Run, Run, Run.
I like to move. I enjoy the rush, the sense of urgency. Guests depend on me for drinks that ease tensions on first dates, for warm food when they’re hungry and for quick payments before they leave for the next part of the evening. I often feel the adrenaline rush through my body as I set up a table in time for the next group of eager eaters, before the couple on table 6 finish their starters and in time to take the next order of drinks. A system develops in my head of how I move my body, and the economy of my physique. One cover after the next, we turn the tables – a Fordist production line of good times, romance, business partnerships, birthday celebrations, or whatever…. There’s an hour between one booking and the next- a few people walk in – ‘of course you may come in!’, the manager will exclaim. It’s non-stop.
But , I DO get Exhausted. This is my 8th shift without a day off and I can feel it in my bones. I’ve had very few breaks and my shifts have varied between 8 and 13 hours in length. Over and over again, we crack the same smile and fake a laugh to massage the bloated egos of dreadful guests. My body is aching, it’s stiff, my legs feel as if they’re about to seize up from all the running and I haven’t even had a moment to drink water, let alone visit the toilet. I feel like I’m losing my mind. I’ve made a few silly mistakes now. Everyone thinks I’m stupid. The mistakes seem trivial but in the heat of the moment they create earthquakes. Managers can be particularly brutal. Today I slowed down my pace for one moment as I was clearing a table and the head chef handled me into the kitchen to carry out a task quicker. He actually grabbed me by my waist, took the plate from my hand and threw it into the sink so that I would take his dish from the pass quicker. For many – and at least on the surface- this treatment is totally normalised.
The headwaiter said I’m on the wrong side of hospitality and joked that the man is French. I must say, since starting this journey my skin has hardened considerably. These incidents are not isolated they are all too commonplace. On a regular basis our superiors will bark, ‘wake up’ and we’ll be laughed at for saying we’re tired, or made to feel lazy for asking for a break. There’s very little in the way of humanity or dignity in the way we hospitality workers are treated, even though the product of our labour is based solely on feeding the soul and body. It’s a bit like a microcosm, completely hidden from the everyday world. A different moral code exists – a different legal code exists, even! Behind the pretty exterior, the smiling faces and elegant performance there’s a sweatshop where basic rights are ignored on an everyday level to make way for 'business needs'.
They say it’s hospitality, and that’s just the way it is - it’s a high stress, high pressure environment and it’s not for everyone. But is it really that things are just the way they are? Is it really necessary to be understaffed EVERY SUMMER? To be pushed to the limit every week during a busy period, to work 70-80 hours straight? How long should it take for one person to polish 700 pieces of silver?
And what exactly does the business even get from an exhausted workforce? Tonight I was a mess. I looked like shit and my work dress was filthy, because I simply didn’t have time to wash it. I’ve been using wet wipes to remove stains as my life pattern has consisted of nothing, but sleep- work -sleep -work.
We’re dazzled by the exclusivity, the clientele – it’s a regular hang out for the coolest of rising stars and seasoned celebs- models, artists, film stars, designers. We’re expected to work for free because this place is special. The service charge is taken from us. The payment we take from providing good service to guests is absorbed by the company and used to top up managers wages. On rare occasions we get a pat on the back for all our hard work on a 12 hour shift, but we're not yet worthy of a full break. Rather, we’re made to feel guilty for asking for one. Our work load can double or even treble, arbitrarily. It’s not humane, but we put up with it, because we have to. It’s modern day slavery. And what if I told you we are made up primarily of migrants? Cheap, imported labour. A waitress from Poland told me that on some mornings she wakes up and her eyes are swollen, that she thinks she cries in her sleep, whilst she’s dreaming. Many are trying to flee poverty and the company exploits this. We need a union now!
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Deletehttps://www.youtube.com/watch?v=Urgf5zoJNzU
DeleteAll I have to say is well done to those who managed to pull themselves out of this industry!!
Deletehttps://www.youtube.com/watch?v=LskiNHuiWaY&pp=0gcJCa0JAYcqIYzv
DeleteA little weird but important to address I guess?
https://youtu.be/Lm3i7WzMO00
DeleteAnother genius idea!
Deletehttps://www.youtube.com/watch?v=uwxzadwBFX4
DeleteYou never know what's going on behind those pair of eyes!
DeleteYeah I know, X-men is shite but you get the idea!
Deletehttps://ia803203.us.archive.org/20/items/the-art-of-seduction-robert-greene/the-art-of-seduction-robert-greene.pdf
DeleteHard to believe that a book like this actually exists!
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You do not want to get married at 22! Especially if you're famous, because girls are going to be throwing themselves at you. ~Usain Bolt
DeleteThen hammer throw them far far away!
Shouldn't have to throw super far in order for them to go for someone else!
DeleteBut seriously, 22 is too young to get married, surely??
DeleteWhere are the standards??
Deletehttps://youtu.be/E9gumlr-mrc?si=dZdgPvpVKmv2TTgU
DeleteAsk yourself this, do they look anything like tablet girl?
https://www.youtube.com/watch?v=H_yuOyHIbQQ
DeleteSomeone needs to get their act together!
DeleteAnd ask yourself, do any of them do civil engineering?!
DeleteI'm joking. That doesn't mean anything!
DeleteAlso, jokes aside. Do you realize how hard it is for a non-international student to end up with an international one???
DeleteIt's like trying to get a celebrity to be with a non-celebrity!
DeleteAlthough international and non-international cases are more likely, because the gap isn't as big!!
Delete"Do not think dishonestly."
DeleteJust a reminder, this means don't overestimate your abilities or you'll likely end up DEAD!!!
Wait, have I sent this before?
DeleteOh, actually, it doesn't matter, repeating isn't always a problem, god I suck.. I suck, I suck ...
DeleteAnd I say that because of Social dominance orientation!
DeleteRobert Altemeyer said that people with a high SDO want more power (agreeing with items such as "Winning is not the first thing; it’s the only thing").[15] These observations are at odds with conceptualisations of SDO as a group-based phenomenon, suggesting that the SDO reflects interpersonal dominance, not only group-based dominance. This is supported by Sidanius and Pratto's own evidence that high-SDO individuals tend to gravitate toward hierarchy-enhancing jobs and institutions, such as law enforcement, that are themselves hierarchically structured vis-a-vis individuals within them.
DeleteThey also tend to be more self-centred and are more 'tough-minded' compared to those who are high on Agreeableness, leading them to perceive the world to be a highly competitive place, where the way to success is through power and dominance – all of which predict SDO.[23]
DeleteLow Openness, by contrast, aligns more strongly with RWA; thinking in clear and straightforward moral codes that dictate how society as a system should function. Being low in Openness prompts the individual to value security, stability and control: fundamental elements of RWA.[23]
Felicia Pratto and her colleagues have found evidence that a high social dominance orientation is strongly correlated with conservative political views, and opposition to programs and policies that aim to promote equality (such as affirmative action, laws advocating equal rights for homosexuals, women in combat, etc.).[2]
DeleteMales are observed to be more socially hierarchical, as indicated by speaking time,[58] and yielding to interruptions.[59] Males higher average SDO levels has been suggested as an explanation for gender differences in support for policies; males are more likely to support military force, defence spending and the death penalty and less likely to support social welfare or minimum wage legislation, while females are more likely to believe in the reverse. This is because males, due to being more likely to have higher SDO scores, are more likely to view inequalities as the natural result of competition and thus are more likely to have a negative view of policies designed to mitigate or dilute the effects of competition.[60]
Deletehttps://youtu.be/4fAK1pSo_F0?si=VUn5N2_0uW68z7Im
DeleteIndividuals who score high in SDO desire to maintain and, in many cases, increase the differences between social statuses of different groups, as well as individual group members. Typically, they are greedy and seekers of power.[citation needed] People high in SDO also prefer hierarchical group orientations. Often, people who score high in SDO adhere strongly to belief in a "dog-eat-dog" world.[3] It has also been found that men are generally higher than women in SDO measures.[4][5] A study of undergraduates found that SDO does not have a strong positive relationship with authoritarianism.[2]
DeleteSDO correlates to higher prejudice against subordinate and disadvantaged groups, RWA correlates to higher prejudice against groups deemed threatening to traditional norms, while both are associated with increases in prejudice for "dissident" groups.[17][18][19]
DeleteRWA is also associated with religiosity, conservativism, righteousness, and, to some extent, a conscientious moral code, which distinguishes RWA from SDO.
DeleteFacets also distinguish SDO from RWA, with 'Dominators' (individuals high on SDO), but not 'Authoritarians' (individuals who score high on RWA), having been found to be lower in dutifulness, morality, sympathy and co-operation.[24]
DeleteResearch suggests that people high in SDO tend to support using violence in intergroup relations while those low in SDO oppose it; however, it has also been argued that people low in SDO can also support (and those high in it oppose) violence in some circumstances, if the violence is seen as a form of counterdominance. For example, Lebanese people low in SDO approved more strongly of terrorism against the West than Lebanese people high in SDO, seemingly because it entailed a low-status group (Lebanese) attacking a high-status one (Westerners).[29] Amongst Palestinians, lower SDO levels were correlated with more emotional hostility towards Israelis and more parochial empathy for Palestinians.[30]
Deletehttps://www.youtube.com/watch?v=HUti6vGctQM
DeleteYeah, I would gloss over the quantum part if I were you!
Deletehttps://www.youtube.com/watch?v=iMbcMMe0D_Y
DeleteExtra bit if you're interested!
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DeleteYou need context to understand!!
https://www.youtube.com/watch?v=oKKHgR67Znw
DeleteLike, I'm pretty sure it's impossible for a non-international student to end up with a Russian/Indian/Chinese student!!!
DeleteThe latter being international of course!
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Deletehttps://ia801503.us.archive.org/3/items/The33StrategiesOfWar_201801/The_33_Strategies_of_War.pdf
DeleteIt is not that we and our colleagues are ignoble creatures who fail to
Deletelive up to ideals of peace and selflessness, but that we cannot help the way
we are. We have aggressive impulses that are impossible to ignore or
repress. In the past, individuals could expect a group--the state, an
extended family, a company--to take care of them, but this is no longer the
case, and in this uncaring world we have to think first and foremost of
ourselves and our interests. What we need are not impossible and inhuman
ideals of peace and cooperation to live up to, and the confusion that brings
us, but rather practical knowledge on how to deal with conflict and the
daily battles we face. And this knowledge is not about how to be more
forceful in getting what we want or defending ourselves but rather how to
be more rational and strategic when it comes to conflict, channeling our
aggressive impulses instead of denying or repressing them. If there is an
ideal to aim for, it should be that of the strategic warrior, the man or
woman who manages difficult situations and people through deft and
intelligent maneuver.
[Strategy] is more than a science: it is the application of knowledge to
Deletepractical life, the development of thought capable of modifying the
original guiding idea in the light of ever-changing situations; it is the
art of acting under the pressure of the most difficult conditions.
Yeah, so basically it's being able to deal with dynamic situations, which is where the real intelligence is, contrary to popular belief!!!
DeleteMany psychologists and sociologists have argued that it is through
Deleteconflict that problems are often solved and real differences reconciled. Our
successes and failures in life can be traced to how well or how badly we
deal with the inevitable conflicts that confront us in society. The common
ways that people deal with them--trying to avoid all conflict, getting
emotional and lashing out, turning sly and manipulative--are all
counterproductive in the long run, because they are not under conscious
and rational control and often make the situation worse. Strategic warriors
operate much differently. They think ahead toward their long-term goals,
decide which fights to avoid and which are inevitable, know how to control
and channel their emotions. When forced to fight, they do so with
indirection and subtle maneuver, making their manipulations hard to trace.
If strategy is the art of getting results, of putting
Deleteideas into practice, then it should be spread far and wide, particularly
among those who have been traditionally kept ignorant of it, including
women. In the mythologies of almost all cultures, the great gods of war are
women, including Athena of ancient Greece. A woman's lack of interest in
strategy and war is not biological but social and perhaps political.
Instead of resisting the pull of strategy and the virtues of rational
warfare or imagining that it is beneath you, it is far better to confront its
necessity. Mastering the art will only make your life more peaceful and
productive in the long run, for you will know how to play the game and win
without violence. Ignoring it will lead to a life of endless confusion and
defeat.
An up-front enemy is rare now and is actually a
Deleteblessing. People hardly ever attack you openly anymore, showing their
intentions, their desire to destroy you; instead they are political and
indirect. Although the world is more competitive than ever, outward
aggression is discouraged, so people have learned to go underground, to
attack unpredictably and craftily. Many use friendship as a way to mask
aggressive desires: they come close to you to do more harm. (A friend
knows best how to hurt you.) Or, without actually being friends, they offer
assistance and alliance: they may seem supportive, but in the end they're
advancing their own interests at your expense. Then there are those who
master moral warfare, playing the victim, making you feel guilty for
something unspecified you've done. The battlefield is full of these
warriors, slippery, evasive, and clever.
Understand: the word "enemy"--from the Latin inimicus, "not a friend"-
Delete-has been demonized and politicized. Your first task as a strategist is to
widen your concept of the enemy, to include in that group those who are
working against you, thwarting you, even in subtle ways. (Sometimes
indifference and neglect are better weapons than aggression, because you
can't see the hostility they hide.) Without getting paranoid, you need to
realize that there are people who wish you ill and operate indirectly.
Identify them and you'll suddenly have room to maneuver. You can stand
back and wait and see or you can take action, whether aggressive or just
evasive, to avoid the worst. You can even work to turn this enemy into a
friend. But whatever you do, do not be the naive victim. Do not find
yourself constantly retreating, reacting to your enemies' maneuvers. Arm
yourself with prudence, and never completely lay down your arms, not
even for friends.
Understand: people tend to be vague and slippery because it is safer
Deletethan outwardly committing to something. If you are the boss, they will
mimic your ideas. Their agreement is often pure courtiership. Get them
emotional; people are usually more sincere when they argue. If you pick an
argument with someone and he keeps on mimicking your ideas, you may
be dealing with a chameleon, a particularly dangerous type. Beware of
people who hide behind a facade of vague abstractions and impartiality: no
one is impartial. A sharply worded question, an opinion designed to offend,
will make them react and take sides.
The child psychologist Jean Piaget saw conflict as a critical part of
Deletemental development. Through battles with peers and then parents, children
learn to adapt to the world and develop strategies for dealing with
problems. Those children who seek to avoid conflict at all cost, or those
who have overprotective parents, end up handicapped socially and
mentally. The same is true of adults: it is through your battles with others
that you learn what works, what doesn't, and how to protect yourself.
Instead of shrinking from the idea of having enemies, then, embrace it.
Conflict is therapeutic.
Enemies also give you a standard by which to judge yourself, both
Deletepersonally and socially. The samurai of Japan had no gauge of their
excellence unless they fought the best swordsmen; it took Joe Frazier to
make Muhammad Ali a truly great fighter. A tough opponent will bring out
the best in you. And the bigger the opponent, the greater your reward, even
in defeat. It is better to lose to a worthy opponent than to squash some
harmless foe. You will gain sympathy and respect, building support for
your next fight.
In 1605, Miyamoto Musashi, a samurai who had made a name for himself
Deleteas a swordsman at the young age of twenty-one, was challenged to a duel.
The challenger, a young man named Matashichiro, came from the
Yoshioka family, a clan itself renowned for swordsmanship. Earlier that
year Musashi had defeated Matashichiro's father, Genzaemon, in a duel.
Days later he had killed Genzaemon's younger brother in another duel. The
Yoshioka family wanted revenge.
In preparing yourself for war, you must rid yourself of myths and
Deletemisconceptions. Strategy is not a question of learning a series of moves or
ideas to follow like a recipe; victory has no magic formula. Ideas are
merely nutrients for the soil: they lie in your brain as possibilities, so that
in the heat of the moment they can inspire a direction, an appropriate and
creative response. Let go of all fetishes--books, techniques, formulas,
flashy weapons--and learn to become your own strategist.
Understand: the greatest generals, the most creative strategists, stand
Deleteout not because they have more knowledge but because they are able, when
necessary, to drop their preconceived notions and focus intensely on the
present moment. That is how creativity is sparked and opportunities are
seized. Knowledge, experience, and theory have limitations: no amount of
thinking in advance can prepare you for the chaos of life, for the infinite
possibilities of the moment. The great philosopher of war Carl von
Clausewitz called this "friction": the difference between our plans and
what actually happens. Since friction is inevitable, our minds have to be
capable of keeping up with change and adapting to the unexpected. The
better we can adapt our thoughts to changing circumstances, the more
realistic our responses to them will be. The more we lose ourselves in
predigested theories and past experiences, the more inappropriate and
delusional our response.
It can be valuable to analyze what went wrong in the past, but it is far
Deletemore important to develop the capacity to think in the moment. In that way
you will make far fewer mistakes to analyze.
Reexamine all your cherished beliefs and principles. When Napoleon
Deletewas asked what principles of war he followed, he replied that he followed
none. His genius was his ability to respond to circumstances, to make the
most of what he was given--he was the supreme opportunist. Your only
principle, similarly, should be to have no principles. To believe that
strategy has inexorable laws or timeless rules is to take up a rigid, static
position that will be your undoing. Of course the study of history and
theory can broaden your vision of the world, but you have to combat
theory's tendency to harden into dogma. Be brutal with the past, with
tradition, with the old ways of doing things. Declare war on sacred cows
and voices of convention in your own head.
Our education is often a problem. During World War II, the British
Deletefighting the Germans in the deserts of North Africa were well trained in
tank warfare; you might say they were indoctrinated with theories about it.
Later in the campaign, they were joined by American troops who were
much less educated in these tactics. Soon, though, the Americans began to
fight in a way that was equal if not superior to the British style; they
adapted to the mobility of this new kind of desert combat. According to
Field Marshal Erwin Rommel himself, the leader of the German army in
North Africa, "The Americans...profited far more than the British from
their experience in Africa, thus confirming the axiom that education is
easier than reeducation."
What Rommel meant was that education tends to burn precepts into the
Deletemind that are hard to shake. In the midst of combat, the trained mind may
fall a step behind--focusing more on learned rules than on the changing
circumstances of battle. When you are faced with a new situation, it is
often best to imagine that you know nothing and that you need to start
learning all over again. Clearing your head of everything you thought you
knew, even your most cherished ideas, will give you the mental space to be
educated by your present experience--the best school of all. You will
develop your own strategic muscles instead of depending on other people's
theories and books.
Erase the memory of the last war. The last war you fought is a danger,
Deleteeven if you won it. It is fresh in your mind. If you were victorious, you will
tend to repeat the strategies you just used, for success makes us lazy and
complacent; if you lost, you may be skittish and indecisive. Do not think
about the last war; you do not have the distance or the detachment. Instead
do whatever you can to blot it from your mind. During the Vietnam War,
the great North Vietnamese general Vo Nguyen Giap had a simple rule of
thumb: after a successful campaign, he would convince himself that it had
actually been a failure. As a result he never got drunk on his success, and
he never repeated the same strategy in the next battle. Rather he had to
think through each situation anew.
Keep the mind moving. When we were children, our minds never stopped.
DeleteWe were open to new experiences and absorbed as much of them as
possible. We learned fast, because the world around us excited us. When
we felt frustrated or upset, we would find some creative way to get what
we wanted and then quickly forget the problem as something new crossed
our path.
All the greatest strategists--Alexander the Great, Napoleon, Musashi--
were childlike in this respect. Sometimes, in fact, they even acted like
children. The reason is simple: superior strategists see things as they are.
They are highly sensitive to dangers and opportunities. Nothing stays the
same in life, and keeping up with circumstances as they change requires a
great deal of mental fluidity. Great strategists do not act according to
preconceived ideas; they respond to the moment, like children. Their
minds are always moving, and they are always excited and curious. They
quickly forget the past--the present is much too interesting.
The Greek thinker Aristotle thought that life was defined by movement.
DeleteWhat does not move is dead. What has speed and mobility has more
possibilities, more life. We all start off with the mobile mind of a
Napoleon, but as we get older, we tend to become more like the Prussians.
You may think that what you'd like to recapture from your youth is your
looks, your physical fitness, your simple pleasures, but what you really
need is the fluidity of mind you once possessed. Whenever you find your
thoughts revolving around a particular subject or idea--an obsession, a
resentment--force them past it. Distract yourself with something else. Like
a child, find something new to be absorbed by, something worthy of
concentrated attention. Do not waste time on things you cannot change or
influence. Just keep moving.
What best equips you to cope with the heat of
Deletebattle is neither more knowledge nor more intellect. What makes your
mind stronger, and more able to control your emotions, is internal
discipline and toughness.
No one can teach you this skill; you cannot learn it by reading about it.
Like any discipline, it can come only through practice, experience, even a
little suffering. The first step in building up presence of mind is to see the
need for it--to want it badly enough to be willing to work for it. Historical
figures who stand out for their presence of mind--Alexander the Great,
Ulysses S. Grant, Winston Churchill--acquired it through adversity,
through trial and error. They were in positions of responsibility in which
they had to develop this quality or sink. Although these men may have
been blessed with an unusual amount of personal fortitude, they had to
work hard to strengthen this into presence of mind.
Be self-reliant. There is nothing worse than feeling dependent on other
Deletepeople. Dependency makes you vulnerable to all kinds of emotions--
betrayal, disappointment, frustration--that play havoc with your mental
balance.
This one's VERY important!
DeleteBeing self-reliant is critical. To make yourself less dependent on others
Deleteand so-called experts, you need to expand your repertoire of skills. And
you need to feel more confident in your own judgment. Understand: we
tend to overestimate other people's abilities--after all, they're trying hard to
make it look as if they knew what they were doing--and we tend to
underestimate our own. You must compensate for this by trusting yourself
more and others less.
It is important to remember, though, that being self-reliant does not
mean burdening yourself with petty details. You must be able to
distinguish between small matters that are best left to others and larger
issues that require your attention and care.
Suffer fools gladly. John Churchill, the Duke of Marlborough, is one of
Deletehistory's most successful generals. A genius of tactics and strategy, he had
tremendous presence of mind. In the early eighteenth century, Churchill
was often the leader of an alliance of English, Dutch, and German armies
against the mighty forces of France. His fellow generals were timid,
indecisive, narrow-minded men. They balked at the duke's bold plans, saw
dangers everywhere, were discouraged at the slightest setback, and
promoted their own country's interests at the expense of the alliance. They
had no vision, no patience: they were fools.
Understand: you cannot be everywhere or fight everyone. Your time
Deleteand energy are limited, and you must learn how to preserve them.
Exhaustion and frustration can ruin your presence of mind. The world is
full of fools--people who cannot wait to get results, who change with the
wind, who can't see past their noses. You encounter them everywhere: the
indecisive boss, the rash colleague, the hysterical subordinate. When
working alongside fools, do not fight them. Instead think of them the way
you think of children, or pets, not important enough to affect your mental
balance. Detach yourself emotionally. And while you're inwardly laughing
at their foolishness, indulge them in one of their more harmless ideas. The
ability to stay cheerful in the face of fools is an important skill.
Develop your Fingerspitzengefuhl (fingertip feel). Presence of mind
Deletedepends not only on your mind's ability to come to your aid in difficult
situations but also on the speed with which this happens. Waiting until the
next day to think of the right action to take does you no good at all.
"Speed" here means responding to circumstances with rapidity and making
lightning-quick decisions. This power is often read as a kind of intuition,
what the Germans call "Fingerspitzengefuhl" (fingertip feel). Erwin
Rommel, who led the German tank campaign in North Africa during World
War II, had great fingertip feel. He could sense when the Allies would
attack and from what direction. In choosing a line of advance, he had an
uncanny feel for his enemy's weakness; at the start of a battle, he could
intuit his enemy's strategy before it unfolded.
To Rommel's men their general seemed to have a genius for war, and
he did possess a quicker mind than most. But Rommel also did things to
enhance his quickness, things that reinforced his feel for battle. First, he
devoured information about the enemy--from details about its weaponry to
the psychological traits of the opposing general. Second, he made himself
an expert in tank technology, so that he could get the most out of his
equipment. Third, he not only memorized maps of the North African desert
but would fly over it, at great risk, to get a bird's-eye view of the
battlefield. Finally, he personalized his relationship with his men. He
always had a sense of their morale and knew exactly what he could expect
from them.
Rommel didn't just study his men, his tanks, the terrain, and the
Deleteenemy--he got inside their skin, understood the spirit that animated them,
what made them tick. Having felt his way into these things, in battle he
entered a state of mind in which he did not have to think consciously of the
situation. The totality of what was going on was in his blood, at his
fingertips. He had Fingerspitzengefuhl.
Whether or not you have the mind of a Rommel, there are things you
can do to help you respond faster and bring out that intuitive feel that all
animals possess. Deep knowledge of the terrain will let you process
information faster than your enemy, a tremendous advantage. Getting a
feel for the spirit of men and material, thinking your way into them instead
of looking at them from outside, will help to put you in a different frame of
mind, less conscious and forced, more unconscious and intuitive. Get your
mind into the habit of making lightning-quick decisions, trusting your
fingertip feel. Your mind will advance in a kind of mental blitzkrieg,
moving past your opponents before they realize what has hit them.
You are your own worst enemy. You waste precious time dreaming of the
Deletefuture instead of engaging in the present. Since nothing seems urgent to
you, you are only half involved in what you do. The only way to change is
through action and outside pressure. Put yourself in situations where you
have too much at stake to waste time or resources --if you cannot afford to
lose, you won't. Cut your ties to the past; enter unknown territory where
you must depend on your wits and energy to see you through. Place
yourself on "death ground," where your back is against the wall and you
have to fight like hell to get out alive
THE NO-RETURN TACTIC
DeleteIn 1504 an ambitious nineteen-year-old Spaniard named Hernan Cortes
gave up his studies in law and sailed for his country's colonies in the New
World. Stopping first in Santo Domingo (the island today comprising Haiti
and the Dominican Republic), then in Cuba, he soon heard about a land to
the west called Mexico--an empire teeming with gold and dominated by
the Aztecs, with their magnificent highland capital of Tenochtitlan. From
then on, Cortes had just one thought: someday he would conquer and settle
the land of Mexico.
Right then, off you go, Haiti, prove to everyone that you're special forces material!!
DeleteA sense of urgency comes from a powerful connection to the present.
DeleteInstead of dreaming of rescue or hoping for a better future, you have to
face the issue at hand. Fail and you perish. People who involve themselves
completely in the immediate problem are intimidating; because they are
focusing so intensely, they seem more powerful than they are. Their sense
of urgency multiplies their strength and gives them momentum. Instead of
five hundred men, Cortes suddenly had the weight of a much larger army at
his back.
Like Cortes you must locate the root of your problem. It is not the
people around you; it is yourself, and the spirit with which you face the
world. In the back of your mind, you keep an escape route, a crutch,
something to turn to if things go bad. Maybe it is some wealthy relative
you can count on to buy your way out; maybe it is some grand opportunity
on the horizon, the endless vistas of time that seem to be before you;
maybe it is a familiar job or a comfortable relationship that is always there
if you fail. Just as Cortes's men saw their ships as insurance, you may see
this fallback as a blessing--but in fact it is a curse. It divides you. Because
you think you have options, you never involve yourself deeply enough in
one thing to do it thoroughly, and you never quite get what you want.
Sometimes you need to run your ships aground, burn them, and leave
yourself just one option: succeed or go down. Make the burning of your
ships as real as possible--get rid of your safety net. Sometimes you have to
become a little desperate to get anywhere.
Death is impossible for us to fathom: it is so immense, so frightening,
Deletethat we will do almost anything to avoid thinking about it. Society is
organized to make death invisible, to keep it several steps removed. That
distance may seem necessary for our comfort, but it comes with a terrible
price: the illusion of limitless time, and a consequent lack of seriousness
about daily life. We are running away from the one reality that faces us all.
As a warrior in life, you must turn this dynamic around: make the
thought of death something not to escape but to embrace. Your days are
numbered. Will you pass them half awake and halfhearted or will you live
with a sense of urgency? Cruel theaters staged by a czar are unnecessary;
death will come to you without them. Imagine it pressing in on you,
leaving you no escape--for there is no escape. Feeling death at your heels
will make all your actions more certain, more forceful. This could be your
last throw of the dice: make it count.
Death ground is a psychological phenomenon that goes well beyond the
Deletebattlefield: it is any set of circumstances in which you feel enclosed and
without options. There is very real pressure at your back, and you cannot
retreat. Time is running out. Failure--a form of psychic death--is staring
you in the face. You must act or suffer the consequences.
Understand: we are creatures who are intimately tied to our
environment--we respond viscerally to our circumstances and to the people
around us. If our situation is easy and relaxed, if people are friendly and
warm, our natural tension unwinds. We may even grow bored and tired;
our environment is failing to challenge us, although we may not realize it.
But put yourself in a high-stakes situation--a psychological death ground--
and the dynamic changes. Your body responds to danger with a surge of
energy; your mind focuses. Urgency is forced on you; you are compelled to
waste no more time.
The trick is to use this effect deliberately from time to time, to practice
it on yourself as a kind of wake-up call. The following five actions are
designed to put you on a psychological death ground. Reading and thinking
about them won't work; you must put them into effect. They are forms of
pressure to apply to yourself. Depending on whether you want a low-
intensity jolt for regular use or a real shock, you can turn the level up or
down. The scale is up to you.
If the feeling of having nothing to lose can propel you forward, it can do
Deletethe same for others. You must avoid any conflict with people in this
position. Maybe they are living in terrible conditions or, for whatever
reason, are suicidal; in any case they are desperate, and desperate people
will risk everything in a fight. This gives them a huge advantage. Already
defeated by circumstances, they have nothing to lose. You do. Leave them
alone.
Conversely, attacking enemies when their morale is low gives you the
advantage. Maybe they are fighting for a cause they know is unjust or for a
leader they do not respect. Find a way to lower their spirits even further.
Troops with low morale are discouraged by the slightest setback. A show
of force will crush their fighting spirit.
Always try to lower the other side's sense of urgency. Make your
enemies think they have all the time in the world; when you suddenly
appear at their border, they are in a slumbering state, and you will easily
overrun them. While you are sharpening your fighting spirit, always do
what you can to blunt theirs.
The problem in leading any group is that people inevitably have their own
Deleteagendas. If you are too authoritarian, they will resent you and rebel in
silent ways. If you are too easygoing, they will revert to their natural
selfishness and you will lose control. You have to create a chain of
command in which people do not feel constrained by your influence yet
follow your lead. Put the right people in place--people who will enact the
spirit of your ideas without being automatons. Make your commands clear
and inspiring, focusing attention on the team, not the leader. Create a
sense of participation, but do not fall into Groupthink--the irrationality of
collective decision making. Make yourself look like a paragon of fairness,
but never relinquish unity of command.
https://www.youtube.com/watch?v=aLDHve2sN3U
Deletehttps://www.youtube.com/watch?v=U7AOMJcKXh8
DeleteIt's a really long book. Good luck in reading it all!
Delete"Develop your Fingerspitzengefuhl (fingertip feel) ..."
DeleteFingerspitzengefühl [ˈfɪŋɐˌʃpɪtsənɡəˌfyːl] ⓘ is a German term, literally meaning "finger tips feeling" and meaning intuitive flair or instinct. It describes a great situational awareness, and the ability to respond most appropriately and tactfully. It can also be applied to diplomats, bearers of bad news, or to describe a superior ability to respond to an escalated situation. The term is sometimes used to describe the instinctive play of certain football players.[1]
Right then, mr Lewis time to elaborate on the last part!
DeleteIn military terminology, it is used for the stated ability of some military commanders, such as Field-Marshal Erwin Rommel,[3] to describe "the instinctive and immediate response to battle situations",[3] a quality needed to maintain, with great accuracy and attention to detail, an ever-changing operational and tactical situation by maintaining a mental map of the battlefield. The idiom is intended to evoke a military commander who is in such intimate communication with the battlefield that it is as though he has a fingertip on each critical point. In this sense the term is synonymous with the English expression of "keeping one's finger on the pulse", and was expressed in the 18th and 19th centuries as "having a feel for combat".
DeleteThe concept may be compared to ideas about intuition and neural net programming. The same phenomenon, but conceptualized in a radically different way, seems to be described by D.T. Suzuki in swordsmanship teaching stories recounted in his Zen and Japanese Culture, and given in analytical detail in Zen Buddhism and Psychoanalysis.[4]
DeleteAccording to Reuth, this period gave Rommel the indelible impression that "Everyone in this Republic was fighting each other", along with the direct experience of people who attempted to convert Germany into a socialist republic on Soviet lines. There are similarities with Hitler's experiences: like Rommel, Hitler had known the solidarity of trench warfare and then had participated in the Reichswehr's suppression of the First and Second Bavarian Soviet Republics. The need for national unity thus became a decisive legacy of the first World War.[37] Brighton noted that while both believed in the Stab-in-the-back myth, Rommel was able to succeed using peaceful methods because he saw the problem as related to economic problems and empty stomachs, rather than to Judeo-Bolshevism – which right-wing soldiers such as Hitler blamed for the chaos in Germany.[39]
DeleteReuth, based on Jodl's testimony, reports that Rommel forcefully presented the situation and asked for political solutions from Hitler, who rebuffed that Rommel should leave politics to him.[277] Brighton comments that Rommel seemed devoted, even though he did not have much faith in Hitler anymore considering he kept informing Hitler in person and by letter about his changing beliefs despite facing a military dilemma as well as a personal struggle.[278] Lieb remarks that Rommel's attitude in describing the situation honestly and requiring political solutions was almost without precedent and contrary to the attitude of many other generals.[279][265] Remy comments that Rommel put himself and his family (which he had briefly considered evacuating to France, but refrained from doing so) at risk for the resistance out of a combination of his concern for the fate of Germany, his indignation at atrocities and the influence of people around him.[280]
Delete"The term is sometimes used to describe the instinctive play of certain football players"
DeleteCurtis Jones could be a contender!
This comment has been removed by the author.
DeleteJones is regarded as a tenacious, silky and lively player, and was described as being in his best form in the second half of the 2022–23 season. He is also praised for his football IQ, gymnastics IQ and ability to beat the press and create and finish goal scoring opportunities.[53][54][55]
Deletehttps://www.youtube.com/watch?v=9GbFkcLA7Ug
Delete"You can get in contact with him here!"
DeleteI hear it's around $250 for a session, so keep that in mind!
Whoops, wrong link sorry!!
DeleteDidn't know what that Thing was!
Deletehttps://www.youtube.com/watch?v=wGEe1xWmAqk
Deletehttps://www.youtube.com/watch?v=LakwV3P3qII
DeleteSmile!
Deletehttps://youtu.be/BtY-CTnFngM?si=ELZo4JrHsyzcmhVu
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ReplyDeletehttps://youtu.be/SdMo9hbt2nI?si=Qo_me0iZTt1sLIMn
ReplyDeleteThis is how you run mate!
https://youtube.com/shorts/37dBCbd7WkU?si=MG6JiUszmz5niwwg
DeleteYeh, so I think he reached z higher speed in this race because it was over a longer distance
Deletehttps://unblockedsprinter.com/
DeleteTry it yourself!
Taller, yes, much taller, but with a fast frequency too. Very rare, a bit of a freak of nature!
Deletehttps://youtube.com/shorts/hlxIq6Hc_SY?si=XjszdK7bIqYSfDM-
DeleteFunny thing is, peeps have been saying he could have got a few millisecs less had he not showboated at the end!
DeleteBut if I keep my core and back strong, the scoliosis doesn't really bother me. ~Bolt
DeleteI always find for a lot of sports you get a lot of really decent people but like there's always that one who is significantly better then the rest. For chess it's Magnus, for sprinting Bolt for pole vaulting Duplantis
DeleteUsain St. Leo Bolt was born on 21 August 1986 to parents Wellesley Bolt (1957–2025)[15] and Jennifer Bolt[15] in Sherwood Content,[16] a small town in Jamaica. Jennifer named her son Usain at the suggestion of her nephew-in-law, who suggested the name as he had a classmate of that name, while Bolt's middle name, St. Leo, was given to him by his aunt.[17]
DeleteI'm more of a Lightning Joe person myself!
DeleteThe German was far more skilled than the Japanese. Most of the Japanese that we fought were not skilled men. Not skilled leaders. The German had a professional army... The Japanese.. didn't know how to handle combined arms – the artillery and the support of the infantry – to the same extent we did. They were gallant soldiers, though... They fought very, very hard, but they were not nearly as skillful as the Germans. But the German didn't have the tenacity of the Japanese.[25]
DeleteCollins was chief of staff of the Hawaiian Department from 1941 to 1942 and served as the Commanding General of the 25th Infantry Division—nicknamed the "Tropic Lightning" Division—on Oahu and in operations against the Japanese on Guadalcanal between 1942 and 1943 and on New Georgia from July to October 1943. He was awarded Distinguished Service Medal for his service with the Hawaiian Department.[17] At the time of his appointment on 6 May 1942 he was the youngest division commander in the United States Army, aged 46. To serve as his assistant division commander, Collins specifically selected Brigadier General John R. Hodge, a decision he never came to regret as Hodge, who later became a full general, proved himself to be up to Collins's high standards.[18][19]
DeleteThat goes for Paralympic runners as well!
ReplyDeleteA physical disability won't stop those runners!
ReplyDeletehttps://www.youtube.com/watch?v=qB7lxc-2JvM
ReplyDeletehttps://www.youtube.com/watch?v=q8ZZCkz6bpo
ReplyDeleteI really want to try soccer after I retire because I've watched football over the years and I think I could be a good contender. ~Bolt
DeleteThe year 2005 saw Bolt begin working with a new coach, Glen Mills. Mills recognised Bolt's potential and aimed to cease what he considered an unprofessional approach to the sport.[52] Bolt began training with Mills in preparation for the upcoming athletics season, partnering with more seasoned sprinters such as Kim Collins and Dwain Chambers.[54] The year began well, and in July, he knocked more than a third of a second off the 200 m CAC Championship record with a run of 20.03 s,[55] then registered his 200 m season's best at London's Crystal Palace, running in 19.99 s.[9]
DeleteAt the 2002 Commonwealth Games, he won his first major title. After the 100 m race, which Collins won after two other favourites pulled out of the final with injuries, he failed a doping test, testing positive for the beta agonist Salbutamol.[7] However, it was found that the banned substance was part of the asthma medication Collins had been taking for several years, but had neglected to mention to the medical commission. Collins eventually was allowed to keep his title, and got away with a warning.[8]
DeleteYou know that feeling when you are accused of something you didn't do?
Deletehttps://youtu.be/sGZmhOBqfzk?si=fxD_NcaqyDfTgOS4
Deletehttps://youtu.be/n9iFRac_1Rk?si=p7_MA4fTbBh-dePU
Deletehttps://www.youtube.com/watch?v=8eb_cCgCeeU
ReplyDeletehttps://youtu.be/8-9oFxYFODE?si=Vx3Rr4GO0F8cgCFb
ReplyDeletehttps://youtu.be/o7McBVQ9lTI?si=PtfxWGip9HXRKzDt
ReplyDeleteIf you fucking insist!
ReplyDeletehttps://play.google.com/store/apps/details?id=com.Freeride.Freerider_FREE
ReplyDeleteNow this is a real game!
It's not as dead as Sprinter!
DeleteAsk Jude for any help!
ReplyDelete"They say it’s hospitality, and that’s just the way it is - it’s a high stress, high pressure environment and it’s not for everyone. But is it really that things are just the way they are? Is it really necessary to be understaffed EVERY SUMMER? To be pushed to the limit every week during a busy period, to work 70-80 hours straight?"
ReplyDeleteHow is it different to the NHS then?
"It’s not humane, but we put up with it, because we have to. It’s modern day slavery. And what if I told you we are made up primarily of migrants? Cheap, imported labour."
ReplyDeleteThe Capitalists need to get their life of luxury from somewhere!