Willingness To Improve Quotes

Your VISION and your self-willingness is the MOST powerful elements to conquer your goal

These five values are both unconventional and uncomfortable. But, to me, they are life-changing. The first, which we’ll look at in the next chapter, is a radical form of responsibility: taking responsibility for everything that occurs in your life, regardless of who’s at fault. The second is uncertainty: the acknowledgement of your own ignorance and the cultivation of constant doubt in your own beliefs. The next is failure: the willingness to discover your own flaws and mistakes so that they may be improved upon. The fourth is rejection: the ability to both say and hear no, thus clearly defining what you will and will not accept in your life. The final value is the contemplation of one’s own mortality; this one is crucial, because paying vigilant attention to one’s own death is perhaps the only thing capable of helping us keep all our other values in proper perspective.

If you want to get better, get coached.

A willingness to let go of an old self and allow creative thoughts to remake a person into a better version of oneself requires an act of courage.

Athletic success is the result of knowing what to do, the willingness to do it, and the drive to continually improve at it.

Curiously enough, it is a fear of how grace will change and improve them that keeps many souls away from God. They want God to take them as they are and let them stay that way. They want Him to take away their love of riches, but not their riches—to purge them of the disgust of sin, but not of the pleasure of sin. Some of them equate goodness with indifference to evil and think that God is good if He is broad-minded or tolerant about evil. Like the onlookers at the Cross, they want God on their terms, not His, and they shout, “Come down, and we will believe.” But the things they ask are the marks of a false religion: it promises salvation without a cross, abandonment without sacrifice, Christ without his nails. God is a consuming fire; our desire for God must include a willingness to have the chaff burned from our intellect and the weeds of our sinful will purged. The very fear souls have of surrendering themselves to the Lord with a cross is an evidence of their instinctive belief in His Holiness. Because God is fire, we cannot escape Him, whether we draw near for conversion or flee from aversion: in either case, He affects us. If we accept His love, its fires will illumine and warm us; if we reject Him, they will still burn on in us in frustration and remorse.

Dear Mr. Wedgewood, Welcome to the Flying Rose. I hope you have settled to sea comfortably. Your lot may improve in direct proportion to your willingness. I do look forward to more of your fare. Let me lay out my proposal: You will, of a Sunday, cook for me, and me alone, the finest supper. You will neither repeat a dish nor serve foods that are in the slightest degree mundane. In return I will continue to keep you alive and well, and we may discuss an improvement of your quarters after a time. Should you balk in any fashion you will find yourself swimming home, whole or in pieces, depending upon the severity of my disappointment. How does this strike you? In anticipation, Capt. Hannah Mabbot

Kay Cannon was a woman I’d known from the Chicago improv world. A beautiful, strong midwestern gal who had played lots of sports and run track in college, Kay had submitted a good writing sample, but I was more impressed by her athlete’s approach to the world. She has a can-do attitude, a willingness to learn through practice, and she was comfortable being coached. Her success at the show is a testament to why all parents should make their daughters pursue team sports instead of pageants. Not that Kay couldn’t win a beauty pageant - she could, as long as for the talent competition she could sing a karaoke version of ‘Redneck Woman’ while shooting a Nerf rifle.

Losses come in a variety of forms, but the worst thing we can lose is faith in ourselves: in our ideas, in our skills and talents, and in our willingness and ability to overcome challenges and achieve our dreams.

White suffragists felt that white men were insulting white womanhood by refusing to grant them privileges that were to be granted black men. They admonished white men not for their sexism but for their willingness to allow sexism to overshadow racial alliances. Stanton, along with other white women’s rights supporters, did not want to see blacks enslaved, but neither did she wish to see the status of black people improved while the status of white women remained the same.

Without the openness, willingness and desire to change, you cannot develop, improve and achieve your future goals.

The willingness to become greater than you are is itself becoming greater than you are.

With courage, there is the willingness to take chances and to let go of former securities. There is the willingness to grow and benefit from new experiences. This involves the capacity to admit mistakes without indulging in guilt and self-recrimination. Our sense of self-worth is not diminished by looking at areas that need improvement. We are able to admit the presence of problems without being diminished. As a result, energy, time, and effort are put into self-improvement. On this level, statements of intention and purpose are much more powerful and envisioned results tend to manifest. We are much more enterprising and creative, because our energies are not drained by the constant preoccupation with emotional or physical survival. Because of greater flexibility, there is a willingness to examine issues with a view to changing overall meaning and context. There is a willingness to risk shifting paradigms.

On the level of courage, we are willing to take self-improvement courses, learn consciousness techniques, and risk the journey within to seek our own true Self, the inner reality. There is a willingness to experience uncertainty, periods of confusion, and temporary upset because, underneath the temporary discomfort, we have a long-term transcendent goal. The mind that is operating on the level of courage makes such statements as: “I can handle it”; “We’ll make it”; “The job will get done”; “We can see this through”; “All things shall pass.

American culture has regressed because of contemporary society’s glorification of making a good living and spending free time in media activities rather than constantly devoting themselves to a learning and self-improvement. The combination of grooming youngsters to fit into a commercial workplace and Americans willingness to submit themselves to endless hours of watching television shows filled with murders, violence, sex, and replete with advertisements that promote the goods of commercial giants has eroded the American spirit and contributed to lack of an intellectually sophisticated populous.

The Devil is rarely a positive card, but it does have a few redeeming qualities. Sometimes it can represent the querent’s ambition and desire for greatness, as well as their desire to move on from one achievement to the next, never stopping or pausing for breath. One thing’s for certain with such a querent: they won’t rest on their laurels! If positively aspected in a reading, this card can indicate a time of great desire and action in the querent’s life, a lust for life, and a willingness to take risks and enjoy life to the fullest, which will serve to further their goals and improve their circumstances. This querent wants to make the most of life while they can and while they have the means and desire to. In a relationship reading, the Devil, if surrounded by positive cards, can sometimes indicate that the physical side of the relationship is wonderful—the sex is great and the mundane circumstances are working very well for the couple. If accompanied by the Lovers or the Four of Wands, it might also indicate the bonds

There are many hypotheses in physics of almost comparable brilliance and elegance that have been rejected because they did not survive such a confrontation with experiment. In my view, the human condition would be greatly improved if such confrontations and willingness to reject hypotheses were a regular part of our social, political, economic, religious and cultural lives.

Cultivating a willingness to succeed despite any and all circumstances is the most important variable of the reengagement equation. Your willingness to succeed builds self-esteem. It broadens your concept of your own capability, yet it is the first thing we lose touch with when things go bad. After that, giving up often feels like the sanest option, and maybe it is, but know that quitting chips away at your self-worth and always requires some level of mental rehab. Even if what forces you to quit is an injury or something else beyond your control, you will still have to bounce back from the experience mentally. A successful mission seldom requires any emotional maintenance. In order to execute on your willingness to succeed, you will need to be able to perform without purpose. You’ve heard of purpose, that magical missing ingredient crucial to landing a fulfilling career and building a happy life. What if I told you the importance of finding your purpose was overblown? What if there never was any such thing as your good friend purpose? What if it doesn’t matter what the fuck you do with your time here? What if it’s all arbitrary and life doesn’t give a flying fuck if you want to be happy? What then? All I know is this: I am David Fucking Goggins. I exist; therefore, I complete what I start. I take pride in my effort and in my performance in all phases of life. Just because I am here! If I’m lost, I will find myself. As long as I’m on planet Earth, I will not half-ass it. Anywhere I lack, I will improve because I exist and I am willing.

I think that with only one data point, we don’t know,” he told me. “But it’s rare for someone to make the kind of commitment you made, and I think your willingness to take on the challenge may make you different. You’re clearly not a random person, but on the other hand, I’m not sure there’s anything in how you improved that is completely outside the range of what a motivated college student could do.

To know our own self is bliss. To see themselves clearly, a person must plunge themselves into the world they inhabit. We enhance our personal perspective by acquiring knowledge of the world. The more one knows about living through vivid personal encounters in the world that they occupy, the more that a person will come to understand him or herself. Self-knowledge requires an honest accounting of a person’s experiences, frank admission of their furtive desires, and gracious acceptance of reality without surrendering their willingness to work to improve oneself and comfort other people. By attaching images to their real life experiences and secret dreams, a person learns rightly about the world. By writing about what adversities they experienced, a person can consciously go about integrating new ideas into their way of living.

Will and Willingness.-Someone brought a youth to a wise man, and said, " See, this is one who is being corrupted by women!" The wise man shook his head and smiled. " It is men," he called out, " who corrupt women; and everything that women lack should be atoned for and improved in men,-for man creates for himself the ideal of woman, and woman moulds herself according to this ideal."-" You are too tender-hearted towards women," said one of the bystanders, " you do not know them !" The wise man answered : " Man's attribute is will, woman's attribute is willingness,- such is the law of the sexes, verily! a hard law for woman! All human beings are innocent of their existence, women, however, are doubly innocent; who could have enough of salve and gentleness for them !"-"What about salve! What about gentleness ! " called out another person in the crowd, " we must educate women better!"-" We must educate men better," said the wise man, and made a sign to the youth to follow him.-The youth, however, did not follow him.

In the biblical view of things, a deeper knowledge of God brings with it improvement in the other areas mentioned: purity, integrity, a willingness to sacrifice, evangelistic faithfulness, better study of Scripture, improved private and corporate worship, better relationships with brothers and sisters in Christ, a heart for the lost, and much more. But if we seek these things without passionately desiring a deeper knowledge of God, we may be running after God’s blessings or pursuing God’s power without running after him.

While a 10x improvement is gargantuan, Teller has very specific reasons for aiming exactly that high. “You assume that going 10x bigger is going to be ten times harder,” he continues, “but often it’s literally easier to go bigger. Why should that be? It doesn’t feel intuitively right. But if you choose to make something 10 percent better, you are almost by definition signing up for the status quo—and trying to make it a little bit better. That means you start from the status quo, with all its existing assumptions, locked into the tools, technologies, and processes that you’re going to try to slightly improve. It means you’re putting yourself and your people into a smartness contest with everyone else in the world. Statistically, no matter the resources available, you’re not going to win. But if you sign up for moonshot thinking, if you sign up to make something 10x better, there is no chance of doing that with existing assumptions. You’re going to have to throw out the rule book. You’re going to have to perspective-shift and supplant all that smartness and resources with bravery and creativity.” This perspective shift is key. It encourages risk taking and enhances creativity while simultaneously guarding against the inevitable decline. Teller explains: “Even if you think you’re going to go ten times bigger, reality will eat into your 10x. It always does. There will be things that will be more expensive, some that are slower; others that you didn’t think were competitive will become competitive. If you shoot for 10x, you might only be at 2x by the time you’re done. But 2x is still amazing. On the other hand, if you only shoot for 2x [i.e., 200 percent], you’re only going to get 5 percent and it’s going to cost you the perspective shift that comes from aiming bigger.” Most critically here, this 10x strategy doesn’t hold true just for large corporations. “A start-up is simply a skunk works without the big company around it,” says Teller. “The upside is there’s no Borg to get sucked back into; the downside is you have no money. But that’s not a reason not to go after moonshots. I think the opposite is true. If you publicly state your big goal, if you vocally commit yourself to making more progress than is actually possible using normal methods, there’s no way back. In one fell swoop you’ve severed all ties between yourself and all the expert assumptions.” Thus entrepreneurs, by striving for truly huge goals, are tapping into the same creativity accelerant that Google uses to achieve such goals. That said, by itself, a willingness to take bigger risks

Commitment is what transforms a dream into reality. One percent or ninety-nine percent complete are both incomplete. Wanting is wishing or dreaming. Deciding is the willingness to do whatever it takes to make your wishes and dreams come true. Pondering on what you are going to do actually sucks up more time and energy than going out there and doing it. If you’re planted in an environment with depleted soil loaded with weeds, your conditions must change in order for you grow and thrive. As you change your circle of influence, your thinking changes, and ultimately your world changes too. When you are too busy trying to outshine others, you miss out on your own inner spark. If your focus is on competing with others, you cannot complete you. Perfection is a myth, a misconception, and just an opinion. A well-tailored business suit might look perfect to a banker, but deemed to be dreadful to a heavy metal rocker. Going out of your comfort zone might be gut-wrenching, but dying with the music still inside is even more painful. Stagnation drains your energy and slowly sucks the life out of you. When you declutter your mental space, just like clearing out physical space, you find valuables you had long forgotten about. Keeping emotional toxin in your head is like fertilizing unwanted weeds. Positivity is your weed killer. Turn it around, and let that poison fuel your passion, just like farmers using manure to fertilize plants. Like eating, going to the bathroom, or exercising, self-transformation cannot be delegated. I was a sunflower trying to survive and grow in a stinky muddy swamp, but instead being strangled by a bunch of weeds.

One of the best means of preserving the balance of political community and promoting the necessary social and political changes is by keeping the dialogue open with all the political actors who accept the basic rules of the game and are committed to preserving the basic values of the society. This ... explains why many of the thinkers studied in this book, from [Raymond] Aron and [Norberto] Bobbio to [Adam] Michnik, successfully practiced the art of dialogue across the aisle and refused to see the world in black-and-white contrasts. If they adopted the role of committed or engaged spectators, they also maintained a certain degree of detachment and skepticism in their attitudes and political judgments. Their invitation to dialogue and their willingness to speak to their critics illustrated their courage and determination not to look for 'safe spaces' and lukewarm solutions. Instead, they saw themselves as mediators whose duty was to open a line of communication with their opponents who disagreed with them. The dialogue they staged was at times difficult and frustrating, and their belief in the (real or symbolic) power of discussion was an open act of defiance against the crusading spirit of their age, marked by political sectarianism, monologue, and ideological intransigence. Aron and the other moderates studied here were convinced that we can improve ourselves not so much by seeking a fictitious harmony with our critics as by engaging in an open debate with them, as long as we all remain committed to civility and rational critique. In this regard, they all acted as true disciples of Montaigne, who once acknowledged that 'no premise shocks me, no belief hurts me, no matter how opposite they may be. ... When I am contradicted it arouses my attention not my wrath.' This is exactly how Aron and other moderates felt and behaved. They were open to being challenged and did not shy away from correcting others when they thought fit. Yet, in so doing, they did not simply seek to refute or defeat their opponents' arguments, being aware that the truth is almost never the monopoly of a single camp or group.

This entails certain corollaries on which true individualism once more stands in sharp opposition to the false individualism of the rationalistic type. The first is that the deliberately organized state on the one side, and the individual on the other, far from being regarded as the only realities, which all the intermediate formations and associations are to be deliberately suppressed, as was the aim of the French Revolution, the noncompulsory conventions of social intercourse are considered as essential factors in preserving the orderly working in human society. The second is that the individual, in participating in the social processes, must be ready and willing to adjust himself to changes and to submit to conventions which are not the result of intelligent design, whose justification in the particular instance may be recognizable, and which to him will often appear unintelligible and irrational. I need not say much on the first point. That true individualism affirms the value of the family and all the common efforts of the small community and group, that it believes in local autonomy and voluntary associations, and that indeed its case rests largely on the contention that much for which the coercive action of the state is usually invoked can be done better by voluntary collaboration need not be stressed further. There can be no greater contrast to this than the false individualism which wants to dissolve all these smaller groups into atoms which have no cohesion other than the coercive rules imposed by the state, and which tries to make all social ties prescriptive, instead of using the state mainly as a protection of the individual against the arrogation of coercive powers by the small groups. Quite as important for the functioning of an individualist society as these smaller groupings of men are the traditions and conventions which evolve in a free society and which, without being enforceable, establish flexible but normally observed rules that make the behavior of other people predictable in a high degree. The willingness to submit to such rules, not merely so long as one understands the reason for them but so long as one has no definite reasons to the contrary, is an essential condition for the gradual evolution and improvement of the rules of social intercourse; and the readiness ordinarily to submit to the products of a social process which nobody may understand is also an indispensible condition if it is to be possible to dispense with compulsion. That the existence of common conventions and traditions among a group of people will enable them to work together smoothly and efficiently with much less formal organization and compulsion than a group without such common background, is of course, a commonplace. But the reverse of this, while less familiar, is probably not less true: that coercion can probably only be kept to a minimum in a society where conventions and traditions have made the behavior of man to a large extent predictable.

10 Practical Strategies to Improve Your Critical Thinking Skills and Unleash Your Creativity In today's rapidly changing world, the ability to think critically and creatively has become more important than ever. Whether you're a student looking to excel academically, a professional striving for success in your career, or simply someone who wants to navigate life's challenges with confidence, developing strong critical thinking skills is crucial. In this blog post, we will explore ten practical strategies to help you improve your critical thinking abilities and unleash your creative potential. 1. Embrace open-mindedness: One of the cornerstones of critical thinking is being open to different viewpoints and perspectives. Cultivate a willingness to listen to others, consider alternative opinions, and challenge your own beliefs. This practice expands your thinking and encourages creative problem-solving. 2. Ask thought-provoking questions: Asking insightful questions is a powerful way to stimulate critical thinking. By questioning assumptions, seeking clarity, and exploring deeper meanings, you can uncover new insights and perspectives. Challenge yourself to ask thought-provoking questions regularly. 3. Practice active listening: Listening actively involves not just hearing, but also understanding, interpreting, and empathizing with the speaker. By honing your active listening skills, you can better grasp complex ideas, identify underlying assumptions, and engage in more meaningful discussions. 4. Seek diverse sources of information: Expand your knowledge base by seeking information from a wide range of sources. Engage with diverse perspectives, opinions, and ideas through books, articles, podcasts, and documentaries. This habit broadens your understanding and encourages critical thinking by exposing you to different viewpoints. 5. Develop analytical thinking skills: Analytical thinking involves breaking down complex problems into smaller components, examining relationships and patterns, and drawing logical conclusions. Enhance your analytical skills by practicing activities like puzzles, riddles, and brain teasers. This will sharpen your ability to analyze information and think critically. 6. Foster a growth mindset: A growth mindset is the belief that your abilities can be developed through dedication and hard work. Embracing this mindset encourages you to view challenges as opportunities for growth, rather than obstacles. By persisting through difficulties, you build resilience and enhance your critical thinking abilities. 7. Engage in collaborative problem-solving: Collaborating with others on problem-solving tasks can spark creativity and strengthen critical thinking skills. Seek out group projects, brainstorming sessions, or online forums where you can exchange ideas, challenge each other's thinking, and find innovative solutions together. 8. Practice reflective thinking: Taking time to reflect on your thoughts, actions, and experiences allows you to gain deeper insights and learn from past mistakes. Regularly engage in activities like journaling, meditation, or self-reflection exercises to develop your reflective thinking skills. This practice enhances your critical thinking abilities by promoting self-awareness and self-improvement. 9. Encourage creativity through experimentation: Creativity and critical thinking often go hand in hand. Give yourself permission to experiment and explore new ideas without fear of failure. Embrace a "what if" mindset and push the boundaries of your thinking. This willingness to take risks and think outside the box can lead to breakthroughs in critical thinking. 10. Continuously learn and adapt: Critical thinking is a skill that can be honed throughout your life. Commit to lifelong learning and seek opportunities to expand your knowledge and skills. Stay curious, be open to new experiences, and embrace change.

Caroline’s project faces extreme uncertainty: there had never been a volunteer campaign of this magnitude at HP before. How confident should she be that she knows the real reasons people aren’t volunteering? Most important, how much does she really know about how to change the behavior of hundreds of thousand people in more than 170 countries? Barlerin’s goal is to inspire her colleagues to make the world a better place. Looked at that way, her plan seems full of untested assumptions—and a lot of vision. In accordance with traditional management practices, Barlerin is spending time planning, getting buy-in from various departments and other managers, and preparing a road map of initiatives for the first eighteen months of her project. She also has a strong accountability framework with metrics for the impact her project should have on the company over the next four years. Like many entrepreneurs, she has a business plan that lays out her intentions nicely. Yet despite all that work, she is—so far—creating one-off wins and no closer to knowing if her vision will be able to scale. One assumption, for example, might be that the company’s long-standing values included a commitment to improving the community but that recent economic trouble had resulted in an increased companywide strategic focus on short-term profitability. Perhaps longtime employees would feel a desire to reaffirm their values of giving back to the community by volunteering. A second assumption could be that they would find it more satisfying and therefore more sustainable to use their actual workplace skills in a volunteer capacity, which would have a greater impact on behalf of the organizations to which they donated their time. Also lurking within Caroline’s plans are many practical assumptions about employees’ willingness to take the time to volunteer, their level of commitment and desire, and the way to best reach them with her message. The Lean Startup model offers a way to test these hypotheses rigorously, immediately, and thoroughly. Strategic planning takes months to complete; these experiments could begin immediately. By starting small, Caroline could prevent a tremendous amount of waste down the road without compromising her overall vision. Here’s what it might look like if Caroline were to treat her project as an experiment.

The willingness to take an honest look at yourself and the ways you can improve is a great act of courage.

The new tactics were evident in the negotiations between Gorbachev and President George H. W. Bush in Malta (November 1989). Gorbachev’s amiability and willingness to make arms concessions was not related so much to a desire to lower the burden of military expenditures. That was strategically important but politically difficult. It would take time for the reduction in military spending to influence the economic situation in the USSR. Something else was of critical significance for the Soviets: the willingness of the United States and its allies to support government loans to the USSR, loans from the IMF and World Bank. For the Soviets, this was fundamental. In order to improve their chances of getting the money, they provided informal assurances that the USSR would not use force to maintain its political control in Eastern Europe.11

At the time of the investigation, however, the data can often seem far more ambiguous. The most successful investigators reveal not just a willingness to engage with the incident, but also have the analytical skills and creative insights to extract the key lessons. Indeed, many aviation experts cite the improvement in the quality and sophistication of investigations as one of the most powerful spurs to safety in recent years.8

the presidents came to understand that they wouldn’t be judged on whether they had every aspect of their strategy buttoned up but rather on whether they could engage in a productive conversation about the real strategic issues in their business. As a result, P&G leaders began to do more strategic thinking, to have more strategic conversations—not just at strategy reviews, but in the normal course of business—and the quality of strategic discourse improved. More importantly, the company saw better choice making, more willingness to make hard calls, and eventually better business results.

1. A Rich Life means you can spend extravagantly on the things you love as long as you cut costs mercilessly on the things you don’t. 2. Focus on the Big Wins—the five to ten things that get you disproportionate results, including automating your savings and investing, finding a job you love, and negotiating your salary. Get the Big Wins right and you can order as many lattes as you want. 3. Investing should be very boring—and very profitable—over the long term. I get more excited eating tacos than checking my investment returns. 4. There’s a limit to how much you can cut, but no limit to how much you can earn. I have readers who earn $50,000/year and ones who earn $750,000/year. They both buy the same loaves of bread. Controlling spending is important, but your earnings become super-linear. 5. Your friends and family will have lots of “tips” once you begin your financial journey. Listen politely, then stick to the program. 6. Build a collection of “spending frameworks” to use when deciding on buying something. Most people default to restrictive rules (“I need to cut back on eating out . . .”), but you can flip it and decide what you’ll always spend on, like my book-buying rule: If you’re thinking about buying a book, just buy it. Don’t waste even five seconds debating it. Applying even one new idea from a book is worth it. (Like this one.) 7. Beware of the endless search for “advanced” tips. So many people seek out high-level answers to avoid the real, hard work of improving step by step. It’s easier to dream about winning the Boston Marathon than to go out for a ten-minute jog every morning. Sometimes the most advanced thing you can do is the basics, consistently. 8. You’re in control. This isn’t a Disney movie and nobody’s coming to rescue you. Fortunately, you can take control of your finances and build your Rich Life. 9. Part of creating your Rich Life is the willingness to be unapologetically different. Once money isn’t a primary constraint, you’ll have the freedom to design your own Rich Life, which will almost certainly be different from the average person’s. Embrace it. This is the fun part! 10. Live life outside the spreadsheet. Once you automate your money using the system in this book, you’ll see that the most important part of a Rich Life is outside the spreadsheet—it involves relationships, new experiences, and giving back. You earned it.

Even though we may begin life prisoners of our natural endowments and the circumstances under which we were raised, we cannot remain “victims” of our environmental influences forever. Eventually, we must all come to honest terms with ourselves. To know ourselves deeply, to fairly judge our strengths and weaknesses, to achieve true mastery over our basic instincts and innate tendencies, and to overcome both the inadequacies and traumatic influences of the environment that helped shape us are among life’s great challenges. And ultimately, our rise to a life of integrity and merit can only come as the result of a full self-awakening. We must come to know ourselves as well as others, without prejudice, deceit or denial, and we must honestly face and reckon will all aspects of our character. Only then can we freely take on the burden of disciplining and improving ourselves for our own sake as well as for the sake of others. Making the free choice to take up this particular burden or “cross” is the true definition of love. And our willingness and commitment to carry this cross even unto our death are what open the door for us to a higher plane of existence.

Every obstacle we come across in life gives us an opportunity to improve our circumstances, and whilst the lazy complain, the others are creating opportunities through their kind hearts, generosity, and willingness to get things done.

Leaders in companies that are highly effective at improving all seem to have one common trait in the way they behave. They lead with a high degree of humility and a willingness to learn.

Events, as they lay themselves out in front of us, do not simply inform us of why they occur, and we do not remember the past in order to objectively record bounded, well-defined events and situations. The latter act is impossible, in any case. The information in our experience is latent, like gold in ore—the case we made in Rule II. It must be extracted and refined with great effort, and often in collaboration with other people, before it can be employed to improve the present and the future. We use our past effectively when it helps us repeat desirable—and avoid repeating undesirable—experiences. We want to know what happened but, more importantly, we want to know why. Why is wisdom. Why enables us to avoid making the same mistake again and again, and if we are fortunate helps us repeat our successes. Extracting useful information from experience is difficult. It requires the purest of motivations (“things should be made better, not worse”) to perform it properly. It requires the willingness to confront error, forthrightly, and to determine at what point and why departure from the proper path occurred. It requires the willingness to change, which is almost always indistinguishable from the decision to leave something (or someone, or some idea) behind. Therefore, the simplest response imaginable is to look away and refuse to think, while simultaneously erecting unsurmountable impediments to genuine communication.

high modernism ought to appeal greatly to the classes and strata who have most to gain—in status, power, and wealth—from its worldview. And indeed it is the ideology par excellence of the bureaucratic intelligentsia, technicians, planners, and engineers.29 The position accorded to them is not just one of rule and privilege but also one of responsibility for the great works of nation building and social transformation. Where this intelligentsia conceives of its mission as the dragging of a technically backward, unschooled, subsistence-oriented population into the twentieth century, its self-assigned cultural role as educator of its people becomes doubly grandiose. Having a historic mission of such breadth may provide a ruling intelligentsia with high morale, solidarity, and the willingness to make (and impose) sacrifices. This vision of a great future is often in sharp contrast to the disorder, misery, and unseemly scramble for petty advantage that the elites very likely see in their daily foreground. One might in fact speculate that the more intractable and resistant the real world faced by the planner, the greater the need for utopian plans to fill, as it were, the void that would otherwise invite despair.

What do you do when you don’t know what to do? Well, you can try fighting Life: You can kick around, scream, wallow in self-pity, anger, grief and guilt or you can hide in a metaphorical cave, choosing to live in denial and darkness. But none of those choices will help you. Over time, you will hate your Life even more than you ever did. That’s when you will realize the power of letting go, of going with the flow. When you don’t know what to do, simply trust the process of Life. That trusting, in the present continuous tense, is faith. The willingness to go where you have never been before, the humility to let go and allowing yourself to be led by the unknown, is faith. Now, your problems don’t necessarily disappear when you have faith. Your ability to deal with them improves magically, miraculously, though. And that is what faith does – it acts as a beacon of light, as a blessing, to keep you going through the darkness, to help you last – one day at a time.

…Our overriding objective is excellence, or more precisely, constant improvement - A superb, constantly improving company in all respects. Conflict in the pursuit of excellence is a terrific thing. There should be no hierarchy based on age or seniority: Power should lie in the reasoning, not the position of the individual. The best ideas win, no matter who they come from. Criticism is an essential ingredient in the improvement process, yet, if handled incorrectly, can be destructive. It should be handled objectively. There should be no hierarchy in the giving or receiving of criticism. Teamwork and spirit are essential, including intolerance of substandard performance. This is referring to two things: First, one’s recognition of the responsibilities one has to help the team achieve it’s common goal, and second, the willingness to help others work within a group toward these common goals. Our fates are intertwined. One should know that others can be relied on to help. As a corollary, substandard performance cannot be tolerated anywhere, because it would hurt everyone. …Long-term relationships are both intrinsically gratifying and efficient, and should be intentionally built.

Being successful in your finances requires more than willingness to improve. According to study, you must have a change of environment to make significant changes.

Aether Connection (A): Create a connection of Aether with another being. As the creator of the connection, you will have more control over the amount and quality of the Aether sent. Effectiveness of the connection will depend on the willingness of the recipient, and the synchronicity between two individuals. Individuals can reject the connection. Efficacy of connection and possible size of the connection improves with Skill Level.

Willingness-to-pay (WTP) sits at the top end of the value stick. It represents the customer’s point of view. More specifically, it is the most a customer would ever pay for a product or service. If companies find ways to improve their product, WTP will increase. Willingness-to-sell (WTS), at the bottom end of the value stick, refers to employees and suppliers. For employees, WTS is the minimum compensation they require to accept a job offer.

Well, no, I was thinking, like I hadn’t watched a movie that everybody else had watched. Of course I don’t mind, but if I watched that movie, then I’d have a few more things to talk about with people.” “What an improvement! What you just said implies your willingness to communicate with others.” “Maybe it’s a puberty thing.

I’m Jay Powers, the circulating nurse”; “I’m Zhi Xiong, the anesthesiologist”—that sort of thing. It felt kind of hokey to me, and I wondered how much difference this step could really make. But it turned out to have been carefully devised. There have been psychology studies in various fields backing up what should have been self-evident—people who don’t know one another’s names don’t work together nearly as well as those who do. And Brian Sexton, the Johns Hopkins psychologist, had done studies showing the same in operating rooms. In one, he and his research team buttonholed surgical staff members outside their operating rooms and asked them two questions: how would they rate the level of communications during the operation they had just finished and what were the names of the other staff members on the team? The researchers learned that about half the time the staff did not know one another’s names. When they did, however, the communications ratings jumped significantly. The investigators at Johns Hopkins and elsewhere had also observed that when nurses were given a chance to say their names and mention concerns at the beginning of a case, they were more likely to note problems and offer solutions. The researchers called it an “activation phenomenon.” Giving people a chance to say something at the start seemed to activate their sense of participation and responsibility and their willingness to speak up. These were limited studies and hardly definitive. But the initial results were enticing. Nothing had ever been shown to improve the ability of surgeons to broadly reduce harm to patients aside from experience and specialized training. Yet here, in three separate cities, teams had tried out these unusual checklists, and each had found a positive effect. At Johns Hopkins, researchers specifically measured their checklist’s effect on teamwork. Eleven surgeons had agreed to try it in their cases—seven general surgeons, two plastic surgeons, and two neurosurgeons. After three months, the number of team members in their operations reporting that they “functioned as a well-coordinated team” leapt from 68 percent to 92 percent. At the Kaiser hospitals in Southern California, researchers had tested their checklist for six months in thirty-five hundred operations. During that time, they found that their staff’s average rating of the teamwork climate improved from “good” to “outstanding.” Employee satisfaction rose 19 percent. The rate of OR nurse turnover—the proportion leaving their jobs each year—dropped from 23 percent to 7 percent. And the checklist appeared to have caught numerous near errors. In

First, I am thrilled that paramedics are finally getting the respect they deserve for being the professionals they can be. The scope of practice is expanding, and patient care modalities are improving, seemingly by the minute. Patient outcomes are also improving as a result, and EMS is passing through puberty and forging into adulthood. On the other hand, autonomy in the hands of the “lesser-motivated,” can be a very dangerous thing. You know as well as I do that there are still plenty of providers who operate from a subjective, complacent, and downright lazy place. Combined with the ever-expanding autonomy, that provider just became more dangerous than he or she ever has been – to the patients and to you. Autonomy in patient care places more pressure for excellence on the provider charged with delivering it, and also on the partner and crew members on scene. Since the base hospital is not involved like it once was, they are likewise less responsible for the errors and omissions of the medics on the scene. Now more than ever, crew members are being held to answer for the mistakes and follies of their coworkers; now more than ever, EMS providers are working without a net. What’s next? I predict (and hope) emergency medical Darwinism is going to force some painful and necessary changes. First, increasing autonomy is going to result in the better and best providing superior patient care. More personal ownership of the results is going to manifest in outcomes such as increased cardiac arrest survival rates, faster and more complete stroke recovery, and significantly better outcomes for STEMI patients, all leading to the brass ring: EMS as a profession, not just a job. On the flip side of that coin, you will see consequences for the not-so-good and completely awful providers. There will be higher instances of licensure action, internal discipline, and wash-out. Unfortunately, all those things will stem from generally preventable negative patient outcomes. The danger for the better provider will be in the penumbra; the murky, gray area of time when providers are self-categorizing. Specifically, the better provider who is aware of the dangerously poor provider but does nothing to fix or flush him or her, is almost certain to be caught up in a bad situation caused by sloppy, complacent, or ultimately negligent patient care that should have been corrected or stopped. The answer is as simple as it is difficult. If you are reading this, it is more likely because you are one of the better, more committed, more professional providers. This transition is up to you. You must dig deep and find the strength necessary to face the issue and force the change; you have to demand more from yourself and from those around you. You must have the willingness to help those providers who want it – and respond to those who need it, but don’t want it – with tough love by showing them the door. In the end, EMS will only ever be as good as you make it. If you lay silent through its evolution, you forfeit the right to complain when it crumbles around you.

In order to execute on your willingness to succeed, you will need to be able to perform without purpose. You've heard of purpose, that magical missing ingredient crucial to landing a fulfilling career and building a happy life. What if I told you the importance of finding your purpose was overblown? What if there never was any such thing as your good friend purpose? What if it doesn't matter what the fuck you do with your time here? What if it's all arbitrary and life doesn't give a flying fuck if you want to be happy? What then? All I know is this: I am David Fucking Goggins. I exist; therefore, I complete what I start. I take pride in my effort and in my performance in all phases of life. Just because I am here! If I'm lost, I will find myself. As long as I'm on planet Earth, I will not half-ass it. Anywhere I lack, I will improve because I exist and I am willing. p173

Going to therapy and talking about healing may just be the go-to flex of our time. It is supposedly an indicator of how profoundly self-aware, enlightened, emotionally mature, or “evolved” an individual is. Social media is obsessed and saturated with pop psychology and psychiatry content related to “healing”, trauma, embodiment, neurodiversity, psychiatric diagnoses, treatments alongside productivity hacks, self-care tips and advice on how to love yourself without depending on anyone else, cut people out of your life, manifest your goals to be successful, etc. Therapy isn’t a universal indicator of morality or enlightenment. Therapy isn’t a one-size-fits-all solution that everyone must pursue. There are many complex political and cultural reasons why some people don’t go to therapy, and some may actually have more sustainable support or care practices rooted in the community. This is similar to other messaging, like “You have to learn to love yourself first before someone else can love you”. It all feeds into the lie that we are alone and that happiness comes from total independence. Mainstream therapy blames you for your problems or blames other people, and often it oscillates between both extremes. If we point fingers at ourselves or each other, we are too distracted to notice the exploitative systems making us all sick and sad. Oftentimes, people come out of therapy feeling fully affirmed and unconditionally validated, and this ego-caressing can feel rewarding in the moment even if it doesn’t help ignite any growth or transformation. People are convinced that they can do no wrong, are infallible, incapable of causing harm, and that other people are the problem. Treatment then focuses on inflating self-confidence, self-worth, self-acceptance, and self-love to chase one’s self-centered dreams, ambitions, and aspirations without taking any accountability for one’s own actions. This sort of individualistic therapeutic approach encourages isolation and a general mistrust of others who are framed as threats to our inner peace or extractors of energy, and it further breeds a superiority complex. People are encouraged to see relationships as accessories and means to a greater selfish end. The focus is on what someone can do for you and not on how to give, care for, or show up for other people. People are not pushed to examine how oppressive conditioning under these systems shows up in their relationships because that level of introspection and growth is simply too invalidating. “You don’t owe anyone anything. No one is entitled to your time and energy. If anyone invalidates you and disturbs your peace, they are toxic; cut them out of your life. You don’t need that negativity. You don’t need anyone else; you alone are enough. Put yourself first. You are perfect just the way you are.” In reality, we all have work to do. We are all socialized within these systems, and real support requires accountability. Our liberation is contingent on us being aware of our bullshit, understanding the values of the empire that we may have internalized as our own, and working on changing these patterns. Therapized people may fixate on dissecting, healing, improving, and optimizing themselves in isolation, guided by a therapist, without necessarily practicing vulnerability and accountability in relationships, or they may simply chase validation while rejecting the discomfort that comes from accountability. Healing in any form requires growth and a willingness to practice in relationships; it is not solely validating or invalidating; it is complex; it is not a goal to achieve but a lifelong process that no one is above; it is both liberating and difficult; it is about acceptance and a willingness to change or transform into something new; and ultimately, it is going to require many invalidating ego deaths so we can let go of the fixation of the “self” to ease into interdependence and community care.

Consider criticism as a companion on your journey of progress. It serves as a clear indication that you are actively engaged in your work. Criticism is a testament to your willingness to step outside the boundaries of comfort and explore new horizons. It signifies that you are brave enough to expose yourself to the challenges that come with growth and learning. Rather than fearing criticism, fear the absence of it. A lack of criticism suggests a lack of risks taken, a lack of growth, and complacency with the status quo. Embrace criticism wholeheartedly, for it is a powerful catalyst for improvement. Let it fuel your passion and drive to reach greater heights. Embrace the transformative power of criticism and embrace the opportunity to evolve and excel.

Critiques are an important part of training because critical self-analysis, even after success, is essential to improvement. Their purpose is to draw out the lessons of training. As a result, we should conduct critiques immediately after completing training, before memory of the events has faded. Critiques should be held in an atmosphere of open and frank dialogue in which all hands are encouraged to contribute. We learn as much from mistakes as from things done well, so we must be willing to admit mistakes and discuss them. Of course, a subordinate’s willingness to admit mistakes depends on the commander’s willingness to tolerate them. Because we recognize that no two situations in war are the same, our critiques should focus not so much on the actions we took as on why we took those actions and why they brought the results they did.

The first, which we’ll look at in the next chapter, is a radical form of responsibility: taking responsibility for everything that occurs in your life, regardless of who’s at fault. The second is uncertainty: the acknowledgement of your own ignorance and the cultivation of constant doubt in your own beliefs. The next is failure: the willingness to discover your own flaws and mistakes so that they may be improved upon. The fourth is rejection: the

Going through the motions might get the job done, but the change we seek cannot be defined by a checkmark on some to-do list. We are moving into the realm of truly life-changing thoughts and meaningful improvements that show up in the physical experience.

That a third of all employees want to leave their jobs but don’t tells us two things. One, it says that an uncomfortably high number of people would rather be working somewhere else, and two, that they see no other option to improve how they feel about their jobs beyond quitting. There is an alternative route, however. One much simpler and potentially more effective, and it doesn’t require us to quit our jobs. Quite the contrary. It requires that we stay. But that doesn’t mean we can get away with doing nothing. We will still need to change the way we do things when we show up at work. It will require us to turn some of our focus away from ourselves to give more attention to those to the left of us and those to the right of us. Like the Spartans, we will have to learn that our strength will come not from the sharpness of our spears but from our willingness to offer others the protection of our shields. Some say a weak job market or bad economy is the reason to stick it out, in which case leaders of companies should want to treat their people better during hard times to prevent a mass exodus as soon as things improve. And in a good economy, leaders of companies should also want to treat their people well so that their people will stop at nothing to help the company manage when the hard times return (which, inevitably, they will). The best companies almost always make it through hard times because the people rally to make sure they do. In other words, from a strictly business standpoint, treating people well in any economy is more cost effective than not. Too many leaders are managing organizations in a way that is costing them money, hurting performance and damaging people’s health. And if that’s not enough to convince us that something has to change, then perhaps our love for our children will. A study by two researchers at the Graduate School of Social Work at Boston College found that a child’s sense of well-being is affected less by the long hours their parents put in at work and more by the mood their parents are in when they come home. Children are better off having a parent who works into the night in a job they love than a parent who works shorter hours but comes home unhappy. This is the influence our jobs have on our families. Working late does not negatively affect our children, but rather, how we feel at work does. Parents may feel guilty, and their children may miss them, but late nights at the office or frequent business trips are not likely the problem. Net-net, if you don’t like your work, for your kids’ sake, don’t go home.

Self-discipline is the willingness and ability to act in accordance with our goals, values, and convictions regardless of how we feel in the moment.

An improvement comes through openness and willingness.

It is no coincidence that pollution so often accompanies poverty. Imagine a cost-benefit analysis of siting an undesirable facility, such as a landfill or incinerator. Benefits are often measured by willingness to pay for environmental improvement. Wealthy communities are able and willing to pay more for the benefit of not having the facility in their backyards; thus when measured this way the net benefits to society as a whole will be maximized by putting the facility in a low-income area.

To succeed in life you need five things – a burning desire, a willingness to do whatever it takes, wisdom, incredible effort, and a commitment to never ending improvement.

If that sounds cultish, I’m unapologetic. When organizations talk about creating an innovative business culture, a lot of people focus on the external symbols. The ping-pong and foosball tables in the office, the team-building Thursday beers after work, the company ski weekends, and the anything-goes dress code. At TMHQ we have all those things. But they are marginal to what we are really about. A culture is built up over months and years of good practice, questioning, and improvement. Of doing things the right way and having anyone who comes into the group or participates in an event recognize what that means. Culture is all the things that happen in an organization when the boss isn’t looking. Tony Hsieh describes, in his book Delivering Happiness, how he built his online shoe business Zappos by concentrating on service and integrity above all else. “Your personal core values define who you are,” he argued, “and a company’s core values ultimately define the company’s character and brand. For individuals, character is destiny. For organizations, culture is destiny.” I think that’s true, and doubly so when you are “delivering happiness” as an experience that asks people to take on and display some of the virtues of that culture themselves. In this sense, we believed, in our initial phase of recruiting, that a candidate’s previous career path and qualifications were less important than his or her willingness to embrace our credo. Though we had no experience in event management, the plan was never to go out and hire people from the event industry. We had obstacles where participants jump through flames and we feared the first thing an outside event person might instinctively do was pull out a fire extinguisher.

I’ve found these to be the keys to success: a hunger to learn and improve, a willingness to be vulnerable and share weaknesses as well as strengths, and a readiness to own up with your organization to shortcomings that you’re working hard on improving.

Ferguson also takes a swipe at the conventional wisdom surrounding aspects of World War I. “The key to the Allies’ victory was not an improvement in their ability to kill the enemy,” Ferguson argues, “but rather a sudden increase in the willingness of German soldiers to surrender.”5

Men become civilized, not in proportion to their willingness to believe, but in their readiness to doubt.” ~H. L. Mencken

The third principle is Non-stubbornness. Everyone in the community expects the two monks not to be stubborn, to try their best for reconciliation. The outcome is not important. The fact that each monk is doing his best to show his willingness for reconciliation and understanding is most important. When you do your best, trying to be your best in understanding and accepting, you don't have to worry about the outcome. You do your best, and that is enough. The other person will do his or her best. The atmosphere of the assembly is crucial. Because everyone has high expectations for the two monks, they know they must act well or they will not be recognized as brothers.

If you can begin to stretch for complete acceptance, you’ll be in a place where you can focus on things you can change. Flexibility does not mean nothing can change, but it does mean that you stop trying to change others. Go ahead and change your own behavior, your reactions, your willingness to engage, and anything else you can control that will improve things. But don’t wait for other people to change.

In stillness I notice how time and space disappear. All there is is the present moment and my willingness to listen...to allow the stillness to speak-Eileen Fisher

On Thursday, February 19, 2015, two months after the United States and Cuba announced a willingness to re-establish normal diplomacy, after over 5 decades of hostile relations, the United States House Minority leader and eight fellow Democratic Party lawmakers went to Havana to meet with the Cuban Vice President Miguel Díaz-Canel. On February 27th, Cuban Foreign Ministry Director for North America, Josefina Vidal, and her delegation met at the State Department in Washington, D.C. Although most Cubans and many Americans have a positive view towards improving diplomatic relations, there are conservative legislators in both the U.S. House and Senate that have not joined in the promotion and necessary détente and good will in easing the normalization of relations between the two countries. On May 29, 2015, by Executive Order, President Obama took a first step by removing Cuba from the list of “State Sponsors of Terrorism.” Since then President Trump has been determined to overturn most of what has been passed by the former administration. On June 16, 2017 President Trump moved to reverse many of President Obama’s policies towards Cuba. According to the CATO Institute the alleged justification for this reversal is that it will pressure the Cuban government to make concessions on human rights and political policies towards the Island Nation. Apparently Trump’s new restrictions will impose limits on travel and how U.S. Companies will be able to do business in Cuba. Although the final say regarding the normalization between the two countries is in the hands of politicians representing their various constituencies. The United States has long worked and traded with other Communist nations. Recently additional pressure has been applied by corporations that, quite frankly, are fed up with the slowness of the process. The idea that everything hinges on the fact Cuba is a Communist country, run by a dictatorship, does not take into account the plight of the individual Cuban citizens. The United States may wish for a different government; however it is up to Cuba to decide what form of government they will eventually have.

To succeed in life you need five things – a burning desire, a willingness to do whatever it takes, wisdom, incredible effort, and a commitment to never-ending improvement.

Embracing change can be daunting, but it is our willingness to do better that makes it worthwhile.

Version Two-Morning (Engage in your beginning ritual if you are using one.) THIS MORNING I ADMIT WHEN ISOLATED I AM POWERLESS OVER (Fill in problem). (BREATHE) THIS MORNING I ADMIT WHEN I RELY ONLY ON MY WILL MY LIFE IS UNMANAGEABLE. (BREATHE) THIS MORNING I BELIEVE THERE IS A POWER GREATER THAN MYSELF. (BREATHE) THIS MORNING I BELIEVE THIS POWER CAN, AND WILL, RESTORE ME TO SANITY. (BREATHE) THIS MORNING I AM MAKING A DECISION TO TURN MY WILL OVER TO THAT POWER’S CARE. (BREATHE) THIS MORNING I AM MAKING A DECISION TO TURN MY LIFE OVER TO THAT POWER’S CARE. (BREATHE) THIS MORNING I AM ENTIRELY READY TO HAVE THAT POWER REMOVE ALL MY DEFECTS OF CHARACTER. (BREATHE) THIS MORNING I HUMBLY ASK THAT POWER TO REMOVE MY SHORTCOMINGS. (BREATHE) THIS MORNING I AM SEEKING THROUGH THIS PRAYER TO IMPROVE MY CONSCIOUS CONTACT WITH THAT SPIRITUAL POWER. (BREATHE) THIS MORNING I AM PRAYING FOR KNOWLEDGE OF THAT SPIRITUAL POWER’S WILL FOR ME. (BREATHE) THIS MORNING I AM PRAYING FOR THE POWER TO CARRY OUT THAT SPIRITUAL POWER’S WILL FOR ME. (BREATHE) THIS MORNING I AM PRAYING FOR THE WILLINGNESS TO TAKE THE ACTION NECESSARY TO CARRY OUT THAT SPIRITUAL POWER’S WILL FOR ME. (BREATHE) THIS MORNING I AM PRAYING FOR A SPIRITUAL AWAKENING. (BREATHE) THIS MORNING I AM PRAYING FOR THE OPPORTUNITY TO CARRY THIS MESSAGE TO OTHERS WHO STILL SUFFER. (BREATHE) THIS MORNING I AM PRAYING FOR THE ABILITY AND WILLINGNESS TO PRACTICE THESE PRINCIPLES IN ALL ASPECTS OF MY LIFE. (Engage in your ending ritual if you are using one.) Version Two-Evening (Engage in your beginning ritual if you are using one.) TONIGHT I ADMIT IN ISOLATION I AM POWERLESS OVER (Fill in problem)-THAT MY LIFE IS UNMANAGEABLE. (BREATHE) TONIGHT I BELIEVE THAT YOU ARE A POWER GREATER THAN MYSELF AND YOU ARE RESTORING ME TO SANITY. (BREATHE) TONIGHT I AM GRATEFUL THIS DAY I WAS ABLE TO MAKE A DECISION TO TURN MY WILL AND MY LIFE OVER TO YOUR CARE. (BREATHE) TONIGHT I CONTINUE TO BE ENTIRELY WILLING TO HAVE YOU REMOVE ALL MY DEFECTS OF CHARACTER. (BREATHE) TONIGHT I HUMBLY ASK YOU TO CONTINUE TO REMOVE MY SHORTCOMINGS. (BREATHE) TONIGHT I TAKE PERSONAL INVENTORY AND FIND I HAVE BEEN WRONG AND NOW PROMPTLY ADMIT IT TO YOU. (If after an honest review of the day you are unable to identify anyone you have harmed, skip the next two sentences.) (BREATHE) TONIGHT I LIST THESE PERSONS I HAVE HARMED TODAY, AND AM WILLING TO MAKE AMENDS TO THEM ALL. (BREATHE) TONIGHT I AGREE TO MAKE DIRECT AMENDS TO THESE PEOPLE WHEREVER POSSIBLE, EXCEPT WHEN TO DO SO WOULD INJURE THEM OR OTHERS. (BREATHE) TONIGHT I AM SEEKING THROUGH PRAYER TO IMPROVE MY CONSCIOUS CONTACT WITH YOU. (BREATHE) TONIGHT I AM PRAYING FOR KNOWLEDGE OF YOUR WILL FOR ME. (BREATHE) TONIGHT I AM PRAYING FOR THE POWER TO CARRY OUT YOUR WILL FOR ME. (BREATHE) TONIGHT I AM PRAYING FOR THE WILLINGNESS TO CARRY OUT YOUR WILL FOR ME. (BREATHE) TONIGHT I AM SEEKING THROUGH MEDITATION TO IMPROVE MY CONSCIOUS CONTACT WITH YOU. (BREATHE) TODAY I EXPERIENCED A SPIRITUAL AWAKENING AS A RESULT OF THESE STEPS. (BREATHE) TODAY I TRIED TO CARRY THIS MESSAGE TO OTHERS WHO STILL SUFFER. (BREATHE) TODAY I PRACTICED THESE PRINCIPLES IN ALL MY AFFAIRS. (Engage in your beginning ritual if you are using one.)

The strongest principle of personal development is every person’s ability to make conscious decisions how to act and determine what purpose he or she attempts to fulfill. People with a fixed mindset believe that their basic personal qualities such as intelligence, talent, and other skills are traits that are predetermined or fixed and they ignore opportunities for personal development. A person’s growth mindset represents a belief that there are certain basic qualities that a person can cultivate through applied effort, if they exhibit a passion for learning, a resolute willingness to stretch their personality, and through fortitude make personal improvement despite experiencing initial hardships.

The willingness to take an honest look at yourself and the ways you can improve is a great act of courage.  Some can approach personal development from a place of fixing what’s broken, but I think true personal development is making something great even better.  It’s the difference between demolishing a house and decorating one. 

There is an answer to the age-old question of whether leaders are born or made. Obviously, some are born with natural leadership qualities, such as charisma, eloquence, sharp wit, a decisive mind, the willingness to accept risk when others might falter, or the ability to remain calm in chaotic, high-pressure situations. Others may not possess these qualities innately. But with a willingness to learn, with a humble attitude that seeks valid constructive criticism in order to improve, with disciplined practice and training, even those with less natural ability can develop into highly effective leaders. Others who were blessed with all the natural talent in the world will fail as leaders if they are not humble enough to own their mistakes, admit that they don’t have it all figured out, seek guidance, learn, and continuously grow.

There is an answer to the age-old question of whether leaders are born or made. Obviously, some are born with natural leadership qualities, such as charisma, eloquence, sharp wit, a decisive mind, the willingness to accept risk when others might falter, or the ability to remain calm in chaotic, high-pressure situations. Others may not possess these qualities innately. But with a willingness to learn, with a humble attitude that seeks valid constructive criticism in order to improve, with disciplined practice and training, even those with less natural ability can develop into highly effective leaders. Others who were blessed with all the natural talent in the world will fail as leaders if they are not humble enough to own their mistakes, admit that they don’t have it all figured out, seek guidance, learn, and continuously grow. With a mind-set of Extreme Ownership, any person can develop into a highly effective leader.

Experience tends to confirm a long-held notion that being prepared, on a few occasions in a lifetime, to act promptly in scale, in doing some simple and logical thing, will often dramatically improve the financial results of that lifetime. A few major opportunities, clearly recognizable as such, will usually come to one who continuously searches and waits, with a curious mind that loves diagnosis involving multiple variables. And then all that is required is a willingness to bet heavily when the odds are extremely favorable, using resources available as a result of prudence and patience in the past. —CHARLIE MUNGER, WESCO ANNUAL MEETING, 1996

those volunteers who had “complete mystical experiences” (as determined by their scores on the Pahnke-Richards Mystical Experience Questionnaire) showed, in addition to lasting improvements in well-being, long-term increases in the personality trait of “openness to experience.” One of the five traits psychologists use to assess personality (the other four are conscientiousness, extroversion, agreeableness, and neuroticism), openness encompasses aesthetic appreciation and sensitivity, fantasy and imagination, as well as tolerance of others’ viewpoints and values; it also predicts creativity in both the arts and the sciences, as well as, presumably, a willingness to entertain ideas at odds with those of current science. Such pronounced and lasting changes in the personalities of adults are rare.

If we cleaved ourselves in half to examine our daily mind chatter under a microscope, who amongst us would daringly display the sediment of their innermost thoughts for public consumption? A tattler’s tale reporting the silted musings resembling my tarnished soul is probably the most typical scorecard. Thomas Hardy (1840-1928), an English novelist and poet declared, “If all hearts were open and all desires known – as they would be if people showed their souls – how many gapings, sighings, clenched fists, knotted brows, broad grins, and red eyes should we see in the market place!” My unsavory report card is indistinguishable from the blemished masses. Etched into the end zone of my lifetime playing field are the horrors of gluttony, greed, failure, and humiliation. Recognition of my sinful life led directly to a rash act of despondency. Commission of a ream of sins is a reflection of my weak character. Guilt from leading a sinful life, not strong character, manufactured the overwhelming despair that caused me to seek absolution. The willingness to grade myself as less than a satisfactory human being might be my only hope of ever achieving spiritual salvation.

Develop a persistent willingness to say YES to opportunities for self-improvement.

While there's nothing wrong with the quantitative, strategic, and analytical skills traditional taught in B-schools, those alone do not guarantee success in business, where things tend to be messier and more fluid, and where success often rests on the ability to form winning coalitions that will back a good idea. Here, the soft skills--such as a willingness to listen, forge trusting relationships, take and support responsible risks, adapt to change, and stay positive in the face of adversity--are seen as those essential to allowing people and businesses to respond with agility and nimbleness to the fast-moving information, opportunities, and challenges of today's workplace.

The Lord really does magnify ordinary people to get His work done. God does this despite our pitiful sins and vast imperfections because if He insisted on calling only perfect people to the work, there would be no one on Earth qualified. It is not our perfection but our humble willingness that He counts on. Even with weaknesses and sins, God extends callings to both men and women, asking them to do what needs doing so that great things are accomplished with human effort. Yes, God could perform every task on his own and do so flawlessly, but it is our personal improvement for which He is concerned. Significant growth occurs in the midst of fulfilling God’s callings, and our finer growth is His ultimate work and glory.