10 Rules of Self Discipline from the 1930 Self Help/Business Guru Napoleon Hill

It seems ridiculous to refer to the Golden Rule as a “weapon,” but that is just what it is—a weapon that no resistance on earth can withstand! —Napoleon Hill

Napoleon Hillwhose early books The Law of Success (1928), The Magic Ladder To Success (1930), and Think and Grow Rich (1937) helped establish the self-help genrewould be considered a life coach or motivational speaker in today’s parlance.

And were he alive today, he’d likely he’d be facing charges, or at the very least, cancelled for some of the behaviors, schemes, and whoppers Matt Novak details in an exhaustively researched essay for Gizmodo’s Paleofuture blog.




We think it’s important to tip you off to that shady side, because Hill's "10 Rules for Profitable Self Discipline," above, are so sunny, they could spur you to disseminate them immediately, leaving you vulnerable to harsh words from better informed friends and, more crucially, social media followers, who are already het up about any number of things in this election year, and who enjoy the catharsis a good call out affords.

Ergo, if you're inclined to share, investigate the well from which they sprung, and then decide whether or not you want to proceed.

Why did we proceed?

Because practiced with the purest of intentions, these rules constitute extremely humanistic advice from a man whose outward philosophy continues to be a touchstone for many in the business community.

And as evidenced by the comments left by grateful YouTube viewers, many of whom stumbled across his words by accident, people are thirsty for such explicitly positive guideposts to interpersonal dealings.

(A good number also seem quite taken with the Virginia native's old timey speech patterns and vintage lingo.)

If nothing else, applying these rules could sweeten your next argument with someone you love, or serve as inspiration if you're ever called upon to give a commencement speech:

Napoleon Hill’s 10 Rules for Profitable Self Discipline

  1. Keep a cool head around hot heads. Rage doesn’t have to be contagious,.
  2. Believe that there are three sides to every argument. If you’re in a dust-up, don’t assume that the fault lays with the other person, but rather that you both shoulder a portion of the blame. This is a pretty compassionate way of ensuring that everyone’s ass will be partially covered for both better and worse.
  3. Never give directives to a subordinate when you are angry. Given that swift and decisive action is often required of those in leadership positions, you’ll have to learn to ice your own hot head pretty quickly to put this one into consistent play.
  4. Treat everyone as if they were a rich relative who might leave you a sizable inheritance. Which is kind of a gross way of putting it, but otherwise, we agree with Napoleon Hill that treating others with respect and loving attention is a real “honey” of a concept, especially if the other person can offer little beyond their friendship.
  5. When you find yourself in an unpleasant circumstance, immediately start searching for the seed of an equivalent benefit within the experience. If Novak’s Gizmodo essay is any indication, Hill probably had a lot of opportunity to put this one into practice, squeezing lemonade from lemons of his own making.
  6. Ask questions and listen to the answer. If you find yourself inclined to disagree with a statement, employ the phrase, “How do you know?” to get the speaker to do all the heavy lifting. For example, Napoleon Hill might say to Matt Novak, “How do you know?” which would be Matt Novak’s cue to produce a mountain of documentation.
  7. Never say or do anything before thinking if it will benefit someone or hurt them. The goal is to refrain from hurting others. Let those of us are without sin cast the first stone here. Hill’s karmic spin on this rule is that any injuries you cause that don’t immediately come around to bite you in the ass, will bite you in the ass much harder at some future point, a la compound interest.
  8. Learn the difference between friendly analysis and unfriendly criticisms. His not entirely foolproof method for distinguishing intent is to consider the nature of your relationship with the one offering the observations, their tone of voice, manner of delivery, and somewhat quaintly, whether or not they throw in any epithets. If it’s friendly, you can set some store by it. Otherwise, disregard.
  9. A good leader knows how to take orders cheerfully. This pairs nicely with Rule Number 3, don’t you think?
  10. Be tolerant of your fellow humans. Always.

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Ayun Halliday is an author, illustrator, theater maker and Chief Primatologist of the East Village Inky zine.  Join Ayun’s company Theater of the Apes in New York City  for her book-based variety series, Necromancers of the Public Domain, and the world premiere of Greg Kotis’ new musical, I AM NOBODY (March 5 - 28) Follow her @AyunHalliday.

A Map of the Disney Entertainment Empire Reveals the Deep Connections Between Its Movies, Its Merchandise, Disneyland & More (1967)

We all remember the first Disney movie we ever saw. In most of our childhoods, one Disney movie led to another, which stoked in us the desire for Disney toys, Disney games, Disney comics, Disney music, and so on. If we were lucky, we might also take a trip to Disneyland or one of its descendants elsewhere in the world. Many of us spent the bulk of our youngest years as happy residents of the Disney entertainment empire; some of us, into adulthood or even old age, remain there still.

Die-hard Disney fans appreciate that the world of Disney — comprising not just films and theme parks but television shows, printed matter, attractions on the internet, and merchandise of nearly every kind — is too vast ever to comprehend, let alone fully explore.




It was already big half a century ago, but not too big to grasp. You can see the whole of the operation laid out in this organizational synergy diagram created by Walt Disney Productions in 1967. Depicting "the many and varied synergistic relationships between the divisions of Walt Disney Productions," the information graphic reveals the links between each division.

Along the arrowheaded lines indicating the flows of manpower, material, and intellectual property, "short textual descriptions show what each division supplies and contributes to the others." The motion picture division "feeds tunes and talent" to the music division, for example, which "promotes premiums for tie-ins" to the merchandise licensing department, which "feeds ideas for retail items" to WED Enterprises (the holding company founded by Walt Disney in 1950), which produces "audio-animatronics" for Disneyland.

Some of the nexuses on the diagram will be as familiar as Mickey Mouse, Goofy, Tinkerbell, and the characters cavorting here and there around it. Others will be less so: the 16-millimeter films division, for instance, which would eventually be replaced by a colossal home-video division (itself surely being eaten into, now, by streaming). The Celebrity Sports Center, an indoor entertainment complex outside Denver, closed in 1994. MAPO refers to a theme-park animatronics unit formed in the 1960s with the profits of Mary Poppins (hence its name) and dissolved in 2012. And as for Mineral King, a proposed ski resort in California's Sequoia National Park, it was never even built.

"The ski resort was one of several ambitious projects that Walt Disney spearheaded in the years before his death in 1966," writes Nathan Masters at Gizmodo. But as the size of the Mineral King plans grew, wilderness-activist opposition intensified. After years of opposition by the Sierra Club, as well as the passage of the National Environmental Policy Act 1970 and the National Parks and Recreation Act of 1978, corporate interest in the project finally fizzled out. Though that would no doubt have come as a disappointment to Walt Disney himself, he might also have known to keep the failure in perspective. As he once said of the empire bearing his name, "I only hope that we never lose sight of one thing — that it was all started by a mouse."

h/t Eli and via Howard Lowery

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Based in Seoul, Colin Marshall writes and broadcasts on cities, language, and culture. His projects include the book The Stateless City: a Walk through 21st-Century Los Angeles and the video series The City in Cinema. Follow him on Twitter at @colinmarshall or on Facebook.

What Happened to the 1200 Paintings Painted by Bob Ross? The Mystery Has Finally Been Solved

Very few artists enjoy the degree of recognition that’s been conferred upon the late television educator Bob Ross, though sales of his work hover around zero.

It’s not due to scarcity. Ross pumped out three nearly-identical paintings per episode of his series, The Joy of Painting (watch them online here). That's 403 episodes over the course of 31 seasons on public television—or 1209 canvases of clouds, mountains, and “happy little trees.”

Shouldn’t economics dictate that these would have only increased in value following their creator’s untimely death from lymphoma in 1994?




A handful have been donated to the Smithsonian National Museum Of American History’s permanent collection. Leaving those aside, why are there no Bob Rosses fetching high prices on the auction block?

Is the painter’s legendary hypnotic appeal a factor? Did he subconsciously manipulate even the most cutthroat collectors into a state of sentimental attachment wherein profit matters not a jot?

As The New York Times-produced video above points out, Ross’ great mission in life was to get others painting—quickly and joyfully.

Which is not to say he blithely tossed the fruits of his labor into the incinerator after that purpose had been served.

The reason Ross’ paintings aren’t on the market is they’re neatly stacked in cardboard cartons at Bob Ross Inc. in Herndon, Virginia. It hardly constitutes archival storage, but the boxes are neatly numbered, and everything is accounted for.

And that is where they’re likely to remain, according to executive assistant Sarah Strohl and president Joan Kowalski, the daughter of Ross’ longtime business partner. (Her mother, Annette is Ross’ former student and the foremost authenticator of his work.)

For now, if anyone endeavors to sell you a Bob Ross original, it’s safe to assume it’s a fake.

Better yet, paint your own. Bob Ross Inc. tends to both the master’s reputation and his lucrative off-screen business, selling instructional books and painting supplies.

Be forewarned, though, it’s won't be as easy as the ever-placid master made it seem. Have a look at these comedians scrambling to keep up with his moves for the Bob Ross Challenge, a fundraiser for the Leukemia & Lymphoma Society.

Ross, of course, never broke a sweat on camera, which lends a bit of cognitive dissonance to the Times’ video’s frenetic editing. (I never thought I’d have to issue a seizure warning for something Bob Ross-related, but those canvases flash by awfully quickly at the 1:09 mark and again at 10:36. )

Explore a complete database of 31 seasons’ worth of Bob Ross’ Joy of Painting artworks here. Or watch all of the televised shows here. Just don’t expect to purchase one any time soon.

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Ayun Halliday is an author, illustrator, theater maker and Chief Primatologist of the East Village Inkyzine.  Join her in NYC on September 9 for the kick off of another season of her book-based variety show, Necromancers of the Public Domain. Follow her @AyunHalliday.

 

Steve Jobs Shares a Secret for Success: Don’t Be Afraid to Ask for Help

In 1994—the year Apple co-founder Steve Jobs filmed an interview with The Silicon Valley Historical Association in which he encouraged people to go for what they want by enlisting others’ assistance—there was no social media, no Kickstarter, no GoFundMe, no Patreon…  email was just becoming a thing.

Back then, asking for help meant engaging in a face-to-face or voice-to-voice real time interaction, something many people find intimidating.




Not so young Jobs, an electronics nut who related more easily to the adult engineers in his Silicon Valley neighborhood than to kids his own age.

As he recounts above, his desire to build a frequency counter spurred him to cold call Bill Hewlett (of Hewlett-Packard), to see if he’d give him some of the necessary parts.

(In light of the recent college admissions scandal, let us recognize the 12-year-old Jobs not only had the gumption to make that call, he also appears to have had no parental assistance looking up Hewlett’s number in the Palo Alto White Pages.)

Hewlett agreed to the young go-getter’s request for parts. Jobs’ chutzpah also earned him a summer job on a Hewlett Packard assembly line, putting screws into frequency counters. (“I was in heaven,” Jobs said of this entry level position.)

Perhaps the biggest lesson for those in need of help is to ask boldly.

Ask like it’s 1994.

No, ask like it’s 1968, and you’re a self-starter like Steve Jobs hellbent on procuring those specialty parts to build your frequency counter.

(Let’s further pretend that lying around waiting for Mom to order you a DIY frequency counter kit on Amazon is not an option…)

Need an extra push?

Psychologist Adam Grant’s bestselling Give and Take makes an effective case for human interaction as the pathway to success, whether you’re the kid placing the call, or the big wig with the power to grant the wish.

Social psychologist Heidi Grant’s book, Reinforcements: How to Get People to Help You, explains how to ask without sniveling, self-aggrandizing, or putting the person on the receiving end in an awkward position.

And that shy violet Amanda Fucking Palmer, author of The Art of Asking and no stranger to the punk rock barter economy, details how her “ninja master-level fan connection” has resulted in her every request being met—from housing and meals to practice pianos and a neti pot hand delivered by an Australian nurse.

Just don’t forget to say “please” and, eventually, “thank you.”

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Ayun Halliday is an author, illustrator, theater maker and Chief Primatologist of the East Village Inky zine.  Join her in New York City this May for the next installment of her book-based variety show, Necromancers of the Public Domain. Follow her @AyunHalliday.

The New York Public Library Lets Patrons Check Out Ties, Briefcases & Handbags for Job Interviews

Once upon a time, pubic libraries’ circulating collections were limited to books and other printed materials.

Then audio recordings and movies entered into the mix.

Telescopes…

Board games…

There's a library in Ohio that lets its patrons check out guitars.

And now, New York Public Library cardholders can borrow a necktie, briefcase, or businesslike purse for a one-time, three-week lending period.

The New York Public Library Grow Up program at the Riverside branch is modeled on similar initiatives in Philadelphia and Queens.

The branch is situated across the street from two high schools, and librarian Thaddeus Krupo told Crain’s New York Business that the program was launched in response to the high number of students taking advantage of the library’s free career resources, such as printed sheets of job interview tips.

Most of the kids from Fiorello H. Laguardia High School Of Music & Art and Performing Arts (aka the “Fame” school), one of New York City’s most competitive public schools, can be presumed to have a tie or two in their closets, along with whatever else they’re required to wear onstage for their various concerts and performances. They're also being trained in how to present themselves in an audition-type situation.

Such universal assumptions don’t necessarily apply to the massive Martin Luther King Jr. Educational Complex next door. Students there tend to have a rougher time of it than their neighbors across 65th street.

While Laguardia coasts on its reputation, MLK has never really gotten out from under the troubling stories left over from its bad old days. (Its original incarnation was ordered closed in 2005 as part of sweeping citywide educational reforms. These days, the building houses seven smaller schools.)

Hopefully, the library's teen patrons won’t seek to complete their professional look by checking out pants and pumps. The Grow Up program isn’t set up to provide the full-body coverage offered by likeminded non-profits Dress for Success and Career Gear… though its borrowed bags and ties are cleared to attend prom and graduation.

via Mental Floss

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Ayun Halliday is an author, illustrator, theater maker and Chief Primatologist of the East Village Inky zine.  Join her in NYC on Monday, September 24 for another monthly installment of her book-based variety show, Necromancers of the Public Domain. Follow her @AyunHalliday.

The Museum of Failure: A Living Shrine to New Coke, the Ford Edsel, Google Glass & Other Epic Corporate Fails

All successful products are alike; every unsuccessful product is unsuccessful in its own way. Or so a modern-day Tolstoy might find himself inspired to write after a visit to the Museum of Failure, a movable feast of flops which began last year in Helsingborg, Sweden and has now opened its doors on Hollywood Boulevard in Los Angeles. The Donald Trump board game, Apple's Newton, Nokia's N-Gage, Ford's Edsel, Colgate Beef Lasagne, Harley-Davidson Cologne, New Coke, Google Glass: these and other shining examples of failure appear in the videos about the museum at the top of the post and just below.

Considered today, many of these products, whether well-known or thoroughly obscure, look hilariously ill-conceived. But the Museum of Failure's founder, a psychologist named Samuel West, does have high praise for some of the products he's collected in his institution.




As you'll find out on a visit there, though, they've all got at least one fatal flaw — a design problem, bad timing, misjudgment of the market, falling into the cracks of existing offerings — that drove consumers away. You can't say that any of them didn't take a risk, but risks, by their very nature, burn out more often than they pay off.

"Why do I have all these failures?" asks West in his TED Talk just above. "The point of having the museum is that we can learn from these failures. I want us to start to admit our failures as companies, as individuals, so we can learn from it." America's relative lack of cultural stigmatization of failure often gets cited among the reasons for the country's reputation for innovation and economic dynamism, but there, as anywhere else, an increased willingness not just to fail but to better understand the nature of individual failures wouldn't go amiss. Nothing succeeds like success, so the saying goes, but the fascination that has built around the Museum of Failure so far suggests that we have much to gain from its opposite as well.

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Based in Seoul, Colin Marshall writes and broadcasts on cities and culture. His projects include the book The Stateless City: a Walk through 21st-Century Los Angeles and the video series The City in Cinema. Follow him on Twitter at @colinmarshall or on Facebook.

Why Incompetent People Think They’re Amazing: An Animated Lesson from David Dunning (of the Famous “Dunning-Kruger Effect”)

The business world has long had special jargon for the Kafkaesque incompetence bedeviling the ranks of upper management. There is “the Peter principle,” first described in a satirical book of the same name in 1968. More recently, we have the positive notion of “failing upward.” The concept has inspired a mantra, “fail harder, fail faster,” as well as popular books like The Gift of Failure. Famed research professor, author, and TED talker Brené Brown has called TED “the failure conference," and indeed, a “FailCon” does exist, “in over a dozen cities on 6 continents around the globe.”

The candor about this most unavoidable of human phenomena may prove a boon to public health, lowering levels of hypertension by a significant margin. But is there a danger in praising failure too fervently? (Samuel Beckett’s quote on the matter, beloved by many a 21st century thought leader, proves decidedly more ambiguous in context.) Might it present an even greater opportunity for people to “rise to their level of incompetence”? Given the prevalence of the “Dunning-Kruger Effect,” a cognitive bias explained by John Cleese in a previous post, we may not be well-placed to know whether our efforts constitute success or failure, or whether we actually have the skills we think we do.




First described by social psychologists David Dunning (University of Michigan) and Justin Kruger (N.Y.U.) in 1999, the effect “suggests that we’re not very good at evaluating ourselves accurately.” So says the narrator of the TED-Ed lesson above, scripted by Dunning and offering a sober reminder of the human propensity for self-delusion. “We frequently overestimate our own abilities,” resulting in widespread “illusory superiority” that makes “incompetent people think they’re amazing.” The effect greatly intensifies at the lower end of the scale; it is often “those with the least ability who are most likely to overrate their skills to the greatest extent.” Or as Cleese plainly puts it, some people “are so stupid, they have no idea how stupid they are.”

Combine this with the converse effect—the tendency of skilled individuals to underrate themselves—and we have the preconditions for an epidemic of mismatched skill sets and positions. But while imposter syndrome can produce tragic personal results and deprive the world of talent, the Dunning-Kruger effect’s worst casualties affect us all adversely. People “measurably poor at logical reasoning, grammar, financial knowledge, math, emotional intelligence, running medical lab tests, and chess all tend to rate their expertise almost as favorably as actual experts do.” When such people get promoted up the chain, they can unwittingly do a great deal of harm.

While arrogant self-importance plays its role in fostering delusions of expertise, Dunning and Kruger found that most of us are subject to the effect in some area of our lives simply because we lack the skills to understand how bad we are at certain things. We don't know the rules well enough to successfully, creatively break them. Until we have some basic understanding of what constitutes competence in a particular endeavor, we cannot even understand that we’ve failed.

Real experts, on the other hand, tend to assume their skills are ordinary and unremarkable. “The result is that people, whether they’re inept or highly skilled, are often caught in a bubble of inaccurate self-perception." How can we get out? The answers won’t surprise you. Listen to constructive feedback and never stop learning, behavior that can require a good deal of vulnerability and humility.

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Josh Jones is a writer and musician based in Durham, NC. Follow him at @jdmagness

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