Waiting to be discovered, hoping to be seen, wishing someone else would do the work, wanting to make it big while dreaming of being rich and famous just like your heroes is submissive, passive, foolish, weak, and ineffective. Take your desire for your dreams, your goals, and your ambition, then make them fuel for the fire to light your ass up, to get to work and on the path to make it happen.���������������������������������������������������������������������� ��� ����� ���� ���� ���� ��� ������ ����� ���� ���� ���� ��� ����� ��� ���� ����� ��� ����� ��� �����������������������������������������������������������������������������������������������������������������������������
The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information.The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business.These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.
I believe that life is all about perception and timing. That good things come to those who act and that life’s about more than collecting a paycheck. I believe that the only person you’re destined to become is the one that you decide to be. That if you try hard enough you can convince yourself of anything. That having patience doesn’t make you a hero nor does it make you a doormat. I believe that not showing love proves you’re weak and belittling others doesn’t make you strong. That you are never as far away from people as the miles may suggest. That life’s too short to read awful books, listen to terrible music, or be around uninspiring people. I believe that where you start has little impact on where you finish. That sometimes the best thing you can do is walk away. That you can never be overdressed or overeducated. I believe that the cure for anything is salt water; sweat, tears, or the sea. That you should never let your memories be greater than your dreams. And that you should always choose adventure.
I think it all basically breaks down to something like this: You have to look and feel great first. If you eat well, exercise and get enough sleep, you will have ample energy and the proper self-confidence to create and produce beyond your wildest dreams! Looking great and radiating positive energy, while presenting your highest quality work, is what will always make you the most valuable and only logical choice in whatever it is that you reach for.
It’s time to be the leader of your own journey. There are far too many capable people who don’t pursue their dreams and goals because they let their fears and others talk them out of it. They give up before they even try, and simply let life’s river flow them downstream. Choose to be stronger than that and swim upstream when you have to. Choose to do the things in life that move you and make you happy. Let others lead small lives and argue over small things. Let others cry over small wounds and leave their future in someone else’s hands. If you don’t take the initiative to make your own dreams a reality, you will end up working for someone else, making their dreams reality.