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Despite the request, and the fact that executives from some Tenet hospitals, like Atlanta, had already expressed a willingness to provide evacuation support, Tenet officials continued to rely on governmental resources to respond to the emergency.

I owed any positive aspect of myself to my parents and all the affection, guidance, wisdom, and support that they supplied me. Gifts they bestowed with but one request: that I pay it forward. One day, they simply wished that I deliver to my wife and children all the blessings that they granted me.

Stevens worried about his staff and himself. In early June, he sent an e-mail to a State Department official in Washington asking that two six-man Mobile Security Detachments, known as MSD teams, of specially trained DS agents be allowed to remain in Libya through the national elections being held in July and August. Stevens wrote that State Department personnel “would feel much safer if we could keep two MSD teams with us through this period [to support] our staff and [provide a personal detail] for me and the [Deputy Chief of Mission] and any VIP visitors.” The request was denied, Stevens was told, because of staffing limitations and other commitments.

Core needs for children include, but are not limited to, receiving adequate levels of time, love, and attention, along with meeting their needs to feel heard, validated, and understood. When these needs aren’t met, there is no way to rewind to the beginning of life in a way that enables any outside love relationship to heal or meet your core needs. Research naively suggests we seek other relationships outside our family to supply our basic needs of love, acceptance, and emotional support. Although other love relationships are fundamental, necessary, and important to our overall well-being, I believe it is not only inappropriate for us to put this type of pressure on others to fill the needs our family neglected, but this request is also impossible to satisfy. It is unwise and emotionally dangerous to assume anyone could meet the core needs that can be met only by the family we were born into. The unfortunate message from this type of information is that other people can heal our wounds and meet our core needs when, ultimately, we need to learn to heal our own wounds and meet our own needs.

As actor and comedian Lily Tomlin once said, “The road to success is always under construction.” So don’t allow yourself to be detoured from getting to your ONE Thing. Pave your way with the right people and place. BIG IDEAS Start saying “no.” Always remember that when you say yes to something, you’re saying no to everything else. It’s the essence of keeping a commitment. Start turning down other requests outright or saying, “No, for now” to distractions so that nothing detracts you from getting to your top priority. Learning to say no can and will liberate you. It’s how you’ll find the time for your ONE Thing. Accept chaos. Recognize that pursuing your ONE Thing moves other things to the back burner. Loose ends can feel like snares, creating tangles in your path. This kind of chaos is unavoidable. Make peace with it. Learn to deal with it. The success you have accomplishing your ONE Thing will continually prove you made the right decision. Manage your energy. Don’t sacrifice your health by trying to take on too much. Your body is an amazing machine, but it doesn’t come with a warranty, you can’t trade it in, and repairs can be costly. It’s important to manage your energy so you can do what you must do, achieve what you want to achieve, and live the life you want to live. Take ownership of your environment. Make sure that the people around you and your physical surroundings support your goals. The right people in your life and the right physical environment on your daily path will support your efforts to get to your ONE Thing. When both are in alignment with your ONE Thing, they will supply the optimism and physical lift you need to make your ONE Thing happen. Screenwriter Leo Rosten pulled everything together for us when he said, “I cannot believe that the purpose of life is to be happy. I think the purpose of life is to be useful, to be responsible, to be compassionate. It is, above all, to matter, to count, to stand for something, to have made some difference that you lived at all.” Live with Purpose, Live by Priority, and Live for Productivity. Follow these three for the same reason you make the three commitments and avoid the four thieves—because you want to leave your mark. You want your life to matter. 18

High-quality and affordable childcare and eldercare • Paid family and medical leave for women and men • A right to request part-time or flexible work • Investment in early education comparable to our investment in elementary and secondary education • Comprehensive job protection for pregnant workers • Higher wages and training for paid caregivers • Community support structures to allow elders to live at home longer • Legal protections against discrimination for part-time workers and flexible workers • Better enforcement of existing laws against age discrimination • Financial and social support for single parents • Reform of elementary and secondary school schedules to meet the needs of a digital rather than an agricultural economy and to take advantage of what we now know about how children learn

draw on the following Bill of Rights for support: Unless someone is bleeding or choking or otherwise at risk of imminent demise, you have a right to think about it. Someone else’s pressure is their pressure. You have a right to let them keep it. If someone makes a request and demands an immediate response, say “no.” It is easier to change a “no” to a “yes” than it is to get out of something. You have a right not to know until you know, especially when you’re asked a big question. We all carry around a sense of knowing—that internal, inexplicable sense of when something is or isn’t right, but we can’t access that sense while under pressure. You have a right to obtain more information. If you don’t know, find out more. You do not have to jump in with affirming comments when you don’t feel it. You have a right to remain silent. Flow

In the morning I walked to the bank. I went to the automated teller machine to check my balance. I inserted my card, entered my secret code, tapped out my request. The figure on the screen roughly corresponded to my independent estimate, feebly arrived at after long searches through documents, tormented arithmetic. Waves of relief and gratitude flowed over me. The system had blessed my life. I felt its support and approval. The system hardware, the mainframe sitting in a locked room in some distant city. What a pleasing interaction. I sensed that something of deep personal value, but not money, not that at all, had been authenticated and confirmed. A deranged person was escorted from the bank by two armed guards. The system was invisible, which made it all the more impressive, all the more disquieting to deal with. But we were in accord, at least for now.

For generations the official U.S. policy had been to support these regimes against any threat from their own citizens, who were branded automatically as Communists. When necessary, U.S. troops had been deployed in Latin America for decades to defend our military allies, many of whom were graduates of the U.S. Military Academy, spoke English, and sent their children to be educated in our country. They were often involved in lucrative trade agreements involving pineapples, bananas, bauxite, copper and iron ore, and other valuable commodities. When I became president, military juntas ruled in Argentina, Bolivia, Brazil, Chile, Ecuador, El Salvador, Guatemala, Haiti, Honduras, Nicaragua, Panama, Paraguay, Peru, and Uruguay. I decided to support peaceful moves toward freedom and democracy throughout the hemisphere. In addition, our government used its influence through public statements and our votes in financial institutions to put special pressure on the regimes that were most abusive to their own people, including Chile, Argentina, Paraguay, Nicaragua, and El Salvador. On visits to the region Rosalynn and I met with religious and other leaders who were seeking political change through peaceful means, and we refused requests from dictators to defend their regimes from armed revolutionaries, most of whom were poor, indigenous Indians or descendants of former African slaves. Within ten years all the Latin American countries I named here had become democracies, and The Carter Center had observed early elections in Panama, Nicaragua, Peru, Haiti, and Paraguay.

It seems like it might go on for a while, so Tausolo takes a seat and looks around the sergeant's cubicle. There's not much to see, since the guy just arrived at the WTB, only a blank form tacked to a wall that looks like every other army form in the world. "Hurt Feelings Report," it is titled. "Whiner's name," it says under that. "Which ear were the words of hurtfulness spoken into?" it says under that. "Is there permanent feeling damage?" "Did you require a 'tissue' for tears?" "Has this resulted in a traumatic brain injury?" "Reason for filing this report," it says under that. "Mark all that apply." "I am a wimp." "I am a crybaby." "I want my mommy." "I was told that I am not a hero." "Narrative," it says under that. "Tell us in your own sissy words how your feelings were hurt." Finally at the bottom of the form: We, as the Army, take hurt feelings seriously. If you don't have someone who can give you a hug and make things all better, please let us know and we will promptly dispatch a "hugger" to you ASAP. In the event we are unable to find a "hugger" we will notify the fire department and request that they send fire personnel to your location. If you are in need of supplemental support, upon written request, we will make every reasonable effort to provide you with a "blankey," a "binky" and/or a bottle if you so desire.

She merely wiped the floor with paper towels and said nothing, brushing her free hand against my shoulder blade—my shoulder blade!—as she carried the soaked paper to the trash can, never holding me fast, refraining not out of lack of humanity but out of fear of being drawn into a request for further tenderness, a request that could only bring her face-to-face with some central revulsion, a revulsion of her husband or herself or both, a revulsion that had come from nowhere, or from her, or perhaps from something I’d done or failed to do, who knew, she didn’t want to know, it was too great a disappointment, far better to get on with the chores, with the baby, with the work, far better to leave me to my own devices, as they say, to leave me to resign myself to certain motifs, to leave me to disappear guiltily into a hole of my own digging. When the time came to stop her from leaving, I did not know what to think or wish for, her husband who was now an abandoner, a hole-dweller, a leaver who had left her to fend for herself, as she said, who’d failed to provide her with the support and intimacy she needed, she complained, who was lacking some fundamental wherewithal, who no longer wanted her, who beneath his scrupulous marital motions was angry, whose sentiments had decayed into a mere sense of responsibility, a husband who, when she shouted, “I don’t need to be provided for! I’m a lawyer! I make two hundred and fifty thousand dollars a year! I need to be loved!” had silently picked up the baby and smelled the baby’s sweet hair, and had taken the baby for a crawl in the hotel corridor, and afterward washed the baby’s filthy hands and soft filthy knees, and thought about what his wife had said, and saw the truth in her words and an opening, and decided to make another attempt at kindness, and at nine o’clock, with the baby finally drowsy in his cot, came with a full heart back to his wife to find her asleep, as usual, and beyond waking. In short, I fought off the impulse to tell Rachel to go fuck herself.

Of course, the cadavers, in life, donated themselves freely to this fate, and the language surrounding the bodies in front of us soon changed to reflect that fact. We were instructed to no longer call them “cadavers”; “donors” was the preferred term. And yes, the transgressive element of dissection had certainly decreased from the bad old days. (Students no longer had to bring their own bodies, for starters, as they did in the nineteenth century. And medical schools had discontinued their support of the practice of robbing graves to procure cadavers—that looting itself a vast improvement over murder, a means once common enough to warrant its own verb: burke, which the OED defines as “to kill secretly by suffocation or strangulation, or for the purpose of selling the victim’s body for dissection.”) Yet the best-informed people—doctors—almost never donated their bodies. How informed were the donors, then? As one anatomy professor put it to me, “You wouldn’t tell a patient the gory details of a surgery if that would make them not consent.” Even if donors were informed enough—and they might well have been, notwithstanding one anatomy professor’s hedging—it wasn’t so much the thought of being dissected that galled. It was the thought of your mother, your father, your grandparents being hacked to pieces by wisecracking twenty-two-year-old medical students. Every time I read the pre-lab and saw a term like “bone saw,” I wondered if this would be the session in which I finally vomited. Yet I was rarely troubled in lab, even when I found that the “bone saw” in question was nothing more than a common, rusty wood saw. The closest I ever came to vomiting was nowhere near the lab but on a visit to my grandmother’s grave in New York, on the twentieth anniversary of her death. I found myself doubled over, almost crying, and apologizing—not to my cadaver but to my cadaver’s grandchildren. In the midst of our lab, in fact, a son requested his mother’s half-dissected body back. Yes, she had consented, but he couldn’t live with that. I knew I’d do the same. (The remains were returned.) In

There is no doubt: it was San Domingo—Haiti that gave the Creole independence movement a decisive turn. To overcome the fierce resistance of the Spanish troops, Simón Bolívar sought to secure the support of the rebel ex­-slaves of the Caribbean state, which he personally visited. The president at the time was Alexandre Pétion, who immediately received the Latin American revolutionary. He promised him the aid he requested on condition that he freed the slaves in areas as they were wrested from Spanish control. Transcending the class and caste limits of the social group he belonged to, and demonstrating intellectual and political courage, Bolívar accepted. Seven ships, 6,000 men with arms and munitions, a printing press and numerous advisors set out from the island. This was the beginning of the abolition of slavery in much of Latin America.

Nevertheless, in too many churches today dramatic predictions about individuals’ unique personal concerns are presented as God-inspired “prophecies” by clergy who have never spoken out against social injustice, never uttered a word of political critique, yet still call themselves prophets. Some even charge fees or request financial “love-offerings” for their “prophetic” services. Despite their claims to prophetic powers, these men and women must be considered false prophets. Yet this is not a new phenomenon; there have been false prophets throughout history, and there are many today. How can a false prophet be identified? There are two telltale criteria: (1) they are silent about issues of social justice, and (2) they function as uncritical supporters of rulers and politicians, rather than as their moral conscience and dedicated arbiters of biblical justice.

The patient had done everything my parents had been told to do. She'd signed a standard living will asking for the discontinuance of life support if she were comatose or expected to die within six months. In the opinion of the medical team, she was neither. She'd appointed three relatives to act as her medical surrogates when she could not speak for herself. But [medical ethicist] Bramstedt questioned whether the hostile relative had 'decision-making capacity'. The request for the removal of life support had been 'made in tandem with loud and aggressive behavior,' Bramstedt wrote, which 'could be a signal that projection is occurring, the emotional fervor being a possible mechanism of expressing the surrogate's own values and preferences,' rather than the patient's. The emotional fervor and aggression of the doctors, and the possibility that they were expressing their own values and preferences, were not discussed in the article.

I do not believe in supporting bailouts without strong ramifications. It is a fool’s fantasy to think we can live in a globally connected economy and never have a situation arise where the government prudently steps in to prevent a failure that might lead to catastrophic ramifications. In most cases, I believe it would be much better to let bailed-out companies fail when they have mismanaged themselves, rather than waste taxpayer money propping up greedy idiots who are trying to salvage their own bonuses; however, there are exceptions to almost every rule. The wiser course would be to penalize the CEO or board of directors who drove the company to the brink of failure. The most obvious punishment would be the elimination of any “golden parachutes” or bonuses for the executive and seizure of all company-derived assets, including any attempts to hide company assets in the spouse’s name. When C-level executives come to the realization that managing a company is not a game and that there are serious consequences for their actions, we will see fewer instances of requests for bailouts.

JULIAN HUXLEY’S “EUGENICS MANIFESTO”: “Eugenics Manifesto” was the name given to an article supporting eugenics. The document, which appeared in Nature, September 16, 1939, was a joint statement issued by America’s and Britain’s most prominent biologists, and was widely referred to as the “Eugenics Manifesto.” The manifesto was a response to a request from Science Service, of Washington, D.C. for a reply to the question “How could the world’s population be improved most effectively genetically?” Two of the main signatories and authors were Hermann J. Muller and Julian Huxley. Julian Huxley, as this book documents, was the founding director of UNESCO from the famous Huxley family. Muller was an American geneticist, educator and Nobel laureate best known for his work on the physiological and genetic effects of radiation. Put into the context of the timeline, this document was published 15 years after “Mein Kampf” and a year after the highly publicized violence of Kristallnacht. In other words, there is no way either Muller or Huxley were unaware at the moment of publication of the historical implications of eugenic agendas.

It is not a small thing I want...but it is very important to the Kurds, to all Kurds. Perhaps it would be too easy to ask you to simply be a partisan of the Kurds in the counsels of your country, but it is more than that. We ask you to explain our situation so that all people in your country may understand and appreciate our struggle. It is the Kurd who will decide the direction and activity of his own political future, but a great deal of our hope will depend upon the final attitude of friendship or enmity from the powerful Englis . Perhaps all over the world there are primitive peoples like the Kurd, seeking independence, political expression, and material progress. There are certain things that we can do for ourselves, but so much depends upon the large countries. Their governments shape the primitive states by rich and powerful influence. Much of the responsibility for our situation therefore depends upon the people of your own country. If they apathetic and ignorant of our Kurdish aspirations; If they make no attempt to influence the direction of their own government in dealing with our affairs; then all will depend on ourselves alone. That would mean reluctant but necessary and bloody and terrible struggle because I would warn your Ministers that we cannot give up until we have achieved national sovereignty and our equal right among all people. It is therefore a vital and great service that I ask you, dear Brother, because our immediate hope of urgent success will depend on the strength and deliberation of those who oppose our aims. If the Englis continue to turn all their influence and strength against us, and against the Azerbaijani, they will choke the first great breath of our free choice as men. It will never destroy us, but it will be a bitter, hateful, shameful thing, and the Englis will live for ever in our history as despicable wretches who break the spirit of all advancement. That is why we desperately need support among the people and the counsels of your country. So much may depend on it, and so many decisions at Sauj Bulaq will be clearer and simpler if we know that in your country there is an active partisan of the Kurd; a partisan who understands and appreciates the Kurdish struggle for political autonomy and material advancement: a friend and a true brother. Dare I ask more of thee, Englis ?

My dwelling was small, and I could hardly entertain an echo in it; but it seemed larger for being a single apartment and remote from neighbors. All the attractions of a house were concentrated in one room; it was kitchen, chamber, parlor, and keeping-room; and whatever satisfaction parent or child, master or servant, derive from living in a house, I enjoyed it all. Cato says, the master of a family (patremfamilias) must have in his rustic villa "cellam oleariam, vinariam, dolia multa, uti lubeat caritatem expectare, et rei, et virtuti, et gloriae erit," that is, "an oil and wine cellar, many casks, so that it may be pleasant to expect hard times; it will be for his advantage, and virtue, and glory." I had in my cellar a firkin of potatoes, about two quarts of peas with the weevil in them, and on my shelf a little rice, a jug of molasses, and of rye and Indian meal a peck each. I sometimes dream of a larger and more populous house, standing in a golden age, of enduring materials, and without gingerbread work, which shall still consist of only one room, a vast, rude, substantial, primitive hall, without ceiling or plastering, with bare rafters and purlins supporting a sort of lower heaven over one's head—useful to keep off rain and snow, where the king and queen posts stand out to receive your homage, when you have done reverence to the prostrate Saturn of an older dynasty on stepping over the sill; a cavernous house, wherein you must reach up a torch upon a pole to see the roof; where some may live in the fireplace, some in the recess of a window, and some on settles, some at one end of the hall, some at another, and some aloft on rafters with the spiders, if they choose; a house which you have got into when you have opened the outside door, and the ceremony is over; where the weary traveller may wash, and eat, and converse, and sleep, without further journey; such a shelter as you would be glad to reach in a tempestuous night, containing all the essentials of a house, and nothing for house-keeping; where you can see all the treasures of the house at one view, and everything hangs upon its peg, that a man should use; at once kitchen, pantry, parlor, chamber, storehouse, and garret; where you can see so necessary a thing, as a barrel or a ladder, so convenient a thing as a cupboard, and hear the pot boil, and pay your respects to the fire that cooks your dinner, and the oven that bakes your bread, and the necessary furniture and utensils are the chief ornaments; where the washing is not put out, nor the fire, nor the mistress, and perhaps you are sometimes requested to move from off the trap-door, when the cook would descend into the cellar, and so learn whether the ground is solid or hollow beneath you without stamping. A house whose inside is as open and manifest as a bird's nest, and you cannot go in at the front door and out at the back without seeing some of its inhabitants; where to be a guest is to be presented with the freedom of the house, and not to be carefully excluded from seven eighths of it, shut up in a particular cell, and told to make yourself at home there—in solitary confinement. Nowadays the host does not admit you to his hearth, but has got the mason to build one for yourself somewhere in his alley, and hospitality is the art of keeping you at the greatest distance. There is as much secrecy about the cooking as if he had a design to poison you. I am aware that I have been on many a man's premises, and might have been legally ordered off, but I am not aware that I have been in many men's houses. I might visit in my old clothes a king and queen who lived simply in such a house as I have described, if I were going their way; but backing out of a modern palace will be all that I shall desire to learn, if ever I am caught in one.

During Bill Clinton’s presidency, the Palestinian terrorist Yasser Arafat was invited to spend more time in the White House than any other foreign leader—thirteen invitations.303 Clinton was dead set on helping the Israelis and Palestinians achieve a lasting peace. He pushed the Israelis to grant ever-greater concessions until the Israelis were willing to grant the Palestinians up to 98 percent of all the territory they requested. And what was the Palestinian response? They walked away from the bargaining table and launched the wave of suicide bombings and other terrorist attacks known as the Second Intifada. And what of Osama bin Laden? Even while America was granting concessions to Palestinians—and thereby theoretically easing the conditions that provided much of the pretext for Muslim terror—bin Laden was bombing U.S. embassies in Africa, almost sank the USS Cole in Yemen, and was well into the planning stages of the catastrophic attacks of September 11, 2001. After President George W. Bush ordered U.S. forces to invade Afghanistan and Iraq in 2001 and 2003, respectively, bringing American troops into direct ground combat with jihadists half a world away, many Americans quickly forgot the recent past and blamed American acts of self-defense for “inflaming” jihad. One of those Americans was Barack Obama. Soon after his election, Obama traveled to Cairo, Egypt, where he delivered a now-infamous speech that signaled America’s massive policy shifts. The United States pulled entirely out of Iraq despite the pleas of “all the major Iraqi parties.”304 In Egypt, the United States actually backed the Muslim Brotherhood government, going so far as agreeing to give it advanced F-16 fighters and M1 Abrams main battle tanks, even as the Muslim Brotherhood government was violating its peace treaty with Israel and persecuting Egypt’s ancient Coptic Christian community. The Obama administration continued supporting the Brotherhood, even when it stood aside and allowed jihadists to storm the American embassy, raising the black flag of jihad over an American diplomatic facility. In Libya, the United States persuaded its allies to come to the aid of a motley group of rebels, including jihadists. Then many of these same jihadists promptly turned their anger on the United States, attacking our diplomatic compound in Benghazi the afternoon and evening of September 11, 2012—killing the American ambassador and three more brave Americans. Compounding this disaster, the administration had steadfastly refused to reinforce the American security presence in spite of a deteriorating security situation, afraid that it would anger the local population. This naïve and foolish administration decision cost American lives.

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Please, Holy Mother God,” I whispered in prayer, “help me cut the invisible cords that bind me, and set me free. Give me the inner strength to let go of all that I have created up until now, on every level, and which no longer reflects the highest path for me, and for those I love and serve. Help calm my more masculine energies so I can settle into my own divine feminine nature and cool the angry fires of hurt and fear that have burned in my heart for so long.” After making my prayerful request, I got up and lit a candle to the Divine Mother, to say “thank you” for hearing me. I was ready to surrender. I knew it was time to release control over my life and let God take over. I spoke my intention aloud: “This life of mine is now finished. My present way is no longer serving me or allowing my greater Spirit to express through me. I ask for the cocoon to break open and free my true divine light. I surrender all attachments on all levels to the past and am now ready for what the Universe has in store for me. And so it is.” At that moment time stood still. I knew my intention was heard and registered by the heavens, and that my request would be honored and met with divine support. I sensed an inner shift take place in me. I didn’t feel euphoric. I didn’t even feel happy. Rather, I felt somber and quiet in spite of the thousand sounds swirling around me, the Universe saying, Okay, get ready. The next morning, I suddenly had a powerful intuitive hit from my Higher Self that said, “Sonia, it is time to heal your life, and the only way to do that is to walk the Camino de Santiago. And go alone.

All aboard," the Sicilian said. (This was before trains, but the expression comes originally from carpenters loading lumber, and this was well after carpenters.) With that the Turk began to climb. It was at least a thousand feet and he was carrying the three, but he was not worried. When it came to power, nothing worried him. When it came to reading, he got knots in the middle of his stomach, and when it came to writing, he broke out in a cold sweat, and when addition was mentioned or, worse, long division, he always changed the subject right away. But strength had never been his enemy. He could take the kick of a horse on his chest and not fall backward. He could take a hundred-pound flour sack between his legs and scissor it open without thinking. He had once held an elephant aloft using only the muscles in his back. But his real might lay in his arms. There had never, not in a thousand years, been arms to match Fezzik's. (For that was his name.) The arms were not only Gargantuan and totally obedient and surprisingly quick, but they were also, and this is why he never worried, tireless. If you gave him an ax and told him to chop down a forest, his legs might give out from having to support so much weight for so long, or the ax might shatter from the punishment of killing so many trees, but Fezzik's arms would be as fresh tomorrow as today. And so, even with the Sicilian on his neck and the Princess around his shoulders and the Spaniard at his waist, Fezzik did not feel in the least bit put upon. He was actually quite happy, because it was only when he was requested to use his might that he felt he wasn't a bother to everybody.

The depressed person shared that she could remember, all too clearly, how at her third boarding school, she had once watched her roommate talk to some boy on their room's telephone as she (i.e., the roommate) made faces and gestures of entrapped repulsion and boredom with the call, this popular, attractive, and self-assured roommate finally directing at the depressed person an exaggerated pantomime of someone knocking on a door until the depressed person understood that she was to open their room's door and step outside and knock loudly on it so as to give the roommate an excuse to end the call. The depressed person had shared this traumatic memory with members of her Support System and had tried to articulate how bottomlessly horrible she had felt it would have been to have been that nameless pathetic boy on the phone and how now, as a legacy of that experience, she dreaded, more than almost anything, the thought of ever being someone you had to appeal silently to someone nearby to help you contrive an excuse to get off the phone with. The depressed person would implore each supportive friend to tell her the very moment she (i.e., the friend) was getting bored or frustrated or repelled or felt she (i.e., the friend) had other more urgent or interesting things to attend to, to please for God's sake be utterly candid and frank and not spend one moment longer on the phone than she was absolutely glad to spend. The depressed person knew perfectly well, of course, she assured the therapist;' how such a request could all too possibly be heard not as an invitation to get off the telephone at will but actually as a needy, manipulative plea not to get off-never to get off-the telephone.

I struggle with an embarrassing affliction, one that as far as I know doesn’t have a website or support group despite its disabling effects on the lives of those of us who’ve somehow contracted it. I can’t remember exactly when I started noticing the symptoms—it’s just one of those things you learn to live with, I guess. You make adjustments. You hope people don’t notice. The irony, obviously, is having gone into a line of work in which this particular infirmity is most likely to stand out, like being a gimpy tango instructor or an acrophobic flight attendant. The affliction I’m speaking of is moral relativism, and you can imagine the catastrophic effects on a critic’s career if the thing were left to run its course unfettered or I had to rely on my own inner compass alone. To be honest, calling it moral relativism may dignify it too much; it’s more like moral wishy-washiness. Critics are supposed to have deeply felt moral outrage about things, be ready to pronounce on or condemn other people’s foibles and failures at a moment’s notice whenever an editor emails requesting twelve hundred words by the day after tomorrow. The severity of your condemnation is the measure of your intellectual seriousness (especially when it comes to other people’s literary or aesthetic failures, which, for our best critics, register as nothing short of moral turpitude in itself). That’s how critics make their reputations: having take-no-prisoners convictions and expressing them in brutal mots justes. You’d better be right there with that verdict or you’d better just shut the fuck up. But when it comes to moral turpitude and ethical lapses (which happen to be subjects I’ve written on frequently, perversely drawn to the topics likely to expose me at my most irresolute)—it’s like I’m shooting outrage blanks. There I sit, fingers poised on keyboard, one part of me (the ambitious, careerist part) itching to strike, but in my truest soul limply equivocal, particularly when it comes to the many lapses I suspect I’m capable of committing myself, from bad prose to adultery. Every once in a while I succeed in landing a feeble blow or two, but for the most part it’s the limp equivocator who rules the roost—contextualizing, identifying, dithering. And here’s another confession while I’m at it—wow, it feels good to finally come clean about it all. It’s that … once in a while, when I’m feeling especially jellylike, I’ve found myself loitering on the Internet in hopes of—this is embarrassing—cadging a bit of other people’s moral outrage (not exactly in short supply online) concerning whatever subject I’m supposed to be addressing. Sometimes you just need a little shot in the arm, you know? It’s not like I’d crib anyone’s actual sentences (though frankly I have a tough time getting as worked up about plagiarism as other people seem to get—that’s how deep this horrible affliction runs). No, it’s the tranquillity of their moral authority I’m hoping will rub off on me. I confess to having a bit of an online “thing,” for this reason, about New Republic editor-columnist Leon Wieseltier—as everyone knows, one of our leading critical voices and always in high dudgeon about something or other: never fearing to lambaste anyone no matter how far beneath him in the pecking order, never fearing for a moment, when he calls someone out for being preening or self-congratulatory, as he frequently does, that it might be true of himself as well. When I’m in the depths of soft-heartedness, a little dose of Leon is all I need to feel like clambering back on the horse of critical judgment and denouncing someone for something.

Read the following chain of events and see whether a similar pattern might apply to other toxic products that were reported in the news during your lifetime: 1. Workers were told that the paint was nontoxic, although there was no factual basis for this declaration. The employers discounted scientists. The workers believed their superiors. 2. Health complaints were made in ever-increasing frequency. It became obvious that something was seriously wrong. 3. U.S. Radium and other watch-dial companies began a campaign of disinformation and bogus medical tests - some of which involved X-rays and may even have made the condition worse. 4. Doctors, dentists, and researchers complied with U.S. Radium's and other companies' requests and refused to release their data to the public. 5. Medical professionals also aided the companies by attributing worker deaths to other causes. Syphilis was often cited as the diagnosis, which had the added benefit to management of being a smear on the victims' reputations. 6. One worker, Grace Fryer, decided to sue U.S. Radium. It took Fryer two years to find a lawyer who was willing to take on U.S. Radium. Only four other workers joined her suit; they became known as the "Radium Girls." 7. In 1928, the case was settled in the middle of the trial before it went to the jury for deliberation. The settlement for each of the five "Radium Girls" was $10,000 (the equivalent of $124,000 in 2009 dollars), plus $600 a year while the victim lived and all medical expenses. Remember the general outline of this scenario because you will see it over and over again: The company denies everything while the doctors and researchers (and even the industrial hygienists) in the company's employ support the company's distorted version of the facts. Perhaps one worker in a hundred will finally pursue justice, one lawyer out of the hundreds of thousands in the United States will finally step up to the plate, and the case will be settled for chump change.

there’s another way to use the word ‘communism’: not as a property regime but in the original sense of ‘from each according to their abilities, to each according to their needs’. There’s also a certain minimal, ‘baseline’ communism which applies in all societies; a feeling that if another person’s needs are great enough (say, they are drowning), and the cost of meeting them is modest enough (say, they are asking for you to throw them a rope), then of course any decent person would comply. Baseline communism of this sort could even be considered the very grounds of human sociability, since it is only one’s bitter enemies who would not be treated this way. What varies is just how far it is felt such baseline communism should properly extend. In many societies – and American societies of that time appear to have been among them – it would have been quite inconceivable to refuse a request for food. For seventeenth-century Frenchmen in North America, this was clearly not the case: their range of baseline communism appears to have been quite restricted, and did not extend to food and shelter – something which scandalized Americans. But just as we earlier witnessed a confrontation between two very different concepts of equality, here we are ultimately witnessing a clash between very different concepts of individualism. Europeans were constantly squabbling for advantage; societies of the Northeast Woodlands, by contrast, guaranteed one another the means to an autonomous life – or at least ensured no man or woman was subordinated to any other. Insofar as we can speak of communism, it existed not in opposition to but in support of individual freedom. The same could be said of indigenous political systems that Europeans encountered across much of the Great Lakes region. Everything operated to ensure that no one’s will would be subjugated to that of anyone else. It was only over time, as Americans learned more about Europe, and Europeans began to consider what it would mean to translate American ideals of individual liberty into their own societies, that the term ‘equality’ began to gain ground as a feature of the discourse between them.

Once upon a time there was a beautiful princess who was admired by all, but no one dared to ask for her hand in marriage. In despair, the king consulted the god Apollo. He told him that Psyche should be dressed in mourning and left alone on top of a mountain. Before daybreak, a serpent would come to meet and marry her. The king obeyed, and all night the princess waited for her husband to appear, deathly afraid and freezing cold. Finally, she slept. When she awoke, she found herself crowned a queen in a beautiful palace. Every night her husband came to her and they made love, but he had imposed one condition: Psyche could have all she desired, but she had to trust him completely and could never see his face.” How awful, I think, but I don’t dare interrupt him. “The young woman lived happily for a long time. She had comfort, affection, joy, and she was in love with the man who visited her every night. However, occasionally she was afraid that she was married to a hideous serpent. Early one morning, while her husband slept, she lit a lantern and saw Eros, a man of incredible beauty, lying by her side. The light woke him, and seeing that the woman he loved was unable to fulfill his one request, Eros vanished. Desperate to get her lover back, Psyche submitted to a series of tasks given to her by Aphrodite, Eros’s mother. Needless to say, her mother-in-law was incredibly jealous of Psyche’s beauty and she did everything she could to thwart the couple’s reconciliation. In one of the tasks, Psyche opened a box that makes her fall into a deep sleep.” I grow anxious to find out how the story will end. “Eros was also in love and regretted not having been more lenient toward his wife. He managed to enter the castle and wake her with the tip of his arrow. ‘You nearly died because of your curiosity,’ he told her. ‘You sought security in knowledge and destroyed our relationship.’ But in love, nothing is destroyed forever. Imbued with this conviction, they go to Zeus, the god of gods, and beg that their union never be undone. Zeus passionately pleaded the cause of the lovers with strong arguments and threats until he gained Aphrodite’s support. From that day on, Psyche (our unconscious, but logical, side) and Eros (love) were together forever.” I pour another glass of wine. I rest my head on his shoulder. “Those who cannot accept this, and who always try to find an explanation for magical and mysterious human relationships, will miss the best part of life.

Here is my six step process for how we will first start with ISIS and then build an international force that will fight terrorism and corruption wherever it appears. “First, in dedication to Lieutenant Commander McKay, Operation Crapshoot commenced at six o’clock this morning. I’ve directed a handpicked team currently deployed in Iraq to coordinate a tenfold increase in aerial bombing and close air support. In addition to aerial support, fifteen civilian security companies, including delegations from our international allies, are flying special operations veterans into Iraq. Those forces will be tasked with finding and annihilating ISIS, wherever they walk, eat or sleep. I’ve been told that they can’t wait to get started. “Second, going forward, our military will be a major component in our battle against evil. Militaries need training. I’ve been assured by General McMillan and his staff that there is no better final training test than live combat. So without much more expenditure, we will do two things, train our troops of the future, and wipe out international threats. “Third, I have a message for our allies. If you need us, we will be there. If evil raises its ugly head, we will be with you, arm in arm, fighting for what is right. But that aid comes with a caveat. Our allies must be dedicated to the common global ideals of personal and religious freedom. Any supposed ally who ignores these terms will find themselves without impunity. A criminal is a criminal. A thief is a thief. Decide which side you’re on, because our side carries a big stick. “Fourth, to the religious leaders of the world, especially those of Islam, though we live with differing traditions, we are still one people on this Earth. What one person does always has the possibility of affecting others. If you want to be part of our community, it is time to do your part. Denounce the criminals who besmirch your faith. Tell your followers the true meaning of the Koran. Do not let the money and influence of hypocrites taint your religion or your people. We request that you do this now, respectfully, or face the scrutiny of America and our allies. “Fifth, starting today, an unprecedented coalition of three former American presidents, my predecessor included, will travel around the globe to strengthen our alliances. Much like our brave military leaders, we will lead from the front, go where we are needed. We will go toe to toe with any who would seek to undermine our good intentions, and who trample the freedoms of our citizens. In the coming days you will find out how great our resolve truly is. “Sixth, my staff is in the process of drafting a proposal for the members of the United Nations. The proposal will outline our recommendations for the formation of an international terrorism strike force along with an international tax that will fund ongoing anti-terrorism operations. Only the countries that contribute to this fund will be supported by the strike force. You pay to play.

Montreal October 1704 Temperature 55 degrees Eben was looking at Sarah in the way every girl prays some boy will one day look at her. “I will marry you, Sarah,” said Eben. “I will be a good husband. A Puritan husband. Who will one day take us both back home.” Wind shifted the lace of Sarah’s gown and the auburn of one loose curl. “I love you, Sarah,” said Eben. “I’ve always loved you.” Tears came to Sarah’s eyes: she who had not wept over her own family. She stood as if it had not occurred to her that she could be loved; that an English boy could adore her. “Oh, Eben!” she whispered. “Oh, yes, oh, thank you, I will marry you. But will they let us, Eben? We will need permission.” “I’ll ask my father,” said Eben. “I’ll ask Father Meriel.” They were not touching. They were yearning to touch, they were leaning forward, but they were holding back. Because it is wrong? wondered Mercy. Or because they know they will never get permission? “My French family will put up a terrible fuss,” said Sarah anxiously. “Pierre might even summon his fellow officers and do something violent.” Eben grinned. “Not if I have Huron warriors behind me.” The Indians rather enjoyed being French allies one day and difficult neighbors the next. Lorette Indians might find this a fine way to stab a French soldier in the back without drawing blood. They would need Father Meriel. He could arrange anything if he chose; he had power among all the peoples. But he might say no, and so might Eben’s Indian family. Mercy translated what was going on for Nistenha and Snow Walker. “They want to get married,” she told them. “Isn’t it wonderful?” She couldn’t help laughing from the joy and the terror of it. Ransom would no longer be the first word in Sarah’s heart. Eben would be. Mercy said, “Eben asked her right here in the street, Snow Walker. He wants to save her from marriage to a French soldier she doesn’t want. He’s loved Sarah since the march.” The two Indians had no reaction. For a moment Mercy thought she must have spoken to them in English. Nistenha turned to walk away and Snow Walker turned with her. If Nistenha was not interested in Sarah and Eben’s plight, no Indian would be. Mercy called on her memory of every speech in every ceremony, every dignified phrase and powerful word. “Honored mother,” she said softly. “Honored sister. We are in need and we beg you to hear our petition.” Nistenha stopped walking, turned back and stared at her in amazement. Sarah and Eben and Snow Walker stared at her in amazement. Sam can build canoes, thought Mercy. I can make a speech. “This woman my sister and this man my brother wish to spend their lives together. My brother will need the generous permission of his Indian father. Already we know that my sister will be refused the permission of her French owners. We will need an ally to support us in our request. We will need your strength and your wisdom. We beseech you, Mother, that you stand by us and help us.” The city of Montreal swirled around them. Eben, property of an Indian father in Lorette; Sarah, property of a French family in Montreal; and Mercy, property of Tannhahorens, awaited her answer. “Your words fill me with pride, Munnunock,” said Nistenha softly. She reached into her shopping bundle. Slowly she drew out a fine French china cup, undoubtedly meant for the feast of Flying Legs. She held it for a moment, and then her stern face softened and she gave it to Eben. Indians sealed a promise with a gift. She would help them. From her bundle, Snow Walker took dangling silver earrings she must have bought for Mercy and handed them to Sarah. Because she knew that Sarah’s Mohawk was not good enough and that Eben was too stirred to speak, Mercy gave the flowery thanks required after such gifts. “God bless us,” she said to Sarah and Eben, and Eben said, “He has.

The Sleepwalkers: How Europe Went to War in 1914 (Clark, Christopher) - Your Highlight on page 26 | location 732-759 | Added on Saturday, 3 May 2014 14:31:16 Garašanin articulated this imperative in 1848 during the uprising in the Vojvodina. ‘The Vojvodina Serbs,’ he wrote, ‘expect from all Serbdom a helping hand, so they can triumph over their traditional enemy. […] But because of political factors, we cannot aid them publicly. It only remains for us to aid them in secret.’55 This preference for covert operations can also be observed in Macedonia. Following an abortive Macedonian insurrection against the Turks in August 1903, the new Karadjordjević regime began to operate an active policy in the region. Committees were established to promote Serb guerrilla activity in Macedonia, and there were meetings in Belgrade to recruit and supply bands of fighters. Confronted by the Ottoman minister in Belgrade, the Serbian foreign minister Kaljević denied any involvement by the government and protested that the meetings were in any case not illegal, since they had been convened ‘not for the raising of bands, but merely for collecting funds and expressing sympathy for co-religionists beyond the border’.56 The regicides were deeply involved in this cross-border activity. The conspirator officers and their fellow travellers within the army convened an informal national committee in Belgrade, coordinated the campaign and commanded many of the volunteer units. These were not, strictly speaking, units of the Serbian army proper, but the fact that volunteer officers were immediately granted leave by the army suggested a generous measure of official backing.57 Militia activity steadily expanded in scope, and there were numerous violent skirmishes between Serb četniks (guerrillas) and bands of Bulgarian volunteers. In February 1907, the British government requested that Belgrade put a stop to this activity, which appeared likely to trigger a war between Serbia and Bulgaria. Once again, Belgrade disclaimed responsibility, denying that it was funding četnik activity and declaring that it ‘could not prevent [its people] from defending themselves against foreign bands’. But the plausibility of this posture was undermined by the government’s continuing support for the struggle – in November 1906, the Skupština had already voted 300,000 dinars for aid to Serbs suffering in Old Serbia and Macedonia, and this was followed by a ‘secret credit’ for ‘extraordinary expenses and the defence of national interests’.58 Irredentism of this kind was fraught with risk. It was easy to send guerrilla chiefs into the field, but difficult to control them once they were there. By the winter of 1907, it was clear that a number of the četnik bands were operating in Macedonia independently of any supervision; only with some difficulty did an emissary from Belgrade succeed in re-imposing control. The ‘Macedonian imbroglio’ thus delivered an equivocal lesson, with fateful implications for the events of 1914. On the one hand, the devolution of command functions to activist cells dominated by members of the conspirator network carried the danger that control over Serb national policy might pass from the political centre to irresponsible elements on the periphery. On the other hand, the diplomacy of 1906–7 demonstrated that the fuzzy, informal relationship between the Serbian government and the networks entrusted with delivering irredentist policy could be exploited to deflect political responsibility from Belgrade and maximize the government’s room for manoeuvre. The Belgrade political elite became accustomed to a kind of doublethink founded on the intermittent pretence that the foreign policy of official Serbia and the work of national liberation beyond the frontiers of the state were separate phenomena.

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In the many different scandals of the Obama administration, from Benghazi to Hillary Clinton’s emails, how has Judicial Watch succeeded so often in exposing the truth when Congress has failed? Part of it is the hard, focused, and dogged work of our investigators and the skill, professionalism, and tenacity of our lawyers, as well as our other staff who help support and run one of the most effective citizens’ groups in the country. But it is also because FOIA is a straightforward tool that quickly gives Judicial Watch access to the federal courts in order to ensure compliance with our record requests to ensure transparency. Congressional investigations, when committees bother to conduct them, are political by nature. Their effectiveness is often hindered by committee members of the political party whose president is in the White House in order to protect the president, their party, and their political allies. Congress today relies on the Justice Department to enforce subpoenas issued by committees that are intended to force executive branch compliance with requests for information and witnesses. With a politicized Justice Department, which has been the hallmark of the Obama administration, there is no effective enforcement of such congressional subpoenas. A sorry example of this is the refusal of the Obama Justice Department to enforce the contempt citation against Lois Lerner for refusing to comply with a subpoena for her testimony before the House Committee investigating the IRS scandal. The administration was not about to go to a judge for an order compelling Lerner to testify and reveal what she knew about the administration’s targeting of conservative organizations.

You can think of Mountebank as a small software appliance that is programmable via HTTP. The fact that it happens to be written in NodeJS is completely opaque to any calling service. When it launches, you send it commands telling it what port to stub on, what protocol to handle (currently TCP, HTTP, and HTTPS are supported, with more planned), and what responses it should send when requests are sent. It also supports setting expectations if you want to use it as a mock. You can add or remove these stub endpoints at will, making it possible for a single Mountebank instance to stub more than one downstream dependency.

Growing old is a pathetic thing. It is full of limitations and reduction. It happens to us all, I know; but I think that it might not have to. I think it happens to those of us who request it. And in our current mind-set, our collective ennui, it is what we have chosen to do. But one day a mutant child will be born who refuses to age, who refuses to acknowledge the limitations of these bodies of ours, who lives in health until he is done with life, not until his body no longer supports him. He will live for hundreds of years, like Noah. Like Moses. This child's genes will be passed to his offspring, and more like him will follow. And their genetic makeup will supplant the genes of those of us who need to grow old and decay before we die. I believe that one day it will come to pass; however, such a world is beyond my purview.

Relationships are beautiful. Nurture them with trust and love. We support interracial dating and request everyone to go above skin color, or background.

Families are finding that they are getting funding from a variety of sources. One typical family has counseling covered through their insurance for family counseling, and counseling funded by a federally funded adoption support program for their child. They receive respite care funded through the Division of Developmental Disabilities. They pay privately for Sibshop, a well-loved program for the siblings of their special needs children. Since the Sibshop is through a non-profit organization, it is particularly affordable. Their school district pays for tutoring. After they specifically requested a review, they received an adoption subsidy available to older children through their state. The cost of braces was partially reimbursed by the adoption support system, as well. The combination of resources and financial relief allowed the parents to enjoy some outings, plan a simple family vacation, and get some household help. They said, “Without this help, we would not have made it as an emotionally intact family. We would not have disrupted, but we would not have been the unit that we are today.

Web Application Development In this modern world of computer technology all people are using internet. In particular, to take advantage of this scenario the web provides a way for marketers to get to know the people visiting their sites and start communicating with them. One way of doing this is asking web visitors to subscribe to newsletters, to submit an application form when requesting information on products or provide details to customize their browsing experience when next visiting a particular website. In computing, a web application is a client–server software application in which the client runs in a web browser. HTML5 introduced explicit language support for making applications that are loaded as web pages, but can store data locally and continue to function while offline. Web Applications are dynamic web sites combined with server side programming which provide functionalities such as interacting with users, connecting to back-end databases, and generating results to browsers. Examples of Web Applications are Online Banking, Social Networking, Online Reservations, eCommerce / Shopping Cart Applications, Interactive Games, Online Training, Online Polls, Blogs, Online Forums, Content Management Systems, etc.. Applications are usually broken into logical chunks called “tiers”, where every tier is assigned a role. Traditional applications consist only of 1 tier, which resides on the client machine, but web applications lend themselves to an n-tiered approach by nature. Though many variations are possible, the most common structure is the three-tiered application. In its most common form, the three tiers are called presentation, application and storage, in this order. A web browser is the first tier (presentation), an engine using some dynamic Web content technology (such as ASP, CGI, ColdFusion, Dart, JSP/Java, Node.js, PHP, Python or Ruby on Rails) is the middle tier (application logic), and a database is the third tier (storage).The web browser sends requests to the middle tier, which services them by making queries and updates against the database and generates a user interface. Client Side Scripting / Coding – Client Side Scripting is the type of code that is executed or interpreted by browsers. Client Side Scripting is generally viewable by any visitor to a site (from the view menu click on “View Source” to view the source code). Below are some common Client Side Scripting technologies: HTML (HyperTextMarkup Language) CSS (Cascading Style Sheets) JavaScript Ajax (Asynchronous JavaScript and XML) jQuery (JavaScript Framework Library – commonly used in Ajax development) MooTools (JavaScript Framework Library – commonly used in Ajax development) Dojo Toolkit (JavaScript Framework Library – commonly used in Ajax development) Server Side Scripting / Coding – Server Side Scripting is the type of code that is executed or interpreted by the web server. Server Side Scripting is not viewable or accessible by any visitor or general public. Below are the common Server Side Scripting technologies: PHP (very common Server Side Scripting language – Linux / Unix based Open Source – free redistribution, usually combines with MySQL database) Zend Framework (PHP’s Object Oriented Web Application Framework) ASP (Microsoft Web Server (IIS) Scripting language) ASP.NET (Microsoft’s Web Application Framework – successor of ASP) ColdFusion (Adobe’s Web Application Framework) Ruby on Rails (Ruby programming’s Web Application Framework – free redistribution) Perl (general purpose high-level programming language and Server Side Scripting Language – free redistribution – lost its popularity to PHP) Python (general purpose high-level programming language and Server Side Scripting language – free redistribution). We also provide Training in various Computer Languages. TRIRID provide quality Web Application Development Services. Call us @ 8980010210

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I request to all the MLA, MLC, MP and other respected leader to support us to form New Vidarbh State.

At about the same time, German right-wing activist Manfred Roeder received a sentence of two years’ imprisonment on a charge of “Holocaust denial,” and “incitement of the people.” On the first day of his trial, the flamboyant Roeder, attired in knickerbockers and checkered jacket, strode into the courtroom at Grevesmuehlen flanked by scores of enthusiastic supporters. Responding to the clicks of multiple cameras, Roeder proclaimed that only his Christian faith would be able to help him resist the overwhelming preponderance of Jewish influence which threatened to squeeze the life out of Germany. Brandishing a Bible in his hands, the 72-year-old Roeder obligingly held it aloft at the request of media photographers and proclaimed: “The Bible is my last defense against Jewish tyranny, since other recognized forms of evidence are not permitted.

The dessert plates were arranged with delicate biscuits and pineapple cream served in cunning little glazed pots. Sir Ross introduced a new topic of conversation concerning some recently proposed amendments to the Poor Law, which both he and Gentry supported. Surprisingly, Sophia offered her own opinions on the subject, and the men listened attentively. Lottie tried to conceal her astonishment, for she had been taught for years that a proper woman should never express her opinions in mixed company. Certainly she should say nothing about politics, an inflammatory subject that only men were qualified to debate. And yet here was a man as distinguished as Sir Ross seeming to find nothing wrong in his wife's speaking her mind. Nor did Gentry seem displeased by his sister's outspokenness. Perhaps Gentry would allow her the same freedom. With that pleasant thought in her mind, Lottie consumed her pineapple cream, a rich, silky custard with a tangy flavor. Upon reaching the bottom of the pot, she thought longingly of how nice it would be to have another. However, good manners and the fear of appearing gluttonous made it unthinkable to request seconds. Noticing the wistful glance Lottie gave her empty dish, Gentry laughed softly and slid his own untouched dessert to her plate. "You have even more of a taste for sweets than little Amelia," he murmured in her ear. His warm breath caused the hair on the back of her neck to rise. "We didn't have desserts at school," she said with a sheepish smile. He took his napkin and dabbed gently at the corner of her mouth. "I can see that I'll have a devil of a time trying to compensate for all the things you were deprived of. I suppose you'll want sweets with every meal now." Pausing in the act of lifting her spoon, Lottie stared into the warm blue eyes so close to hers, and suddenly she felt wreathed in heat. Ridiculous, that all he had to do was speak with that caressing note in his voice, and she could be so thoroughly undone.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Sharing Each week, we will take time to share what is happening in our lives. At first this sharing will include some planned “sharing questions.” After the first few weeks, it will become more informal and personal as our group feels safer and more comfortable. Study Each week we’ll study a portion of God’s Word that relates to the previous weekend’s sermon. Our goal is to learn how to apply and live out our Christianity in our day-to-day experiences and relationships. Support Each week, we’ll learn how to take care of one another as Christ commanded (see John 15:9–13). This care will take many forms, such as praying, listening, meeting needs, and encouraging and even challenging one another as needed. Five Marks of a Healthy Group For our group to be healthy, we need to 1. focus on spiritual growth as a top priority (Romans 8:29); 2. accept one another in love just as Christ has accepted us (Romans 15:7); 3. take care of one another in love without crossing over the line into parenting or taking inappropriate responsibility for solving the problems of others (John 13:34); 4. treat one another with respect in both speech and action (Ephesians 4:25–5:2); 5. keep our commitments to the group—including attending regularly, doing the homework, and keeping confidences whenever requested (Psalm 15:1–2, 4b). Guidelines and Covenant 1. Dates We’ll meet on ____________ nights for ____________ weeks. Our final meeting of the quarter will be on. 2. Time We’ll arrive between ____________ and ____________ and begin the meeting at ____________. We’ll spend approximately ____________ minutes in singing (optional),____________ minutes in study/ discussion, and ____________ minutes in prayer/sharing. 3. Children Group members are responsible to arrange childcare for their children. Nursing newborns are welcome, provided they are not a distraction to the group. 4. Study Each week, we’ll study the same topic(s) covered in the previous weekend’s sermon. 5. Prayer Our group will be praying each week for one another and specific missions requests. 6. Homework and Attendance Joining a growth group requires a commitment to attend each week and to do the homework ahead of time. Obviously, allowances are made for sickness, vacation, work conflicts, and other special events—but not much more! This commitment is the key to a healthy group. Most weeks, the homework will require from twenty to thirty minutes to adequately prepare for the group study and discussion. If we cannot come to a meeting, we will ________________________________ 7. Refreshments 8. Social(s) 9.

By 1936, 90 percent of all US gasoline was leaded. Domestic consumption of tetraethyl lead reached a high of 5.1 million pounds in 1956. In 1959 the US Public Health Service supported an Ethyl Corporation request to increase the lead content of gasoline from 3 cc to 4 cc per gallon—because refiners had reached a limit in improving fuel through refining and were now losing yield to keep up octane.

There is a classic story that I love to tell about a man who died and ended up in the the most idyllic world imaginable. All around were people like him and who liked him, and he never once had a fight with anyone; if there was a disagreement, the others always took his side. Each day he was free to indulge in anything he wanted without any consequences or ill effects; he played poker and always won, he drank his favorite whiskey and never got drunk, and at the end of the night, always managed to get the girl. Never once did anyone go against him, never once was anything out of place. At some point, the man began to grow tired of such constant gratification. Surrounded only by those who supported him no matter what he did, successful no matter how hard he tried to fail, and completely unchallenged against his own selfish desires, the excitement of everything he used to love faded. He went to the angel and requested a transfer: “This heaven of yours is quite nice, but it is a little boring. I think I might try hell for a little while. Maybe there I will be able to feel something again.” The angel replied, “Oh, I am terribly sorry, sir. This is hell.

When you're feeling stuck, the way out is to request, receive, and give support

Self-Discovery in San Francisco CA | Suzanne Fensin If This looks like what's Driving You, Then you're THE New Human And it slow Has come back To Step Up! The easiest to know your life purpose is thru your journey of self discovery. supported your birthname that holds distinctive sacred codes that unlock your destiny, your Soul Blueprint holds all the answers to what your challenges area unit and also the gifts they reveal, as well as what your skills and gifts area unit at a deeper level, and the way to activate them to make your a lot of fulfilling life. Life Purpose is complicated. throughout my self discovery journey, I uncovered hidden ways and forks within the road. there have been hills, mountains, valleys and shadowy places which will be scary to travel through. i finished and began, unsure if I had the strength to urge through it all. however I did it! and that i wish to share my method with you to jumpstart your magnificence that you’ve been concealing. Soul Codes Blueprint in San Jose CA This is a 12-week personal 1:1 mentoring program ideally delivered via ZOOM. ZOOM recordings of sessions are provided, upon request. Email support is supplied with every step of this method. Here’s what you receive with this distinctive program L – Learning Your distinctive skills, goals, and challenges with Soul Blueprint Reading. this is often a 1-hour, birthname solely analysis that offers you the subsequent information: • Birthname analysis • Your most fulfilling soul expression • Your Soul Destiny for this period of time • Karmic lessons, skills and gifts you were born with, and people you receive later in life. • Emailed Zoom recording of the session, upon request • Special discount rating on future mentoring that helps to activate your blueprint on a deeper level O - OMG you're Amazing! Understanding the scope of your soul mission and the way your skills, goals, and challenges work along to make your greatest purpose. acceptive the sweetness of the journey and speech communication affirmative to following step. this is often AN expanded 2-hour Soul Blueprint reading that offers you all of what you receive within the 1-hour reading, and the following: • Up to two extra names analysis • subject for private Years, Months & Cycles • wherever area unit you within the Ascension method • what's your Soul kind V - Valor Having the spirit to roll up your sleeves and acquire into uncovering, understanding, and material possession go of doubts, beliefs, and learning that show up as shadow aspects, and align together with your higher purpose. caring yourself through the method, permitting a lot of lightweight into your being. during this step you'll receive: • Intuitive work to support you in understanding what you discover on a soul level, and to help in your self-nurturing • Soul Blueprint Upgrade (working together with your etheric team to clear attachments, enhance your gift and talent codes, unleash doubt & worry • Flower Essence Remedy suggestions to help in clearing shadow aspects E - Ease, Excitement, And Energize The seeds of management you have got planted area unit currently development. you're claiming your truth and sharing your authentic magnificence (by visioning and actioning) with a reworking world that reflects and honors your journey. you'll receive the subsequent with this step: • corroborative work with life exercises to observe your new brilliance • Celebration exercises to stay you moving forward on your journey of success with grace. Contact Suzanne With Questions #SelfDiscoveryinSanFranciscoCA Email# suzannefensin@gmail.com

There's a big difference between an intervention that's introduced or suggested due to a true medical need - or even by your request - and one that's due to impatience; a difference between someone saying "We're noticing this, let's discuss your options as well as our recommendations and reasons" and "We're noticing this, and you have to do this." In the first case, a care provider gives information and wants to talk options; in the second, the care provider uses fear and shaming to coerce the decision they want. Having a working, respectful, and good relationship with your care provider can make all the difference here, but so can your clarity about this one thing: you deserve respect, options, and support. If you are feeling pressured into an intervention, if you are feeling guilted into an intervention, if you are feeling ignored, disrespected, or embarrassed in any way, as if you need to make a certain choice to please other people in the room, this is not good care and you need a second opinion - or a new care provider.

he asked them. “Too long. Don’t be such a stranger. Stop by if you’re in our neighborhood. We would love to sit and chat. We can talk about the good old days and we got lots of pictures and stories from Tuscany.” “Will do. Enjoy the evening.” Jack turned and was face to face with their daughter, Patti. “Hi, Jack,” she whispered. “Great to see you again,” she said and kissed him on the cheek. “It was so good to talk with you the other day. It meant a lot to see you.” He watched her as she started to walk away and turned to him and say, “I wanted to let you know that after we talked I gave my husband a phone call. Eric and I decided to get back together. We’ve shared a lot of history, and we’re at least going to give it one last try to see if we can make it work. Thanks for everything, Jack. Bye.” She kissed him on the cheek. Jack saw Hope walking across the floor. “She’s pretty. Who was that?” glancing at Patti walk away. “An old and dear friend. Both Charley and I had a crush on her when we were younger. I’ll introduce you to her and her mom and dad later. You’ll like her.” More people filed inside to an already full hall. Soon it was standing room only. Jack turned to Hope and whispered, “I can’t believe this. We’ve had over twenty businesses make donations to the veterans’ fund to help support job training and for overseas servicemen’s wives and families. We also got money from the Yankee Bookshop, the Woodstock Inn, the Billings Farm Museum, the bank, and Bentleys Restaurant. They all donated money.” “That’s great,” she said excitedly. “And we’ve received over thirty new membership requests for the Veterans Post and that’s just yesterday. This is better than I ever expected. And four companies have committed to hiring more vets locally, including King Arthur Flour Company. They’re planning to build a new distribution center just west of town. I can’t believe all of this is happening.” “You should,” Hope said. “I remember you sat down right over there at that table and laid out what you wanted to see happen and you kept working on it until it did. I’m so proud of you.” He hugged her close and kissed her. He never wanted to let her go. The distinct fragrance of fresh balsam, pine, and holly filled

He said He was going to take me all around the world and that all the knowledge He had infused into my soul was for me to share. He would support me and express Himself through my testimony, using natural means—my speaking style, culture, and the languages I knew. He told me that He had already chosen every place I would go, and chosen by name every person who was going to listen to me, adding that they would be responsible for everything I would tell them. The Lord’s only immediate request of me was to be faithful, to pray, and to read the Word of God.

By enforcing laws which forbid men to trade peacefully as they please, the police create a social environment which breeds crime. The small-time burglar who is frightened away by the police is far outweighed by the Mafia boss who makes millions off the black market in prostitution and gambling, which activities are fraught with violence because of government prohibitions. Not only do governmental police make possible more crime than they discourage, they enforce a whole host of invasive laws designed to make everyone behave in a manner which the lawmakers considered morally proper. They see to it that you’re not permitted to foul your mind with pornography (whatever that is—even the courts aren’t too sure) or other people’s minds by appearing in public too scantily clad. They try to prevent you from experiencing the imaginary dangers of marijuana (in the ‘20s they protected you from liquor, but that’s not a no-no any more). They even have rules about marriage, divorce, and your sex life. No, the police don’t offer the citizen any protection from such invasions of privacy ... they’re too busy enforcing the invasive laws! Nor do they protect him from the many governmental violations of his rights—if you try to evade being enslaved by the draft, the police will help the army, not you. The police prevent the establishment of an effective, private enterprise defense system which could offer its customers real protection (including protection from governments). In fact, they often prevent you from protecting yourself, as in New York City, where women, even in the most crime-ridden areas, are forbidden to carry effective self-defense devices. Guns, switch-blade knives, tear gas sprayers, etc., are illegal. Of course, the criminals ignore these laws, but the peaceful citizens are effectively disarmed and left at the mercy of hoodlums. In addition to failing to protect citizens from either private criminals or the government, making it almost impossible for the citizens to protect themselves, encouraging crime by creating black markets, and invading privacy with stupid and useless “moral” laws, the police compel citizens to pay taxes to support them! If a citizen requests to be relieved of police “protection” and protests by refusing to pay taxes for the upkeep of the government and its police, the police will initiate force by picking him up and the government will fine and/or imprison him (unless he attempts to defend himself against the police’s initiated violence, in which case his survivors will be forced to bury him at their expense). With the entire weight of the law behind them, this gives the police the safest protection racket ever devised. If the police in a democracy don’t exist to protect the citizens, what is their function? It is essentially the same as that of the police in a dictatorship—to protect the government.

Forensic DNA Expert Anil Gupta offer a variety of DNA forensic testing systems including STR, Y-STR, and mitochondrial DNA. The DNA Sample in Forensic Analysis can be collected from blood, saliva, perspiration, hair, teeth, mucus, finger nails, semon and these can be found almost anywhere at crime scence. Anil Gupta is here to help make sense of this complex scientific issue and to testify before the court on these issues when necessary. Initial Consultation is FREE – If you send us the report we will lend you our expertise to help you understand your situation. Written Reports and Affidavits Discovery Documents – free by request, all you need to obtain the entire laboratory case file Mike is a leading forensic DNA expert with considerable experience in forensic biology. He is a clear and balanced expert opinion highly qualified provider to help lawyers, attorneys and lawyers support their clients and the criminal justice system. He is a very experienced scientist, whose career has focused on developing the ability to DNA analysis, defining standards, interpreting results, explaining evidence and providing advice to help both the defense and Processing equipment. Mike has a great depth of technical knowledge. As the chief DNA scientist (head of discipline) with the former Forensic Science Service (FSS), he established technical standards for DNA analytical processes, staff competencies and training. He was head of the Specialist Unit at FSS DNA and led the creation of the first dedicated facility of ultra-clean low template DNA. He has led the validation and implementation of several important new DNA processes. Through audit and process review, it can provide an effective and risk-based quality assurance, as it has for many years to the FSS, to the National DNA Database and to the courts.

You need to have a diploma from nursing school and be certified as a registered nurse.             Ideally, you should have at least two to three years of clinical experience as an outpatient nurse or as an emergency room nurse.             You should be certified in Basic Life Support and Advanced Cardiac Life Support (ACLS). Some cruise lines request Advanced Trauma Life Support (ATLS) certification as well.             You may need to have experience in dealing with laboratory procedures and basic x-ray procedures as there is not likely to be a lab tech or x-ray tech on duty.             You should have a background in general medicine and/or emergency medicine.             You should have past experience caring for patients in a trauma, cardiac care, emergency care, or internal medicine practice.             Because cruise liners travel to often to foreign lands and have people of all different cultures on board, you may need to have knowledge of other languages besides English.   As

Throughout the summer of 1911 correspondence flowed back and forth between Cox and his superiors in Delhi and London about Shakespear’s proposals and the policy Britain should adopt toward Ibn Saud. Officials in London remained fearful not only of antagonising the Ottomans but of the possibility that if Ibn Saud drove the Turks out of Hasa he might himself become a danger to British interests in the region and advance south into Muscat. In the end, despite Cox’s continued advocacy and the support of a few more far-sighted officials in the Indian and London governments, Britain’s concern to maintain good relations with Turkey as a protective buffer between Europe and Asia and against any German, French or Russian designs on Britain’s Indian Empire, together with on-going fears in London and India of taking any step which might be perceived as antagonistic towards Turkey and the Caliphate and so serve to inflame anti-British sentiment among Muslims in India, prevailed. Ibn Saud’s request for some form of alliance or protective agreement with Britain was to be politely rejected. From Britain’s point of view Ibn Saud, despite his successes and growing power, remained no more than the minor ruler of an out of the way, strategically and economically unimportant minor statelet. This was the tenth time in the nine years since his recapture of Riyadh that Ibn Saud’s overtures towards the British had been rejected.

I was trying to apologize,” she said, relief and humor easing into her eyes and curving her lips. “You didn’t answer my question.” He thought he might snap off the end of the pier, he was gripping it so hard. In response, she ducked her hand into the pocket of her shorts and pulled out a folded and now somewhat crumpled piece of paper. “Here. Read for yourself.” He took the paper, realizing he was acting like a complete yobbo, and knew then that perhaps he wasn’t nearly so cool and levelheaded about this whole endeavor as he’d led her to believe. The truth of it being, he only really wanted her to figure out what would make her happy if what made her happy was him. Under her amused stare, he unfolded the paper and read: Dear Hook, I’m trying to be a good and supportive sister and help get Fiona and her ridiculously long veil down the aisle before I strangle her into submission with every hand-beaded, pearl-seeded foot of it. At the moment, sitting here knee-deep in crinolines and enough netting to outfit every member of Downton Abbey, I can’t safely predict a win in that ongoing effort. That said, I’d much rather be spending the time with you, sailing the high seas on our pirate ship. Especially that part where we stayed anchored in one spot for an afternoon and all the plundering was going on aboard our own boat. I’ve been thinking a lot about everything everyone has said and have come to the conclusion that the only thing I’m sure of is that I’m thinking too much. I’ve decided it was better when I was just feeling things and not thinking endlessly about them. I especially liked the things I was feeling on our picnic for two. So this is all to say I’d like to go, um, sailing again. Even if there’s no boat involved this time. I hope you won’t think less of me for the request, but please take seeing a whole lot more of me as a consolation prize if you do. Also? Save me. Or send bail money. Sincerely, Starfish, Queen of the High Seas, Plunderer of Pirates, especially those with a really clever right Hook. He was smiling and shaking his head as he folded the note closed and tucked it in his shirt pocket. “Well?” she said at length. “Apology accepted” was all he said. “And?” He slid a look her way. “And…what?” She’d made him wait three days, and punitive or not, he wasn’t in any hurry to put her out of her misery. Plus, when he did, it was likely to be that much more fun. “You’re going to make me spell it out, aren’t you? Don’t you realize it was hard enough just putting it in writing?” “I accept your lovely invitation,” he said, then added, “I only have one caveat.” Her relief turned to wary suspicion as she eyed him. “Oh? And that would be?” “Will you wear the crinolines?

Sir Ross introduced a new topic of conversation concerning some recently proposed amendments to the Poor Law, which both he and Gentry supported. Surprisingly, Sophia offered her own opinions on the subject, and the men listened attentively. Lottie tried to conceal her astonishment, for she had been taught for years that a proper woman should never express her opinions in mixed company. Certainly she should say nothing about politics, an inflammatory subject that only men were qualified to debate. And yet here was a man as distinguished as Sir Ross seeming to find nothing wrong in his wife’s speaking her mind. Nor did Gentry seem displeased by his sister’s outspokenness. Perhaps Gentry would allow her the same freedom. With that pleasant thought in her mind, Lottie consumed her pineapple cream, a rich, silky custard with a tangy flavor. Upon reaching the bottom of the pot, she thought longingly of how nice it would be to have another. However, good manners and the fear of appearing gluttonous made it unthinkable to request seconds. Noticing the wistful glance Lottie gave her empty dish, Gentry laughed softly and slid his own untouched dessert to her plate. “You have even more of a taste for sweets than little Amelia,” he murmured in her ear. His warm breath caused the hair on the back of her neck to rise. “We didn’t have desserts at school,” she said with a sheepish smile. He took his napkin and dabbed gently at the corner of her mouth. “I can see that I’ll have a devil of a time trying to compensate for all the things you were deprived of. I suppose you’ll want sweets with every meal now.

After the United States entered World War I, Southern landowners had a new means of ensuring their laborers remained on plantations—the threat of the draft. In the summer of 1918 the army’s provost marshal, General Enoch Crowder, issued a “Work or Fight” order to all local exemption boards, allowing them to draft men who were not engaged in employment. Crowder’s order essentially federalized the local vagrancy laws that were already pervasive throughout the South. It was now up to the small-town sheriff, mayor, constable, and justice of the peace to identify “vagrants” and turn them in to the local exemption board to be shipped off to war. In the Delta, local defense councils adopted an identification system that required all blacks to carry a card listing their place of employment. The defense council requested national support in forcing “our negro labor to stay on the job six days in the week or they will be inducted into service.

Parents feel a greater connection to their faith community when they observe visible ways the church makes accommodations for their child. Anticipating the individual needs of the child speaks volumes to the still-fragile family. And in cases where the parents do approach the church staff with requests or concerns, a warm response is crucial. While not every request can be fulfilled, the manner in which the concerns are received greatly influences how the family perceives the church's support. Even a small change can send a big message of love and acceptance to a hurting family.

Having studied both the possible risks and the likely rewards, the Guardian’s managers decided both to “open in” the website, by bringing in more data and applications from the outside, and to “open out” the site, by enabling partners to create products using Guardian content and services on other digital platforms. To work toward the “open out” goal, the Guardian created a set of APIs that made its content easily available to external parties. These interfaces include three different levels of access. The lowest access tier, which the paper calls Keyless, allows anyone to use Guardian headlines, metadata, and information architecture (that is, the software and design elements that structure Guardian data and make it easier to access, analyze, and use) without requesting permission and without any requirement to share revenues that might be generated. The second access tier, Approved, allows registered developers to reprint entire Guardian articles, with certain time and usage restrictions. Advertising revenues are shared between the newspaper and the developers. The third and highest access tier, Bespoke, is a customized support package that provides unlimited use of Guardian content—for a fee.

What we gave mostly was wine. Especially after we made this legal(!) by acquiring that Master Wine Grower’s license in 1973. Most requests were made by women (not men) who had been drafted by their respective organizations to somehow get wine for an event. We made a specialty of giving them a warm welcome from the first call. All we wanted was the organization’s 501c3 number, and from which store they wanted to pick it up. We wanted to make that woman, and her friends, our customers. But we didn’t want credit in the program, as we knew the word would get out from that oh-so-grateful woman who had probably been turned down by six markets before she called us. Everybody wanted champagne. We firmly refused to donate it, because the federal excise tax on sparkling wine is so great compared with the tax on still wine. To relieve pressure on our managers, we finally centralized giving into the office. When I left Trader Joe’s, Pat St. John had set up a special Macintosh file just to handle the three hundred organizations to which we would donate in the course of a year. I charged all this to advertising. That’s what it was, and it was advertising of the most productive sort. Giving Space on Shopping Bags One of the most productive ways into the hearts of nonprofits was to print their programs on our shopping bags. Thus, each year, we printed the upcoming season for the Los Angeles Opera Co., or an upcoming exhibition at the Huntington Library, or the season for the San Diego Symphony, etc. Just printing this advertising material won us the support of all the members of the organization, and often made the season or the event a success. Our biggest problem was rationing the space on the shopping bags. All we wanted was camera-ready copy from the opera, symphony, museum, etc. This was a very effective way to build the core customers of Trader Joe’s. We even localized the bags, customizing them for the San Diego, Los Angeles, and San Francisco market areas. Several years after I left, Trader Joe’s abandoned the practice because it was just too complicated to administer after they expanded into Arizona, Washington, etc., and they no longer had my wife, Alice, running interference with the music and arts groups. This left an opportunity for small retailers in local areas, and I strongly recommended it to them. In 1994, while running the troubled Petrini’s Markets in San Francisco, I tried the same thing, again with success, for the San Francisco Ballet and a couple of museums.

Lenin had created the conditions for the rise of Stalin, but like Dr Frankenstein the monster outgrew him. He suffered a cerebral haemorrhage on 24 May 1922 and from this time forward his involvement in political affairs was sporadic. Too late he realised, on 25 December 1922, that Stalin represented a real threat to the stability of the Party. He penned a postscript to his famous “Testament”. This called for the removal of Stalin as General Secretary but significantly not from the Politburo. Despite Lenin’s request, the “Testament” was only discussed in the Central Committee, and Stalin’s offer to resign as General Secretary was rejected by Zinoviev and Kamenev. They had now formed a triumvirate with him, and during Lenin’s illness Zinoviev had assumed nominal leadership of the Party. Fearing that any demotion of Stalin would lead to the elevation of Trotsky, Zinoviev and Kamenev not only supported him, but hushed up the letters of Lenin.

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In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization. As a leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team. Leaders in any chain of command will not always agree. But at the end of the day, once the debate on a particular course of action is over and the boss has made a decision—even if that decision is one you argued against—you must execute the plan as if it were your own. When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win. The major factors to be aware of when leading up and down the chain of command are these: • Take responsibility for leading everyone in your world, subordinates and superiors alike. • If someone isn’t doing what you want or need them to do, look in the mirror first and determine what you can do to better enable this. • Don’t ask your leader what you should do, tell them what you are going to do. APPLICATION TO BUSINESS “Corporate doesn’t understand what’s going on out here,” said the field manager. “Whatever experience those guys had in the field from years ago, they have long forgotten. They just don’t get what we are dealing with, and their questions and second-guessing prevents me and my team from getting the job done.” The infamous they. I was on a visit to a client company’s field leadership team, the frontline troops that executed the company’s mission. This was where the rubber met the road: all the corporate capital initiatives, strategic planning sessions, and allocated resources were geared to support this team here on the ground. How the frontline troops executed the mission would ultimately mean success or failure for the entire company. The field manager’s team was geographically separated from their corporate headquarters located hundreds of miles away. He was clearly frustrated. The field manager had a job to do, and he was angry at the questions and scrutiny from afar. For every task his team undertook he was required to submit substantial paperwork. In his mind, it made for a lot more work than necessary and detracted from his team’s focus and ability to execute. I listened and allowed him to vent for several minutes. “I’ve been in your shoes,” I said. “I used to get frustrated as hell at my chain of command when we were in Iraq. They

In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization. As a leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team. Leaders in any chain of command will not always agree. But at the end of the day, once the debate on a particular course of action is over and the boss has made a decision—even if that decision is one you argued against—you must execute the plan as if it were your own. When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win. The major factors to be aware of when leading up and down the chain of command are these: • Take responsibility for leading everyone in your world, subordinates and superiors alike. • If someone isn’t doing what you want or need them to do, look in the mirror first and determine what you can do to better enable this. • Don’t ask your leader what you should do, tell them what you are going to do.

Throughout the day, partners would make requests for connection, what Gottman calls “bids.” For example, say that the husband is a bird enthusiast and notices a goldfinch fly across the yard. He might say to his wife, “Look at that beautiful bird outside!” He’s not just commenting on the bird here: He’s requesting a response from his wife—a sign of interest or support—hoping they’ll connect, however momentarily, over the bird. The wife now has a choice. She can respond by either “turning toward” or “turning away” from her husband, as Gottman puts it. Though the bird-bid might seem minor and silly, it can actually reveal a lot about the health of the relationship. The husband thought the bird was important enough to bring it up in conversation and the question is whether his wife recognizes and respects that. People who turned toward their partners in the study responded by engaging the bidder, showing interest and support in the bid. Those who didn’t—those who turned away—would not respond or respond minimally and continue doing whatever they were doing, like watching TV or reading the paper. Sometimes they would respond with overt hostility, saying something like, “Stop interrupting me, I’m reading.” These bidding interactions had profound effects on marital well-being. Couples who had divorced after a six-year follow-up had “turn-toward bids” 33 percent of the time. Only three in 10 of their bids for emotional connection were met with intimacy. The couples who were still together after six years had “turn-toward bids” 87 percent of the time. Nine times out of 10, they were meeting their partner’s emotional needs.

PRINCIPLE: LEADING UP THE CHAIN If your boss isn’t making a decision in a timely manner or providing necessary support for you and your team, don’t blame the boss. First, blame yourself. Examine what you can do to better convey the critical information for decisions to be made and support allocated. Leading up the chain of command requires tactful engagement with the immediate boss (or in military terms, higher headquarters) to obtain the decisions and support necessary to enable your team to accomplish its mission and ultimately win. To do this, a leader must push situational awareness up the chain of command. Leading up the chain takes much more savvy and skill than leading down the chain. Leading up, the leader cannot fall back on his or her positional authority. Instead, the subordinate leader must use influence, experience, knowledge, communication, and maintain the highest professionalism. While pushing to make your superior understand what you need, you must also realize that your boss must allocate limited assets and make decisions with the bigger picture in mind. You and your team may not represent the priority effort at that particular time. Or perhaps the senior leadership has chosen a different direction. Have the humility to understand and accept this. One of the most important jobs of any leader is to support your own boss—your immediate leadership. In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization. As a leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team. Leaders in any chain of command will not always agree. But at the end of the day, once the debate on a particular course of action is over and the boss has made a decision—even if that decision is one you argued against—you must execute the plan as if it were your own. When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win. The major factors to be aware of when leading up and down the chain of command are these:

Racial reformers have customarily requested or demanded that Americans, particularly White Americans, sacrifice their own privileges for the betterment of Black people. And yet, this strategy is based on one of the oldest myths in the modern era, a myth continuously produced and reproduced by racists and antiracists alike: that racism materially benefits the majority of White people, that White people would lose and not gain in the reconstruction of an antiracist America. It has been true that racist policies have benefited White people in general at the expense of Black people (and others) in general. That is the story of racism, of unequal opportunity in a nutshell. But it is also true that a society of equal opportunity, without a top 1 percent hoarding the wealth and power, would actually benefit the vast majority of southern Whites poor. It is not coincidental that slavery kept the vast majority of southern Whites poor. It is not coincidental that more White Americans thrived during the antiracist movements from the 1930s to the 1970s than ever before or since. It is not coincidental that the racist movements that followed in the late twentieth century paralleled the stagnation or reduction of middle and low income Whites’ salaries and their skyrocketing costs of living. Antiracists should stop connecting selfishness to racism, and unselfishness to antiracism. Altruism is wanted, not required. Antiracists do not have to be altruistic. Antiracists do not have to be selfless. Antiracists merely have to have intelligent self-interest, and to stop consuming those racist ideas that have engendered so much unintelligent self-interest over the years. It is in the intelligent self-interest of middle and upper income Blacks to challenge the racism affecting the Black poor, knowing they will not be free of the racism that is slowing their socioeconomic rise until poor blacks are free of racism. It is in the intelligent self-interest of Asians, Native Americans, and Latinos to challenge anti-Black racism, knowing they will not be free of racism until Black people are of racism. It is in the intelligent self-interest of White Americans to challenge racism, knowing they will not be free of sexism, class bias, homophobia, and ethnocentrism until Black people are free from racism. The histories of anti-Asian, anti-Native, and anti-Latino racist ideas; the histories of sexist, elitist, homophobic, and ethnocentric ideas all sound eerily similar to this history of racist ideas, and feature some of the same defenders of bigotry in America. Supporting these prevailing bigotries is only in the intelligent self-interest of a tiny group of super rich, Protestant, heterosexual, non-immigrant, White, Anglo-Saxon males. Those are the only people who need to be altruistic in order to be antiracist. The rest of us merely need to do the intelligent thing for ourselves.

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Today’s second wave of customer service as practiced by some organizations — and it should be the customer service delivered by all companies of one — focuses on emotion and ease. A study from McKinsey showed that 70 percent of buying experiences are based more on how customers feel they are treated and less on the tangibles of a product. The feeling of being treated exceptionally well can only increase in the context of a second purchase or a subscription renewal, because the customer has already developed a feeling about how the first purchase went or how any support requests were handled.

Never refuse a request. That's an order.

At the time of Nautilus’s launching back in January, the Caribbean Sea Frontier, an area command with bases in San Juan, Trinidad, Guantánamo, and Aruba-Curaçao, had begun running air-sea patrols in the Gulf of Honduras after the leftist government of Guatemala requested arms from the Soviet bloc in reaction to a U.S. decision to give covert support to an antigovernment “liberation” movement. To protect Honduras from invasion and to monitor and regulate arms shipments into the region in violation of the Monroe Doctrine, which had since 1823 warned European powers against meddling in the Western Hemisphere, the United States airlifted arms to Honduras. On May 20, the first Soviet arms shipment arrived in Guatemala. A few days later, the commander in chief of the U.S. Atlantic Fleet ordered a contingency evacuation force into the area comprised of an antisubmarine carrier and five amphibious ships with a Marine battalion embarked. On June 18, the United States announced an arms embargo against Guatemala. The crisis ended eleven days later with a U.S.-backed coup that installed a new government under the dictator Carlos Castillo Armas.

Avoidable churn You can avoid signing up bad fit customers and ensure good fit customers get the attention that they deserve. Ensure your customer has a path to achieve their desired outcome. We sync sales from Shopify to QuickBooks. If we failed to map discounts, then our tool would fail. Ensure users can reach support and understand the difference between a bug and a feature request. Some will ask to pause your service and return when business picks up again. We had many users that were seasonal. We would have several users cancel and then return during the holiday season. You should allow users to pause their plans, instead of canceling.

A regular feature of a day’s filming would be visitors to set. They would generally be children and mostly the visits would be in aid of a children’s charity. Alan Rickman requested by far the most visits for charities that he supported. It seemed to me that he had a group in almost every day. And if anyone understood what a child wanted from a trip to the Harry Potter set, it was him. None of our visitors were that interested in meeting Daniel, Rupert, Emma or, for that matter, me. They wanted to meet the characters. They wanted to put on Harry’s glasses, to get a high five from Ron or a cuddle from Hermione. And since Daniel, Rupert and Emma were so similar in real life to their idea of the characters, they never disappointed. It was different for us Slytherins. I might have got the role of Draco in part because of the similarities between us, but I liked to think that I was not so Draco-esque that I’d be unpleasant to a group of nervous, excited youngsters. So I’d greet them, all smiles, and be as friendly and welcoming as I could be. “Hi, guys! Are you having fun? What’s your favourite set?” And crikey did I get that wrong. Without exception they’d look aghast and confused. Draco being a nice bloke was as anathema to them as Ron being a dickhead. They didn’t quite know how to process it. Alan understood this implicitly. He understood that while they might want to meet Alan Rickman, they’d much rather meet Severus Snape. Whenever he was introduced to these young visitors, he gave them the full Snape experience. They’d receive a clip round the ear and a terse, drawn-out instruction to tuck… your… shirt… in! The kids would be wide-eyed and joyfully terrified. It was a lovely thing to watch. I’d learn, as the years progressed, that some people find it difficult to distinguish between fact and fiction, between fantasy and reality. Sometimes that could be trying. But I wish I’d had Alan’s confidence to remain in character during some of those meet and greets at Leavesden Studios. There’s no doubt that in doing so, he brightened many a day.

Meanwhile, the chain cut back on a lot of what might have helped deter shoplifting. Lee Scott, Walmart’s chairman from 2000 to 2009—the years when the opiate addiction crisis was gathering force—came in to boost profits by cutting costs. Workers already weren’t paid a lot. Under Scott, Walmart stores cut staff on the floor and greeters at the entrances, all of which deterred crime. It seemed to me that their store design already encouraged shoplifting, with dimmer lights compared to other stores, no videos in restrooms or at blind corners. With automatic cashiers at the exits, shoppers could spend an entire outing at Walmart and not see an employee. In a good many towns, Walmart was the only store. In others, it was one of the few, coexisting with a supermarket, maybe a Big Lots or a JCPenney. Either way, I found, no chain had a reputation among drug users for being easier to rip off than Walmart. I heard this over and over. They avoided Target because of its wider aisles and brighter lights. Whatever the dealers wanted in exchange for their dope was usually available at Walmart. The chain offered an easy shopping experience—and an easy shoplifting experience, as well. “It was convenient,” said Monica Tucker, who runs a drug rehab center in eastern Tennessee but was a meth addict for seven years, and supported her habit at Walmart. “Anything you were requested to get [by the dealer], you could find it there. We stole lots of food. We weren’t eating because we were on meth, but everybody else was hungry at the dope dealer’s house.” With opioids, then later with meth, plentiful drug supply was paired with this easy source of goods to barter. Had there been the same vibrant Main Streets, ecosystems of the locally owned stores that were the lifeblood of many owners who lived in town and returned their profits to it, both the opioid crisis and the meth problem might have spread less quickly in many parts of the country.

Take a look at your calendar and write down your role in meetings. This goes for explicit roles, like owning a meeting’s agenda, and also for more nuanced roles, like being the first person to champion others’ ideas, or the person who is diplomatic enough to raise difficult concerns. Take a second pass on your calendar for non-meeting stuff, like interviewing and closing candidates. Look back over the past six months for recurring processes, like roadmap planning, performance calibrations, or head count decisions, and document your role17 in each of those processes. For each of the individuals you support, in which areas are your skills and actions most complementary to theirs? How do you help them? What do they rely on you for? Maybe it’s authorization, advice navigating the organization, or experience in the technical domain. Audit inbound chats and emails for requests and questions coming your way. If you keep a to-do list, look at the categories of the work you’ve completed over the past six months, as well as the stuff you’ve been wanting to do but keep putting off. Think through the external relationships that have been important for you in your current role. What kinds of folks have been important, and who are the strategic partners that someone needs to know?

I started to organize the procurement process from Denmark, which was good and not good. Good because I had experienced procurement people and engineers close by, and not good because I discovered quickly that we were required to put contracts out to tender under strict EU rules that would thwart our ability to launch on time. That, in turn, would mean that we could risk high penalties and/ or lose the license. After issuing the Request for Proposal and one round of intense negotiations with a couple of network suppliers, we decided to move the procurement team to Hungary. There were two suppliers left, a newcomer called Nokia and the old Ericsson, Finns and Swedes. The final negotiations could start.

Building emotional agility: 1. “Label your thoughts and emotions” My coworker is wrong—he makes me so angry becomes I’m having the thought that my coworker is wrong, and I’m feeling anger. 2. Accept them “The anger was a signal that something important was at stake and that he needed to take productive action. Instead of yelling at people, he could make a clear request of a colleague or move swiftly on a pressing issue. The more Jeffrey accepted his anger and brought his curiosity to it, the more it seemed to support rather than undermine his leadership.” 3. Act on your values “We encourage leaders to focus on the concept of workability: Is your response going to serve you and your organization in the long term as well as the short term? Will it help you steer others in a direction that furthers your collective purpose? Are you taking a step toward being the leader you most want to be and living the life you most want to live?

The docs-as-ecosystem model starts with community feedback (A), captured through various channels such as public GitHub discussions, public surveys, forums, social media, and support requests. This feedback is then incorporated into the documentation codebase, which is managed through version control (B) to ensure that all changes are tracked and reviewed. The documentation codebase is then integrated continuously (C) through a continuous integration process, which helps catch errors and ensure that documentation updates are consistent with the rest of the codebase. The codebase is then used to generate static site documentation (D), the basis for the final generated documentation (E). The generated documentation is then published (F) to a production environment, where it’s accessible to the community. Finally, the community can review the results and provide updated feedback on the published documentation (H), which starts the cycle anew. Incorporating community feedback ensures documentation remains up-to-date and accurate, reflecting the needs and concerns of the community. Building stronger relationships between community and documentation creation processes lead to engaged and thriving communities.

Much like GM and GE, Kodak had a fair employment policy in place by the 1960s and had laid out is own Plan for Progress, which included a commitment to “hold discussions with the employment interviewers in the various division to remind them: that “such things as race, creed, color, or national origin” are neither to “help nor hinder in getting a job at Kodak.” Yet for blacks trying to work and move up at the company, these assurances didn’t mesh with their own experiences. Some of this was a consequence of blacks being poorly educated, especially those who had relocated to Rochester from the rural South. In the company’s eyes, the simply weren’t qualified. “We don’t grow many peanuts in Eastman Kodak,” Monroe Dill, Kodak’s industrial relations director said in 1963, adding that the company would start to recruit more from all-black colleges so as to not keep “discriminating by omission.” But there was also plenty of discrimination by commission, as individual Kodak managers used their discretion to hire whomever they liked and cast off whomever they didn’t. “They would say it blatant, like, 'We don't have any colored jobs,"" recalled Clarence Ingram, who served as general manager of the Rochester Business Opportunities Corporation, an entity formed after the '64 riots to support minority businesses. "They would tell you that." Apparently, they told a lot of blacks that. In 1964, only about 600 African Americans worked for Kodak in Rochester. less than 2 percent of the 33,000 employees based there. Determined to remedy this was FIGHT, which was led by Franklin Delano Roosevelt Florence, the thirty-one-year-old pastor of the Reynolds Street Church of Christ, a stocky, hard-charging, charismatic man, who called Malcolm X a friend. On September 2, 1966, a delegation of sixteen from FIGHT walked into Kodak's executive suite. Florence, sporting a Black Power button in his lapel, said he wanted to see "the top man." Before he knew it, the minister and his retinue were sitting in front of three top men: Kodak chairman Albert Chapman, president William Vaughn, and executive vice president Louis Eilers. Florence told them about the harshness of life in Rochester's black ghetto and said he wanted Kodak to start a training program for people who normally wouldn't be recruited into the company. Florence braced himself, expecting Kodak to resist. But Vaughn listened carefully and then asked Florence to submit a more specific proposal. Two weeks later, he did. Calling FIGHT " the only mass based organization of poor people and near poor people in the Rochester area," Florence requested that Kodak train 500 to 600 men and women over eighteen months. FIGHT also wanted direct involvement in the process; the group would "recruit and counsel trainees and offer advice, consultation, and assistance.

direction, and you really know how to get things done. The American people are fortunate that you’ve chosen to serve us in your current capacity. Gator speaks incessantly about seeking employment elsewhere, but I think it’s just talk. He loves this line of work, and we have a lot of fun together at DIA. We share a common view of our world. But remember, Gator: You can’t expect to find a spy under every rock or behind every tree. You simply have to believe that a spy is there, somewhere, and that if you look under every rock and behind every tree, you will eventually find him. I expect Gator to remain welded to my hip for another decade or so. Ana Montes will serve her time productively, I am sure. Knowing Ana, she’ll be running the place before too long. I understand that she remains unrepentant about providing information to the Cubans. She still believes that she did the right, just, and moral thing in supporting them, and I suspect that she will hold that view for the rest of her life. That’s fine. At least she’s no longer in a position to cause the rest of us any harm. Ana Montes is now incarcerated near Fort Worth, Texas. Ana’s boyfriend, Bill, has had a rough time of it. He requested and received permission to remain in contact with Ana after her arrest, up until she was convicted. He sensed, understandably, that she needed his support during an emotional time in her life. But he made clear to me, during one of several meetings on the subject, that his support for Ana would end if and when she was convicted of the crime. Bill was as good as his word. Part of him feels sorry for Ana, but he can never understand or condone what she did. He is torn, but Bill is moving forward with his life without her. As for me, I continue to march. There are some among my peers in this business who take exception to my having published a book about my experience on the job. It goes against their grain. Some may even avoid working with me in the future, for fear that their actions and words will end up in a book somewhere or because they feel that I’ve crossed an ethical line by publishing this story. I understand. So be it. I remain firmly focused on my mission. I am not a writer. I am a counterintelligence investigator. And my job is to detect and investigate espionage and suspected espionage within the Defense Intelligence Agency. I’ve performed that job for almost two decades now, and I expect to continue

On the other hand, in the absence of present language, a request such as “I’d like you to go to the show with me Saturday night” fails to convey what’s being asked of the listener at that moment. The use of present language to hone such a request, for example, “Would you be willing to tell me whether you will go to the show with me Saturday night?,” supports clarity and ongoing connection in the exchange. We can further clarify the request by indicating what we may want from the other person in the present moment, “Would you be willing to tell me how you feel about going to the show with me Saturday night?” The clearer we are regarding the response we want right now from the other party, the more effectively we move the conflict toward resolution.

The primary type of value stream is one in which a good or service is requested by and delivered to an external customer. Other value streams support the delivery of value; we refer to these as value-enabling or supporting value streams.

Conversely, a person with low emotional sensitivity can sometimes have a really hard time intuitively understanding what another person is feeling. This person may need to have a lot more explaining and more direct and specific requests in order to be emotionally supportive and responsive. Low emotional sensitivity can leave a spouse or partner feeling misunderstood or even lead to falsely (but understandably) believing that the other person doesn’t care about him or her.

How to download files Certain websites contain books or documents you wish to download and read on your Kindle. You will be requested to confirm if you want to download these items to your Kindle Home screen. Supported file types for download are Kindle content (AZW, AZW1, AZW3, and. KFX), unprotected Mobipocket books (MOBI, PRC), and text files (.TXT).

Unlike during the previous Gaza operation in 2012, the Iron Dome supply did not run out. After Operation Pillar of Defense I had instructed the army to accelerate production of Iron Dome projectiles and batteries. We accomplished this with our own funds and with generous American financial support. I now asked the Obama administration for an additional $225 million package to continue the production line after Protective Edge. He agreed, and with the help of Tony Blinken, the deputy national security advisor who later became Biden’s secretary of state, the funding provision sailed through both houses of Congress. I deeply appreciated this support and said so publicly. I was therefore very disappointed when the administration held back on the IDF’s request for additional Hellfire rockets for our attack helicopters. Without offensive weapons we could not bring the Gaza operation to a quick and decisive end. Furthermore, as the air war lingered, the administration issued increasingly critical statements against Israel, calling some of our actions “appalling”2 and thereby opening the moral floodgates against us. Hamas took note. As long as it believed that we couldn’t deliver more aggressive punches, and that international support was waning, it would continue to rocket our cities. Unfortunately, it was aided in this belief by an international tug-of-war. On one side: Israel and Egypt. On the other: Turkey and Qatar, which fully supported Hamas. I worked in close collaboration with Egypt’s new leader, el-Sisi, who had deposed the Islamist Morsi a few months earlier. Our common goal was to achieve an unconditional cease-fire. The last thing el-Sisi wanted was a Hamas success in Gaza that would embolden their Islamist allies in the Sinai and beyond. Hamas’s exiled leader, Khaled Mashal, who escaped the Mossad action in Jordan, was now in Qatar. Supported by his Qatari hosts and Erdogan and ensconced in his lavish villa in Doha, Mashal egged Hamas to keep on fighting. To my astonishment, Kerry urged me to accept Qatar and Turkey as mediators instead of the Egyptians, who were negotiating with Hamas representatives in Cairo for a possible cease-fire. Hamas drew much encouragement from this American position. El-Sisi and I agreed to keep the Americans out of the negotiating loop. In the meantime the IDF would have to further degrade Hamas’s fighting and crush their expectations of achieving anything in the cease-fire negotiations.

The United States and our partners across the region are working to build a better future for the Middle East. One where the Middle East is more stable, better connected to its neighbors, and through innovative projects like the India Middle East and Europe rail corridor (IMEC) that I announced this year at the summit of the world’s biggest economies (G20, New Delhi: Sep 10, 2023), more predictable markets, more employment, less rage, less grievances, less war when connected. It benefits the people. It would benefit the people of the Middle East, and it would benefit us. American leadership is what holds the world together. American alliances are what keep us, America, safe. American values are what make us a partner that other nations (IMEC values?) want to work with. To put all that at risk if we walk away from Ukraine, if we turn our backs on Israel, it’s just not worth it. That’s why tomorrow I’m going to send to Congress an urgent budget request to fund America’s national security needs, to support our critical partners, including Israel and Ukraine. It’s a smart investment that’s going pay dividends for American security for generations, help us keep American troops out of harm’s way, help us build a world that is safer, more peaceful and more prosperous for our children and grandchildren. - President Joe Biden, October 20, 2023

iterative and concurrent. An iterative server iterates through the following steps: I1. Wait for a client request to arrive. I2. Process the client request. I3. Send the response back to the client that sent the request. I4. Go back to step I1. The problem with an iterative server occurs when step I2 takes a long time. During this time no other clients are serviced. A concurrent server, on the other hand, performs the following steps: C1. Wait for a client request to arrive. C2. Start a new server instance to handle this client’s request. This may involve creating a new process, task, or thread, depending on what the underlying operating system supports. This new server handles one client’s entire request. When the requested task

mutual trust, respect and obligation between both parties involved in the relationship. Such high degrees of mutuality in these areas result in a situation where leaders provide support well beyond basic contract assistance. Followers then respond with behaviours that exceed those normally expected through typical employment contract requests (Uhl-Bien, Graen, & Scandura, 2000; Wilson,

Let’s say it’s 10:26 a.m. Monday, and you’re in your office. You’ve just ended a half-hour unexpected phone call with a prospective client. You have three pages of scribbled notes from the conversation. There’s a meeting scheduled with your staff at eleven, about half an hour from now. You were out late last night with your spouse’s parents and are still a little frayed around the edges (you told your father-in-law you’d get back to him about … what?). Your assistant just put two arriving international express packages on your desk, and additionally says he needs to talk with you about three urgent meeting requests he doesn’t know how you want handled. You have a major strategic-planning session coming up in two days, for which you have yet to formulate your ideas. The oil indicator light in your car came on as you drove to work this morning. And your boss hinted as you passed her earlier in the hall that she’d like your thoughts on the e-mail she sent you last night, before this afternoon’s three o’clock meeting. Are your systems set up to maximally support dealing with this reality, at 10:26 on Monday morning? If you’re still keeping things in your head, and if you’re still trying to capture only the “critical” stuff in your lists, I suggest that the answer is no.

Even as the White House was tapping evangelical networks to drum up support for a military intervention in Nicaragua, some members of the administration were pursuing more clandestine avenues as well. In 1984, Iran had secretly requested weapons from the United States to use in its war with Iraq. Despite an arms embargo, Reagan was desperate to secure the release of seven American hostages held by Iranian terrorists in Lebanon. With Reagan’s support, the administration arranged for the shipment of more than 1500 missiles to Iran.

Working Together Composed by David Whyte as a dedication to the 777 at the request of Boeing corporation. Whyte wanted to be sure not to write a corporate propaganda piece and hence he drew upon his own fear of flying to write something very meaningful. The idea of travelling 550 miles per hour at 33,000 feet with no visible means of support can be scary. However, we today know that the plane gets its support from the interaction between velocity and the wing shape. Velocity and the aerodynamic shape have existed in nature since time immemorial, but humans only discovered the power of bringing them together only about 140 years. That discovery has allowed us to travel all over the world today. Using this as a metaphor, he wrote about many hidden qualities in ourselves that we may need to bring together to achieve more than we can imagine. We shape our self to fit this world and by the world are shaped again. The visible and the invisible working together in common cause, to produce the miraculous. I am thinking of the way the intangible air traveled at speed round a shaped wing easily holds our weight. So may we, in this life trust to those elements we have yet to see or imagine, and look for the true shape of our own self, by forming it well to the great intangibles about us.

Critical Race Theory often presents claims of racism in situations where the evidence doesn’t support it and then considers requests for evidence to be evidence of further racism.

In addition to the peerless Levering Smith, Raborn held another trump card in dealing with the Pentagon—a “magic piece of paper”: a memo from the CNO, Admiral Burke, affirming that Raborn “was to have absolute top priority on anything he wants to do” and that everyone in the Navy was to be responsive to his requests. If they found that they could not be, they were to report to Burke, and he would take it upon himself to say no if he felt the denial was proper. This unprecedented talisman got Raborn whatever he needed from the Navy’s frequently rivalrous bureaus, though Burke preferred to build willing support within the Pentagon rather than compulsory (and thus potentially grudging) support. In this, his and Raborn’s personal credibility and persuasive gifts carried the day. The economics of the SLBM program were useful too.

Your software developers can get bogged down in answering tickets by changing code. This will prevent you from assigning them to projects that will have a bigger impact. In 2021, QuickBooks made an update to how we sync with QuickBooks Desktop. The change allowed us to sync faster and more reliably, and would reduce our support tickets. Since our goal was reducing tickets by 10% and reducing churn, I assigned the project to my team. How does this project relate to the company’s overall goals? Will making this change adversely affect other people? What is the cost and benefit analysis? Some product management tools can link your CRM and feature requests together. They can show the total cost to build the feature and the amount of revenue you will gain, a cost and benefits analysis.