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Important moment in my childhood (Should've Drowned to Death)

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Important moment in my childhood (Should've Drowned to Death)

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When I was around 8 years old I nearly died at a beach, where the forecast was cloudy with high winds. With that as a variable, I was destined to fall. As I did, the way I fell made my boogie board shoot 20 feet away from the shore. Knowing that I was just borrowing my friends board, I chased after it; I wish I knew how powerful the current was. I got sucked out another 50 feet away from the shore, and this is where I thought I was done for. The fear truly ran through my body the moment I couldn't feel the sand under my feet. Instead, a lifeguard and my family members went into the ocean after me, and they saved my life. This moment taught me that my life is finite, that I could die from practically anything if I'm dumb enough.

According to "Drowing" by Szpilman et al, "drowning is the leading cause of death for boys ages 5-14"(2102). I should've been a statistic but me yelling for help before I was too far away to be heard saved me.

Furthermore, according to "Drowing" by Szpilman et al, "The majority of drowning persons aspirate only small amounts of water, if any, and will recover spontaneously. Less than 6% of all persons who are rescued by lifeguards need medical attention in a hospital"(2106). I think me panicking saved me from going under the strong waves. Thinking back on it, I don't know if I even knew how to swim.

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Where my world view changed. (Homeless outreach in San Jose)

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Where my world view changed. (Homeless outreach in San Jose)

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Sometime during middle school, I was a part of my church's homeless ministry. We went to downtown San Jose where the homeless is most rampant, and handed out hundreds of bags of food at a time. We continued this for the next year, until SJPD shut all of us down and forced us to get permits. While we were heartbroken, the only people that this affected were the homeless. It took over a year to obtain our permits and have enough of a surplus of food and clothes to give out. I couldn't believe why they were criminalizing charity and outreach; We offered hot food and clothes, with no strings attached.

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The moment I felt connected with my church family

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The moment I felt connected with my church family

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As we were camping in Soquel, our entire youth group, were sitting on a cliff looking at the beautiful sunset and taking in the nature. At that moment, I can remember clearly thinking to myself looking at my group of friends, "I don't want to lose this". That was around 8-10 years ago, and we have been in touch ever since.

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My cousins and other relatives were always close by. One of which was in to college, and I was always curious to what the college experience was like. I saw her work tirelessly and she always looked drained. I later learned that she was studying to become a nurse. She would always tell me what she would do with the salary she is going to get when she's out of college, and that kind of kept her from burning out. Currently, she's making a 5 figure income MONTHLY. Seeing her in that constant grind always stayed in my mind.

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As expected, I, a freshman, was questioning my choice in majoring in Administration of Justice. In doing so, I saw that the job is not very lucrative and your options are limited to working with the government or teaching Administration of Justice. It was until I started looking at my family's choice in careers that I knew what I wanted to do. My uncle worked as a manager at a small business, and was practically running the entire shop by himself. Finances, advertising, networking, was all done by a single person. Although he wasn't a shareholder when the business sold, he was paid very well. He started taking me under his arm and showing me everything about what he knew. Topics like leasing, inspections, profit margins, etc is what he was mostly emphasizing about. Later in the conversation we were discussing opening up a business together as co owners. It was my idea because I saw that there was a lack of this specific thing in San Mateo, and the closest business would be around 30 miles away. After a solid conversation about how serious I was about doing this, he agreed that once I get my degree and no one took our opportunity, we could possibly open up a business together.

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The most ideal scenario for me when I get out of college is that I find a nice office job to stack my money to eventually startup my own business. I expect myself to work entry level jobs for about 5 years making 60-80k to afford the huge licensing fee and have enough to protect us from bankruptcy. The last thing I need is my business venture to fail.

I incorporated my aspirational capital while I was writing this plan because I expect that there will be challenges I will have to overcome to achieve my hopes and dreams. The road to success is never an straight road.

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If my business startup works out, my uncle and I would be rich enough to have employees working for us, and enough for us to branch out more into different locations. Being a business owner with my uncle is one of my biggest goals in life. Any and all disposable income during this time will be reinvested to make more income. Hopefully, I will control a major portion of traffic in California with all the businesses I will own.

I incorporated my navigational capital during my Middle Ages because that's where I believe I will peak in my business and social knowledge.

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Around this time, I'll hopefully have enough money to go traveling around with my family for months at a time. Traveling to places like Japan, Dubai, New York, and other developed countries, has always been a dream of mine. If I don't make a family I would start a foundation and put all of my life earnings into it, giving back to children living in true poverty in third world countries.

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One of the things that I incorporated into my academic success is goal setting. Goal setting is essentially creating a plan to be a better person than you are in the present. A goal can be short or long, depending on the situation. If my current actions do not lead myself closer to my goal, then it's a clear sign that I should not do it. An essential principle of a goal is that there are multiple steps to get to that goal. A goal should be executed slow and steadily, with meticulous planning. Taking shortcuts to a goal will only leave you inadequately prepared when time comes to have bigger goals and dreams. This is a common sense principle that everyone should apply to their everyday lives. A piece of advice I'd give to new students is to never lose sight of the reason why you went to college; that reason that brought you to CSM requires a clear goal and plan to execute.

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Success Images - Browse 15,537,938 Stock Photos, Vectors, and Video

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Search from thousands of royalty-free Success stock images and video for your next project. Download royalty-free stock photos, vectors, HD footage and more on Adobe Stock.

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One "ah-ha" moment would be when I realized that a class would take way more effort that I initially realized. If you are unfortunate enough to not consider the professor teaching, you will have a bad professor. Some professors aren't meant to be teaching such meticulous subjects. I had a really bad math professor this semester, and I forced myself to study way more than a normal student should because of inadequate and incoherent teaching. The only benefit that I can see from this experience is that I have developed my work ethic for rougher years to come. A piece of advice I would give to future students is to use RateMyProfessor to select your teachers for your most important classes that you would want a good grade on. While some reviews may be subjective, it can provide an insight to the type of person that will be teaching the class.

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Struggling College Student Images - Browse 28,374 Stock Photos, Vectors, and Video

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Search from thousands of royalty-free Struggling College Student stock images and video for your next project. Download royalty-free stock photos, vectors, HD footage and more on Adobe Stock.

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My current academic goal is to achieve all A's or a B+ to remain competitive in my major. Nothing has shifted, and every action I took was to ensure that my goal would be met. I have achieved that goal, and this is a goal that applies to every semester I am in college. In my first semester I've learned that there is way more help that I initially realized. I was under the assumption that in college, you are completely on your own to complete your assignments; In reality, there are writing centers, math tutors, multiple counselors, etc. They are more than willing to help, but the only downside is that there are a limited number of tutors to help you; It is a first come first serve basis. There are many resources to take advantage of so you can have academic success, you just have to take the initiative to actually execute.

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There are missions, and then there are missions. One type of mission is an achievable task with a fixed goal that is often tactical and short-term in nature. The other mission is a high-level aspiration that provides direction and motivation to an organization over a long period of time. Leaders who mix up the two can put the future of their companies at risk.

The distinction between the two types of missions is dramatically illustrated in the recording of a White House meeting held on 21 November 1962. During the meeting, President John F. Kennedy and NASA's chief administrator, James Webb, whom Kennedy appointed, had a heated argument about NASA's proper mission.

It had been 18 months since Kennedy had called out a piloted moon landing as one of his top priorities in a special address to Congress, declaring, "First, I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth." Now, Kennedy was considering whether he could move the target date for the first lunar landing from 1967 to 1966, and he was grilling NASA's leaders about the feasibility and costs of doing so.

As they wrangled over the size of the special appropriation that would be needed to fund an accelerated schedule, Kennedy suddenly tacked. "Do you think this program is the top-priority program of the agency?" he asked Webb.

"No, sir, I do not," answered Webb. "I think it is one of the top-priority programs...." With that, an argument began that revealed the chasm between Kennedy's view of NASA's mission and Webb's view.

To Kennedy, the space race was the extraterrestrial front in the ongoing Cold War. Landing a person on the moon was the finish line in that race, and he intended to cross first. "Everything that we do ought to really be tied into getting onto the moon ahead of the Russians," he said. In this view, NASA's mission was what could now be called a BHAG-an acronym coined 30 years later by Jim Collins and Jerry Porras, authors of Built to Last, for a "big, hairy, audacious goal."

"Why can't it be tied to preeminence in space?" replied Webb. For him, the science, the rockets and other technology, the astronauts and engineers, and the fast-emerging aerospace industry needed to reach the moon were part and parcel of a national space capability. In this view, NASA's mission was to ensure that the US was able to play the leading role in the new space age.

Eventually, Kennedy tried to end the argument by presidential dictate. After saying that he wasn't ready to make a decision about moving up the Apollo schedule, he added, "But I do think we ought to get it, you know, really clear that the policy ought to be that [the moon landing] is the top-priority program of the agency, and one of the two, except for defense, the top priority of the United States government.... Otherwise, we shouldn't be spending this kind of money, because I'm not that interested in space."

That Webb continued to argue with the president after this statement-the discussion went on until Kennedy ended the stalemate and the meeting by saying that he and Webb should exchange their views in writing-suggests the importance he placed on how NASA's mission was articulated. Webb believed that the agency needed a mission with a large M-an organizational objective of "preeminence in space" that it could strive to fulfill over the long term. Achieving this mission required a variety of programs in addition to the lunar project. Webb also believed that for all its ambition, Kennedy's intense focus on putting a person on the moon was a mission with a small m -a short-term goal that, once accomplished, would not be able to sustain NASA over time.

In the end, Kennedy and Webb resolved the argument by meeting in the middle. "If you look at what Kennedy was saying subsequent to their interaction, he was saying our goal is to be first in every aspect of space," said John Logsdon, founder of the Space Policy Institute and professor emeritus at George Washington University's Elliott School of International Affairs, in an interview for this column. (Given a presidency and a life cut short, there's no way to know whether Kennedy really meant it or not.)

Meanwhile, Webb had taken Kennedy's wishes on board. "He tried very hard to maintain balance in NASA's programs, so the Agency was doing a lot in the sciences as well as human space flight," said Logsdon, who has written books on US space policy during the Kennedy, Nixon, and Reagan administrations. "But clearly, he said, 'My boss said, "Get a man on the moon before the Russians," and that's what we're going to focus on.'"

That focus was made manifest with the Apollo 11 mission on 20 July 1969, when Neil Armstrong took "one giant leap for mankind." Webb had resigned by then, and his concerns about a mission-less future for NASA were manifesting, too. President Lyndon Johnson's administration had begun cutting NASA's budget in the years before Apollo 11, and the final planned Apollo moon landings were cancelled in the Nixon administration.

Don't mistake a goal-no matter how big, hairy, and audacious-for a compelling organizational mission.

"NASA during the second half of the 1960s became what James Webb had feared, a one-program agency," writes Logsdon in John F. Kennedy and the Race to the Moon. Worse, NASA was unable to reframe its mission in a compelling way. "With the White House rejection of ambitious post-Apollo space goals," Logsdon continues, "NASA entered a four-decade identity crisis from which it has yet to emerge." In this sense, and for all NASA's accomplishments, concludes Logsdon, "The impact of Apollo on the evolution of the U.S. space program has on balance been negative."

There's a valuable lesson for company leaders in all this: don't mistake a goal-no matter how big, hairy, and audacious-for a compelling organizational mission. You can achieve a goal and put it behind you, but a mission is always up ahead and just beyond your reach.

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A heated argument recorded in the White House in 1962 offers a cautionary lesson in mission-setting for leaders today.