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      "body": "@@ -187,19 +187,19 @@\n t all.%0A%0A\n----\n+...\n %0A%0A%E2%80%9CHe ca\n@@ -2277,19 +2277,19 @@\n osed.%E2%80%9D%0A%0A\n----\n+...\n %0A%0A%E2%80%9C'Wher\n@@ -3429,19 +3429,19 @@\n ill.'%E2%80%9D%0A%0A\n----\n+...\n %0A%0A%E2%80%9C'Woul\n@@ -4758,30 +4758,29 @@\n  Pilgrim.%E2%80%9D%0A%0A\n----\n+...\n %0A%0A\n-%09\n %E2%80%9CThe English\n@@ -5354,22 +5354,21 @@\n  goes.%0A%0A\n----\n+...\n %0A%0A\n-%09\n %E2%80%9CAnd the\n@@ -5800,30 +5800,29 @@\n  it goes.%E2%80%9D%0A%0A\n----\n+...\n %0A%0A\n-%09\n %E2%80%9CThe owners,\n@@ -5914,18 +5914,17 @@\n ad fled.\n-%0A%09\n+ \n But the \n@@ -6675,14 +6675,13 @@\n .%E2%80%9D%0A%0A\n----\n+...\n %0A%0A\n-%09\n %E2%80%9CThe\n",
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      "body": "Just some parts that I liked from the book. I think I'm finding that when it comes to fiction I enjoy a book more if it doesn't have a happy ending, or doesn't really have a resolution at all.\n\n---\n\n“He came slightly unstuck in time, saw the late movie backwards, then forwards again. It was a movie about American Bombers in the Second World War and the gallant men who flew them. Seen backwards by Billy, the story went like this:\n\tAmerican plans, full of holes and wounded men and corpses took off backwards from an airfield in England. Over France, a few German fighter planes flew at them backwards, sucked bullets and shell fragments from some of the planes and crewman. The did the same for wrecked American bombers on the ground, and those planes flew up backwards to join to formation.\n\tThe formation flew backwards over a German city that was in flames. The bombers opened their bomb bay doors, exerted a miraculous magnetism which shrunk the fires, gathered them into cylindrical steel containers, and lifted the containers into the bellies of the planes. The containers were stored neatly in racks. The Germans below had miraculous devices of their own, which were long steel tubes. They used them to suck more fragments from the crewmen and planes. But there were still a few wounded Americans, though, and some of the bombers were in bad repair. Over France, though, German fighters came up again, made everything and everybody as good as new.\n\tWhen the bombers got back to their base, the steel cylinders were taken from the racks and shipped back to the United States of America, where factories were operating night and day, dismantling the cylinders, separating the dangerous contents into minerals. Touchingly, it was mainly women who did this work. The minerals were then shipped to specialists in remote areas. It was their business to put them into the ground, to hide them cleverly, so they would never hurt anybody ever again.\n\tThe American fliers turned in their uniforms, became high school kids. And Hitler turned into a baby, Billy Pilgrim supposed. That wasn't in the movie. Billy was extrapolating. Everybody turned into a baby, and all humanity, without exception, conspired biologically to produce two perfect people named Adam and Eve, he supposed.”\n\n---\n\n“'Where am I?' said Billy Pilgrim.\n\t'Trapped in another blob of amber, Mr. Pilgrim. We are where we have to be just now – three hundred million miles from Earth, bound for a time warp which will get us to Tralfamadore in hours rather than centuries.'\n\t'How – how did I get here?'\n\t'It would take another Earthling to explain in to you. Earthlings are the great explainers, explaining why this event is structured as it is, telling how other events may be achieved or avoided. I am a Tralfamadorian, seeing all time as you might see a stretch of the Rocky Mountains. All time is all time. It does not change. It does not lend itself to warnings or explanations. It simply is. Take it moment by moment, and you will find that we are all, as I've said before, bugs in amber.'\n\t'You sound to me as though you don't believe in free will,' said Billy Pilgrim.\n\n'If I hadn't spent so much time studying Earthlings,' said the Tralfamadorian, 'I wouldn't have any idea what was meant by “free will.” I've visited thirty-one inhabited planets in the universe, and I have studied reports on one hundred more. Only on Earth is there any talk of free will.'”\n\n---\n\n“'Would – would you mind telling me – ' he said to the guide, much deflated, 'what was so stupid about that?'\n\t'We know how the Universe ends – ' said the guide, 'and Earth has nothing to do with it, except that it gets wiped out, too.'\n\t'How – how does the Universe end?' said Billy.\n\t'We blow it up, experimenting with new fuels for our flying saucers. A Tralfamadorian test pilot presses a starter button, and the whole Universe disappears.' So it goes.\n\n'If you know this,' said Billy, 'isn't there some way you can prevent it? Can't you keep the pilot from pressing the button?'\n\t'He has always pressed it, and he always will. We always let him and we always will let him. The moment is structured that way.' \n\n'So – ' said Billy gropingly, 'I suppose that the idea of preventing war on Earth is stupid, too.'\n\t'Of course.'\n\t'But you do have a peaceful planet here.'\n\t'Today we do. On other days we have wars as horrible as any you've ever seen or heard about. There isn't anything we can do about them, so we simply don't look at them. We ignore them. We spend eternity looking at pleasant moments – like today at the zoo. Isn't this a nice moment?'\n\t'Yes.'\n\t'That's one thing Earthlings might learn to do, if they tried hard enough: Ignore the awful times, and concentrate on the good ones.'\n\t'Um,' said Billy Pilgrim.”\n\n---\n\n\t“The Englishman got up on the stage, and he rapped on the arm of a throne with a swagger stick, called, 'Lads, lads, lads – can I have your attention, please?' And so on.\n\nWhat the Englishman said about survival was this: 'If you stop taking pride in your appearance, you will very soon die.' He said that he had seen several men die in the following way: 'They ceased to stand up straight, then ceased to shave or was, then ceased to get out of bed, then ceased to talk, then died. 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      "body": "It's a great book and I have watched a lot of Jordan Peterson's Youtube videos talking about his book. I think it should be a must read for everyone!",
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      "body": "You have a minor grammatical mistake in the following sentence: <blockquote> But in the long term, that's deadly.</blockquote> It should be <i>in the long run,</i> instead of <i>in the long term,</i>.",
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      "body": "12 Rules for Life\n1. Stand up straight with your shoulders back.\n2. Treat yourself like someone you are responsible for.\n3. Make friends with people who want the best for you.\n4. Compare yourself to who you were yesterday, not to who someone else is today.\n5. Do not let your children do anything that makes you dislike them.\n6. Set your house in perfect order before you criticise the world.\n7. Pursue what is meaningful (not what is expedient).\n8. Tell the truth – or, at least, don't lie.\n9. Assume that the person you are listening to might know something you don't.\n10. Be precise in your speech.\n11. Do not bother children when they are skateboarding.\n12. Pet a cat when you encounter it in the street.\n\nBelow are some excerpts from the book that I really liked. I'd recommend getting your hands on and reading the whole thing, even if it is a fairly heavy read. \n\nP34.\nBefore the dawn of the scientific worldview, reality was construed differently. Being was understood as a place of action, not a place of things. It was understood as something more akin to story or drama. That story or drama was lived, subjective experience, as it manifested itself moment to moment in the consciousness of every living person. It was something similar to the stories we tell each other about our lives and their personal significance; something similar to the happenings that novelists describe when they capture existence in the pages of their books. Subjective experience – that includes familiar objects such as trees and clouds, primarily objective in their existence, but also (and more importantly) such things as emotions and dreams as well as hunger, thirst and pain. It is such things, experienced personally, that are the most fundamental elements of human life, from the archaic, dramatic perspective, and they are not easily reducible to the detached and objective – even by the modern reductionist, materialist mind. Take pain, for example – subjective pain. That's something no real argument can stand against it. Everyone acts as if their pain is real – ultimately, finally real. Pain matters, more than matter matters. It is for this reason, I believe, that so many of the world's traditions regard the suffering attendant upon existence as the irreducible truth of Being.\n\tIn any case, that which we subjectively experience can be likened much more to a novel or a movie than to a scientific description of physical reality. It is the drama of lived experience – the unique, tragic, personal death of your father, compared to the objective death listed in the hospital records; the pain of your first love; the despair of dashed hopes; the joy attendant upon a child's success.\n\nP91.\nHow do you need to be spoken to? What do you need to take from people? What are you putting up with, or pretending to like, from duty or obligation? Consult your resentment. It's a revelatory emotion, for all its pathology. It's part of an evil tried: arrogance, deceit, and resentment. Nothing causes more harm than this underworld Trinity. But resentment always means one of two things. Either the resentful person is immature, in which case he or she should shut up, quit whining, and get on with it, or there I tyranny afoot – in which case the person subjugated has a moral obligation to speak up. Why? Because the consequence of remaining silent is worse. Of course, it's easier in the moment to stay silent and avoid conflict. But in the long term, that's deadly. When you have something to say, silence is a lie – and tyranny feeds on lies. When should you push back against oppression, despite the danger? When you start nursing fantasies of revenge; when your life is being poisoned and your imagination fills with the wish to devour and destroy.\n\nP94.\nThe future is like the past. But there's a crucial difference. The past is fixed, but the future – it could be better. It could be better, some precise amount – the amount that can be achieved, perhaps, in a day, with some minimal engagement. The present is eternally flawed. But where you start might not be as important as the direction you are heading. Perhaps happiness is always found in the journey uphill, and not in any fleeting sense of satisfaction awaiting at the next peak. Much of happiness is hope, no matter how deep the underworld in which that hope was conceived.\n\nP136.\nRules should not be multiplied beyond necessity. Alternatively stated, bad laws drive out good laws. This is the ethical – even legal – equivalent of Occam's razor, the scientists conceptual guillotine, which states that the simplest possible hypothesis is preferable. So, don't encumber children – or their disciplinarians – with too many rules. That path leads to frustration.\n\nP180.\n“No tree can grow to Heaven, unless its roots reach down to Hell.” Such a statement should give everyone who encounters it pause. There is no possibility for movement upward, without a corresponding move down. It is for this reason that enlightenment is so rare. Who is willing to do that? Do you really want to meet who's in charge, at the very bottom of the most wicked thoughts?\n\nP209.\nYou can use words to manipulate the world into delivering what you want. This is what it means to “act politically.” This is spin. It's the specialty of unscrupulous marketers, salesmen, advertisers, pickup artists, slogan-possessed utopians and psychopaths. It's the speech people engage in when they attempt to influence and manipulate others. It's what university students do when they write an essay to please the professor, instead of articulating and clarifying their own ideas. It's what everyone does when they want something, and decide to falsify themselves to please and flatter. It's scheming and sloganeering and propaganda.\n\tTo conduct life like this is to become possessed by some ill-formed desire, and then to craft speech and action in a manner that appears likely, rationally, to bring about that end. Typical calculated ends might include “to impose my ideological beliefs,” “to prove that I am (or was) right,””to appear competent,” “to ratchet myself up the dominance hierarchy,” “to avoid responsibility” (or its twin “to garner credit for others' actions”), “to be promoted,” “to attract the lion's share of attention,” “to ensure that everyone likes me,” “to garner the benefits of martyrdom,” “to justify my cynicism,” “to rationalise my antisocial outlook,” “to minimise immediate conflict,” “to maintain my naivete,” “to capitalise on my vulnerability,” “to always appear as the sainted one,” or (this one is particularly evil) “to ensure that it is always my unloved child's fault.” These are all examples of “life-lies.”\n\tSomeone living a life-lie is attempting to manipulate reality with perception, thought and action, so that only some narrowly desired and pre-defined outcome is allowed to exist. A life lived in this manner is based, consciously or unconsciously, on two premises. The first is that current knowledge is sufficient to define what is good, unquestioningly, far into the future. The second is that reality would be unbearable if left to its own devices. The first presumption is philosophically unjustifiable. What you are currently aiming at might not be worth attaining, just as what you are currently doing might be an error. The second is even worse. It is valid only if reality is intrinsically intolerable and, simultaneously, something that can be successfully manipulated and distorted. Such speaking and thinking requires the arrogance and certainty that the English poet John Milton's genius identified with Satan, God's highest angel gone most spectacularly wrong. The faculty of rationality inclines dangerously to pride: all I know is all that needs to be known. Pride falls in love with its own creations, and tries to make them absolute.\n\nP273.\nLiving things die, after all, without attention. Life is indistinguishable from effortful maintenance. No one finds a match so perfect that the need for continued attention and work vanishes (and, besides, if you found the perfect person, he or she would run away from ever-so-imperfect you in justifiable horror). In truth, what you need – what you deserve, after all – is someone exactly as imperfect as you.\n\nP290.\nIf the consequences of placing skatestoppers on plant-boxes and sculpture bases, for example, is unhappy adolescent males and brutalist aesthetic disregard of beauty then, perhaps, that was the aim. When someone claims to be acting from the highest principles, for the good of others, there is no reason to assume that the person's motives are genuine. People motivated to make things better usually aren't concerned with changing other people – or, if they are, they take responsibility for making the same changes to themselves (and first). Beneath the production of rules stopping the skateboarders from doing highly skilled courageous and dangerous things I see the operation of an insidious and profoundly anti-human spirit.\n\nP302.\nCulture is an oppressive structure. It's always been that way. It's a fundamental, universal existential reality. The tyrannical kind is a symbolic truth; an archetypal constant. What we inherit from the past is wilfully blind, and out of date. It's a ghost, a machine, and a monster. It must be rescued, repaired and kept at bay by the attention and effort of the living. It crushes, as it hammers us until socially acceptable shape, and it wastes great potential. But it offers great gain, too. Every word we speak is a gift from our ancestors. Every thought we think was thought previously by someone smarter. The highly functional infrastructure that surrounds us, particularly in the West, is a gift from our ancestors: the comparatively uncorrupt political and economic systems, the technology, the wealth, the lifespan, the freedom, the luxury, and the opportunity. Culture takes with one hand, but in some fortunate places it gives more with the other. To think about culture only as oppressive is ignorant and ungrateful, as well as dangerous. This is not to say that culture should not be subject to criticism. \n\nP323.\nConsciousness – always symbolically masculine, even in women – struggles upwards toward the light. Its development is painful and anxiety-provoking, as it carries with it the realisation of vulnerability and death. It is constantly tempted to sink back down into dependency and unconsciousness, and to shed its existential burden. It is aided in that pathological desire by anything that opposes enlightenment, articulation, rationality, self-determination, strength and competence – by anything that shelters too much, and therefore smothers and devours.\n\nP332.\nThe spirit that interferes when boys are trying to become men is no more friend to woman than it is to man. It will object, just as vociferously and self-righteously (“you can't do it, it's too dangerous”) when little girls try to stand on their own too feet. It negates consciousness. It's antihuman, desirous of failure, jealous, resentful and destructive. No one truly on the side of humanity would ally him or herself with such a thing. No one aiming at moving up would allow him or herself to become possessed by such a thing. And if you think tough men are dangerous, wait until you see what weak men are capable of.\n\nP359.\nWhat shall I do with my life? Aim for Paradise, and concentrate on today. Orient yourself properly. 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      "body": "In the game of inches you need to be forever learning.\n\nPractice the following 'yes and' thinking strategies:\n\nUse 'yes and' to stay curious\n\nBefore you open your mouth and totally stomp on a proposed idea ('Yes but we tried that once and it didn't work'), try a 'yes and' to trigger your curiosity ('Yes and tell me more')\n\nUse 'yes and' to defer judgement\n\nRather than deciding an idea has no value when you first hear it, use 'yes and' to buy time before you conclude whether you do or don't agree ('Yes and I'll wait till I hear more before I make a judgement call')\n\nUse 'yes and' as a building block\n\n'Yes and' is a great trigger to help build on an idea or train of thought. It's about adding another piece of information until an idea has evolved or possibly changed ('Yes and we could add a new marketing channel')\n\nTo constantly improve you need fresh input, different perspectives and points of view.\n\nHere are two approaches to refresh your mind and rid yourself of brain fog\n\nAllocate non-thinking time\n\nIt's one thing to allocate thinking time throughout your day, but we need 'non-thinking time' too. Set aside some time just to go for a walk, say, or to meet a friend for coffee and a chat. We sometimes need to switch off so our brains can rest. When we turn back on, things are usually clearer.\n\nLearn something you've always wanted to\n\nLearning can become a chore when we learn only things we are obligated to. So why not enrol in a course or take up some study on something you have always wanted to learn. Maybe it's learning to paint or to surf. Maybe you have a hankering to enrol in a course in neuroscience or ancient history or something else completely separate from your industry or career. Whatever it is, just do it for pure enjoyment. As a bonus, you might find that something you learn will one day carry across into your professional world.\n\nAlthough sometimes it's easier and more tempting to say 'yes but' than 'yes and', it is rarely the smarter option.\n\nLearning isn't just about gaining knowledge and skills; it's also about gaining perspective on who you are and what's important to you.\n\nBe open to new learning, new trains of thought, new possibilities. Have a tendency to be curious and inquisitive. Rather than being dismissive, hear people out, ask questions, see things from different points of view and scope the landscape for possibilities. This open way of thinking allows you to grow, to keep learning and improving. It's one of the keys to the game of inches because it requires you to constantly be on the lookout for new and better ways of doing things, and you can't do that if your mind is closed.\n\t\nThis final chapter has focused on a core principle of the game of inches that is understood by all successful people: the vital importance of lifelong learning. This should entail open 'yes and' thinking, practice, modelling and learning from experts in your field and other areas, seeking out mentors and coaches, books and courses, and listening to the people you meet – including, not least, your own customers. To help expand your pool of learning, try one of the following strategies.\n\nGet your head in a book\n\nBooks are an endless source of learning. Either jump onto the web to your favourite online bookseller or head down the road to your local bookstore and grab a copy of a title that has been recommended to you or that sounds useful, or browse the shelves for something that looks like it could help close a skill gap. Buy it and read it.\n\nTalk to someone\n\nSome of our best learning comes from conversations with the people we meet. So who can you contact who has the expertise you need? Contact them. If you don't know them, introduce yourself and ask if you might talk.\n\nIt isn't you\n\nNext time you hit a roadblock and start to feel you don't have the skills to get through, remind yourself that what counts in not who you are but what you do. Focus on what you need to learn, and who and where you can learn from.",
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      "body": "Success is not about who you are but about what you do.\n\nIf adopting a growth mindset is critical for success, then how you view failure is too.\n\nWe need to spot the opportunities that failure presents.\n\nNext time you find yourself slipping into a fixed mindset by questioning you abilities to try something new or to overcome a challenge, try one of the following.\n\nAsk what you can learn from the mistake\n\nNext time you stuff up, before you get despondent, think about what you've learned from the error. What could you do better? What could you have changed, or do you need to consider a completely different approach?\n\nRevisit your why\n\nHave you lost your hunger for success? If so, maybe it's worth thinking about why you started out doing what you do. Why do you need to get through this challenge anyway?\n\nAsk the right questions\n\nIf you find you are telling yourself it can't be done or you don't know how to get through a roadblock, try switching that fixed-mindset thinking to a more productive growth-mindset approach. For example, 'There must be a way of doing this – let's think about it some more' or, 'Who can I contact who's come up against the same problem and got through it?'\n\nProcess is at the heart of the game of inches because it's about what to do, not who you are.\n\nThere's an aspect of mindset that is stunningly important to success and is demonstrated by many successful people. It's the ability to view failure not as something to avoid or feel ashamed of, but as something to welcome and leverage. If adopting a growth mindset is critical for success, then how you view failure is too.",
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      "body": "You need to know what drives you.\n\nMaybe you know exactly what drives you. Maybe you've always known. Or maybe, you lost that clarity for a while, only to rediscover it. Perhaps you're still trying to rediscover it, or it's changed, or you secretly know what it is but just need to tap into it. Or maybe you're not sure at all. Wherever you are in this, you need to understand that knowing what drives you makes a huge difference to your success.\n\t\nWhether you're looking to re-spark your drive, rediscover it or articulate it more clearly, set yourself at least one of the following challenges.\n\nWhat do you love about what you do?\n\nTake the time to think about and list the things you really love about what you do. Maybe one is talking and really connecting with customers. Maybe it's the thrill of the hunt when chasing sales, or the satisfaction of a job well done. Maybe it's the sense of worth you get from helping others. When you have your list, think about whether one item stands out from all the others. You may be surprised.\n\nWhat do you do outside of work?\n\nWhat really drive you may lie outside of your business or work, such as contributing to your community or spending time communing with nature. Maybe your business is purely a device to help you attain something else. Think about the things you love to do outside your work.\n\nRewind to when you started.\n\nThink back to when you started your career. What did you love about it then? Ask yourself why you got into what you're doing in the first place. Many people start their careers doing the thing they love, then as time passe they move away from it. Tap back into your roots. You might find your drive back at the very beginning, when everything was clearer.\n\nWrite about your ideal day\n\nIf you could live your ideal day, what would it be like? From the moment you wake in the morning to the moment you sleep at night, what would be your perfect scenario? Go through the whole day and note all the special moments throughout the day. The results might surprise you. A writer friend of mine discovered that her ideal day wasn't about finishing a book or winning a literary prize, but rather about having the time and space to do the writing itself.\n\nWhat do you spend time doing?\n\nWhich parts of your business do you spend more time on than you should? For example, do you spend too much time playing with your website, or mucking about with your database, or on the phone chatting to people? It could be that one of those things is your why, which is the real reason you spend so much time on them.\n\nAn unwavering clarity of knowing why we do what we do is always key.\n\nKnowing why gives you a sense of purpose and direction in life. Knowing what drives you gives you that extra impetus; it spurs you to go the extra mile, to do things that little bit better; and it keeps you on track when things get tough or cyclones come to call.\n\t\nConnecting with and knowing your why lies at the centre of the game of inches model. Now think about one thing you can do to help clarify your why. Perhaps you know what it is but need to articulate it more clearly. Maybe you have it but just need to revisit and tweak it. Maybe you lost it and need to rekindle it. Whatever stage you are at, identify one thing you can do to move closer to clarifying what drives you. Then work on one of the following strategies.\n\nGet really clear\n\nIf you know what drives you but are having trouble articulating it, try to write it down. Use as much space as you need – a page or two is fine. Let it sit for a while then come back and pare it down to a single paragraph. Really get to the heart of it. Then after another break trim it again, until you can express its essence in a single sentence.\n\nRelax\n\nSometimes the harder you search the more elusive it can be. Let your why find you. In other words, stop looking so hard, and stop getting so upset about it because, like many things, the moment you stop looking for it is the moment it will appear\n\nAsk someone\n\nWhy not ask someone close to you what they think drives you. When we ourselves are unsure, sometimes the people around us can see it quite clearly. They may see us more objectively than we see ourselves, and even if they aren't right their insight may help guide us towards the right path.",
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      "body": "Good ideas become good because we let them grow.\n\nNever let your passion influence or taint your analysis. You need to separate the two.\n\nSuccessful people learn from their mistakes and look at their failures not as defeats from which they will never recover, but with curiosity.\n\nSo what do you do with your idea zombies? Well, first you need to recognise you have them and then you need to take the following actions.\n\nInject life into them\n\nIf you believe your zombie is worth resurrecting, then give it everything you've got and stop poking it with a stick! Work out what needs to be done and then do it, 100%. Make an action plan, set aside the time and put in the effort. If that doesn't work, then go to step 2\n\nCall a zombie doctor\n\nI recently read an article in which Richard Branson was asked how he manages to get so many ideas off the ground. His reply was that if he thinks it's worth doing he will find someone who can make it happen and pass it over to them. That takes courage and it also takes some effort to redirect it and monitor its progress. If that doesn't work, then go to step 3\n\nKill them off\n\nSeriously, if you're hanging on to an idea that just isn't going anywhere, get rid of it! You need to free up your headspace. That's not always easy because your ideas are precious, but it needs to be done. Using up vital resources and energy halfheartedly on an idea isn't going to cut it. If you've tried an failed to inject life into it, or you can't find a zombie doctor, then your only option is to kill it off\n\nSo, here's a challenge for you. Today, recognise you may have a number of idea zombies lurking, then decide what course of action you are going to take\n\nThe cure for perfectionism is to seek constant improvement.\n\nIt's doing the little things when you don't have to – whether they're actions or small improvements – that makes the difference.\n\nLook at something exciting within your business that, if improved, would make a difference. Whether it's a web page, a sales script, a new business model, a recruiting process, a logo, an old or new product or service, an office, a thought or an idea, it can always be improved.\n\nWhat's the fatal flaw?\n\nTake ten minutes and think about what is wrong with it. Try not get caught up in how wonderful you think it is, but start figuratively pulling it apart. Look at it from your customer's point of view, from your manufacturer's point of view, from your staff's point of view. Ask what's missing, what is its weakest part? What would your mentor say about it to provoke you? If you uncover a few possibilities, pick the biggest, most detrimental one\n\nWhat needs improving?\n\nOnce you have identified the fatal flaw, re-evaluate it as an opportunity. In other words, write down what needs to be improved to overcome the fatal flaw.\n\nHow can you improve it?\n\nWrite down or brainstorm some ideas on how to make the improvement. What needs to be done to make that happen? What can you stop doing?\n\nWhat's your measure of success?\n\nHow will you know if you have succeeded? What will it look like, perform like and be like once the improvement have been made? Think about what effect that will have on your customers, your market and your business.\n\nDo it\n\nYou know the drill by now, so get started\n\nMonitor it\n\nDid it work? What happened? What didn't happen?\n\nRepeat the process\n\nAnd never stop repeating it\n\nFind a gap, take action, test and measure, delete or improve.\n\nIt takes a lot of effort to bring ideas to life, and unless you give them 100% of your focus they're simply not going to make it. So you need to make sure the ideas you invest in are worth the effort. If they have potential, improve them; if not, delete them. It's hard but essential to kill your idea zombies. The game of inches is about systematically improving everything you do, inch by inch.\n\nUltimately everything in this chapter comes back to this simple injunction: if it's not working then delete it; if it is working then look for ways to improve it\n\nNow choose the one thing from this chapter that you particularly want to action in your own context. Are you going to kill a zombie, an idea or practice that either isn't working or is zapping your energy and resources, or are you itching to improve something that is already viable? Next answer these questions:\n\nWhy is this action so important?\nWhen am I going to do it?\nHow will I know if it works?\nWhat happens next?\n\nNow get started.",
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      "body": "Do more and offer more with less, and then keep working at improving that.\n\nThink of a project or idea you are currently working on – either one you've already worked on for a while, or something new.\n\nWhat stage are you at?\n\nThink about its stage of development. Is it at the concept stage? The development stage? Have you asked your customers or stakeholders what they think about it? Have you sold any? Don't get too caught up in details, just identify where it's at.\n\nWhat are your plans for the next stage?\n\nTo move your project forward, what's the one thing that needs to happen? Is it to test whether your customers like the concept or to test the market to see if they'll actually buy it? Is it to build a prototype or to launch a cut-down or simplified version of the product to get feedback?\n\nWhat would be a good MVP?\n\nOnce you have determined the next step, jot down a list of ideas on what an effective MVP might be. Is it to design a simple landing page, to build a 3D model or to create a cut-down version of the product? Is it to formulate a special offer for a few special customers? Remember, whatever the MVP is, it needs to validate the success or failure of the next stage you take.\n\nHow can you create it?\n\nOnce you know what the MVP is and what it is testing, you then need to make it happen. So the final step is to create a simple action plan for how you can bring your MVP into the world. Write down what needs to be done. Then, as always, do it.\n\nWhat happened?\n\nFinally, once your MVP is out in the world and has been doing its thing you need to revisit and look at what happened. Here, in this final step, is the beauty of the MVP. What were the results? What feedback did you get? What did you learn? How can you use it? What needs to be done next?\n\nTest and measure. One without the other is useless.\n\nTake an idea or product through following these six-testing and measuring stages.\n\nChoose a test.\n\nOnce again, look at a current project or an action that can be measured. Perhaps you are adding an extra option to your standard client proposal, for example, so instead of just one fee for your service you might allow for a fee for an additional service.\n\nWhen testing and measuring, it's important to stick to just one factor, especially if you're adding to something that already exists, such as a standard proposal. Testing two or three things at once magnifies the complexity of the result enormously.\n\nThink about what your expectation is.\n\nWhat do you think will happen? Based on your experience and knowledge, what do you think is the most likely outcome, and why? Write down what you expect the results to show.\n\nIs there a benchmark?\n\nIf so, is this benchmark fair and relevant? Does it conform to your expectations? If not, why?\n\nDo it.\n\nConduct your test. You know what you think will happen, and you know what the benchmark (if you have one) tells you should happen. But the only way to find out what will actually happen is to do it.\n\nWhat happened?\n\nLooking at the outcome, did the results match your expectations or the benchmark? Were they different? If so, why? What factors could have altered or tainted the result?\n\nWhat's next?\n\nFinally, after examining all the feedback, what's your next move? What should you change? What should you not change? Should you do the test again with another variation to retest the result?\n\nThe one thing:\n\nStarting is essential, but how do you judge whether what you are starting will work? The most important part of the answer lies in testing and measuring everything you do. And the challenge is to do this, step by step, in small chunks that serve the bigger picture.\n\nIt's essential to get the balance right between starting something and doing the right amount of preparation and research.\n\nChoose just one idea you can test in your own situation, perhaps something you already do but know you could do much better. Next answer these questions:\n\nWhy is this so important?\nWhen am I going to do it?\nHow will I know if it works?\nWhat happens next?\n\nNow get started.",
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      "body": "It's about having an idea and just doing it!\n\nStarting is part of the game of inches, but you need to start where you are and do whatever is necessary to get to the next stage.\n\nFive steps to help you get you started:\n\nWrite a list of what needs to be done\n\nSelect a project you are working on and write a list of all the things that need to be done initially to get it off the ground – not everything that needs to be done, just what needs to be done first. Everything else can wait.\n\nLet's say you are looking to start a new product range. You have the seed of an idea concerning a gap in the market you have identified. Your list might look like this:\n\nReconfirm the market gap\nCreate a budget (research, development, distribution, marketing)\nGain stakeholder buy-in\nCreate a trial landing page on website to test client engagement\nSchedule meeting with business mentor to discuss\nBrainstorm idea with partners\nSource financing\n\nTrim the list\n\nTrim the list to just three tasks. With a short list you'll have a much better chance of getting started by taking action. You'll also start to think about what is important and what isn't. The new list could look like this:\n\nReconfirm market gap\nCreate a trial landing page on website to test client engagement\nSchedule meeting with mentor to discuss\n\nPick just one\n\nLook at your three tasks and decide which one needs to be done before anything else can happen. The game of inches is about inching forward, not doing everything at once. Something must happen before the next thing can happen. You gain immense freedom by focusing on just one thing.\n\nDo it\n\nStart it now.\n\nDo the next one thing\n\nOnce you are moving, your one thing is done and you have built up momentum, you need to move on to the next one thing. And once you have one that, you need to move straight on to the third. As with all things, with practice the process will get easier and faster, until it becomes second nature to you.\n\nThe first sale, the first customer, the first quantifiable result is important, because it's evidence that you have a business, proof that all your efforts and hard work are leading to something of value, and things get easier from that point. It's an adrenaline rush, a moment of euphoria, and it gives you momentum to do the next thing. So get to that euphoric moment as soon as you can.\n\tTo recognise your next euphoric moment, it helps to reconnect with past ones. Here are three steps to help in this process:\n\nRelive a past euphoric moment\n\nTake some time to think about what such a euphoric moment meant for you, because it will be different for everyone. Was it the first lead conversation from your website? Was it the moment the first customer walked into your premises, or when you signed the lease on your workshop?\n\nHow did you celebrate that moment?\n\nHow did you acknowledge its importance? How did it feel? It's important to celebrate these euphoric moments because they are what spur us on to take the next action. Not only that, it's kind of a nice thing to do. Don't let the word 'euphoric' trap you into thinking this needs to be a colossal turning point. It's about the small win, and the small joy of celebrating it. It's slipping into the mindset of what worked, what was a step in the right direction, rather than the obstacles that lay ahead – focusing on that first coffee sale, for example, rather than on the fact you made only one sale in the first hour.\n\nRewind your emotional memory bank\n\nRevisit the euphoric moment that, like a chain reaction, allowed you to push on, keep going and get excited about taking more action. Savour it and allow yourself to get carried away in it once again.\n\nIt's not a question of size or resources; it's a question of doing.\n\nToo much preparation prevents action; no preparation is reckless.\n\nThe one thing:\n\nYou have to ask yourself what's holding you back from pursuing your dreams. It isn't about how smart or good you are, or what books you've read. It's about having an idea and just doing it!\n\nWherever you are, you just need to begin. You have to stop fantasising, plotting, analysing, contemplating and procrastinating, and start doing. That's it.\n\nWhat's the one thing?\n\nWhat's the one thing you could do to break the logjam and start taking action, the first step towards building your momentum?\n\nNext, answer these questions:\n\nWhy is this so important?\nWhen am I going to do it?\nHow will I know if it works?\nWhat happens next?\n\nNow get started.",
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      "body": "Action 1: Find a gap\n\nIf you can find a gap and figure out how to fill it, success will inevitably follow.\n\nThese four pointers will help you actively look for gaps:\n\nTake note\n\nPeople tell you important things in everyday conversation. Incidental comments ('Can it do this?', 'I emailed earlier') can reveal a gap and therefore a possible opportunity – for a new feature or product line, or a faster response time. Always note these comments. Write them down or you'll either forget them or miss them completely.\n\nPut yourself into someone else's mind\n\nSet aside a time and place with no distractions and imagine you're a customer, employee or stakeholder. Rewind to a recent sale, conversation or meeting and imagine what the experience was like for them. By getting into the mind of someone else, you will see things from their perspective.\n\nSeek five-minute feedback from your team\n\nOnce a week, have a five-minute stand-up meeting with you team to throw around feedback and ideas from your customers and other relevant people. Stand-up meetings rarely drag on and they have a different energy from sit-down sessions.\n\nAsk your customers\n\nMake a list of questions to ask your customers when you next speak with them: 'Thanks for your business. What made you choose us?'; 'What do you think we did really well?'; 'What did me miss?' Then shut up and listen.\n\nTo get the most out of a business conversation, consider the following approaches:\n\nKnow your endgame\n\nKnow what you need to get from the conversation – for example, to uncover the other person's needs and wants. This, not the strategy or tactics, governs the overriding direction you should take.\n\nAsk open questions and then shut up\n\nToo many people talk too much during these conversations. Interviewers, salespeople and executive have so much to say, but if their objective is to uncover information, asking a few simple, open questions (questions that cannot be answered with a yes or no), then just listening without bias or opinion, is far more useful.\n\nHere are some good open questions to ask, but feel free to modify them or find others:\n\n'Tell me about...' ('Tell me about your experience with us' or 'Tell me about how the new car is going'.)\n'How what that'? (Don't  ask 'Were you happy with that?' because that's a closed questions.)\n'What's the main thing you want from this?'\n\nLook for open doors\n\nTalking with or interviewing someone is like looking for open doors. During a conversation, people bring up interesting topics or points: these are your doorways. If you go through and start exploring, new worlds of interesting, even vital, information await you. If, however, you dogmatically continue to ask questions that you find interesting (on your side of the door), you'll only get the answers you expect and you'll miss the best stuff.\n\nAsk the one question that rules them all\n\nThis gem from television producer Paul Hawker has won me an awful lot of business. It's also responsible for many of the great insights in this book. To be effective, it needs to be the last thing you ask, when it looks like the conversation is finished, when everyone has relaxed and dropped their guard. The question is, 'Is there anything else you want to tell me that I didn't ask?' Then shut up. There may be a slight pause... don't speak. They may say, 'No, I think we've covered it all...' Still don't talk. After this initial dismissive reply they will often pick it up again with something like, 'Actually, there was this one time...' And now you'll often get the best story, the real concerns, the unstated message. Note that the question isn't 'Is there anything else about x that you want to add', because that's still directing the conversation. It needs to be completely open.\n\nConsistently look for areas in your own business that can be improved, again and again, inch by inch.\n\nHere's a simple routine to put into place. Allocate time simply to think about areas that could be improved within your business (or your part of the business). Easy. There are five steps to this:\n\nAllocate time\n\nOne of the reasons that people don't come up with great ideas is simply that they don't give themselves time to think. So give yourself that time. Allocate just 10 minutes a day, or 30 minutes a week – no emails, no calls, no distractions.\n\nFocus on specific areas of your business\n\nDon't get too strategic or ambitious, just focus in on a particular operation or process in your business and think about what the problem is. Ponder what's wrong and what could be improved. Find a problem.\n\nCome up with some solutions\n\nThe key here is solutions, plural, so think of a few ideas that could solve the problem. They don't need to be groundbreaking; they just need to work. List three or four ideas.\n\nPick the best one\n\nSelect the most appropriate idea: one that will actually solve the problem and is doable.\n\nKeep repeating it\n\nDon't just do this once: build it into your week. Make it a habit.\n\nThe one thing:\n\nGaps are unique and potentially lucrative business possibilities, and when you become a gap hunter, opportunities present themselves. If you can find a gap and figure out how to fill it, success will inevitably follow.\n\nFour actions play a central role in the game of inches, and the first and most essential of these is finding a gap. This is about consistently looking for areas in the market and in your own business that can be improved – inch by inch.\n\nWhat's the one thing?\n\nWhat one thing are you ready to apply from what's been covered in this chapter? Not just to think about, note down on a list or place in the black hole of your in-tray, but to actually do. There may be many things you want to do, but trying to take them all on will soon become overwhelming. Make life simple. It's the game of inches. Don't pick three or six things, just the one thing that stood out for you when reading this chapter.\n\nWhy is this so important?\n\nThink about the one action that could help you find external or internal gaps that would make all the difference to your customers, your business or your career. Maybe it's finding better ways to listen to your customers and find out what they truly want. Maybe it's spending time each day looking for gaps in how you do things within your business. Maybe it's looking at what appears to be working well and seeing if there's an even better way of doing it. Now that you've chosen and evaluated the one action you mean to take, ask yourself the following questions:\n\nWhen am I going to do this?\n\nHow will I know if it works?\n\nWhat happens next?\n\nWhatever it is, once you've decided on that one thing, do it.",
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      "body": "The game of inches is what makes big happen.\n\nThe game of inches is about constant, everyday disruption and reinvention.\n\nIt's not who you are that counts, it's what you do. It's your philosophy, the actions you take and the behaviours you adopt that count.\n\nAction 1: Find a gap\nAction 2: Take action\nAction 3: Test and measure\nAction 4: Delete or improve\n\nBehaviour 1: Know why\nBehaviour 2: Mindset is everything\nBehaviour 3: The never-ending doctorate\n\nYou can only keep improving if you're constantly learning.\n\nYou need passion, but you also need your idea to be viable or you'll go broke.",
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