it, he says, "Execution is the key through which every CEO opens his door to success." Without this, the goal cannot be reached. Even Swami Chinmayananda phrased it beautifully, "Plan out your work and work out your plan.

A French writer has paid the English a very well-deserved compliment. He says that they never commit a useless crime. When they hire a man to assassinate an Irish patriot, when they blow a Sepoy from the mouth of a cannon, when they produce a famine in one of their dependencies, they have always an ulterior motive. They do not do it for fun. Humorous as these crimes are, it is not the humour of them, but their utility, that appeals to the English. Unlike Gilbert’s Mikado, they would see nothing humorous in boiling oil. If they retained boiling oil in their penal code, they would retain it, as they retain flogging before execution in Egypt, strictly because it has been found useful. This observation will help one to an understanding of some portions of the English administration of Ireland. The English administration of Ireland has not been marked by any unnecessary cruelty. Every crime that the English have planned and carried out in Ireland has had a definite end. Every absurdity that they have set up has had a grave purpose. The Famine was not enacted merely from a love of horror. The Boards that rule Ireland were not contrived in order to add to the gaiety of nations. The Famine and the Boards are alike parts of a profound polity.

Philanthropic capital should not be doing what at-scale capital can do. It’s at-risk capital. We’re okay if 30 percent of our portfolio fails, as long as we fail fast, learn fast, and move fast. Another 30 percent can get spun out into companies that are structured in a way that is equitable and generous and can execute. And 30 percent are doing good things but might limp along financially, and that’s okay too. We have that 30x30x30 appetite for what success looks like. If we tell ourselves everything needs to be successful, we’ll miss out on a lot.

Dysfunctional Belief: I need to figure out my best possible life, make a plan, and then execute it. Reframe: There are multiple great lives (and plans) within me, and I get to choose which one to build my way forward to next.