Famous Tactics Quotes

It was in describing these early bargaining tactics by the British oil company that Dean Acheson, the U.S. secretary of state, made his famous statement: “Never had so few lost so much so stupidly in so short a time.

most Americans think of Rosa Parks as a demur, pleasant-enough seamstress who backed into history by being too tired to get out of her seat on a bus one day, in reality she had been trained in nonviolence spirit and tactics at a famous institution, Highlander Folk School. It seems to be a difficult concept for most of us that peace is a skill that can be learned. We know war can be learned, but we seem to think that one becomes a peacemaker by a mere change of heart. (23)

Harold Laswell's famous definition of politics as a social process determining "who gets what, when, and how," there can be little doubt that chimpanzees engage in it. Since in both humans and their closest relatives the process involves bluff, coalitions, and isolation tactics, a common terminology is warranted.

It was a tactic famously used by Stalin—keep your subordinates divided, fearful, confused, and off-balance.

On the raptors kept for falconry: "They talk every night, deep into the darkness. They say about how they were taken, about what they can remember about their homes, about their lineage and the great deeds of their ancestors, about their training and what they've learned and will learn. It is military conversation, really, like what you might have in the mess of a crack cavalry regiment: tactics, small arms, maintenance, betting, famous hunts, wine, women, and song. Another subject they have is food. It is a depressing thought," he continued, "but of course they are mainly trained by hunger. They are a hungry lot, poor chaps, thinking of the best restaurants where they used to go, and how they had champagne and caviar and gypsy music. Of course, they all come from noble blood." "What a shame that they should be kept prisoners and hungry." "Well, they do not really understand that they are prisoners any more than the cavalry officers do. They look on themselves as being 'dedicated to their profession,' like an order of knighthood or something of that sort. You see, the member of the Muse [where Raptors are kept for falconry] is restricted to the Raptors, and that does help a lot. They know that none of the lower classes can get in. Their screened perches do not carry Blackbirds or such trash as that. And then, as for the hungry part, they're far from starving or that kind of hunger: they're in training, you know! And like everybody in strict training, they think about food.

The difficulty of tactical maneuvering consists in turning the devious into the direct, and misfortune into gain. [This sentence contains one of those highly condensed and somewhat enigmatical expressions of which Sun Tzu is so fond. This is how it is explained by Ts’ao Kung: “Make it appear that you are a long way off, then cover the distance rapidly and arrive on the scene before your opponent.” Tu Mu says: “Hoodwink the enemy, so that he may be remiss and leisurely while you are dashing along with utmost speed.” Ho Shih gives a slightly different turn: “Although you may have difficult ground to traverse and natural obstacles to encounter this is a drawback which can be turned into actual advantage by celerity of movement.” Signal examples of this saying are afforded by the two famous passages across the Alps—that of Hannibal, which laid Italy at his mercy, and that of Napoleon two thousand years later, which resulted in the great victory of Marengo.] 4.    Thus, to take a long and circuitous route, after enticing the enemy out of the way, and though starting after him, to contrive to reach the goal before him, shows knowledge of the artifice of DEVIATION.

Any useful statement about the future should at first seem ridiculous’ by Jim Dator. Also, ‘When it comes to the future, it’s far more important to be imaginative than to be right’ by Alvin Toffler. Both are famous futurists. These quotes remind me that world-changing ideas will seem absurd to most people, and that the most useful work I can be doing is to push the envelope of what is considered possible.

My original intention with The 4-Hour Workweek (4HWW), The 4-Hour Body (4HB), and The 4-Hour Chef (4HC) was to create a trilogy themed after Ben Franklin’s famous quote: “Early to bed and early to rise, makes a man healthy, wealthy, and wise.” People constantly ask me, “What would you put in The 4-Hour Workweek if you were to write it again? How would you update it?” Ditto for 4HB and 4HC. Tools of Titans contains most of the answers for all three.

Later on in Culture and Society, Williams scores a few points by reprinting some absolutist sentences that, taken on their own, represent exaggerations or generalisations. It was a strength and weakness of Orwell’s polemical journalism that he would begin an essay with a bold and bald statement designed to arrest attention—a tactic that, as Williams rightly notices, he borrowed in part from GK Chesterton and George Bernard Shaw. No regular writer can re-read his own output of ephemera without encountering a few wince-making moments of this kind; Williams admits to ‘isolating’ them but has some fun all the same. The flat sentence ‘a humanitarian is always a hypocrite’ may contain a particle of truth—does in fact contain such a particle—but will not quite do on its own. Other passages of Orwell’s, on the failure of the Western socialist movement, read more convincingly now than they did when Williams was mocking them, but are somewhat sweeping for all that. And there are the famous outbursts of ill-temper against cranks and vegetarians and homosexuals, which do indeed disfigure the prose and (even though we still admire Pope and Swift for the heroic unfairness of their invective) probably deserve rebuke. However, Williams betrays his hidden bias even when addressing these relatively easy targets. He upbraids Orwell for the repeated use of the diminutive word ‘little’ as an insult (‘The typical Socialist ... a prim little man,’ ‘the typical little bowlerhatted sneak,’ etc.). Now, it is probable that we all overuse the term ‘little’ and its analogues. Williams does at one point—rather ‘loftily’ perhaps—reproach his New Left colleagues for being too ready to dismiss Orwell as ‘petit-bourgeois.’ But what about (I draw the example at random) Orwell’s disgust at the behaviour of the English crowd in the First World War, when ‘wretched little German bakers and hairdressers had their shops sacked by the mob’?

When the Soviets invaded Afghanistan in 1979, the Saudi regime saw an opportunity to rid itself, however temporarily, of the holy warriors it had nurtured for nearly a century. With economic and military support from the United States and tactical training provided by Pakistan’s Inter-Services Intelligence agency, the Saudis began funneling a steady stream of radical Islamic militants (known as the Mujahadin, or “those who make jihad”) from Saudi Arabia and across the Middle East into Afghanistan, where they could be put to use battling the godless communists. The intention, as President Jimmy Carter’s national security adviser, Zbigniew Brzezinski, famously put it, was to “give the USSR its own Vietnam” by keeping the Soviet army bogged down in an unwinnable war in hostile territory. The United States considered the Mujahadin to be an important ally in the Great Game being played out against the Soviet Union and, in fact, referred to these militants as “freedom fighters.” President Ronald Reagan even compared them to America’s founding fathers.

A year before Wenger’s appointment, Leyton Orient manager John Sitton had been the subject of a Channel 4 documentary that recorded him threatening to fight his own players in a famously bizarre dressing-room outburst. ‘When I tell you to do something, do it, and if you come back at me, we’ll have a fucking right sort-out in here,’ he roared at two players. ‘All right? And you can pair up if you like, and you can fucking pick someone else to help you, and you can bring your fucking dinner, ’coz by the time I’ve finished with you, you’ll fucking need it.’ That was the 1990s football manager.

Shelby..." Her tongue skimmed over his while he cupped the back of her neck more firmly. "Shelby," he repeated a moment later, "there was something I wanted to talk to you about earlier, and I'm in danger of becoming as ditracted now as I was then." "Promise?" She moved her lips to his throat. "I have a command performance this weekend." "Oh?" She switched to his ear. In self-defense, Aan rolled over and pinned her beneath him. "I got a call from my father this afternoon." "Ah" Humor danced in her eyes. "The laird." "The title would appeal to him." Alan grasped her wrists to prevent her from clouding his mind as she seemed bent on doing. "It seems he's planned one of his famous family weekends. Come with me." One brow lifted. "To the MacGregor fortress in Hyannis Port? Unarmed?" "We'll hoist the white flag." She wanted to go.She wanted to say no. A visit to his family home came perilously close to that final commitment she was so carefully sidestepping. Questions, speculation-there'd be no avoiding them. Alan heard her thoughts as clearly as if it had been spoken.Pushng back frustration, he changed tactics. "I have orders to bring that girl-" he watched her eyes narrow- "-that daughter of the thieving, murdering Campbells,with me." "Oh,is that so?" "Just so," Alan returned mildly. Shelby lifted her chin. "When do we leave?

Steve Jobs was famous for what observers called his “reality distortion field.” Part motivational tactic, part sheer drive and ambition, this field made him notoriously dismissive of phrases such as “It can’t be done” or “We need more time.” Having learned early in life that reality was falsely hemmed in by rules and compromises that people had been taught as children, Jobs had a much more aggressive idea of what was or wasn’t possible. To him, when you factored in vision and work ethic, much of life was malleable. For instance, in the design stages for a new mouse for an early Apple product, Jobs had high expectations. He wanted it to move fluidly in any direction—a new development for any mouse at that time—but a lead engineer was told by one of his designers that this would be commercially impossible. What Jobs wanted wasn’t realistic and wouldn’t work. The next day, the lead engineer arrived at work to find that Steve Jobs had fired the employee who’d said that. When the replacement came in, his first words were: “I can build the mouse.” This was Jobs’s view of reality at work. Malleable, adamant, self-confident. Not in the delusional sense, but for the purposes of accomplishing something. He knew that to aim low meant to accept mediocre accomplishment. But a high aim could, if things went right, create something extraordinary. He was Napoleon shouting to his soldiers: “There shall be no Alps!” For most of us, such confidence does not come easy. It’s understandable. So many people in our lives have preached the need to be realistic or conservative or worse—to not rock the boat. This is an enormous disadvantage when it comes to trying big things. Because though our doubts (and self-doubts) feel real, they have very little bearing on what is and isn’t possible. Our

My uncle arranged for us to have a day together at a simulated shooting range near where he lived on the West Coast. The entire staff turned out to make sure we had fun-and to catch a glimpse of the newly famous hero. I went through the range with him, and the results were not quite what I expected. I did well, but… To give you some background: The range featured tactical situations where you did more than stand behind a bench and shoot at a paper target and a bale of hay. Videos supplied an immersive experience; it was a little like being part of a video game, except that you moved around and had a full-sized weapon as opposed to a game controller. The results were recorded, and we reviewed them later on. Chris’s shots were all head and chest. Mine were all in the crotch. “Do we need to talk?” asked Chris. I swear, there was no hostility. I was just aiming low, expecting the recoil to bring the shot up. Really.

Just as famous, if not more so, is the ancient Asian sage Sun Tsu, author of The Art of War. Sun Tsu is a much easier and quicker read than Clausewitz, full of short pieces of advice, from the tactical to the strategic, that have been quoted and applied far beyond the military, often in the world of business. The adage most frequently attributed to Sun Tsu—“know your enemy if you wish to win”—is actually a misquotation. It is indeed good to know your enemy if you wish to win, but Sun Tsu’s recipe for ultimate victory begins with knowing yourself—why you are going to war, what you are fighting for. You may have studied the culture and ways of your foe for years and be intimately familiar with his thinking, but first you must be able to answer the questions, What do I represent? What am I prepared to risk blood and treasure for, and why exactly am I going to war? If you cannot answer these questions, then you should not be going to war at all.

Pat Riley, the famous coach and manager who led the Los Angeles Lakers and Miami Heat to multiple championships, says that great teams tend to follow a trajectory. When they start—before they have won—a team is innocent. If the conditions are right, they come together, they watch out for each other and work together toward their collective goal. This stage, he calls the “Innocent Climb.” After a team starts to win and media attention begins, the simple bonds that joined the individuals together begin to fray. Players calculate their own importance. Chests swell. Frustrations emerge. Egos appear. The Innocent Climb, Pat Riley says, is almost always followed by the “Disease of Me.” It can “strike any winning team in any year and at any moment,” and does with alarming regularity. It’s Shaq and Kobe, unable to play together. It’s Jordan punching Steve Kerr, Horace Grant, and Will Perdue—his own team members. He punched people on his own team! It’s Enron employees plunging California into darkness for personal profit. It’s leaks to the media from a disgruntled executive hoping to scuttle a project he dislikes. It’s negging and every other intimidation tactic.

While these tactics were aggressive and crude, they confirmed that our legislation had touched a nerve. I wasn’t the only one who recognized this. Many other victims of human rights abuses in Russia saw the same thing. After the bill was introduced they came to Washington or wrote letters to the Magnitsky Act’s cosponsors with the same basic message: “You have found the Achilles’ heel of the Putin regime.” Then, one by one, they would ask, “Can you add the people who killed my brother to the Magnitsky Act?” “Can you add the people who tortured my mother?” “How about the people who kidnapped my husband?” And on and on. The senators quickly realized that they’d stumbled onto something much bigger than one horrific case. They had inadvertently discovered a new method for fighting human rights abuses in authoritarian regimes in the twenty-first century: targeted visa sanctions and asset freezes. After a dozen or so of these visits and letters, Senator Cardin and his cosponsors conferred and decided to expand the law, adding sixty-five words to the Magnitsky Act. Those new words said that in addition to sanctioning Sergei’s tormentors, the Magnitsky Act would sanction all other gross human rights abusers in Russia. With those extra sixty-five words, my personal fight for justice had become everyone’s fight. The revised bill was officially introduced on May 19, 2011, less than a month after we posted the Olga Stepanova YouTube video. Following its introduction, a small army of Russian activists descended on Capitol Hill, pushing for the bill’s passage. They pressed every senator who would talk to them to sign on. There was Garry Kasparov, the famous chess grand master and human rights activist; there was Alexei Navalny, the most popular Russian opposition leader; and there was Evgenia Chirikova, a well-known Russian environmental activist. I didn’t have to recruit any of these people. They just showed up by themselves. This uncoordinated initiative worked beautifully. The number of Senate cosponsors grew quickly, with three or four new senators signing on every month. It was an easy sell. There wasn’t a pro-Russian-torture-and-murder lobby in Washington to oppose it. No senator, whether the most liberal Democrat or the most conservative Republican, would lose a single vote for banning Russian torturers and murderers from coming to America. The Magnitsky Act was gathering so much momentum that it appeared it might be unstoppable. From the day that Kyle Scott at the State Department stonewalled me, I knew that the administration was dead set against this, but now they were in a tough spot. If they openly opposed the law, it would look as if they were siding with the Russians. However, if they publicly supported it, it would threaten Obama’s “reset” with Russia. They needed to come up with some other solution. On July 20, 2011, the State Department showed its cards. They sent a memo to the Senate entitled “Administration Comments on S.1039 Sergei Magnitsky Rule of Law.” Though not meant to be made public, within a day it was leaked.

He was most comfortable with sheer physical collision. When it all came down to it, that, even more than his tactical expertise, was what had made Jade famous; it was what he did best.

Another famous and controversial tactic—often called “rank-and-yank”—forced managers to come up with an annual ranking of the performance of their workers. The bottom 10 percent would be put on notice, and if they didn’t improve, they were fired. The constant pressure from this kind of tactic only added to employee tension. Rank-and-yank worked well for GE’s acquisitions, providing a formula for trimming fat and squeezing profits out of the operations. But some managers didn’t see it as helpful, especially after it had been used for a few years and some competent employees were ending up in the bottom 10 percent. You can trim fat only for so long. Also, some thought that the policy made workers fight each other for survival and inhibited managers’ ability to bring their workers together to operate as a team for the good of the company. One manager tried to subvert the system by putting an employee who’d recently died in the bottom 10 percent of the ranking list in order to save another employee’s job.

What’s fascinating is that most guards in the Stanford Prison Experiment remained hesitant to apply ‘tough’ tactics at all, even under mounting pressure. Two-thirds refused to take part in the sadistic games. One-third treated the prisoners with kindness, to Zimbardo and his team’s frustration. One of the guards resigned the Sunday before the experiment started, saying he couldn’t go along with the instructions. Most of the subjects stuck it out because Zimbardo paid well. They earned $15 a day–equivalent to about $100 now–but didn’t get the money until afterwards. Guards and prisoners alike feared that if they didn’t play along in Zimbardo’s dramatic production, they wouldn’t get paid. But money was not enough incentive for one prisoner, who got so fed up after the first day that he wanted to quit. This was prisoner number 8612, twenty-two-year-old Douglas Korpi, who broke down on day two (‘I mean, Jesus Christ […] I just can’t take it anymore!’21). His breakdown would feature in all the documentaries and become the most famous recording from the whole Stanford Prison Experiment. A journalist looked him up in the summer of 2017.22 Korpi told him the breakdown had been faked–play-acted from start to finish. Not that he’d ever made a secret of this. In fact, he told several people after the experiment ended: Zimbardo, for example, who ignored him, and a documentary filmmaker, who edited it out of his movie.

after Ben Franklin’s famous quote: “Early to bed and early to rise, makes a man healthy, wealthy,

Cus D’Amato, Mike Tyson’s legendary first trainer, famously said: “Everyone has a plan until they get punched in the face.

Siddhartha by Hermann Hesse is recommended by many guests in this book. There is one specific takeaway that Naval Ravikant (page 546) has reinforced with me several times on our long walks over coffee. The protagonist, Siddhartha, a monk who looks like a beggar, has come to the city and falls in love with a famous courtesan named Kamala. He attempts to court her, and she asks, “What do you have?” A well-known merchant similarly asks, “What can you give that you have learned?” His answer is the same in both cases, so I’ve included the latter story here. Siddhartha ultimately acquires all that he wants. Merchant: “. . . If you are without possessions, how can you give?” Siddhartha: “Everyone gives what he has. The soldier gives strength, the merchant goods, the teacher instruction, the farmer rice, the fisherman fish.” Merchant: “Very well, and what can you give? What have you learned that you can give?” Siddhartha: “I can think, I can wait, I can fast.” Merchant: “Is that all?” Siddhartha: “I think that is all.” Merchant: “And of what use are they? For example, fasting, what good is that?” Siddhartha: “It is of great value, sir. If a man has nothing to eat, fasting is the most intelligent thing he can do. If, for instance, Siddhartha had not learned to fast, he would have had to seek some kind of work today, either with you, or elsewhere, for hunger would have driven him. But, as it is, Siddhartha can wait calmly. He is not impatient, he is not in need, he can ward off hunger for a long time and laugh at it. ” I think of Siddhartha’s answers often and in the following terms: “I can think” → Having good rules for decision-making, and having good questions you can ask yourself and others. “I can wait” → Being able to plan long-term, play the long game, and not misallocate your resources. “I can fast” → Being able to withstand difficulties and disaster. Training yourself to be uncommonly resilient and have a high pain tolerance.

Ben Franklin’s famous quote: “Early to bed and early to rise, makes a man healthy, wealthy, and wise.

Unhappy with these posts, Jackson was exuberant when he was reassigned as an instructor at the Virginia Military Institute (VMI) in Lexington. On March 27, 1851 he assumed the position of Professor of Natural and Experimental Philosophy and Artillery Tactics.[4]

Civil War generals began the war employing tactics from the Napoleonic Era, which saw Napoleon dominate the European continent and win crushing victories against large armies. However, the weapons available in 1861 were far more accurate than they had been 50 years earlier. In particular, new rifled barrels created common infantry weapons with deadly accuracy of up to 100 yards, at a time when generals were still leading massed infantry charges with fixed bayonets and attempting to march their men close enough to engage in hand-to-hand combat.

2,000–3,000 PEOPLE, NOT GENERAL FAME This is one of the messages Eric burned into my brain last year, and it’s guided many decisions since. We were sitting in a large soaking tub talking about the world (as mathematicians and human guinea pigs do in San Francisco), and he said: “General fame is overrated. You want to be famous to 2,000 to 3,000 people you handpick.” I’m paraphrasing, but the gist is that you don’t need or want mainstream fame. It brings more liabilities than benefits. However, if you’re known and respected by 2–3K high-caliber people (e.g., the live TED audience), you can do anything and everything you want in life. It provides maximal upside and minimal downside. GOOD QUESTION TO ASK YOURSELF WHEN TACKLING INCUMBENT COMPANIES (OR IDEAS) “How is their bread buttered?” “What is it that they can’t afford to say or think?” “CONSENSUS” SHOULD SET OFF YOUR SPIDEY SENSE “Somehow, people have to learn that consensus is a huge problem. There’s no ‘arithmetic consensus’ because it doesn’t require a consensus. But there is a Washington consensus. There is a climate consensus. In general, consensus is how we bully people into pretending that there’s nothing to see. ‘Move along, everyone.’ I think that, in part, you should learn that people don’t naturally come to high levels of agreement unless something is either absolutely clear, in which case consensus isn’t present, or there’s an implied threat of violence to livelihood or self.” TF: I start nearly every public presentation I give with a slide that contains one quote: “Whenever you find yourself on the side of the majority, it’s time to pause and reflect.” —Mark Twain. This isn’t just for my audience. It’s also a reminder for me.

Before he could start writing Kilby’s application, though, Mosher had to resolve a fundamental tactical question. Anyone who applies for a patent has to decide whether he needs it for offensive or for defensive purposes—whether, to use lawyers’ favorite metaphor, he wants his patent to be a sword or a shield. The decision usually turns on the novelty of the invention. If somebody has a genuinely revolutionary idea, a breakthrough that his competitors are almost sure to copy, his lawyers will write a patent application they can use as a sword; they will describe the invention in such broad and encompassing terms that they can take it into court for an injunction against any competitor who tries to sell a product that is even remotely related. In contrast, an inventor whose idea is basically an extension of or an improvement on an earlier idea needs a patent application that will work as a shield—a defense against legal action by the sword wielders. Such a defensive patent is usually written in much narrower terms, emphasizing a specific improvement or a particular application of the idea that is not covered clearly in earlier patents. Probably the most famous sword in the history of the patent system was the sweeping application filed on February 14, 1876, by a teacher and part-time inventor named Alexander Graham Bell. That first telephone patent (No. 174,465) was so broad and inclusive that it became the cornerstone—after Bell and his partners had fought some 600 lawsuits against scores of competitors—of the largest corporate family in the world. In the nature of things, though, few inventions are so completely new that they don’t build on something from the past. The majority of patent applications, therefore, are written as shields—as improvements on some earlier invention. Some of the most important patents in American history fall into this category, including No. 586,193, “New and Useful Improvements in Transmitting Electrical Impulses,” granted to Guglielmo Marconi in 1898; No. 621,195, “Improvements in and Relating to Navigable Balloons,” granted to Ferdinand Zeppelin in 1899; No. 686,046, “New and Useful Improvements in Motor Carriages,” granted to Henry Ford in 1901; and No. 821,393, “New and Useful Improvements in Flying Machines,” granted to Orville and Wilbur Wright in 1906.

One day, meandering through the bookcases, I had picked up his diaries and begun to read the account of his famous meeting with Hitler prior to Munich, at the house in Berchtesgaden high up in the Bavarian mountains. Chamberlain described how, after greeting him, Hitler took him up to the top of the chalet. There was a room, bare except for three plain wooden chairs, one for each of them and the interpreter. He recounts how Hitler alternated between reason – complaining of the Versailles Treaty and its injustice – and angry ranting, almost screaming about the Czechs, the Poles, the Jews, the enemies of Germany. Chamberlain came away convinced that he had met a madman, someone who had real capacity to do evil. This is what intrigued me. We are taught that Chamberlain was a dupe; a fool, taken in by Hitler’s charm. He wasn’t. He was entirely alive to his badness. I tried to imagine being him, thinking like him. He knows this man is wicked; but he cannot know how far it might extend. Provoked, think of the damage he will do. So, instead of provoking him, contain him. Germany will come to its senses, time will move on and, with luck, so will Herr Hitler. Seen in this way, Munich was not the product of a leader gulled, but of a leader looking for a tactic to postpone, to push back in time, in hope of circumstances changing. Above all, it was the product of a leader with a paramount and overwhelming desire to avoid the blood, mourning and misery of war. Probably after Munich, the relief was too great, and hubristically, he allowed it to be a moment that seemed strategic not tactical. But easy to do. As Chamberlain wound his way back from the airport after signing the Munich Agreement – the fateful paper brandished and (little did he realise) his place in history with it – crowds lined the street to welcome him as a hero. That night in Downing Street, in the era long before the security gates arrived and people could still go up and down as they pleased, the crowds thronged outside the window of Number 10, shouting his name, cheering him, until he was forced in the early hours of the morning to go out and speak to them in order that they disperse. Chamberlain was a good man, driven by good motives. So what was the error? The mistake was in not recognising the fundamental question. And here is the difficulty of leadership: first you have to be able to identify that fundamental question. That sounds daft – surely it is obvious; but analyse the situation for a moment and it isn’t. You might think the question was: can Hitler be contained? That’s what Chamberlain thought. And, on balance, he thought he could. And rationally, Chamberlain should have been right. Hitler had annexed Austria and Czechoslovakia. He was supreme in Germany. Why not be satisfied? How crazy to step over the line and make war inevitable.

One day, meandering through the bookcases, I had picked up his diaries and begun to read the account of his famous meeting with Hitler prior to Munich, at the house in Berchtesgaden high up in the Bavarian mountains. Chamberlain described how, after greeting him, Hitler took him up to the top of the chalet. There was a room, bare except for three plain wooden chairs, one for each of them and the interpreter. He recounts how Hitler alternated between reason – complaining of the Versailles Treaty and its injustice – and angry ranting, almost screaming about the Czechs, the Poles, the Jews, the enemies of Germany. Chamberlain came away convinced that he had met a madman, someone who had real capacity to do evil. This is what intrigued me. We are taught that Chamberlain was a dupe; a fool, taken in by Hitler’s charm. He wasn’t. He was entirely alive to his badness. I tried to imagine being him, thinking like him. He knows this man is wicked; but he cannot know how far it might extend. Provoked, think of the damage he will do. So, instead of provoking him, contain him. Germany will come to its senses, time will move on and, with luck, so will Herr Hitler. Seen in this way, Munich was not the product of a leader gulled, but of a leader looking for a tactic to postpone, to push back in time, in hope of circumstances changing. Above all, it was the product of a leader with a paramount and overwhelming desire to avoid the blood, mourning and misery of war. Probably after Munich, the relief was too great, and hubristically, he allowed it to be a moment that seemed strategic not tactical. But easy to do. As Chamberlain wound his way back from the airport after signing the Munich Agreement – the fateful paper brandished and (little did he realise) his place in history with it – crowds lined the street to welcome him as a hero. That night in Downing Street, in the era long before the security gates arrived and people could still go up and down as they pleased, the crowds thronged outside the window of Number 10, shouting his name, cheering him, until he was forced in the early hours of the morning to go out and speak to them in order that they disperse. Chamberlain was a good man, driven by good motives. So what was the error? The mistake was in not recognising the fundamental question. And here is the difficulty of leadership: first you have to be able to identify that fundamental question. That sounds daft – surely it is obvious; but analyse the situation for a moment and it isn’t. You might think the question was: can Hitler be contained? That’s what Chamberlain thought. And, on balance, he thought he could. And rationally, Chamberlain should have been right. Hitler had annexed Austria and Czechoslovakia. He was supreme in Germany. Why not be satisfied? How crazy to step over the line and make war inevitable. But that wasn’t the fundamental question. The fundamental question was: does fascism represent a force that is so strong and rooted that it has to be uprooted and destroyed? Put like that, the confrontation was indeed inevitable. The only consequential question was when and how. In other words, Chamberlain took a narrow and segmented view – Hitler was a leader, Germany a country, 1938 a moment in time: could he be contained? Actually, Hitler was the product

Unlike Millstein, the teams from Oaktree and Appaloosa believed there were higher stakes at play. Private equity firms, they believed—best exemplified by Apollo—had become far too abusive of creditors, wielding legal documents and hardball negotiating tactics as swords to take value from loan and bondholders that simply did not belong to them. To Oaktree and Appaloosa, nothing less than the sanctity of the US capital markets was at stake in this room. The

The most important question for us humans is, "What is human?" "What is life?" "What is life?" If you can't answer this question, you can't live your life seriously. So Tolstoy, Russia's main gate, for a long time of 15 years I wrote my last book at the end of my career. What is life?It's 입니다. In this book, Tolstoy defines life like this. "Life is holding onto a thin arrowroot vine in a desperate situation where it doesn't know when it's going to break off." What do you think life is? Someone said that life is about luck. What is "WOON 7G3"? It means that luck is 70% and opportunity is 30%. Life is luck. Do you really think life is luck? Then you're lucky to live well, Is it bad luck not to be able to buy it? Being healthy is good luck, Is it bad luck to be sick? That's not true. Life is not luck. Victor Wigor thinks about what life is and then expresses it in one word. It's a voyage. Life is a voyage in which a boat floating on the sea plumped and sailed through a port. Ships floating in the sea of the world have calmness, rough waves, and scary typhoons. Life is not easy. So Job says life like this. "Isn't there hard labor in life on this land?" (Job 7:1) There is a theory of life in today's text. Section 13 of the body. "Those who say they will profit by doing business" (approximately 4:13) What is business and profit? Business is selling things to make money. What are the benefits? It's money from the business. Jews thought it was important to make money. So Jewish tactics are world-famous. The Jews were the geniuses of the tactics. In the old days, money was all coins. Our country also made money into a not. This is called Yupjeon. Heavy coins were very uncomfortable for traders. So the Jews made bills instead of coins, they made checks, they made bills. And the Jews thought about how to sell things without discounting them I made a department store in America. The Jews also taught their children this way. "The whole world is a business. Even white clouds become rain when squeezed." These people are Jewish. Trade was the best way to make money in the days of the First Church. Especially in the early church era, it was the best environment to make money from trade. In this era, it was Pax Romana.

The beaches in Dubai are well-known for their cleanliness and tranquility. While many individuals enjoy a relaxing weekend at the beach, thrill-seekers prefer to participate in thrilling water sports. Jet skiing is one of Dubai's most popular water activities, and adventure seekers love to try it. Do you want to know what the most extraordinary Dubai marine adventures are? What is the best method to see this magnificent city? There is plenty to do in this city-state of the UAE, and we have several fun aquatic activities for you to enjoy while on vacation or to live in the Emirates! How about a Jet Ski Ride along the Dubai waterfront? It can be done with your family, as a couple, with friends, or by yourself. We jet ski around all of Dubai's most famous attractions, skyscrapers, and landmarks. All of our Jet Ski trips include a stop at the luxury Burj Al Arab hotel, which is constructed into the sea, where you can have fun and receive a photo souvenir of Dubai. Jet skiing in Dubai is unquestionably the most acceptable way to see the city and have a good time during your vacation. Dubai Yacht Rental Experience When it comes to a luxury Boat Party in Dubai for those who can afford it, the pleasure and adventure that Yachts can provide cannot be overstated. Yachting is, without a doubt, the most beautiful sport on the planet. It's a once-in-a-lifetime opportunity to splash around in the ocean's deep blue waves and lose yourself in an environment that is both soothing and calming to the soul. The sensation you get from a yacht requires a whole new set of words to explain it. It's a fantastic experience that transports people to another zone while also altering their mental state. People who have the advantage of owning private yachts go sailing to have a relaxing excursion and clear their minds whenever they feel the need. Those who cannot afford to purchase a yacht can enjoy the thrill of cruising from one coastal region to the other by renting an economical Dubai yacht. It is not a challenging task to learn to sail. Some people believe that yachting can only be done by experts, which is a ridiculous misconception. Anyone willing to acquire a few tactics and hints can master the art of yachting. READ MORE About Dubai Jet Ski: Get lost in the tranquility of blue waters while waiting to partake in action. With the instructor sitting right behind you, you’ll learn astonishing stunts and skills for riding a Jet ski. This adventure will take your excitement to a new level of adventure in the open sea. While sailing past the picturesque shorelines of the islands, take in stunning views of prominent Dubai monuments such as the Burj Al Arab and more. About the activity: Jumeirah Beach is the meeting site for this activity. You have the option of riding for 30 minutes or 60 minutes Jet Ski around the beaches while being accompanied at all times by an instructor, as your safety is our top priority. Begin your journey from the marina and proceed to the world-famous Burj-Al-Arab, a world well known hotel, for a photo shoot. where you may take as many pictures as you want

There’s a car racing metaphor I find helpful when I’m trying to remind myself to look up from my laptop and take a break. When I was a child, I visited the maintenance pit of the famous Silverstone Formula One racetrack, and of course it was fascinating to learn about the tire switches and refueling that mechanics were able to do in just a few seconds. But what stayed with me most was the idea that success was determined not only by the car’s speed on the track, but also by the “pit strategy”—the race team’s scheduled pit stops. Each stop was a tactical investment in performance, a deliberate slowing down, to enable the car to speed up afterward. Pit stops are not wasted time—they’re an essential part of an efficient, well-planned race. And your brain is like that race car. Downtime is as important to your work as every other part of your day, and you need to make sure you get enough of that time throughout the day. Plan for it, protect it, respect it.

Once one of the smaller detachments was defeated, an opportunity was looked for to repeat the strategy, until the entire enemy force was defeated in piecemeal fashion. This was the method of Jackson's choosing throughout the Shenandoah Valley Campaign, and the tactic is known in military circles as “defeating in detail.

Thus, the day ended in a tactical stalemate, with the Union suffering nearly 12,500 casualties (including over 2,000 dead) and the Confederates suffering over 10,000 casualties (including over 1,500 dead). Nearly 1/4th of the Army of the Potomac had been injured, captured or killed, and the same could be said for nearly 1/3rd of Lee’s Army of Northern Virginia. It was the deadliest and bloodiest day in American history. On

In 1934, with the country nowhere near able to climb out of the Great Depression, Upton Sinclair, famous for his muckraking novel The Jungle and his socialistic solutions for the ailing economy, had swept the Democratic primary for governor of California. (He was hardly alone in turning to socialism at such a dire time.) Mayer, fearful Sinclair would tax the movie studios to pay for his socialist programs, warned that MGM and other studios would move back east if Sinclair won—not anything he was prepared to let happen. Calling in Irving Thalberg, head of production, Mayer told him to create a fake newsreel showing the disasters that would follow such an election outcome. Movie theaters were forced to show the film when they booked an MGM movie, and William Randolph Hearst would see to its distribution to all other theaters in the state. And indeed, as soon as the fake exposé hit the screens, Sinclair’s huge lead vanished, and Frank Merriam became governor. The dirty politics and stealth tactics of Richard Nixon? As you can see, just a rerun.

With patience and resources,” Mr. A would come to say often on his weekly calls with Peter, “we can do almost anything.” Tolstoy had a motto for Field Marshal Mikhail Kutuzov in War and Peace—“ Patience and Time.” “There is nothing stronger than those two,” he said, “. . . they will do it all.” In 1812 and in real life, Kutuzov gave Napoleon an abject lesson in the truth of that during a long Russian winter. The target, Nick Denton, is not a patient man. Most entrepreneurs aren’t. Most powerful people are not. One of his editors would say of Denton’s approach to stories, “Nick is very much of the mind that you do it now. And the emphasis is to get it out there and be correct as you can, but don’t let that stand in the way of getting the story out there.” Editorially, Nick Denton wanted to be first—which is a form of power in itself. But this isn’t how Thiel thinks. He would say his favorite chess player was José Raúl Capablanca, and remind himself of the man’s famous dictum: To begin you must study the end. You don’t want to be the first to act, you want to be the last man standing. History is littered with examples of those who acted rashly in pursuit of their goals, who plunged ahead without much in the way of a plan, and suffered as a result. One could argue that the bigger of Nixon’s two blunders wasn’t his attacks on the Democratic Party but the decision to go after Katharine Graham and the media, and yet both decisions were the product of a fundamental lack of patience and discipline. Or consider the late head of Fox News, Roger Ailes, who responded to a series of Gawker articles and attacks by allegedly hiring private detectives to follow the reporters around. Not only did he find nothing of practical value, but these heavy-handed tactics came back to embarrass and discredit him at his most vulnerable moment. In fact, two weeks after the news of this disturbing conspiracy broke, he would be dead. How ought one do it then?

Guérin's leftist, class-based critique of Jacobinism thus had three related implications for contemporary debates about political tactics and strategy. First, it implied a rejection of "class collaboration" and therefore of any type of alliance with the bourgeois Left (Popular Frontism). Second, it implied that the revolutionary movement should be uncompromising, that it should push for more radical social change and not stop halfway (which, as Saint Just famously remarked, was to dig one's own grave), rejecting the Stalinist emphasis on the unavoidability of separate historical "stages" in the long-term revolutionary process. Third, it implied a rejection both of the Leninist model of a centralised, hierarchical party dominating the labour movement and of the "substitutism" (substitution of the party for the proletariat) which had come to characterize the Bolshevik dictatorship.

A villager named Bob posing near a waterfall. Some say this picture made him famous on the Internet. Nice work Bob!