Putting this up here because I know one of the actors in the commercial. She's pretty awesome.
THE MEANING OF PATRIOTISM
THE MEANING OF PATRIOTISM
Love for one's ancestry, culture or homeland is the root meaning of patriotism. Derived from the Greek
kputrios ("of one's fathers") or patris (one's fatherland") the Oxford English Dictionary defines a patriot as
"one who disinterestedly or self-sacrificingly exerts himself to promote the well-being of his country."
A patriot is "one who maintains and defends his country's freedom or rights."
While we tend to think of a patriot as a person who puts his country first in opposition to another country,
originally the term meant one who supported the rights of "country" or "land" against the King and his court.
In other words, a patriot stood for the rights of local self-government and was opposed to tyrannical rule-even
by his own king. Thus, true patriotism is the impulse to defend one's land, country or way of life against
unjust governmental oppression.
From Ben Johnson..."Patriotism is the last refuge of a scoundrel."
Similarly, from Thoreau, "Patriotism is a maggot in their heads."
George Bernard Shaw has said..."You'll never have a quiet world till you knock the patriotism out of the
human race."
Oscar Wilde said "Patriotism is the virtue of the vicious."
Leo Tolstoy described patriotism as "the principle that will justify the training of wholesale murderers".
Gustave Herve calls patriotism "a superstition, one far more injurious, brutal and inhumane than religion".
Patriotism, he said, is artificially created and maintained through a network of lies and falsehoods. It is
a superstition that has robbed man of his dignity, self-respect and increased his arrogance and conceit.
"Indeed, conceit, arrogance and egotism are the essentials of patriotism," said anarchist Emma Goldman.
"Patriotism assumes that our globe is divided into little spots, each one surrounded by an iron gate.
Those born within this little spot consider themselves superior, nobler, more esteemed and more intelligent
than the living beings inhabiting any other spot.
"It is therefore the duty of everyone living on that chosen spot to fight, kill, and die in the attempt to impose
superiority upon all others. The inhabitants outside that little spot reason in the same manner, of course."
Patriotism demands the creation of territorial boundaries. To sustain the equilibrium of such territories,
countless laws and regulations are imposed, rendering humans to a prison-like state of affairs.
Patriotism provokes a psychology of hatred for those outside those territories. Several bogeymen are
portrayed by the government of the day as enemies attempting to destroy peace and harmony.
Throughout history, governments confine their citizens by incessantly brainwashing the minds of men,
women and children with the evils of past colonial masters, communists and foreigners who are deemed to
have nothing better to do than to find ways and means to overpower those who are weaker.
Teddy Roosevelt a war militarist and war monger by any standard may not be the first person you'd expect to
utter this quote:
"Patriotism means to stand by the country. IT DOES NOT MEAN to stand by the President or any other public
office save exactly to the degree in which he himself stands by the country".
Maybe that is the meaning of the famous dictum, "Patriotism is the last refuge of scoundrels". Advocating
true patriotism certainly does not make one a scoundrel; the dictum refers only to the pseudo-patriotism
Teddy Roosevelt spoke about: what "scoundrels" do is to use their own proclamations of patriotism to bully
others into going along with certain policies -- policies that, more often than not, turn out to be against the
true interests of America.
Roosevelt was very precise in his terms: "Patriotism means to stand by the country. It does not mean to stand
by the President or any other public office SAVE EXACTLY TO THE DEGREE in which he himself stands by the
country".
Meaning, a true Patriot is someone who supports -- or opposes -- the policies of the President and other
leaders, EXACTLY TO THE DEGREE that such policies are right -- or wrong -- by the democratic standards of
justice and fairness. True patriots are people like Martin Luther King and those who protested against
the Vietnam War - people who genuinely wanted a more just and equitable society.
One of the more serious but so far little discussed questions raised by the Sept. 11 terrorist attack on the
United States is about the nature of patriotism. What does it mean to be patriotic? Is it just flying the
American flag? Just singing “God Bless America” at every turn? Just voicing support for our national war
on terrorism?
If, in fact, patriotism does not go beyond those responses, it isn’t worth much. I certainly am not suggesting
flags and songs are wrong or silly. Not at all. But they’re the frosting on the cake. Real patriotism runs deeper.
It’s multilayered and not merely a short list festooned with reds, whites and blues and set to a rousing
Sousa march.
If patriotism is just waving the flag, then Samuel Johnson was right that “patriotism is the last refuge of
a scoundrel.” And, worse, Guy de Maupassant was right that “patriotism is the egg from which wars are
hatched.”
An insightful essay on patriotism by Robert Jensen, professor of journalism at the University of Texas, can be found at:
www.commondreams.org/views01/1112-07.htm
My newest book
It's coming! My newest book! Sci-fi, Fantasy, Mystery, Horror, Romance, Thriller. YES and YES. From Flash-fiction to a Novelette, this book has it all. For sale this Thanksgiving!
http://abookoftinystories.blogspot.com/2015/10/one-month-left.html
Stay Safe on Social Media
Stay Safe on Social Media
By: Lauren Baney
Campers have a louder voice than ever before thanks to frequent use of social media. While most teens use Twitter, Facebook, Instagram and Snapchat, social media is any online communication channel where people can share ideas and photos, network with others, discuss issues, bookmark sites and pages, and provide feedback on content. What makes social media exciting is the interactivity. Social media encourages and invites discussion, feedback and commentary. Through social media, campers can stay constantly connected to their friends and family. However, the public nature of social media requires us to use it safely to avoid trouble.
Social media has some wonderful benefits. Everyone loves a happy ending and social media provides a measurable structure to create incentives. For instance, when kids convince their parents to buy them a puppy after receiving 1,000 likes on Facebook, or a dad quits smoking because his kids started a convincing Twitter campaign that garnered a celebrity retweet, or when students have their college finals cancelled after meeting outreach goals.
In addition, social media helps people stay informed and alert to important local, national, and global issues. By sharing information, discussing problems, and inspiring action, individuals and groups can raise awareness about overlooked issues. Kids have even started their own awareness programs that turn into projects that serve others.
While social media provides an important public good, it also provides personal satisfaction. We like to get likes, shares, favorites, and retweets. It’s the 21st century form of affirmation. I love it when someone likes my photos and posts. It provides instant gratification. After becoming a camp counselor, the number of likes I receive on instagram has grown. We all know our most liked post “mine is 170 following a post about camp). It’s nice having so much positive feedback. However, we need to constantly remember that while social media provides a way to connect and share our lives with others, it is not a popularity contest.
For all the connections that social media provides, if used improperly, it can have unhealthy consequences. New research suggests that too much social media use can lead to dissatisfaction and depression. On social media we present our best selves to the public and keep our negative thoughts, feelings, and actions to ourselves. As such, it’s easy to view everyone else’s life as more joyful, more exciting, or more satisfying than our own based on the content that our friends and family post. It’s important not to compare your life to others based on their posts or the amount of likes and comments they generate. Everyone has struggles, but rarely are those struggles posted on social media.
The constant availability of media outlets allows people to post in haste. What might have seemed like a good idea can later be revealed as poor judgment. We all know stories of someone who has been embarrassed or bullied by posts that have been made spur of the moment. Before you hit submit, review what you’ve written. Would you be okay if your grandmother read this? Does this contain any personal information that could put you at risk? Could this cost you your job, your respect, or your friends? How would you feel if someone posted this about you? How will this post be perceived by readers? Take a minute to answer these questions before you broadcast your message to the world.
Unfortunately, individuals can exploit social media to gain access to your personal information, or put your family at risk. People often create fake identities to enter your social network to gain access to your personal information, your location, or your friends and family. For this reason it is important that you only accept friend and follow requests from people that you know. Always be on the lookout for a duplicate friend offering – it’s a clever trick used to try and gain information. In addition, turn off location based services. No one needs to know where you are at all times. Even when you use humorous location tags on Instagram, it still shows exactly where you were when you posted the picture with location services are turned on.
When it comes to social media, be smart. Protect your personal information and understand that whatever you post is public. Discretion is a good thing. You never have to tell the world everything about who you are and what you know. By taking a few precautions you can ensure that your social media use is safe, both for yourself, and those around you.
Blood Moon 2015
There are a bunch of Super De Dooper Moons this year, but today is going to have the largest of the year. Not that much of a difference, but still noticeable if you are susceptible to water weight retention... Not terrible as it will only be around 1/9 the weight of a paperclip, but still, the closer it is, the brighter it is! So that's up to one third brighter, which is amazing! It's the Hunters Moon!
Startlingly enough, it is also going to have a rare eclipse along with it, calling it a Blood Moon. The blood moon is super rare, especially accompanied by a Super Moon! The last time this happened in 1982 I watched it and it was awesome! Since it won't happen again until 2033, you had better catch it.
Startlingly enough, it is also going to have a rare eclipse along with it, calling it a Blood Moon. The blood moon is super rare, especially accompanied by a Super Moon! The last time this happened in 1982 I watched it and it was awesome! Since it won't happen again until 2033, you had better catch it.
Want more science? Here you go, I found this article HERE
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Sunday's full moon has a lot going for it -- almost too much.
Not only will it be 2015's harvest moon, but it will also be a supermoon and a blood moon and coincide with a total lunar eclipse.
According to NASA it's the first time in more than 30 years a supermoon has coincided with a lunar eclipse.
That's a lot to pack in a night.
So what is the difference between a harvest moon, a blood moon and a supermoon?
Let's start with the harvest moon
*The harvest moon is an annual occurrence. It's simply the full moon closest to the fall equinox, which was on Wednesday, Sept. 23.
*The harvest moon can come both before and after the equinox.
*The harvest moon usually occurs in September but can happen as late as October.
*The harvest moon also stands out because it also occurs during the time of year with the shortest period between successive moonrises, according to EarthSky.org. What that means is basically the moon rises earlier than usual around the time of the harvest moon. Those earlier moonrises gave farmers of the past extra minutes of light to harvest their crops.
*The harvest moon is also special because it will rise in the east near sunset and appear full for several days in a row -- making it seem as if there is more than one full moon.
*A "normal" harvest moon wouldn't necessarily appear bigger and brighter than those during the rest of the year, but this one may because it's also a supermoon.
Which leads us to .... what is a supermoon?
*The term "supermoon" was first coined by astrologer Richard Nolle more than 30 years ago.
*Nolle's definition: The new moon or full moon has to come within 224,834 miles of Earth, as measured from the centers of the moon and Earth, in order to be considered a supermoon.
*Many astronomers cringe at the use of the term "supermoon," preferring "perigee full moon." (Perigee means "near Earth.")
*Supermoons are not rare. In fact, this will be the fifth of six supermoons in 2015 alone. The new moons of January, February and March were supermoons as was the full moon in August. The September and October full moons will also be supermoons.
*The last supermoon of 2015 will be Oct. 27 -- reaching peak fullness at 7:05 a.m. CDT.
*According to EarthSky, the use of "supermoon" became widespread in 2011 when the media used it to describe the full moon of March 19, 2011, which was the closest, largest full moon that year.
*September's supermoon will come closest to Earth of all of 2015's moons: 221,753 miles.
*There are four to six supermoons every year on average.
A supermoon may be closer to Earth, but may not always appear larger or different in color, which leads us to -- blood moons.
A blood moon can appear reddish in color thanks to the filtering of sunlight through the Earth's atmosphere. (NASA)
What is a blood moon?
*The moon can appear reddish in color during a lunar eclipse (which will fall on Sunday, Sept. 27). That's because the moon reflects light from the sun. During a lunar eclipse, sunlight to the moon is blocked by the Earth's shadow. As the eclipse reaches its peak, light from the sun is refracted around the "edges" of Earth and through Earth's atmosphere.
Because of this, according to NASA, almost all colors except red are "filtered" out, and the eclipsed moon appears reddish or even brown. This filtering effect is one of the origins of the term "blood moon."
*The Bible also refers to blood moons. From Joel 2:31-32 (New King James Version): "The sun will be turned to darkness and the moon to blood before the coming of the great and awesome day of the Lord. And it shall come to pass that whoever calls on the name of the Lord shall be saved."
*Some Christian pastors, namely John Hagee, have applied the term "blood moon" to the lunar tetrad that is about to end with this eclipse. Hagee wrote a book about it in 2013 called "Four Blood Moons: Something is About to Change."
*Sunday's moon is final moon of what's called a "lunar tetrad," which began in 2014. A lunar tetrad is four total lunar eclipses in succession, with no partial lunar eclipses in between, separated by six lunar months (or six full moons), according to EarthSky.
*The last lunar tetrad was in 2003-04. The next one will be in 2032-2033.
*"To the best of our knowledge, however," EarthSky writes, "the use of the term blood moon to describe a lunar tetrad is of recent origin. It might have originated with John Hagee's 2013 book."
The harvest moon, blood moon, supermoon and eclipse will all be visible starting Sunday night.
Here are the times to know:
*The moon will rise at 6:30 p.m. CDT Sunday and hit peak fullness at 9:50 p.m. CDT.
*The lunar eclipse will begin at 8:07 p.m. CDT.
*The total eclipse will begin at 9:11 p.m. CDT.
*The moment of greatest eclipse will be at 9:47 p.m. CDT.
*The total eclipse ends 10:23 p.m. CDT.
*The partial eclipse ends 11:27 p.m. CDT
*The moon will set at 7:08 a.m. on Monday.
Weather won't cooperate for skywatching? Watch NASA's live stream from 7 p.m. until at least 10:30 p.m. CDT. It will be broadcast from the Marshall Space Flight Center in Huntsville.
What is a blood moon?
*The moon can appear reddish in color during a lunar eclipse (which will fall on Sunday, Sept. 27). That's because the moon reflects light from the sun. During a lunar eclipse, sunlight to the moon is blocked by the Earth's shadow. As the eclipse reaches its peak, light from the sun is refracted around the "edges" of Earth and through Earth's atmosphere.
Because of this, according to NASA, almost all colors except red are "filtered" out, and the eclipsed moon appears reddish or even brown. This filtering effect is one of the origins of the term "blood moon."
*The Bible also refers to blood moons. From Joel 2:31-32 (New King James Version): "The sun will be turned to darkness and the moon to blood before the coming of the great and awesome day of the Lord. And it shall come to pass that whoever calls on the name of the Lord shall be saved."
*Some Christian pastors, namely John Hagee, have applied the term "blood moon" to the lunar tetrad that is about to end with this eclipse. Hagee wrote a book about it in 2013 called "Four Blood Moons: Something is About to Change."
*Sunday's moon is final moon of what's called a "lunar tetrad," which began in 2014. A lunar tetrad is four total lunar eclipses in succession, with no partial lunar eclipses in between, separated by six lunar months (or six full moons), according to EarthSky.
*The last lunar tetrad was in 2003-04. The next one will be in 2032-2033.
*"To the best of our knowledge, however," EarthSky writes, "the use of the term blood moon to describe a lunar tetrad is of recent origin. It might have originated with John Hagee's 2013 book."
The harvest moon, blood moon, supermoon and eclipse will all be visible starting Sunday night.
Here are the times to know:
*The moon will rise at 6:30 p.m. CDT Sunday and hit peak fullness at 9:50 p.m. CDT.
*The lunar eclipse will begin at 8:07 p.m. CDT.
*The total eclipse will begin at 9:11 p.m. CDT.
*The moment of greatest eclipse will be at 9:47 p.m. CDT.
*The total eclipse ends 10:23 p.m. CDT.
*The partial eclipse ends 11:27 p.m. CDT
*The moon will set at 7:08 a.m. on Monday.
Weather won't cooperate for skywatching? Watch NASA's live stream from 7 p.m. until at least 10:30 p.m. CDT. It will be broadcast from the Marshall Space Flight Center in Huntsville.
Loving Mean People
Often as people we walk around judging success by visible immediate results. This is often wonderful, as this is how we can measure and achieve statistics of growth, but let us not forget that often, it is not how good you look, it is the inside of your heart that is what really matters. I've had a hard time dealing with someone in my life. They "look good" on paper and in real life but in hidden corners of conversation between them and myself - indeed and in front of our peers I am shamefully treated, silenced, mocked and belittled. It is not love I see in their eyes and my last altercation with them led me to tears. It was only the hugs of my wonderful wife that brought me back out of my misery.
I have had a difficult time dealing with a person in my life that is a hindrance and a stumbling block to my life and my heart. I have tried talking one on one with this person and have talked to them in front of a leader, but with no success. I have tried reason, charity and kindness - only to have it thrown back in my face with scorn and pride. I don't give up on them because love won't give up. but I have done everything according to Matthew 18:15-17 but I don't think I am ready to give up on them just yet even though I have a Godly right to. I will probably go the Luke 6:28 way and just keep on loving them, because in their childish way, that is what they need.
Love is tender and keeps no record of wrong. With all of the tears on my pillow and from all of the depths of my heart I firmly desire to give this person what they NEED not what they DESERVE. Most daily Bible readers know that pride goes before the fall. But I don't want this person to fall. I really want them to live and prosper in their life, reject arrogance and scorn and turn to the open heart of forgiveness, trust and understanding that is found in Christianity. It needs to happen. You really can't live a pure life in pride, it takes too much energy to be above people all the time. Sooner or later, you get smacked back in your place and it hurts. So, I mean, I hope they don't get hurt.
But the LORD said to Samuel, "Don't judge by his appearance or height, for I have rejected him. The LORD doesn't see things the way you see them. People judge by outward appearance, but the LORD looks at the heart." I hope to look at their heart. I want to love them more. I hope to pray for them as Jesus prayed for them... It's just trying in the meantime.
You probably have people like this in your life. It hurts to love them, because they are full of spite and sometimes even malice... Yet do we love? Shall we not love them more? I say: "Yes."
God bless you.
-Pauly
911 Challenge
Hey there faithful audience. Soon in my country people will be waving their flags and showing support for a cause. I believe the cause is larger than one flag or one country. I made this. Maybe we can spark a new revolution. Hopefully this will catch on. I'm going to do it. #911Challenge
How to introduce someone to horror movies
So they've never seen a horror movie?
Well. Then I suppose that they have seen "Thriller Movies." So I would not begin their introduction by giving them an over the top slasher movie.
For their first horror movie I would want to introduce them slowly. I would go with "Dark City" or "The Cube." Not because they are so "scary" but a complete horror by definition.
You could place several Hitchcock movies (You know the ones) in this one as well... You pick.
Then it's time to move into animal movies. Namely, "Cujo", "Jaws" and "The Birds."
I would then begin a series of even larger themes within my shown movies with better "jump factor" and larger implications... eg. "Silent Hill" or "The Mist."
I would then slowly move them into the Metaphysical by having them view "The Exorcist", "The Omen", "Rosemary's Baby", "The Amityville Horror."
From that point on it would be a small but important step to watch "Alien" but, you see, this is just the introduction...
From here on... Shit gets real.
We next move into probably the largest stress point after the introduction: All of the "Saw" franchise.
And directly after that, you want to bring them back to reality with some werewolf and vampire flicks. So throw in "Dracula 2000", "The Howling", "An American Werewolf In London", "Interview With A Vampire", and "Let The Right One In."
From then on you are leading them down the narrow path into the obvious franchises with "Unstoppable Men With Evil Faces Holding Weapons" movies try and make you pee your pants...
But you can't show them too much of that, because now it's time for our Asian festivities. Starting with "Two Sisters", "Shutter" and "Audition" you can have a laugh at some sick stuff.
But soon, you have to come back to the Paranormal... Literally. Found footage "Paranormal Activity", "REC", "Blaire Witch" and "Cloverfield" are all great examples...
The last movies you show them are the best movies, and the ones that you want to stick. "The Thing", "The Descent", and "28 Days Later" and whatever else makes up your top 5. Make sure to save your favorites until the end.
At this time you show them "Cabin In The Woods" and then tell them that Jesus actually loves them and none of this shit is real. After that, untie them and release them from your dungeon, take them to Waffle House and buy them the All-You-Can-Eat.
You might take offense that I left out a couple of very important genre's. That's ok. Show them those wherever you want.
Well. Then I suppose that they have seen "Thriller Movies." So I would not begin their introduction by giving them an over the top slasher movie.
For their first horror movie I would want to introduce them slowly. I would go with "Dark City" or "The Cube." Not because they are so "scary" but a complete horror by definition.
You could place several Hitchcock movies (You know the ones) in this one as well... You pick.
Then it's time to move into animal movies. Namely, "Cujo", "Jaws" and "The Birds."
I would then begin a series of even larger themes within my shown movies with better "jump factor" and larger implications... eg. "Silent Hill" or "The Mist."
I would then slowly move them into the Metaphysical by having them view "The Exorcist", "The Omen", "Rosemary's Baby", "The Amityville Horror."
From that point on it would be a small but important step to watch "Alien" but, you see, this is just the introduction...
From here on... Shit gets real.
We next move into probably the largest stress point after the introduction: All of the "Saw" franchise.
And directly after that, you want to bring them back to reality with some werewolf and vampire flicks. So throw in "Dracula 2000", "The Howling", "An American Werewolf In London", "Interview With A Vampire", and "Let The Right One In."
From then on you are leading them down the narrow path into the obvious franchises with "Unstoppable Men With Evil Faces Holding Weapons" movies try and make you pee your pants...
But you can't show them too much of that, because now it's time for our Asian festivities. Starting with "Two Sisters", "Shutter" and "Audition" you can have a laugh at some sick stuff.
But soon, you have to come back to the Paranormal... Literally. Found footage "Paranormal Activity", "REC", "Blaire Witch" and "Cloverfield" are all great examples...
The last movies you show them are the best movies, and the ones that you want to stick. "The Thing", "The Descent", and "28 Days Later" and whatever else makes up your top 5. Make sure to save your favorites until the end.
At this time you show them "Cabin In The Woods" and then tell them that Jesus actually loves them and none of this shit is real. After that, untie them and release them from your dungeon, take them to Waffle House and buy them the All-You-Can-Eat.
You might take offense that I left out a couple of very important genre's. That's ok. Show them those wherever you want.
How to Make Your Own Household Cleaners
How to Make Your Own Household Cleaners
You don't need a cabinet full of commercial products to clean your kitchen and bathroom appliances. You can make your own household cleaners out of a few simple components. Here's what they are and what they do:
Baking soda: This is sodium bicarbonate, an alkaline substance produced naturally in mineral springs. Its mild abrasive and foaming action is a gentle but effective favorite.
White vinegar: The acetic acid in vinegar gives it a tart taste — and great cleaning properties! The vinegar in the following recipes is distilled white household vinegar with a standard 5 percent acidity. For tough jobs, you can increase its acidity (and cleaning power) by boiling off some of the water content. Just remember: Higher acidity requires more careful handling.
Lemon juice: Next to vinegar, lemons are the hands-down favorite for all-around cleaning and freshening. The secret ingredient of this wonder fruit is ascorbic acid. By comparison, vinegar is inexpensive and has a sharp odor, while lemons cost a bit more and smell a heck of a lot better.
Salt: Salt's mild abrasive and absorbent action makes it a cleaning natural.
Even though these homemade cleaning solutions are made with natural products, they still contain mild acids that can sting and burn eyes and skin. Always wear rubber gloves, protect your eyes with goggles, and have plenty of ventilation when using any type of cleaner, whether store-bought or homemade.
People-friendly oven cleaner
The following is a safe alternative to conventional caustic oven cleaners. It's also great for cleaning barbecue grills and grungy pots and pans.
2 teaspoons borax or baking soda
2 tablespoons dishwashing liquid
1-1⁄4 cups ammonia
1-1⁄2 cups hot water
Mix the ingredients, apply generously to spills, and let soak for 30 minutes or as long as overnight. Loosen tough spills with a nylon scrubber and then wipe up with a damp sponge.
You don't need a cabinet full of commercial products to clean your kitchen and bathroom appliances. You can make your own household cleaners out of a few simple components. Here's what they are and what they do:
Baking soda: This is sodium bicarbonate, an alkaline substance produced naturally in mineral springs. Its mild abrasive and foaming action is a gentle but effective favorite.
White vinegar: The acetic acid in vinegar gives it a tart taste — and great cleaning properties! The vinegar in the following recipes is distilled white household vinegar with a standard 5 percent acidity. For tough jobs, you can increase its acidity (and cleaning power) by boiling off some of the water content. Just remember: Higher acidity requires more careful handling.
Lemon juice: Next to vinegar, lemons are the hands-down favorite for all-around cleaning and freshening. The secret ingredient of this wonder fruit is ascorbic acid. By comparison, vinegar is inexpensive and has a sharp odor, while lemons cost a bit more and smell a heck of a lot better.
Salt: Salt's mild abrasive and absorbent action makes it a cleaning natural.
Even though these homemade cleaning solutions are made with natural products, they still contain mild acids that can sting and burn eyes and skin. Always wear rubber gloves, protect your eyes with goggles, and have plenty of ventilation when using any type of cleaner, whether store-bought or homemade.
All-purpose, handy dandy cleaner
You can use this solution to clean and freshen just about any surface. It works especially well for day-to-day cleaning of range tops and cooktops. Mix up the following ingredients:
1 teaspoon borax
1⁄2 teaspoon washing soda
2 teaspoons white vinegar
1⁄4 teaspoon dishwashing liquid
2 cups hot water
You can replace the washing soda with baking soda and use lemon juice instead of white vinegar, depending on what you have lying around the house. The former is a bit stronger than the latter.
You can use this solution to clean and freshen just about any surface. It works especially well for day-to-day cleaning of range tops and cooktops. Mix up the following ingredients:
1 teaspoon borax
1⁄2 teaspoon washing soda
2 teaspoons white vinegar
1⁄4 teaspoon dishwashing liquid
2 cups hot water
You can replace the washing soda with baking soda and use lemon juice instead of white vinegar, depending on what you have lying around the house. The former is a bit stronger than the latter.
D-I-Y cleanser scrub
This cleaning formula is especially well suited for cleaning baked-on spills on glass or porcelain ranges and cooktops when you would normally pull out the cleanser. Start with the following ingredients:
3⁄4 cup borax
1⁄4 cup baking soda
Dishwashing liquid to moisten
Combine the two powders and moisten them with just enough dishwashing liquid to create a gooey paste. You can use all borax or all baking soda if you wish. For a more pleasing and lingering aroma, add 1⁄4 teaspoon lemon juice.
This cleaning formula is especially well suited for cleaning baked-on spills on glass or porcelain ranges and cooktops when you would normally pull out the cleanser. Start with the following ingredients:
3⁄4 cup borax
1⁄4 cup baking soda
Dishwashing liquid to moisten
Combine the two powders and moisten them with just enough dishwashing liquid to create a gooey paste. You can use all borax or all baking soda if you wish. For a more pleasing and lingering aroma, add 1⁄4 teaspoon lemon juice.
Gentle glass cleaner
The following solution works well for cleaning the glass shelving in your refrigerator, glass cooktops, and the windows in range and oven doors. You need the following materials:
2 tablespoons ammonia
1⁄4 teaspoon dishwashing liquid
1⁄2 cup rubbing alcohol
Hot water
Mix the ingredients and add enough hot water to make 1 quart of cleaner. If you prefer, you can avoid the smell of ammonia by using white vinegar or lemon juice. However, this substitution will make the formula less powerful.
For super-duper window cleaning — especially in cold weather — add 1 teaspoon of cornstarch to the formula.
The following solution works well for cleaning the glass shelving in your refrigerator, glass cooktops, and the windows in range and oven doors. You need the following materials:
2 tablespoons ammonia
1⁄4 teaspoon dishwashing liquid
1⁄2 cup rubbing alcohol
Hot water
Mix the ingredients and add enough hot water to make 1 quart of cleaner. If you prefer, you can avoid the smell of ammonia by using white vinegar or lemon juice. However, this substitution will make the formula less powerful.
For super-duper window cleaning — especially in cold weather — add 1 teaspoon of cornstarch to the formula.
People-friendly oven cleaner
The following is a safe alternative to conventional caustic oven cleaners. It's also great for cleaning barbecue grills and grungy pots and pans.
2 teaspoons borax or baking soda
2 tablespoons dishwashing liquid
1-1⁄4 cups ammonia
1-1⁄2 cups hot water
Mix the ingredients, apply generously to spills, and let soak for 30 minutes or as long as overnight. Loosen tough spills with a nylon scrubber and then wipe up with a damp sponge.
Super-duper disinfectant
This solution works well anywhere you would use a store-bought disinfectant, such as appliance pulls and handles and the inside face of the refrigerator where the gasket seats. Mix the following ingredients and then scrub:
1 tablespoon borax or baking soda
1⁄4 cup powdered laundry detergent
1⁄4 cup pine-oil-based cleaner or pine oil
3⁄4 cup hot water
For kitchen use, dilute with more hot water.
This solution works well anywhere you would use a store-bought disinfectant, such as appliance pulls and handles and the inside face of the refrigerator where the gasket seats. Mix the following ingredients and then scrub:
1 tablespoon borax or baking soda
1⁄4 cup powdered laundry detergent
1⁄4 cup pine-oil-based cleaner or pine oil
3⁄4 cup hot water
For kitchen use, dilute with more hot water.
Easy mildew remover
This mildew formula works great on painted and other washable surfaces. Wear gloves and eye protection and have plenty of ventilation when working with this solution:
1⁄3 cup powdered laundry detergent
1 quart household liquid chlorine bleach
3 quarts warm water
Apply the remover by using a spray bottle, a sponge, or an old toothbrush. Allow the solution to sit for five to ten minutes, but don't let it dry. You'll know the solution is working when the black mildew stains turn white. Rinse all the surfaces well with hot water and then towel-dry.
This mildew formula works great on painted and other washable surfaces. Wear gloves and eye protection and have plenty of ventilation when working with this solution:
1⁄3 cup powdered laundry detergent
1 quart household liquid chlorine bleach
3 quarts warm water
Apply the remover by using a spray bottle, a sponge, or an old toothbrush. Allow the solution to sit for five to ten minutes, but don't let it dry. You'll know the solution is working when the black mildew stains turn white. Rinse all the surfaces well with hot water and then towel-dry.
Virtues in the Bible
Old Testament
Exodus 34:6 - The LORD passed before him [Moses], and proclaimed, "The LORD, the LORD, a God merciful and gracious, slow to anger, and abounding in steadfast love and faithfulness."
Isaiah 11:1-3a - A shoot shall come out from the stump of Jesse, and a branch shall grow out of his roots./ The spirit of the LORD shall rest on him, the spirit of wisdom and understanding, the spirit of counsel and might, the spirit of knowledge and the fear of the LORD. / His delight shall be in thefear of the LORD." (Note: The Septuagint and Vulgate versions read "piety" in place of the first "fear of the Lord")
Hosea 2:19-20 - [God says to Israel]: "And I will take you for my wife forever; I will take you for my wife in righteousness and in justice, in steadfast love, and in mercy. / I will take you for my wife in faithfulness; and you shall know the LORD."
Micah 6:8 - He has told you, O mortal, what is good; and what does the LORD require of you but to do justice, and to love kindness, and to walk humbly with your God?
New Testament
Matthew 5:1-12 - When Jesus saw the crowds, he went up the mountain; and after he sat down, his disciples came to him. 2 Then he began to speak, and taught them, saying: 3 "Blessed are the poor in spirit, for theirs is the kingdom of heaven. 4 Blessed are those who mourn, for they will be comforted. 5 Blessed are the meek, for they will inherit the earth. 6 Blessed are those who hunger and thirst for righteousness, for they will be filled. 7 Blessed are the merciful, for they will receive mercy. 8 Blessed are the pure in heart, for they will see God. 9 Blessed are the peacemakers, for they will be called children of God. 10 Blessed are those who are persecuted for righteousness' sake, for theirs is the kingdom of heaven. 11 Blessed are you when people revile you and persecute you and utter all kinds of evil against you falsely on my account. 12 Rejoice and be glad, for your reward is great in heaven, for in the same way they persecuted the prophets who were before you."
Luke 6:20-26 - Then he looked up at his disciples and said: "Blessed are you who are poor, for yours is the kingdom of God. 21 Blessed are you who are hungry now, for you will be filled. Blessed are you who weep now, for you will laugh. 22 Blessed are you when people hate you, and when they exclude you, revile you, and defame you on account of the Son of Man. 23 Rejoice in that day and leap for joy, for surely your reward is great in heaven; for that is what their ancestors did to the prophets. 24 But woe to you who are rich, for you have received your consolation. 25 Woe to you who are full now, for you will be hungry. Woe to you who are laughing now, for you will mourn and weep. 26 Woe to you when all speak well of you, for that is what their ancestors did to the false prophets."
Romans 5:3-5 - And not only that, but we also boast in our sufferings, knowing that suffering produces endurance, 4 and endurance produces character, and character produces hope, 5 and hope does not disappoint us, because God's love has been poured into our hearts through the Holy Spiritthat has been given to us.
Isaiah 11:1-3a - A shoot shall come out from the stump of Jesse, and a branch shall grow out of his roots./ The spirit of the LORD shall rest on him, the spirit of wisdom and understanding, the spirit of counsel and might, the spirit of knowledge and the fear of the LORD. / His delight shall be in thefear of the LORD." (Note: The Septuagint and Vulgate versions read "piety" in place of the first "fear of the Lord")
Hosea 2:19-20 - [God says to Israel]: "And I will take you for my wife forever; I will take you for my wife in righteousness and in justice, in steadfast love, and in mercy. / I will take you for my wife in faithfulness; and you shall know the LORD."
Micah 6:8 - He has told you, O mortal, what is good; and what does the LORD require of you but to do justice, and to love kindness, and to walk humbly with your God?
New Testament
Matthew 5:1-12 - When Jesus saw the crowds, he went up the mountain; and after he sat down, his disciples came to him. 2 Then he began to speak, and taught them, saying: 3 "Blessed are the poor in spirit, for theirs is the kingdom of heaven. 4 Blessed are those who mourn, for they will be comforted. 5 Blessed are the meek, for they will inherit the earth. 6 Blessed are those who hunger and thirst for righteousness, for they will be filled. 7 Blessed are the merciful, for they will receive mercy. 8 Blessed are the pure in heart, for they will see God. 9 Blessed are the peacemakers, for they will be called children of God. 10 Blessed are those who are persecuted for righteousness' sake, for theirs is the kingdom of heaven. 11 Blessed are you when people revile you and persecute you and utter all kinds of evil against you falsely on my account. 12 Rejoice and be glad, for your reward is great in heaven, for in the same way they persecuted the prophets who were before you."
Luke 6:20-26 - Then he looked up at his disciples and said: "Blessed are you who are poor, for yours is the kingdom of God. 21 Blessed are you who are hungry now, for you will be filled. Blessed are you who weep now, for you will laugh. 22 Blessed are you when people hate you, and when they exclude you, revile you, and defame you on account of the Son of Man. 23 Rejoice in that day and leap for joy, for surely your reward is great in heaven; for that is what their ancestors did to the prophets. 24 But woe to you who are rich, for you have received your consolation. 25 Woe to you who are full now, for you will be hungry. Woe to you who are laughing now, for you will mourn and weep. 26 Woe to you when all speak well of you, for that is what their ancestors did to the false prophets."
Romans 5:3-5 - And not only that, but we also boast in our sufferings, knowing that suffering produces endurance, 4 and endurance produces character, and character produces hope, 5 and hope does not disappoint us, because God's love has been poured into our hearts through the Holy Spiritthat has been given to us.
Romans 12:9-21 - Let love be genuine; hate what is evil, hold fast to what is good; 10 love one another with mutual affection; outdo one another in showing honor. 11 Do not lag in zeal, be ardent in spirit, serve the Lord. 12 Rejoice in hope, be patient in suffering, persevere in prayer. 13 Contribute to the needs of the saints; extend hospitality to strangers. 14 Bless those who persecute you; bless and do not curse them. 15 Rejoice with those who rejoice, weep with those who weep. 16 Live in harmony with one another; do not be haughty, but associate with the lowly; do not claim to be wiser than you are. 17 Do not repay anyone evil for evil, but take thought for what is noble in the sight of all. 18 If it is possible, so far as it depends on you, live peaceably with all. 19 Beloved, never avenge yourselves, but leave room for the wrath of God; for it is written, "Vengeance is mine, I will repay, says the Lord." 20 No, "if your enemies are hungry, feed them; if they are thirsty, give them something to drink; for by doing this you will heap burning coals on their heads." 21 Do not be overcome by evil, but overcome evil with good.
Romans 13:8-14 - Owe no one anything, except to love one another; for the one who loves another has fulfilled the law. 9 The commandments, "You shall not commit adultery; You shall not murder; You shall not steal; You shall not covet"; and any other commandment, are summed up in this word, "Love your neighbor as yourself." 10 Love does no wrong to a neighbor; therefore, love is the fulfilling of the law. 11 Besides this, you know what time it is, how it is now the moment for you to wake from sleep. For salvation is nearer to us now than when we became believers; 12 the night is far gone, the day is near. Let us then lay aside the works of darkness and put on the armor of light; 13 let us live honorably as in the day, not in reveling and drunkenness, not in debauchery and licentiousness, not in quarreling and jealousy. 14 Instead, put on the Lord Jesus Christ, and make no provision for the flesh, to gratify its desires.
Romans 14:17 - For the kingdom of God is not food and drink but righteousness and peace and joy in the Holy Spirit.
1 Corinthians 13:4-8a, 13 - Love is patient; love is kind; love is not envious or boastful or arrogant 5 or rude. It does not insist on its own way; it is not irritable or resentful; 6 it does not rejoice in wrongdoing, but rejoices in the truth. 7 It bears all things, believes all things, hopes all things, endures all things. 8 Love never ends... 13 And now faith, hope, and love abide, these three; and the greatest of these is love.
2 Corinthians 6:3-10 - We are putting no obstacle in anyone's way, so that no fault may be found with our ministry, 4 but as servants of God we have commended ourselves in every way: through great endurance, in afflictions, hardships, calamities, 5 beatings, imprisonments, riots, labors, sleepless nights, hunger; 6 by purity, knowledge, patience, kindness, holiness of spirit, genuine love, 7 truthful speech, and the power of God; with the weapons of righteousness for the right hand and for the left; 8 in honor and dishonor, in ill repute and good repute. We are treated as impostors, and yet are true; 9 as unknown, and yet are well known; as dying, and see--we are alive; as punished, and yet not killed; 10 as sorrowful, yet always rejoicing; as poor, yet making many rich; as having nothing, and yet possessing everything.
Galatians 5:16-26 - Live by the Spirit, I say, and do not gratify the desires of the flesh. 17 For what the flesh desires is opposed to the Spirit, and what the Spirit desires is opposed to the flesh; for these are opposed to each other, to prevent you from doing what you want. 18 But if you are led by the Spirit, you are not subject to the law. 19 Now the works of the flesh are obvious: fornication, impurity, licentiousness, 20 idolatry, sorcery, enmities, strife, jealousy, anger, quarrels, dissensions, factions, 21 envy, drunkenness, carousing, and things like these. I am warning you, as I warned you before: those who do such things will not inherit the kingdom of God. 22 By contrast, the fruit of the Spirit is love, joy, peace, patience, kindness, generosity, faithfulness, 23 gentleness, and self-control. There is no law against such things. 24 And those who belong to Christ Jesus have crucified the flesh with its passions and desires. 25 If we live by the Spirit, let us also be guided by the Spirit. 26 Let us not become conceited, competing against one another, envying one another.
Ephesians 4:25-32 - So then, putting away falsehood, let all of us speak the truth to our neighbors, for we are members of one another. 26 Be angry but do not sin; do not let the sun go down on your anger, 27 and do not make room for the devil. 28 Thieves must give up stealing; rather let themlabor and work honestly with their own hands, so as to have something to share with the needy. 29 Let no evil talk come out of your mouths, but only what is useful for building up, as there is need, so that your words may give grace to those who hear. 30 And do not grieve the Holy Spirit of God, with which you were marked with a seal for the day of redemption. 31 Put away from you all bitterness and wrath and anger and wrangling and slander, together with all malice, 32 and be kind to one another, tenderhearted, forgiving one another, as God in Christ has forgiven you.
Ephesians 5:1-10 - 1 Therefore be imitators of God, as beloved children, 2 and live in love, as Christ loved us and gave himself up for us, a fragrant offering and sacrifice to God. 3 But fornication and impurity of any kind, or greed, must not even be mentioned among you, as is proper among saints. 4 Entirely out of place is obscene, silly, and vulgar talk; but instead, let there be thanksgiving. 5 Be sure of this, that no fornicator or impure person, or one who is greedy (that is, an idolater), has any inheritance in the kingdom of Christ and of God. 6 Let no one deceive you with empty words, for because of these things the wrath of God comes on those who are disobedient. 7 Therefore do not be associated with them. 8 For once you were darkness, but now in the Lord you are light. Live as children of light-- 9 for the fruit of the light is found in all that is good and right and true. 10 Try to find out what is pleasing to the Lord.
Ephesians 6:10-20 - Finally, be strong in the Lord and in the strength of his power. 11 Put on the whole armor of God, so that you may be able to stand against the wiles of the devil. 12 For our struggle is not against enemies of blood and flesh, but against the rulers, against the authorities, against the cosmic powers of this present darkness, against the spiritual forces of evil in the heavenly places. 13 Therefore take up the whole armor of God, so that you may be able to withstand on that evil day, and having done everything, to stand firm. 14 Stand therefore, and fasten the belt of truth around your waist, and put on the breastplate of righteousness. 15 As shoes for your feet put on whatever will make you ready to proclaim the gospel of peace. 16 With all of these, take the shield of faith, with which you will be able to quench all the flaming arrows of the evil one. 17 Take the helmet of salvation, and the sword of the Spirit, which is the word of God. 18 Pray in the Spirit at all times in every prayer and supplication. To that end keep alert and always persevere in supplication for all the saints. 19 Pray also for me, so that when I speak, a message may be given to me to make known with boldness the mystery of the gospel, 20 for which I am an ambassador in chains. Pray that I may declare it boldly, as I must speak.
Philippians 4:4-9 - Rejoice in the Lord always; again I will say, Rejoice. 5 Let your gentleness be known to everyone. The Lord is near. 6 Do not worry about anything, but in everything by prayer and supplication with thanksgiving let your requests be made known to God. 7 And the peace of God, which surpasses all understanding, will guard your hearts and your minds in Christ Jesus. 8 Finally, beloved, whatever is true, whatever is honorable, whatever is just, whatever is pure, whatever is pleasing, whatever is commendable, if there is any excellence and if there is anything worthy of praise, think about these things. 9 Keep on doing the things that you have learned and received and heard and seen in me, and the God of peace will be with you.
Colossians 3:1-17 - So if you have been raised with Christ, seek the things that are above, where Christ is, seated at the right hand of God. 2 Set your minds on things that are above, not on things that are on earth, 3 for you have died, and your life is hidden with Christ in God. 4 When Christ who is your life is revealed, then you also will be revealed with him in glory. 5 Put to death, therefore, whatever in you is earthly: fornication, impurity, passion, evil desire, and greed (which is idolatry). 6 On account of these the wrath of God is coming on those who are disobedient. 7 These are the ways you also once followed, when you were living that life. 8 But now you must get rid of all such things--anger, wrath, malice, slander, and abusive language from your mouth. 9 Do not lie to one another, seeing that you have stripped off the old self with its practices 10 and have clothed yourselves with the new self, which is being renewed in knowledge according to the image of its creator. 11 In that renewal there is no longer Greek and Jew, circumcised and uncircumcised, barbarian, Scythian, slave and free; but Christ is all and in all! 12 As God's chosen ones, holy and beloved, clothe yourselves withcompassion, kindness, humility, meekness, and patience.13 Bear with one another and, if anyone has a complaint against another, forgive each other; just as the Lord has forgiven you, so you also must forgive. 14 Above all, clothe yourselves with love, which binds everything together in perfect harmony. 15 And let the peace of Christ rule in your hearts, to which indeed you were called in the one body. And be thankful. 16 Let the word of Christ dwell in you richly; teach and admonish one another in all wisdom; and with gratitude in your hearts sing psalms, hymns, and spiritual songs to God. 17 And whatever you do, in word or deed, do everything in the name of the Lord Jesus, giving thanks to God the Father through him.
1 Thessalonians 5:12-22 - But we appeal to you, brothers and sisters, to respect those who labor among you, and have charge of you in the Lord and admonish you; 13 esteem them very highly in love because of their work. Be at peace among yourselves. 14 And we urge you, beloved, to admonish the idlers, encourage the faint hearted, help the weak, be patient with all of them. 15 See that none of you repays evil for evil, but always seek to do good to one another and to all. 16 Rejoice always, 17 pray without ceasing, 18 give thanks in all circumstances; for this is the will of God in Christ Jesus for you. 19 Do not quench the Spirit. 20 Do not despise the words of prophets, 21 but test everything; hold fast to what is good; 22 abstain from every form of evil.
1 Timothy 3:2-11 - Now a bishop must be above reproach, married only once, temperate, sensible, respectable, hospitable, an apt teacher, 3 not a drunkard, not violent but gentle, not quarrelsome, and not a lover of money. 4 He must manage his own household well, keeping his children submissive and respectful in every way-- 5 for if someone does not know how to manage his own household, how can he take care of God's church? 6 He must not be a recent convert, or he may be puffed up with conceit and fall into the condemnation of the devil. 7 Moreover, he must be well thought of by outsiders, so that he may not fall into disgrace and the snare of the devil. 8 Deacons likewise must be serious, not double-tongued, not indulging in much wine, not greedy for money; 9 they must hold fast to the mystery of the faith with a clear conscience. 10 And let them first be tested; then, if they prove themselves blameless, let them serve as deacons. 11 Women likewise must be serious, not slanderers, but temperate, faithful in all things.
1 Timothy 4:12 - Let no one despise your youth, but set the believers an example in speech and conduct, in love, in faith, in purity.
1 Timothy 6:3-12 - Whoever teaches otherwise and does not agree with the sound words of our Lord Jesus Christ and the teaching that is in accordance with godliness, 4 is conceited, understanding nothing, and has a morbid craving for controversy and for disputes about words. From these come envy, dissension, slander, base suspicions, 5 and wrangling among those who are depraved in mind and bereft of the truth, imagining that godliness is a means of gain. 6 Of course, there is great gain in godliness combined with contentment; 7 for we brought nothing into the world, so that we can take nothing out of it; 8 but if we have food and clothing, we will be content with these. 9 But those who want to be rich fall into temptation and are trapped by many senseless and harmful desires that plunge people into ruin and destruction. 10 For the love of money is a root of all kinds of evil, and in their eagerness to be rich some have wandered away from the faith and pierced themselves with many pains. 11 But as for you, man of God, shun all this; pursue righteousness, godliness, faith, love, endurance, gentleness. 12 Fight the good fight of the faith; take hold of the eternal life, to which you were called and for which you made the good confession in the presence of many witnesses.
2 Timothy 2:22-26 - Shun youthful passions and pursue righteousness, faith, love, and peace, along with those who call on the Lord from a pure heart. 23 Have nothing to do with stupid and senseless controversies; you know that they breed quarrels. 24 And the Lord's servant must not be quarrelsome but kindly to everyone, an apt teacher, patient, 25 correcting opponents with gentleness. God may perhaps grant that they will repent and come to know the truth, 26 and that they may escape from the snare of the devil, having been held captive by him to do his will.
2 Timothy 3:10-11a - Now you have observed my teaching, my conduct, my aim in life, my faith, my patience, my love, my steadfastness, 11 my persecutions and suffering the things that happened to me in Antioch, Iconium, and Lystra. What persecutions I endured! Yet the Lord rescued me from all of them.
Titus 1:6-9 - Someone who is blameless, married only once, whose children are believers, not accused of debauchery and not rebellious. 7 For a bishop, as God's steward, must be blameless; he must not be arrogant or quick-tempered or addicted to wine or violent or greedy for gain; 8 but he must be hospitable, a lover of goodness, prudent, upright, devout, and self-controlled. 9 He must have a firm grasp of the word that is trustworthy in accordance with the teaching, so that he may be able both to preach with sound doctrine and to refute those who contradict it.
Titus 3:1-3 - Remind them to be subject to rulers and authorities, to be obedient, to be ready for every good work, 2 to speak evil of no one, to avoid quarreling, to be gentle, and to show every courtesy to everyone. 3 For we ourselves were once foolish, disobedient, led astray, slaves to various passions and pleasures, passing our days in malice and envy, despicable, hating one another.
James 3:13--4:4 - Who is wise and understanding among you? Show by your good life that your works are done with gentleness born of wisdom. 14 But if you have bitter envy and selfish ambition in your hearts, do not be boastful and false to the truth. 15 Such wisdom does not come down from above, but is earthly, unspiritual, devilish. 16 For where there is envy and selfish ambition, there will also be disorder and wickedness of every kind. 17 But the wisdom from above is first pure, then peaceable, gentle, willing to yield, full of mercy and good fruits, without a trace of partiality or hypocrisy. 18 And a harvest of righteousness is sown in peace for those who make peace. 4:1 Those conflicts and disputes among you, where do they come from? Do they not come from your cravings that are at war within you? 2 You want something and do not have it; so you commitmurder. And you covet something and cannot obtain it; so you engage in disputes and conflicts. You do not have, because you do not ask. 3 You ask and do not receive, because you ask wrongly, in order to spend what you get on your pleasures. 4 Adulterers! Do you not know that friendship with the world is enmity with God? Therefore whoever wishes to be a friend of the world becomes an enemy of God.
1 Peter 3:8-9 - Finally, all of you, have unity of spirit, sympathy, love for one another, a tender heart, and a humble mind. 9 Do not repay evil for evil or abuse for abuse; but, on the contrary, repay with a blessing. It is for this that you were called--that you might inherit a blessing.
2 Peter 1:5-7 - For this very reason, you must make every effort to support your faith with goodness, and goodness with knowledge, 6 and knowledge with self-control, and self-control with endurance, and endurance with godliness, 7 and godliness with mutual affection, and mutual affection with love.
Romans 14:17 - For the kingdom of God is not food and drink but righteousness and peace and joy in the Holy Spirit.
1 Corinthians 13:4-8a, 13 - Love is patient; love is kind; love is not envious or boastful or arrogant 5 or rude. It does not insist on its own way; it is not irritable or resentful; 6 it does not rejoice in wrongdoing, but rejoices in the truth. 7 It bears all things, believes all things, hopes all things, endures all things. 8 Love never ends... 13 And now faith, hope, and love abide, these three; and the greatest of these is love.
2 Corinthians 6:3-10 - We are putting no obstacle in anyone's way, so that no fault may be found with our ministry, 4 but as servants of God we have commended ourselves in every way: through great endurance, in afflictions, hardships, calamities, 5 beatings, imprisonments, riots, labors, sleepless nights, hunger; 6 by purity, knowledge, patience, kindness, holiness of spirit, genuine love, 7 truthful speech, and the power of God; with the weapons of righteousness for the right hand and for the left; 8 in honor and dishonor, in ill repute and good repute. We are treated as impostors, and yet are true; 9 as unknown, and yet are well known; as dying, and see--we are alive; as punished, and yet not killed; 10 as sorrowful, yet always rejoicing; as poor, yet making many rich; as having nothing, and yet possessing everything.
Galatians 5:16-26 - Live by the Spirit, I say, and do not gratify the desires of the flesh. 17 For what the flesh desires is opposed to the Spirit, and what the Spirit desires is opposed to the flesh; for these are opposed to each other, to prevent you from doing what you want. 18 But if you are led by the Spirit, you are not subject to the law. 19 Now the works of the flesh are obvious: fornication, impurity, licentiousness, 20 idolatry, sorcery, enmities, strife, jealousy, anger, quarrels, dissensions, factions, 21 envy, drunkenness, carousing, and things like these. I am warning you, as I warned you before: those who do such things will not inherit the kingdom of God. 22 By contrast, the fruit of the Spirit is love, joy, peace, patience, kindness, generosity, faithfulness, 23 gentleness, and self-control. There is no law against such things. 24 And those who belong to Christ Jesus have crucified the flesh with its passions and desires. 25 If we live by the Spirit, let us also be guided by the Spirit. 26 Let us not become conceited, competing against one another, envying one another.
Ephesians 4:25-32 - So then, putting away falsehood, let all of us speak the truth to our neighbors, for we are members of one another. 26 Be angry but do not sin; do not let the sun go down on your anger, 27 and do not make room for the devil. 28 Thieves must give up stealing; rather let themlabor and work honestly with their own hands, so as to have something to share with the needy. 29 Let no evil talk come out of your mouths, but only what is useful for building up, as there is need, so that your words may give grace to those who hear. 30 And do not grieve the Holy Spirit of God, with which you were marked with a seal for the day of redemption. 31 Put away from you all bitterness and wrath and anger and wrangling and slander, together with all malice, 32 and be kind to one another, tenderhearted, forgiving one another, as God in Christ has forgiven you.
Ephesians 5:1-10 - 1 Therefore be imitators of God, as beloved children, 2 and live in love, as Christ loved us and gave himself up for us, a fragrant offering and sacrifice to God. 3 But fornication and impurity of any kind, or greed, must not even be mentioned among you, as is proper among saints. 4 Entirely out of place is obscene, silly, and vulgar talk; but instead, let there be thanksgiving. 5 Be sure of this, that no fornicator or impure person, or one who is greedy (that is, an idolater), has any inheritance in the kingdom of Christ and of God. 6 Let no one deceive you with empty words, for because of these things the wrath of God comes on those who are disobedient. 7 Therefore do not be associated with them. 8 For once you were darkness, but now in the Lord you are light. Live as children of light-- 9 for the fruit of the light is found in all that is good and right and true. 10 Try to find out what is pleasing to the Lord.
Ephesians 6:10-20 - Finally, be strong in the Lord and in the strength of his power. 11 Put on the whole armor of God, so that you may be able to stand against the wiles of the devil. 12 For our struggle is not against enemies of blood and flesh, but against the rulers, against the authorities, against the cosmic powers of this present darkness, against the spiritual forces of evil in the heavenly places. 13 Therefore take up the whole armor of God, so that you may be able to withstand on that evil day, and having done everything, to stand firm. 14 Stand therefore, and fasten the belt of truth around your waist, and put on the breastplate of righteousness. 15 As shoes for your feet put on whatever will make you ready to proclaim the gospel of peace. 16 With all of these, take the shield of faith, with which you will be able to quench all the flaming arrows of the evil one. 17 Take the helmet of salvation, and the sword of the Spirit, which is the word of God. 18 Pray in the Spirit at all times in every prayer and supplication. To that end keep alert and always persevere in supplication for all the saints. 19 Pray also for me, so that when I speak, a message may be given to me to make known with boldness the mystery of the gospel, 20 for which I am an ambassador in chains. Pray that I may declare it boldly, as I must speak.
Philippians 4:4-9 - Rejoice in the Lord always; again I will say, Rejoice. 5 Let your gentleness be known to everyone. The Lord is near. 6 Do not worry about anything, but in everything by prayer and supplication with thanksgiving let your requests be made known to God. 7 And the peace of God, which surpasses all understanding, will guard your hearts and your minds in Christ Jesus. 8 Finally, beloved, whatever is true, whatever is honorable, whatever is just, whatever is pure, whatever is pleasing, whatever is commendable, if there is any excellence and if there is anything worthy of praise, think about these things. 9 Keep on doing the things that you have learned and received and heard and seen in me, and the God of peace will be with you.
Colossians 3:1-17 - So if you have been raised with Christ, seek the things that are above, where Christ is, seated at the right hand of God. 2 Set your minds on things that are above, not on things that are on earth, 3 for you have died, and your life is hidden with Christ in God. 4 When Christ who is your life is revealed, then you also will be revealed with him in glory. 5 Put to death, therefore, whatever in you is earthly: fornication, impurity, passion, evil desire, and greed (which is idolatry). 6 On account of these the wrath of God is coming on those who are disobedient. 7 These are the ways you also once followed, when you were living that life. 8 But now you must get rid of all such things--anger, wrath, malice, slander, and abusive language from your mouth. 9 Do not lie to one another, seeing that you have stripped off the old self with its practices 10 and have clothed yourselves with the new self, which is being renewed in knowledge according to the image of its creator. 11 In that renewal there is no longer Greek and Jew, circumcised and uncircumcised, barbarian, Scythian, slave and free; but Christ is all and in all! 12 As God's chosen ones, holy and beloved, clothe yourselves withcompassion, kindness, humility, meekness, and patience.13 Bear with one another and, if anyone has a complaint against another, forgive each other; just as the Lord has forgiven you, so you also must forgive. 14 Above all, clothe yourselves with love, which binds everything together in perfect harmony. 15 And let the peace of Christ rule in your hearts, to which indeed you were called in the one body. And be thankful. 16 Let the word of Christ dwell in you richly; teach and admonish one another in all wisdom; and with gratitude in your hearts sing psalms, hymns, and spiritual songs to God. 17 And whatever you do, in word or deed, do everything in the name of the Lord Jesus, giving thanks to God the Father through him.
1 Thessalonians 5:12-22 - But we appeal to you, brothers and sisters, to respect those who labor among you, and have charge of you in the Lord and admonish you; 13 esteem them very highly in love because of their work. Be at peace among yourselves. 14 And we urge you, beloved, to admonish the idlers, encourage the faint hearted, help the weak, be patient with all of them. 15 See that none of you repays evil for evil, but always seek to do good to one another and to all. 16 Rejoice always, 17 pray without ceasing, 18 give thanks in all circumstances; for this is the will of God in Christ Jesus for you. 19 Do not quench the Spirit. 20 Do not despise the words of prophets, 21 but test everything; hold fast to what is good; 22 abstain from every form of evil.
1 Timothy 3:2-11 - Now a bishop must be above reproach, married only once, temperate, sensible, respectable, hospitable, an apt teacher, 3 not a drunkard, not violent but gentle, not quarrelsome, and not a lover of money. 4 He must manage his own household well, keeping his children submissive and respectful in every way-- 5 for if someone does not know how to manage his own household, how can he take care of God's church? 6 He must not be a recent convert, or he may be puffed up with conceit and fall into the condemnation of the devil. 7 Moreover, he must be well thought of by outsiders, so that he may not fall into disgrace and the snare of the devil. 8 Deacons likewise must be serious, not double-tongued, not indulging in much wine, not greedy for money; 9 they must hold fast to the mystery of the faith with a clear conscience. 10 And let them first be tested; then, if they prove themselves blameless, let them serve as deacons. 11 Women likewise must be serious, not slanderers, but temperate, faithful in all things.
1 Timothy 4:12 - Let no one despise your youth, but set the believers an example in speech and conduct, in love, in faith, in purity.
1 Timothy 6:3-12 - Whoever teaches otherwise and does not agree with the sound words of our Lord Jesus Christ and the teaching that is in accordance with godliness, 4 is conceited, understanding nothing, and has a morbid craving for controversy and for disputes about words. From these come envy, dissension, slander, base suspicions, 5 and wrangling among those who are depraved in mind and bereft of the truth, imagining that godliness is a means of gain. 6 Of course, there is great gain in godliness combined with contentment; 7 for we brought nothing into the world, so that we can take nothing out of it; 8 but if we have food and clothing, we will be content with these. 9 But those who want to be rich fall into temptation and are trapped by many senseless and harmful desires that plunge people into ruin and destruction. 10 For the love of money is a root of all kinds of evil, and in their eagerness to be rich some have wandered away from the faith and pierced themselves with many pains. 11 But as for you, man of God, shun all this; pursue righteousness, godliness, faith, love, endurance, gentleness. 12 Fight the good fight of the faith; take hold of the eternal life, to which you were called and for which you made the good confession in the presence of many witnesses.
2 Timothy 2:22-26 - Shun youthful passions and pursue righteousness, faith, love, and peace, along with those who call on the Lord from a pure heart. 23 Have nothing to do with stupid and senseless controversies; you know that they breed quarrels. 24 And the Lord's servant must not be quarrelsome but kindly to everyone, an apt teacher, patient, 25 correcting opponents with gentleness. God may perhaps grant that they will repent and come to know the truth, 26 and that they may escape from the snare of the devil, having been held captive by him to do his will.
2 Timothy 3:10-11a - Now you have observed my teaching, my conduct, my aim in life, my faith, my patience, my love, my steadfastness, 11 my persecutions and suffering the things that happened to me in Antioch, Iconium, and Lystra. What persecutions I endured! Yet the Lord rescued me from all of them.
Titus 1:6-9 - Someone who is blameless, married only once, whose children are believers, not accused of debauchery and not rebellious. 7 For a bishop, as God's steward, must be blameless; he must not be arrogant or quick-tempered or addicted to wine or violent or greedy for gain; 8 but he must be hospitable, a lover of goodness, prudent, upright, devout, and self-controlled. 9 He must have a firm grasp of the word that is trustworthy in accordance with the teaching, so that he may be able both to preach with sound doctrine and to refute those who contradict it.
Titus 3:1-3 - Remind them to be subject to rulers and authorities, to be obedient, to be ready for every good work, 2 to speak evil of no one, to avoid quarreling, to be gentle, and to show every courtesy to everyone. 3 For we ourselves were once foolish, disobedient, led astray, slaves to various passions and pleasures, passing our days in malice and envy, despicable, hating one another.
James 3:13--4:4 - Who is wise and understanding among you? Show by your good life that your works are done with gentleness born of wisdom. 14 But if you have bitter envy and selfish ambition in your hearts, do not be boastful and false to the truth. 15 Such wisdom does not come down from above, but is earthly, unspiritual, devilish. 16 For where there is envy and selfish ambition, there will also be disorder and wickedness of every kind. 17 But the wisdom from above is first pure, then peaceable, gentle, willing to yield, full of mercy and good fruits, without a trace of partiality or hypocrisy. 18 And a harvest of righteousness is sown in peace for those who make peace. 4:1 Those conflicts and disputes among you, where do they come from? Do they not come from your cravings that are at war within you? 2 You want something and do not have it; so you commitmurder. And you covet something and cannot obtain it; so you engage in disputes and conflicts. You do not have, because you do not ask. 3 You ask and do not receive, because you ask wrongly, in order to spend what you get on your pleasures. 4 Adulterers! Do you not know that friendship with the world is enmity with God? Therefore whoever wishes to be a friend of the world becomes an enemy of God.
1 Peter 3:8-9 - Finally, all of you, have unity of spirit, sympathy, love for one another, a tender heart, and a humble mind. 9 Do not repay evil for evil or abuse for abuse; but, on the contrary, repay with a blessing. It is for this that you were called--that you might inherit a blessing.
2 Peter 1:5-7 - For this very reason, you must make every effort to support your faith with goodness, and goodness with knowledge, 6 and knowledge with self-control, and self-control with endurance, and endurance with godliness, 7 and godliness with mutual affection, and mutual affection with love.
Another flaming hot review
Another flaming hot review of my book!
"By the title By the gates of the Garden of Eden , I honestly didn't know what I have as stepping into. But I am glad I did. This book draws the reader in right from the start and keeps pulling you along throughout the whole story. The plot is filled with unexpected twists and turns that are surprising and uplifting, yet inevitable in retrospect. They arise naturally from events that were developed over the course of the tale. I laughed, I cried, I enjoyed. You do have to wonder where Hart came up with the basis for this tale, most unusual. I would recommend this to anyone that wants an excellent read and the thrill of new love in their heart."
Pick up your copy today!
Spider Nest Ball
A very interesting little arachnid showed up on my porch. If it wasn't for the rain, I would have never saw him. I didn't know spiders made nests in ball shapes. The entire structure hung from the top of the porch with a few attachments on the side and a dual layer balloon under the first one. More like an upside down balloon. I've named the little critter: "Shelob".
Managing Oneself - Peter Drucker - Text
History’s great achievers—a Napoléon, a da Vinci, a Mozart—have always managed themselves. That, in large measure, is what makes them great achievers. But they are rare exceptions, so unusual both in their talents and their accomplishments as to be considered outside the boundaries of ordinary human existence. Now, most of us, even those of us with modest endowments, will have to learn to manage ourselves. We will have to learn to develop ourselves. We will have to place ourselves where we can make the greatest contribution. And we will have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do.
What Are My Strengths?
Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.
Throughout history, people had little need to know their strengths. A person was born into a position and a line of work: The peasant’s son would also be a peasant; the artisan’s daughter, an artisan’s wife; and so on. But now people have choices. We need to know our strengths in order to know where we belong.
The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations. I have been practicing this method for 15 to 20 years now, and every time I do it, I am surprised. The feedback analysis showed me, for instance—and to my great surprise—that I have an intuitive understanding of technical people, whether they are engineers or accountants or market researchers. It also showed me that I don’t really resonate with generalists.
Feedback analysis is by no means new. It was invented sometime in the fourteenth century by an otherwise totally obscure German theologian and picked up quite independently, some 150 years later, by John Calvin and Ignatius of Loyola, each of whom incorporated it into the practice of his followers. In fact, the steadfast focus on performance and results that this habit produces explains why the institutions these two men founded, the Calvinist church and the Jesuit order, came to dominate Europe within 30 years.
Practiced consistently, this simple method will show you within a fairly short period of time, maybe two or three years, where your strengths lie—and this is the most important thing to know. The method will show you what you are doing or failing to do that deprives you of the full benefits of your strengths. It will show you where you are not particularly competent. And finally, it will show you where you have no strengths and cannot perform.
Several implications for action follow from feedback analysis. First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results.
Second, work on improving your strengths. Analysis will rapidly show where you need to improve skills or acquire new ones. It will also show the gaps in your knowledge—and those can usually be filled. Mathematicians are born, but everyone can learn trigonometry.
Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it. Far too many people—especially people with great expertise in one area—are contemptuous of knowledge in other areas or believe that being bright is a substitute for knowledge. First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human beings, they believe, are much too disorderly for the good engineering mind. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths.
It is equally essential to remedy your bad habits—the things you do or fail to do that inhibit your effectiveness and performance. Such habits will quickly show up in the feedback. For example, a planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work. This planner will have to learn that the work does not stop when the plan is completed. He must find people to carry out the plan and explain it to them. He must adapt and change it as he puts it into action. And finally, he must decide when to stop pushing the plan.
At the same time, feedback will also reveal when the problem is a lack of manners. Manners are the lubricating oil of an organization. It is a law of nature that two moving bodies in contact with each other create friction. This is as true for human beings as it is for inanimate objects. Manners—simple things like saying “please” and “thank you” and knowing a person’s name or asking after her family—enable two people to work together whether they like each other or not. Bright people, especially bright young people, often do not understand this. If analysis shows that someone’s brilliant work fails again and again as soon as cooperation from others is required, it probably indicates a lack of courtesy—that is, a lack of manners.
Comparing your expectations with your results also indicates what not to do. We all have a vast number of areas in which we have no talent or skill and little chance of becoming even mediocre. In those areas a person—and especially a knowledge worker—should not take on work, jobs, and assignments. One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. And yet most people—especially most teachers and most organizations—concentrate on making incompetent performers into mediocre ones. Energy, resources, and time should go instead to making a competent person into a star performer.
It takes far more energy to improve from incompetence to mediocrity than to improve from first-rate performance to excellence.
Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.
Throughout history, people had little need to know their strengths. A person was born into a position and a line of work: The peasant’s son would also be a peasant; the artisan’s daughter, an artisan’s wife; and so on. But now people have choices. We need to know our strengths in order to know where we belong.
The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations. I have been practicing this method for 15 to 20 years now, and every time I do it, I am surprised. The feedback analysis showed me, for instance—and to my great surprise—that I have an intuitive understanding of technical people, whether they are engineers or accountants or market researchers. It also showed me that I don’t really resonate with generalists.
Feedback analysis is by no means new. It was invented sometime in the fourteenth century by an otherwise totally obscure German theologian and picked up quite independently, some 150 years later, by John Calvin and Ignatius of Loyola, each of whom incorporated it into the practice of his followers. In fact, the steadfast focus on performance and results that this habit produces explains why the institutions these two men founded, the Calvinist church and the Jesuit order, came to dominate Europe within 30 years.
Practiced consistently, this simple method will show you within a fairly short period of time, maybe two or three years, where your strengths lie—and this is the most important thing to know. The method will show you what you are doing or failing to do that deprives you of the full benefits of your strengths. It will show you where you are not particularly competent. And finally, it will show you where you have no strengths and cannot perform.
Several implications for action follow from feedback analysis. First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results.
Second, work on improving your strengths. Analysis will rapidly show where you need to improve skills or acquire new ones. It will also show the gaps in your knowledge—and those can usually be filled. Mathematicians are born, but everyone can learn trigonometry.
Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it. Far too many people—especially people with great expertise in one area—are contemptuous of knowledge in other areas or believe that being bright is a substitute for knowledge. First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human beings, they believe, are much too disorderly for the good engineering mind. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths.
It is equally essential to remedy your bad habits—the things you do or fail to do that inhibit your effectiveness and performance. Such habits will quickly show up in the feedback. For example, a planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work. This planner will have to learn that the work does not stop when the plan is completed. He must find people to carry out the plan and explain it to them. He must adapt and change it as he puts it into action. And finally, he must decide when to stop pushing the plan.
At the same time, feedback will also reveal when the problem is a lack of manners. Manners are the lubricating oil of an organization. It is a law of nature that two moving bodies in contact with each other create friction. This is as true for human beings as it is for inanimate objects. Manners—simple things like saying “please” and “thank you” and knowing a person’s name or asking after her family—enable two people to work together whether they like each other or not. Bright people, especially bright young people, often do not understand this. If analysis shows that someone’s brilliant work fails again and again as soon as cooperation from others is required, it probably indicates a lack of courtesy—that is, a lack of manners.
Comparing your expectations with your results also indicates what not to do. We all have a vast number of areas in which we have no talent or skill and little chance of becoming even mediocre. In those areas a person—and especially a knowledge worker—should not take on work, jobs, and assignments. One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. And yet most people—especially most teachers and most organizations—concentrate on making incompetent performers into mediocre ones. Energy, resources, and time should go instead to making a competent person into a star performer.
It takes far more energy to improve from incompetence to mediocrity than to improve from first-rate performance to excellence.
How Do I Perform?
Amazingly few people know how they get things done. Indeed, most of us do not even know that different people work and perform differently. Too many people work in ways that are not their ways, and that almost guarantees nonperformance. For knowledge workers, How do I perform? may be an even more important question than What are my strengths?
Like one’s strengths, how one performs is unique. It is a matter of personality. Whether personality be a matter of nature or nurture, it surely is formed long before a person goes to work. And how a person performs is a given, just as what a person is good at or not good at is a given. A person’s way of performing can be slightly modified, but it is unlikely to be completely changed—and certainly not easily. Just as people achieve results by doing what they are good at, they also achieve results by working in ways that they best perform. A few common personality traits usually determine how a person performs.
Amazingly few people know how they get things done. Indeed, most of us do not even know that different people work and perform differently. Too many people work in ways that are not their ways, and that almost guarantees nonperformance. For knowledge workers, How do I perform? may be an even more important question than What are my strengths?
Like one’s strengths, how one performs is unique. It is a matter of personality. Whether personality be a matter of nature or nurture, it surely is formed long before a person goes to work. And how a person performs is a given, just as what a person is good at or not good at is a given. A person’s way of performing can be slightly modified, but it is unlikely to be completely changed—and certainly not easily. Just as people achieve results by doing what they are good at, they also achieve results by working in ways that they best perform. A few common personality traits usually determine how a person performs.
Am I a reader or a listener?
The first thing to know is whether you are a reader or a listener. Far too few people even know that there are readers and listeners and that people are rarely both. Even fewer know which of the two they themselves are. But some examples will show how damaging such ignorance can be.
When Dwight Eisenhower was Supreme Commander of the Allied forces in Europe, he was the darling of the press. His press conferences were famous for their style—General Eisenhower showed total command of whatever question he was asked, and he was able to describe a situation and explain a policy in two or three beautifully polished and elegant sentences. Ten years later, the same journalists who had been his admirers held President Eisenhower in open contempt. He never addressed the questions, they complained, but rambled on endlessly about something else. And they constantly ridiculed him for butchering the King’s English in incoherent and ungrammatical answers.
Eisenhower apparently did not know that he was a reader, not a listener. When he was Supreme Commander in Europe, his aides made sure that every question from the press was presented in writing at least half an hour before a conference was to begin. And then Eisenhower was in total command. When he became president, he succeeded two listeners, Franklin D. Roosevelt and Harry Truman. Both men knew themselves to be listeners and both enjoyed free-for-all press conferences. Eisenhower may have felt that he had to do what his two predecessors had done. As a result, he never even heard the questions journalists asked. And Eisenhower is not even an extreme case of a nonlistener.
A few years later, Lyndon Johnson destroyed his presidency, in large measure, by not knowing that he was a listener. His predecessor, John Kennedy, was a reader who had assembled a brilliant group of writers as his assistants, making sure that they wrote to him before discussing their memos in person. Johnson kept these people on his staff—and they kept on writing. He never, apparently, understood one word of what they wrote. Yet as a senator, Johnson had been superb; for parliamentarians have to be, above all, listeners.
Few listeners can be made, or can make themselves, into competent readers—and vice versa. The listener who tries to be a reader will, therefore, suffer the fate of Lyndon Johnson, whereas the reader who tries to be a listener will suffer the fate of Dwight Eisenhower. They will not perform or achieve.
The first thing to know is whether you are a reader or a listener. Far too few people even know that there are readers and listeners and that people are rarely both. Even fewer know which of the two they themselves are. But some examples will show how damaging such ignorance can be.
When Dwight Eisenhower was Supreme Commander of the Allied forces in Europe, he was the darling of the press. His press conferences were famous for their style—General Eisenhower showed total command of whatever question he was asked, and he was able to describe a situation and explain a policy in two or three beautifully polished and elegant sentences. Ten years later, the same journalists who had been his admirers held President Eisenhower in open contempt. He never addressed the questions, they complained, but rambled on endlessly about something else. And they constantly ridiculed him for butchering the King’s English in incoherent and ungrammatical answers.
Eisenhower apparently did not know that he was a reader, not a listener. When he was Supreme Commander in Europe, his aides made sure that every question from the press was presented in writing at least half an hour before a conference was to begin. And then Eisenhower was in total command. When he became president, he succeeded two listeners, Franklin D. Roosevelt and Harry Truman. Both men knew themselves to be listeners and both enjoyed free-for-all press conferences. Eisenhower may have felt that he had to do what his two predecessors had done. As a result, he never even heard the questions journalists asked. And Eisenhower is not even an extreme case of a nonlistener.
A few years later, Lyndon Johnson destroyed his presidency, in large measure, by not knowing that he was a listener. His predecessor, John Kennedy, was a reader who had assembled a brilliant group of writers as his assistants, making sure that they wrote to him before discussing their memos in person. Johnson kept these people on his staff—and they kept on writing. He never, apparently, understood one word of what they wrote. Yet as a senator, Johnson had been superb; for parliamentarians have to be, above all, listeners.
Few listeners can be made, or can make themselves, into competent readers—and vice versa. The listener who tries to be a reader will, therefore, suffer the fate of Lyndon Johnson, whereas the reader who tries to be a listener will suffer the fate of Dwight Eisenhower. They will not perform or achieve.
How do I learn?
The second thing to know about how one performs is to know how one learns. Many first-class writers—Winston Churchill is but one example—do poorly in school. They tend to remember their schooling as pure torture. Yet few of their classmates remember it the same way. They may not have enjoyed the school very much, but the worst they suffered was boredom. The explanation is that writers do not, as a rule, learn by listening and reading. They learn by writing. Because schools do not allow them to learn this way, they get poor grades.
Schools everywhere are organized on the assumption that there is only one right way to learn and that it is the same way for everybody. But to be forced to learn the way a school teaches is sheer hell for students who learn differently. Indeed, there are probably half a dozen different ways to learn.
There are people, like Churchill, who learn by writing. Some people learn by taking copious notes. Beethoven, for example, left behind an enormous number of sketchbooks, yet he said he never actually looked at them when he composed. Asked why he kept them, he is reported to have replied, “If I don’t write it down immediately, I forget it right away. If I put it into a sketchbook, I never forget it and I never have to look it up again.” Some people learn by doing. Others learn by hearing themselves talk.
A chief executive I know who converted a small and mediocre family business into the leading company in its industry was one of those people who learn by talking. He was in the habit of calling his entire senior staff into his office once a week and then talking at them for two or three hours. He would raise policy issues and argue three different positions on each one. He rarely asked his associates for comments or questions; he simply needed an audience to hear himself talk. That’s how he learned. And although he is a fairly extreme case, learning through talking is by no means an unusual method. Successful trial lawyers learn the same way, as do many medical diagnosticians (and so do I).
Of all the important pieces of self-knowledge, understanding how you learn is the easiest to acquire. When I ask people, “How do you learn?” most of them know the answer. But when I ask, “Do you act on this knowledge?” few answer yes. And yet, acting on this knowledge is the key to performance; or rather, not acting on this knowledge condemns one to nonperformance.
Am I a reader or a listener? and How do I learn? are the first questions to ask. But they are by no means the only ones. To manage yourself effectively, you also have to ask, Do I work well with people, or am I a loner? And if you do work well with people, you then must ask, In what relationship?
Some people work best as subordinates. General George Patton, the great American military hero of World War II, is a prime example. Patton was America’s top troop commander. Yet when he was proposed for an independent command, General George Marshall, the U.S. chief of staff—and probably the most successful picker of men in U.S. history—said, “Patton is the best subordinate the American army has ever produced, but he would be the worst commander.”
Some people work best as team members. Others work best alone. Some are exceptionally talented as coaches and mentors; others are simply incompetent as mentors.
Another crucial question is, Do I produce results as a decision maker or as an adviser? A great many people perform best as advisers but cannot take the burden and pressure of making the decision. A good many other people, by contrast, need an adviser to force themselves to think; then they can make decisions and act on them with speed, self-confidence, and courage.
This is a reason, by the way, that the number two person in an organization often fails when promoted to the number one position. The top spot requires a decision maker. Strong decision makers often put somebody they trust into the number two spot as their adviser—and in that position the person is outstanding. But in the number one spot, the same person fails. He or she knows what the decision should be but cannot accept the responsibility of actually making it.
Other important questions to ask include, Do I perform well under stress, or do I need a highly structured and predictable environment? Do I work best in a big organization or a small one? Few people work well in all kinds of environments. Again and again, I have seen people who were very successful in large organizations flounder miserably when they moved into smaller ones. And the reverse is equally true.
The conclusion bears repeating: Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.
Do not try to change yourself—you are unlikely to succeed. Work to improve the way you perform.
The second thing to know about how one performs is to know how one learns. Many first-class writers—Winston Churchill is but one example—do poorly in school. They tend to remember their schooling as pure torture. Yet few of their classmates remember it the same way. They may not have enjoyed the school very much, but the worst they suffered was boredom. The explanation is that writers do not, as a rule, learn by listening and reading. They learn by writing. Because schools do not allow them to learn this way, they get poor grades.
Schools everywhere are organized on the assumption that there is only one right way to learn and that it is the same way for everybody. But to be forced to learn the way a school teaches is sheer hell for students who learn differently. Indeed, there are probably half a dozen different ways to learn.
There are people, like Churchill, who learn by writing. Some people learn by taking copious notes. Beethoven, for example, left behind an enormous number of sketchbooks, yet he said he never actually looked at them when he composed. Asked why he kept them, he is reported to have replied, “If I don’t write it down immediately, I forget it right away. If I put it into a sketchbook, I never forget it and I never have to look it up again.” Some people learn by doing. Others learn by hearing themselves talk.
A chief executive I know who converted a small and mediocre family business into the leading company in its industry was one of those people who learn by talking. He was in the habit of calling his entire senior staff into his office once a week and then talking at them for two or three hours. He would raise policy issues and argue three different positions on each one. He rarely asked his associates for comments or questions; he simply needed an audience to hear himself talk. That’s how he learned. And although he is a fairly extreme case, learning through talking is by no means an unusual method. Successful trial lawyers learn the same way, as do many medical diagnosticians (and so do I).
Of all the important pieces of self-knowledge, understanding how you learn is the easiest to acquire. When I ask people, “How do you learn?” most of them know the answer. But when I ask, “Do you act on this knowledge?” few answer yes. And yet, acting on this knowledge is the key to performance; or rather, not acting on this knowledge condemns one to nonperformance.
Am I a reader or a listener? and How do I learn? are the first questions to ask. But they are by no means the only ones. To manage yourself effectively, you also have to ask, Do I work well with people, or am I a loner? And if you do work well with people, you then must ask, In what relationship?
Some people work best as subordinates. General George Patton, the great American military hero of World War II, is a prime example. Patton was America’s top troop commander. Yet when he was proposed for an independent command, General George Marshall, the U.S. chief of staff—and probably the most successful picker of men in U.S. history—said, “Patton is the best subordinate the American army has ever produced, but he would be the worst commander.”
Some people work best as team members. Others work best alone. Some are exceptionally talented as coaches and mentors; others are simply incompetent as mentors.
Another crucial question is, Do I produce results as a decision maker or as an adviser? A great many people perform best as advisers but cannot take the burden and pressure of making the decision. A good many other people, by contrast, need an adviser to force themselves to think; then they can make decisions and act on them with speed, self-confidence, and courage.
This is a reason, by the way, that the number two person in an organization often fails when promoted to the number one position. The top spot requires a decision maker. Strong decision makers often put somebody they trust into the number two spot as their adviser—and in that position the person is outstanding. But in the number one spot, the same person fails. He or she knows what the decision should be but cannot accept the responsibility of actually making it.
Other important questions to ask include, Do I perform well under stress, or do I need a highly structured and predictable environment? Do I work best in a big organization or a small one? Few people work well in all kinds of environments. Again and again, I have seen people who were very successful in large organizations flounder miserably when they moved into smaller ones. And the reverse is equally true.
The conclusion bears repeating: Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.
Do not try to change yourself—you are unlikely to succeed. Work to improve the way you perform.
What Are My Values?
To be able to manage yourself, you finally have to ask, What are my values? This is not a question of ethics. With respect to ethics, the rules are the same for everybody, and the test is a simple one. I call it the “mirror test.”
In the early years of this century, the most highly respected diplomat of all the great powers was the German ambassador in London. He was clearly destined for great things—to become his country’s foreign minister, at least, if not its federal chancellor. Yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, “I refuse to see a pimp in the mirror in the morning when I shave.”
That is the mirror test. Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning? What is ethical behavior in one kind of organization or situation is ethical behavior in another. But ethics is only part of a value system—especially of an organization’s value system.
To work in an organization whose value system is unacceptable or incompatible with one’s own condemns a person both to frustration and to nonperformance.
Consider the experience of a highly successful human resources executive whose company was acquired by a bigger organization. After the acquisition, she was promoted to do the kind of work she did best, which included selecting people for important positions. The executive deeply believed that a company should hire people for such positions from the outside only after exhausting all the inside possibilities. But her new company believed in first looking outside “to bring in fresh blood.” There is something to be said for both approaches—in my experience, the proper one is to do some of both. They are, however, fundamentally incompatible—not as policies but as values. They bespeak different views of the relationship between organizations and people; different views of the responsibility of an organization to its people and their development; and different views of a person’s most important contribution to an enterprise. After several years of frustration, the executive quit—at considerable financial loss. Her values and the values of the organization simply were not compatible.
Similarly, whether a pharmaceutical company tries to obtain results by making constant, small improvements or by achieving occasional, highly expensive, and risky “breakthroughs” is not primarily an economic question. The results of either strategy may be pretty much the same. At bottom, there is a conflict between a value system that sees the company’s contribution in terms of helping physicians do better what they already do and a value system that is oriented toward making scientific discoveries.
Whether a business should be run for short-term results or with a focus on the long term is likewise a question of values. Financial analysts believe that businesses can be run for both simultaneously. Successful businesspeople know better. To be sure, every company has to produce short-term results. But in any conflict between short-term results and long-term growth, each company will determine its own priority. This is not primarily a disagreement about economics. It is fundamentally a value conflict regarding the function of a business and the responsibility of management.
Value conflicts are not limited to business organizations. One of the fastest-growing pastoral churches in the United States measures success by the number of new parishioners. Its leadership believes that what matters is how many newcomers join the congregation. The Good Lord will then minister to their spiritual needs or at least to the needs of a sufficient percentage. Another pastoral, evangelical church believes that what matters is people’s spiritual growth. The church eases out newcomers who join but do not enter into its spiritual life.
Again, this is not a matter of numbers. At first glance, it appears that the second church grows more slowly. But it retains a far larger proportion of newcomers than the first one does. Its growth, in other words, is more solid. This is also not a theological problem, or only secondarily so. It is a problem about values. In a public debate, one pastor argued, “Unless you first come to church, you will never find the gate to the Kingdom of Heaven.”
“No,” answered the other. “Until you first look for the gate to the Kingdom of Heaven, you don’t belong in church.”
Organizations, like people, have values. To be effective in an organization, a person’s values must be compatible with the organization’s values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results.
A person’s strengths and the way that person performs rarely conflict; the two are complementary. But there is sometimes a conflict between a person’s values and his or her strengths. What one does well—even very well and successfully—may not fit with one’s value system. In that case, the work may not appear to be worth devoting one’s life to (or even a substantial portion thereof).
What one does well—even very well and successfully—may not fit with one’s value system.
If I may, allow me to interject a personal note. Many years ago, I too had to decide between my values and what I was doing successfully. I was doing very well as a young investment banker in London in the mid-1930s, and the work clearly fit my strengths. Yet I did not see myself making a contribution as an asset manager. People, I realized, were what I valued, and I saw no point in being the richest man in the cemetery. I had no money and no other job prospects. Despite the continuing Depression, I quit—and it was the right thing to do. Values, in other words, are and should be the ultimate test.
To be able to manage yourself, you finally have to ask, What are my values? This is not a question of ethics. With respect to ethics, the rules are the same for everybody, and the test is a simple one. I call it the “mirror test.”
In the early years of this century, the most highly respected diplomat of all the great powers was the German ambassador in London. He was clearly destined for great things—to become his country’s foreign minister, at least, if not its federal chancellor. Yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, “I refuse to see a pimp in the mirror in the morning when I shave.”
That is the mirror test. Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning? What is ethical behavior in one kind of organization or situation is ethical behavior in another. But ethics is only part of a value system—especially of an organization’s value system.
To work in an organization whose value system is unacceptable or incompatible with one’s own condemns a person both to frustration and to nonperformance.
Consider the experience of a highly successful human resources executive whose company was acquired by a bigger organization. After the acquisition, she was promoted to do the kind of work she did best, which included selecting people for important positions. The executive deeply believed that a company should hire people for such positions from the outside only after exhausting all the inside possibilities. But her new company believed in first looking outside “to bring in fresh blood.” There is something to be said for both approaches—in my experience, the proper one is to do some of both. They are, however, fundamentally incompatible—not as policies but as values. They bespeak different views of the relationship between organizations and people; different views of the responsibility of an organization to its people and their development; and different views of a person’s most important contribution to an enterprise. After several years of frustration, the executive quit—at considerable financial loss. Her values and the values of the organization simply were not compatible.
Similarly, whether a pharmaceutical company tries to obtain results by making constant, small improvements or by achieving occasional, highly expensive, and risky “breakthroughs” is not primarily an economic question. The results of either strategy may be pretty much the same. At bottom, there is a conflict between a value system that sees the company’s contribution in terms of helping physicians do better what they already do and a value system that is oriented toward making scientific discoveries.
Whether a business should be run for short-term results or with a focus on the long term is likewise a question of values. Financial analysts believe that businesses can be run for both simultaneously. Successful businesspeople know better. To be sure, every company has to produce short-term results. But in any conflict between short-term results and long-term growth, each company will determine its own priority. This is not primarily a disagreement about economics. It is fundamentally a value conflict regarding the function of a business and the responsibility of management.
Value conflicts are not limited to business organizations. One of the fastest-growing pastoral churches in the United States measures success by the number of new parishioners. Its leadership believes that what matters is how many newcomers join the congregation. The Good Lord will then minister to their spiritual needs or at least to the needs of a sufficient percentage. Another pastoral, evangelical church believes that what matters is people’s spiritual growth. The church eases out newcomers who join but do not enter into its spiritual life.
Again, this is not a matter of numbers. At first glance, it appears that the second church grows more slowly. But it retains a far larger proportion of newcomers than the first one does. Its growth, in other words, is more solid. This is also not a theological problem, or only secondarily so. It is a problem about values. In a public debate, one pastor argued, “Unless you first come to church, you will never find the gate to the Kingdom of Heaven.”
“No,” answered the other. “Until you first look for the gate to the Kingdom of Heaven, you don’t belong in church.”
Organizations, like people, have values. To be effective in an organization, a person’s values must be compatible with the organization’s values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results.
A person’s strengths and the way that person performs rarely conflict; the two are complementary. But there is sometimes a conflict between a person’s values and his or her strengths. What one does well—even very well and successfully—may not fit with one’s value system. In that case, the work may not appear to be worth devoting one’s life to (or even a substantial portion thereof).
What one does well—even very well and successfully—may not fit with one’s value system.
If I may, allow me to interject a personal note. Many years ago, I too had to decide between my values and what I was doing successfully. I was doing very well as a young investment banker in London in the mid-1930s, and the work clearly fit my strengths. Yet I did not see myself making a contribution as an asset manager. People, I realized, were what I valued, and I saw no point in being the richest man in the cemetery. I had no money and no other job prospects. Despite the continuing Depression, I quit—and it was the right thing to do. Values, in other words, are and should be the ultimate test.
Where Do I Belong?
A small number of people know very early where they belong. Mathematicians, musicians, and cooks, for instance, are usually mathematicians, musicians, and cooks by the time they are four or five years old. Physicians usually decide on their careers in their teens, if not earlier. But most people, especially highly gifted people, do not really know where they belong until they are well past their mid-twenties. By that time, however, they should know the answers to the three questions: What are my strengths? How do I perform? and, What are my values? And then they can and should decide where they belong.
Or rather, they should be able to decide where they do not belong. The person who has learned that he or she does not perform well in a big organization should have learned to say no to a position in one. The person who has learned that he or she is not a decision maker should have learned to say no to a decision-making assignment. A General Patton (who probably never learned this himself) should have learned to say no to an independent command.
Equally important, knowing the answer to these questions enables a person to say to an opportunity, an offer, or an assignment, “Yes, I will do that. But this is the way I should be doing it. This is the way it should be structured. This is the way the relationships should be. These are the kind of results you should expect from me, and in this time frame, because this is who I am.”
Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person—hardworking and competent but otherwise mediocre—into an outstanding performer.
A small number of people know very early where they belong. Mathematicians, musicians, and cooks, for instance, are usually mathematicians, musicians, and cooks by the time they are four or five years old. Physicians usually decide on their careers in their teens, if not earlier. But most people, especially highly gifted people, do not really know where they belong until they are well past their mid-twenties. By that time, however, they should know the answers to the three questions: What are my strengths? How do I perform? and, What are my values? And then they can and should decide where they belong.
Or rather, they should be able to decide where they do not belong. The person who has learned that he or she does not perform well in a big organization should have learned to say no to a position in one. The person who has learned that he or she is not a decision maker should have learned to say no to a decision-making assignment. A General Patton (who probably never learned this himself) should have learned to say no to an independent command.
Equally important, knowing the answer to these questions enables a person to say to an opportunity, an offer, or an assignment, “Yes, I will do that. But this is the way I should be doing it. This is the way it should be structured. This is the way the relationships should be. These are the kind of results you should expect from me, and in this time frame, because this is who I am.”
Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person—hardworking and competent but otherwise mediocre—into an outstanding performer.
What Should I Contribute?
Throughout history, the great majority of people never had to ask the question, What should I contribute? They were told what to contribute, and their tasks were dictated either by the work itself—as it was for the peasant or artisan—or by a master or a mistress—as it was for domestic servants. And until very recently, it was taken for granted that most people were subordinates who did as they were told. Even in the 1950s and 1960s, the new knowledge workers (the so-called organization men) looked to their company’s personnel department to plan their careers.
Then in the late 1960s, no one wanted to be told what to do any longer. Young men and women began to ask, What do Iwant to do? And what they heard was that the way to contribute was to “do your own thing.” But this solution was as wrong as the organization men’s had been. Very few of the people who believed that doing one’s own thing would lead to contribution, self-fulfillment, and success achieved any of the three.
But still, there is no return to the old answer of doing what you are told or assigned to do. Knowledge workers in particular have to learn to ask a question that has not been asked before: What should my contribution be? To answer it, they must address three distinct elements: What does the situation require? Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? And finally, What results have to be achieved to make a difference?
Consider the experience of a newly appointed hospital administrator. The hospital was big and prestigious, but it had been coasting on its reputation for 30 years. The new administrator decided that his contribution should be to establish a standard of excellence in one important area within two years. He chose to focus on the emergency room, which was big, visible, and sloppy. He decided that every patient who came into the ER had to be seen by a qualified nurse within 60 seconds. Within 12 months, the hospital’s emergency room had become a model for all hospitals in the United States, and within another two years, the whole hospital had been transformed.
As this example suggests, it is rarely possible—or even particularly fruitful—to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question in most cases should be, Where and how can I achieve results that will make a difference within the next year and a half? The answer must balance several things. First, the results should be hard to achieve—they should require “stretching,” to use the current buzzword. But also, they should be within reach. To aim at results that cannot be achieved—or that can be only under the most unlikely circumstances—is not being ambitious; it is being foolish. Second, the results should be meaningful. They should make a difference. Finally, results should be visible and, if at all possible, measurable. From this will come a course of action: what to do, where and how to start, and what goals and deadlines to set.
Throughout history, the great majority of people never had to ask the question, What should I contribute? They were told what to contribute, and their tasks were dictated either by the work itself—as it was for the peasant or artisan—or by a master or a mistress—as it was for domestic servants. And until very recently, it was taken for granted that most people were subordinates who did as they were told. Even in the 1950s and 1960s, the new knowledge workers (the so-called organization men) looked to their company’s personnel department to plan their careers.
Then in the late 1960s, no one wanted to be told what to do any longer. Young men and women began to ask, What do Iwant to do? And what they heard was that the way to contribute was to “do your own thing.” But this solution was as wrong as the organization men’s had been. Very few of the people who believed that doing one’s own thing would lead to contribution, self-fulfillment, and success achieved any of the three.
But still, there is no return to the old answer of doing what you are told or assigned to do. Knowledge workers in particular have to learn to ask a question that has not been asked before: What should my contribution be? To answer it, they must address three distinct elements: What does the situation require? Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? And finally, What results have to be achieved to make a difference?
Consider the experience of a newly appointed hospital administrator. The hospital was big and prestigious, but it had been coasting on its reputation for 30 years. The new administrator decided that his contribution should be to establish a standard of excellence in one important area within two years. He chose to focus on the emergency room, which was big, visible, and sloppy. He decided that every patient who came into the ER had to be seen by a qualified nurse within 60 seconds. Within 12 months, the hospital’s emergency room had become a model for all hospitals in the United States, and within another two years, the whole hospital had been transformed.
As this example suggests, it is rarely possible—or even particularly fruitful—to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question in most cases should be, Where and how can I achieve results that will make a difference within the next year and a half? The answer must balance several things. First, the results should be hard to achieve—they should require “stretching,” to use the current buzzword. But also, they should be within reach. To aim at results that cannot be achieved—or that can be only under the most unlikely circumstances—is not being ambitious; it is being foolish. Second, the results should be meaningful. They should make a difference. Finally, results should be visible and, if at all possible, measurable. From this will come a course of action: what to do, where and how to start, and what goals and deadlines to set.
Responsibility for Relationships
Very few people work by themselves and achieve results by themselves—a few great artists, a few great scientists, a few great athletes. Most people work with others and are effective with other people. That is true whether they are members of an organization or independently employed. Managing yourself requires taking responsibility for relationships. This has two parts.
The first is to accept the fact that other people are as much individuals as you yourself are. They perversely insist on behaving like human beings. This means that they too have their strengths; they too have their ways of getting things done; they too have their values. To be effective, therefore, you have to know the strengths, the performance modes, and the values of your coworkers.
That sounds obvious, but few people pay attention to it. Typical is the person who was trained to write reports in his or her first assignment because that boss was a reader. Even if the next boss is a listener, the person goes on writing reports that, invariably, produce no results. Invariably the boss will think the employee is stupid, incompetent, and lazy, and he or she will fail. But that could have been avoided if the employee had only looked at the new boss and analyzed how this boss performs.
Bosses are neither a title on the organization chart nor a “function.” They are individuals and are entitled to do their work in the way they do it best. It is incumbent on the people who work with them to observe them, to find out how they work, and to adapt themselves to what makes their bosses most effective. This, in fact, is the secret of “managing” the boss.
The same holds true for all your coworkers. Each works his or her way, not your way. And each is entitled to work in his or her way. What matters is whether they perform and what their values are. As for how they perform—each is likely to do it differently. The first secret of effectiveness is to understand the people you work with and depend on so that you can make use of their strengths, their ways of working, and their values. Working relationships are as much based on the people as they are on the work.
The first secret of effectiveness is to understand the people you work with so that you can make use of their strengths.
The second part of relationship responsibility is taking responsibility for communication. Whenever I, or any other consultant, start to work with an organization, the first thing I hear about are all the personality conflicts. Most of these arise from the fact that people do not know what other people are doing and how they do their work, or what contribution the other people are concentrating on and what results they expect. And the reason they do not know is that they have not asked and therefore have not been told.
This failure to ask reflects human stupidity less than it reflects human history. Until recently, it was unnecessary to tell any of these things to anybody. In the medieval city, everyone in a district plied the same trade. In the countryside, everyone in a valley planted the same crop as soon as the frost was out of the ground. Even those few people who did things that were not “common” worked alone, so they did not have to tell anyone what they were doing.
Today the great majority of people work with others who have different tasks and responsibilities. The marketing vice president may have come out of sales and know everything about sales, but she knows nothing about the things she has never done—pricing, advertising, packaging, and the like. So the people who do these things must make sure that the marketing vice president understands what they are trying to do, why they are trying to do it, how they are going to do it, and what results to expect.
If the marketing vice president does not understand what these high-grade knowledge specialists are doing, it is primarily their fault, not hers. They have not educated her. Conversely, it is the marketing vice president’s responsibility to make sure that all of her coworkers understand how she looks at marketing: what her goals are, how she works, and what she expects of herself and of each one of them.
Even people who understand the importance of taking responsibility for relationships often do not communicate sufficiently with their associates. They are afraid of being thought presumptuous or inquisitive or stupid. They are wrong. Whenever someone goes to his or her associates and says, “This is what I am good at. This is how I work. These are my values. This is the contribution I plan to concentrate on and the results I should be expected to deliver,” the response is always, “This is most helpful. But why didn’t you tell me earlier?”
And one gets the same reaction—without exception, in my experience—if one continues by asking, “And what do I need to know about your strengths, how you perform, your values, and your proposed contribution?” In fact, knowledge workers should request this of everyone with whom they work, whether as subordinate, superior, colleague, or team member. And again, whenever this is done, the reaction is always, “Thanks for asking me. But why didn’t you ask me earlier?”
Organizations are no longer built on force but on trust. The existence of trust between people does not necessarily mean that they like one another. It means that they understand one another. Taking responsibility for relationships is therefore an absolute necessity. It is a duty. Whether one is a member of the organization, a consultant to it, a supplier, or a distributor, one owes that responsibility to all one’s coworkers: those whose work one depends on as well as those who depend on one’s own work.
Very few people work by themselves and achieve results by themselves—a few great artists, a few great scientists, a few great athletes. Most people work with others and are effective with other people. That is true whether they are members of an organization or independently employed. Managing yourself requires taking responsibility for relationships. This has two parts.
The first is to accept the fact that other people are as much individuals as you yourself are. They perversely insist on behaving like human beings. This means that they too have their strengths; they too have their ways of getting things done; they too have their values. To be effective, therefore, you have to know the strengths, the performance modes, and the values of your coworkers.
That sounds obvious, but few people pay attention to it. Typical is the person who was trained to write reports in his or her first assignment because that boss was a reader. Even if the next boss is a listener, the person goes on writing reports that, invariably, produce no results. Invariably the boss will think the employee is stupid, incompetent, and lazy, and he or she will fail. But that could have been avoided if the employee had only looked at the new boss and analyzed how this boss performs.
Bosses are neither a title on the organization chart nor a “function.” They are individuals and are entitled to do their work in the way they do it best. It is incumbent on the people who work with them to observe them, to find out how they work, and to adapt themselves to what makes their bosses most effective. This, in fact, is the secret of “managing” the boss.
The same holds true for all your coworkers. Each works his or her way, not your way. And each is entitled to work in his or her way. What matters is whether they perform and what their values are. As for how they perform—each is likely to do it differently. The first secret of effectiveness is to understand the people you work with and depend on so that you can make use of their strengths, their ways of working, and their values. Working relationships are as much based on the people as they are on the work.
The first secret of effectiveness is to understand the people you work with so that you can make use of their strengths.
The second part of relationship responsibility is taking responsibility for communication. Whenever I, or any other consultant, start to work with an organization, the first thing I hear about are all the personality conflicts. Most of these arise from the fact that people do not know what other people are doing and how they do their work, or what contribution the other people are concentrating on and what results they expect. And the reason they do not know is that they have not asked and therefore have not been told.
This failure to ask reflects human stupidity less than it reflects human history. Until recently, it was unnecessary to tell any of these things to anybody. In the medieval city, everyone in a district plied the same trade. In the countryside, everyone in a valley planted the same crop as soon as the frost was out of the ground. Even those few people who did things that were not “common” worked alone, so they did not have to tell anyone what they were doing.
Today the great majority of people work with others who have different tasks and responsibilities. The marketing vice president may have come out of sales and know everything about sales, but she knows nothing about the things she has never done—pricing, advertising, packaging, and the like. So the people who do these things must make sure that the marketing vice president understands what they are trying to do, why they are trying to do it, how they are going to do it, and what results to expect.
If the marketing vice president does not understand what these high-grade knowledge specialists are doing, it is primarily their fault, not hers. They have not educated her. Conversely, it is the marketing vice president’s responsibility to make sure that all of her coworkers understand how she looks at marketing: what her goals are, how she works, and what she expects of herself and of each one of them.
Even people who understand the importance of taking responsibility for relationships often do not communicate sufficiently with their associates. They are afraid of being thought presumptuous or inquisitive or stupid. They are wrong. Whenever someone goes to his or her associates and says, “This is what I am good at. This is how I work. These are my values. This is the contribution I plan to concentrate on and the results I should be expected to deliver,” the response is always, “This is most helpful. But why didn’t you tell me earlier?”
And one gets the same reaction—without exception, in my experience—if one continues by asking, “And what do I need to know about your strengths, how you perform, your values, and your proposed contribution?” In fact, knowledge workers should request this of everyone with whom they work, whether as subordinate, superior, colleague, or team member. And again, whenever this is done, the reaction is always, “Thanks for asking me. But why didn’t you ask me earlier?”
Organizations are no longer built on force but on trust. The existence of trust between people does not necessarily mean that they like one another. It means that they understand one another. Taking responsibility for relationships is therefore an absolute necessity. It is a duty. Whether one is a member of the organization, a consultant to it, a supplier, or a distributor, one owes that responsibility to all one’s coworkers: those whose work one depends on as well as those who depend on one’s own work.
The Second Half of Your Life
When work for most people meant manual labor, there was no need to worry about the second half of your life. You simply kept on doing what you had always done. And if you were lucky enough to survive 40 years of hard work in the mill or on the railroad, you were quite happy to spend the rest of your life doing nothing. Today, however, most work is knowledge work, and knowledge workers are not “finished” after 40 years on the job, they are merely bored.
We hear a great deal of talk about the midlife crisis of the executive. It is mostly boredom. At 45, most executives have reached the peak of their business careers, and they know it. After 20 years of doing very much the same kind of work, they are very good at their jobs. But they are not learning or contributing or deriving challenge and satisfaction from the job. And yet they are still likely to face another 20 if not 25 years of work. That is why managing oneself increasingly leads one to begin a second career.
There are three ways to develop a second career. The first is actually to start one. Often this takes nothing more than moving from one kind of organization to another: the divisional controller in a large corporation, for instance, becomes the controller of a medium-sized hospital. But there are also growing numbers of people who move into different lines of work altogether: the business executive or government official who enters the ministry at 45, for instance; or the midlevel manager who leaves corporate life after 20 years to attend law school and become a small-town attorney.
We will see many more second careers undertaken by people who have achieved modest success in their first jobs. Such people have substantial skills, and they know how to work. They need a community—the house is empty with the children gone—and they need income as well. But above all, they need challenge.
The second way to prepare for the second half of your life is to develop a parallel career. Many people who are very successful in their first careers stay in the work they have been doing, either on a full-time or part-time or consulting basis. But in addition, they create a parallel job, usually in a nonprofit organization, that takes another ten hours of work a week. They might take over the administration of their church, for instance, or the presidency of the local Girl Scouts council. They might run the battered women’s shelter, work as a children’s librarian for the local public library, sit on the school board, and so on.
People who manage the second half of their lives may always be a minority. The majority may “retire on the job” and count the years until their actual retirement. But it is this minority, the men and women who see a long working-life expectancy as an opportunity both for themselves and for society, who will become leaders and models. Finally, there are the social entrepreneurs. These are usually people who have been very successful in their first careers. They love their work, but it no longer challenges them. In many cases they keep on doing what they have been doing all along but spend less and less of their time on it. They also start another activity, usually a nonprofit. My friend Bob Buford, for example, built a very successful television company that he still runs. But he has also founded and built a successful nonprofit organization that works with Protestant churches, and he is building another to teach social entrepreneurs how to manage their own nonprofit ventures while still running their original businesses.
There is one prerequisite for managing the second half of your life: You must begin long before you enter it. When it first became clear 30 years ago that working-life expectancies were lengthening very fast, many observers (including myself) believed that retired people would increasingly become volunteers for nonprofit institutions. That has not happened. If one does not begin to volunteer before one is 40 or so, one will not volunteer once past 60.
There is one prerequisite for managing the second half of your life: You must begin doing so long before you enter it.
Similarly, all the social entrepreneurs I know began to work in their chosen second enterprise long before they reached their peak in their original business. Consider the example of a successful lawyer, the legal counsel to a large corporation, who has started a venture to establish model schools in his state. He began to do volunteer legal work for the schools when he was around 35. He was elected to the school board at age 40. At age 50, when he had amassed a fortune, he started his own enterprise to build and to run model schools. He is, however, still working nearly full-time as the lead counsel in the company he helped found as a young lawyer.
There is another reason to develop a second major interest, and to develop it early. No one can expect to live very long without experiencing a serious setback in his or her life or work. There is the competent engineer who is passed over for promotion at age 45. There is the competent college professor who realizes at age 42 that she will never get a professorship at a big university, even though she may be fully qualified for it. There are tragedies in one’s family life: the breakup of one’s marriage or the loss of a child. At such times, a second major interest—not just a hobby—may make all the difference. The engineer, for example, now knows that he has not been very successful in his job. But in his outside activity—as church treasurer, for example—he is a success. One’s family may break up, but in that outside activity there is still a community.
In a society in which success has become so terribly important, having options will become increasingly vital. Historically, there was no such thing as “success.” The overwhelming majority of people did not expect anything but to stay in their “proper station,” as an old English prayer has it. The only mobility was downward mobility.
In a knowledge society, however, we expect everyone to be a success. This is clearly an impossibility. For a great many people, there is at best an absence of failure. Wherever there is success, there has to be failure. And then it is vitally important for the individual, and equally for the individual’s family, to have an area in which he or she can contribute, make a difference, and be somebody. That means finding a second area—whether in a second career, a parallel career, or a social venture—that offers an opportunity for being a leader, for being respected, for being a success.
But today the opposite is true. Knowledge workers outlive organizations, and they are mobile. The need to manage oneself is therefore creating a revolution in human affairs.The challenges of managing oneself may seem obvious, if not elementary. And the answers may seem self-evident to the point of appearing naïve. But managing oneself requires new and unprecedented things from the individual, and especially from the knowledge worker. In effect, managing oneself demands that each knowledge worker think and behave like a chief executive officer. Further, the shift from manual workers who do as they are told to knowledge workers who have to manage themselves profoundly challenges social structure. Every existing society, even the most individualistic one, takes two things for granted, if only subconsciously: that organizations outlive workers, and that most people stay put.
When work for most people meant manual labor, there was no need to worry about the second half of your life. You simply kept on doing what you had always done. And if you were lucky enough to survive 40 years of hard work in the mill or on the railroad, you were quite happy to spend the rest of your life doing nothing. Today, however, most work is knowledge work, and knowledge workers are not “finished” after 40 years on the job, they are merely bored.
We hear a great deal of talk about the midlife crisis of the executive. It is mostly boredom. At 45, most executives have reached the peak of their business careers, and they know it. After 20 years of doing very much the same kind of work, they are very good at their jobs. But they are not learning or contributing or deriving challenge and satisfaction from the job. And yet they are still likely to face another 20 if not 25 years of work. That is why managing oneself increasingly leads one to begin a second career.
There are three ways to develop a second career. The first is actually to start one. Often this takes nothing more than moving from one kind of organization to another: the divisional controller in a large corporation, for instance, becomes the controller of a medium-sized hospital. But there are also growing numbers of people who move into different lines of work altogether: the business executive or government official who enters the ministry at 45, for instance; or the midlevel manager who leaves corporate life after 20 years to attend law school and become a small-town attorney.
We will see many more second careers undertaken by people who have achieved modest success in their first jobs. Such people have substantial skills, and they know how to work. They need a community—the house is empty with the children gone—and they need income as well. But above all, they need challenge.
The second way to prepare for the second half of your life is to develop a parallel career. Many people who are very successful in their first careers stay in the work they have been doing, either on a full-time or part-time or consulting basis. But in addition, they create a parallel job, usually in a nonprofit organization, that takes another ten hours of work a week. They might take over the administration of their church, for instance, or the presidency of the local Girl Scouts council. They might run the battered women’s shelter, work as a children’s librarian for the local public library, sit on the school board, and so on.
People who manage the second half of their lives may always be a minority. The majority may “retire on the job” and count the years until their actual retirement. But it is this minority, the men and women who see a long working-life expectancy as an opportunity both for themselves and for society, who will become leaders and models. Finally, there are the social entrepreneurs. These are usually people who have been very successful in their first careers. They love their work, but it no longer challenges them. In many cases they keep on doing what they have been doing all along but spend less and less of their time on it. They also start another activity, usually a nonprofit. My friend Bob Buford, for example, built a very successful television company that he still runs. But he has also founded and built a successful nonprofit organization that works with Protestant churches, and he is building another to teach social entrepreneurs how to manage their own nonprofit ventures while still running their original businesses.
There is one prerequisite for managing the second half of your life: You must begin long before you enter it. When it first became clear 30 years ago that working-life expectancies were lengthening very fast, many observers (including myself) believed that retired people would increasingly become volunteers for nonprofit institutions. That has not happened. If one does not begin to volunteer before one is 40 or so, one will not volunteer once past 60.
There is one prerequisite for managing the second half of your life: You must begin doing so long before you enter it.
Similarly, all the social entrepreneurs I know began to work in their chosen second enterprise long before they reached their peak in their original business. Consider the example of a successful lawyer, the legal counsel to a large corporation, who has started a venture to establish model schools in his state. He began to do volunteer legal work for the schools when he was around 35. He was elected to the school board at age 40. At age 50, when he had amassed a fortune, he started his own enterprise to build and to run model schools. He is, however, still working nearly full-time as the lead counsel in the company he helped found as a young lawyer.
There is another reason to develop a second major interest, and to develop it early. No one can expect to live very long without experiencing a serious setback in his or her life or work. There is the competent engineer who is passed over for promotion at age 45. There is the competent college professor who realizes at age 42 that she will never get a professorship at a big university, even though she may be fully qualified for it. There are tragedies in one’s family life: the breakup of one’s marriage or the loss of a child. At such times, a second major interest—not just a hobby—may make all the difference. The engineer, for example, now knows that he has not been very successful in his job. But in his outside activity—as church treasurer, for example—he is a success. One’s family may break up, but in that outside activity there is still a community.
In a society in which success has become so terribly important, having options will become increasingly vital. Historically, there was no such thing as “success.” The overwhelming majority of people did not expect anything but to stay in their “proper station,” as an old English prayer has it. The only mobility was downward mobility.
In a knowledge society, however, we expect everyone to be a success. This is clearly an impossibility. For a great many people, there is at best an absence of failure. Wherever there is success, there has to be failure. And then it is vitally important for the individual, and equally for the individual’s family, to have an area in which he or she can contribute, make a difference, and be somebody. That means finding a second area—whether in a second career, a parallel career, or a social venture—that offers an opportunity for being a leader, for being respected, for being a success.
But today the opposite is true. Knowledge workers outlive organizations, and they are mobile. The need to manage oneself is therefore creating a revolution in human affairs.The challenges of managing oneself may seem obvious, if not elementary. And the answers may seem self-evident to the point of appearing naïve. But managing oneself requires new and unprecedented things from the individual, and especially from the knowledge worker. In effect, managing oneself demands that each knowledge worker think and behave like a chief executive officer. Further, the shift from manual workers who do as they are told to knowledge workers who have to manage themselves profoundly challenges social structure. Every existing society, even the most individualistic one, takes two things for granted, if only subconsciously: that organizations outlive workers, and that most people stay put.
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