5 Years In Service Quotes

Wear that scarf," he said, pointing to a blue cashmere scarf hanging on a peg. "It matches your eyes." Alec looked at it. Suddenly he was filled with hate - for the scarf, for Magnus, and most of all for himself. "Don't tell me," he said. "The scarf's a hundred years old, and it was given to you by Queen Victoria right before she died, for special services to the Crown or something." Magnus sat up. "What's gotten into you?" Alec stared at him. "Am I the newest thing in this apartment?" "I think that honor goes to Chairman Meow. He's only two." "I said newest, not youngest," Alec snapped.

You had this young man with you for... what, six years?" Halt shrugged. "Near enough," he replied. "And did you ever understand a word he was saying?" "Not a lot of the time, no," Halt said. Crowley shook his head in wonder. "It's just as well he didn't go into the Diplomatic Service. We'd be at war with half a dozen countries by now if he was on the loose." Will drew a deep breath to begin talking. He noticed that both men took an involuntary half step backward and he decided he'd better try to keep it as simple as possible.

Outside of muttering his way through Sunday service, Aaron had not voiced a conscious prayer in more than ten years. He supposed it wouldn’t help his chances in the hereafter if he returned to the fold with Saints preserve me from premature ejaculation. No matter how sincerely uttered.

Few institutions are considered so universally to have failed as our schools, yet in spite of this dreary record a prescription of increased dosage is making its way to the national agenda. The specifics of this proposal: a) Schools should be open year-round, avoiding long summer holidays for children. b) Schools should extend from 9 to 5, not dismissing students in mid-afternoon as is currently the case. c) Schools should provide recreation, evening meals, and a variety of family services so that working-class parents will be free of the "burden" of their own children. The bottom line of these proposals is reduction of the damaging effects of "freedom" and "family" on a subject population.

The wealthy have also fought to underfund and defang the Internal Revenue Service, so it doesn’t have the resources to audit or fight dubious deductions. Only about 6 percent of tax returns of those with income of more than $1 million are audited, along with 0.7 percent of business tax returns. Meanwhile, there is one group that the IRS scrutinizes rigorously: the working poor with incomes below $20,000 a year who receive the Earned Income Tax Credit. More than one-third of all tax audits are focused on that group struggling to make ends meet, even as the agency cuts back on audits of the wealthy—while the top 5 percent of taxpayers account for more than half of all underreported income.

The misery index is the unemployment rate plus inflation. At the time Okun devised it, the index stood at 8.12. In the intervening years, it has fluctuated between a high of 21.98 under Jimmy Carter in June 1980 and a low of 5.06 under Barack Obama in September 2015.

A woman named Cynthia once told me a story about the time her father had made plans to take her on a night out in San Francisco. Twelve-year-old Cynthia and her father had been planning the “date” for months. They had a whole itinerary planned down to the minute: she would attend the last hour of his presentation, and then meet him at the back of the room at about four-thirty and leave quickly before everyone tried to talk to him. They would catch a tram to Chinatown, eat Chinese food (their favourite), shop for a souvenir, see the sights for a while and then “catch a flick” as her dad liked to say. Then they would grab a taxi back to the hotel, jump in the pool for a quick swim (her dad was famous for sneaking in when the pool was closed), order a hot fudge sundae from room service, and watch the late, late show. They discussed the details over and over again before they left. The anticipation was part of the whole experience. This was all going according to plan until, as her father was leaving the convention centre, he ran into an old college friend and business associate. It had been years since they had seen each other, and Cynthia watched as they embraced enthusiastically. His friend said, in effect: “I am so glad you are doing some work with our company now. When Lois and I heard about it we thought it would be perfect. We want to invite you, and of course Cynthia, to get a spectacular seafood dinner down at the Wharf!” Cynthia’s father responded: “Bob, it’s so great to see you. Dinner at the wharf sounds great!” Cynthia was crestfallen. Her daydreams of tram rides and ice cream sundaes evaporated in an instant. Plus, she hated seafood and she could just imagine how bored she would be listening to the adults talk all night. But then her father continued: “But not tonight. Cynthia and I have a special date planned, don’t we?” He winked at Cynthia and grabbed her hand and they ran out of the door and continued with what was an unforgettable night in San Francisco. As it happens, Cynthia’s father was the management thinker Stephen R. Covey (author of The Seven Habits of Highly Effective People) who had passed away only weeks before Cynthia told me this story. So it was with deep emotion she recalled that evening in San Francisco. His simple decision “Bonded him to me forever because I knew what mattered most to him was me!” she said.5 One simple answer is we are unclear about what is essential. When this happens we become defenceless. On the other hand, when we have strong internal clarity it is almost as if we have a force field protecting us from the non-essentials coming at us from all directions. With Rosa it was her deep moral clarity that gave her unusual courage of conviction. With Stephen it was the clarity of his vision for the evening with his loving daughter. In virtually every instance, clarity about what is essential fuels us with the strength to say no to the non-essentials. Stephen R. Covey, one of the most respected and widely read business thinkers of his generation, was an Essentialist. Not only did he routinely teach Essentialist principles – like “The main thing is to keep the main thing the main thing” – to important leaders and heads of state around the world, he lived them.6 And in this moment of living them with his daughter he made a memory that literally outlasted his lifetime. Seen with some perspective, his decision seems obvious. But many in his shoes would have accepted the friend’s invitation for fear of seeming rude or ungrateful, or passing up a rare opportunity to dine with an old friend. So why is it so hard in the moment to dare to choose what is essential over what is non-essential?

He studied Reyna. “How did you do that...that surge of energy?” Reyna turned her forearm. The tattoo still burned like hot wax: the symbol of Bellona, SPQR, with four lines for her years of service. “I don’t like to talk about it,” she said, “but it’s a power from my mother. I can impart strength to others.” Coach Hedge looked up from his rucksack. “Seriously? Why haven’t you hooked me up, Roman girl? I want super-muscles!

Sam Wilson continuously stood up. Giving everything he had to try and shape the world into the one that his father dreamed of. He dedicated himself to the service of those in need. As the Falcon he’s been right at my side–fighting on the front lines–for all these years. No magic hammer. No super-soldier serum. Just a man. A man dedicated to showing what one person could accomplish after a lifetime of misfortune. Sam Wilson’s always been a hero… Today, he became something more.

listen, he said, you ever seen a bunch of crabs in a bucket? no, I told him. well, what happens is that now and then one crab will climb up on top of the others and begin to climb toward the top of the bucket, then, just as he's about to escape another crab grabs him and pulls him back down. really? I asked. really, he said, and this job is just like that, none of the others want anybody to get out of here. that's just the way it is in the postal service! I believe you, I said. just then the supervisor walked up and said, you fellows were talking. there is no talking allowed on this job. I had been there for eleven and one-half years. I got up off my stool and climbed right up the supervisor and then I reached up and pulled myself right out of there. it was so easy it was unbelievable. but none of the others followed me. and after that, whenever I had crab legs I thought about that place. I must have thought about that place maybe 5 or 6 times before I switched to lobster.

Most curable sickness can now be diagnosed and treated by laymen. People find it so difficult to accept this statement because the complexity of medical ritual has hidden from them the simplicity of its basic procedures. It took the example of the barefoot doctor in China to show how modern practice by simple workers in their spare time could, in three years, catapult health care in China to levels unparalleled elsewhere. In most other countries health care by laymen is considered a crime. A seventeen-year-old friend of mine was recently tried for having treated some 130 of her high-school colleagues for VD. She was acquitted on a technicality by the judge when expert counsel compared her performance with that of the U.S. Health Service. Nowhere in the U.S.A. can her achievement be considered "standard," because she succeeded in making retests on all her patients six weeks after their first treatment. Progress should mean growing competence in self-care rather than growing dependence. 5

The plane banked, and he pressed his face against the cold window. The ocean tilted up to meet him, its dark surface studded with points of light that looked like constellations, fallen stars. The tourist sitting next to him asked him what they were. Nathan explained that the bright lights marked the boundaries of the ocean cemeteries. The lights that were fainter were memory buoys. They were the equivalent of tombstones on land: they marked the actual graves. While he was talking he noticed scratch-marks on the water, hundreds of white gashes, and suddenly the captain's voice, crackling over the intercom, interrupted him. The ships they could see on the right side of the aircraft were returning from a rehearsal for the service of remembrance that was held on the ocean every year. Towards the end of the week, in case they hadn't realised, a unique festival was due to take place in Moon Beach. It was known as the Day of the Dead... ...When he was young, it had been one of the days he most looked forward to. Yvonne would come and stay, and she'd always bring a fish with her, a huge fish freshly caught on the ocean, and she'd gut it on the kitchen table. Fish should be eaten, she'd said, because fish were the guardians of the soul, and she was so powerful in her belief that nobody dared to disagree. He remembered how the fish lay gaping on its bed of newspaper, the flesh dark-red and subtly ribbed where it was split in half, and Yvonne with her sleeves rolled back and her wrists dipped in blood that smelt of tin. It was a day that abounded in peculiar traditions. Pass any candy store in the city and there'd be marzipan skulls and sugar fish and little white chocolate bones for 5 cents each. Pass any bakery and you'd see cakes slathered in blue icing, cakes sprinkled with sea-salt.If you made a Day of the Dead cake at home you always hid a coin in it, and the person who found it was supposed to live forever. Once, when she was four, Georgia had swallowed the coin and almost choked. It was still one of her favourite stories about herself. In the afternoon, there'd be costume parties. You dressed up as Lazarus or Frankenstein, or you went as one of your dead relations. Or, if you couldn't think of anything else, you just wore something blue because that was the colour you went when you were buried at the bottom of the ocean. And everywhere there were bowls of candy and slices of special home-made Day of the Dead cake. Nobody's mother ever got it right. You always had to spit it out and shove it down the back of some chair. Later, when it grew dark, a fleet of ships would set sail for the ocean cemeteries, and the remembrance service would be held. Lying awake in his room, he'd imagine the boats rocking the the priest's voice pushed and pulled by the wind. And then, later still, after the boats had gone, the dead would rise from the ocean bed and walk on the water. They gathered the flowers that had been left as offerings, they blew the floating candles out. Smoke that smelt of churches poured from the wicks, drifted over the slowly heaving ocean, hid their feet. It was a night of strange occurrences. It was the night that everyone was Jesus... ...Thousands drove in for the celebrations. All Friday night the streets would be packed with people dressed head to toe in blue. Sometimes they painted their hands and faces too. Sometimes they dyed their hair. That was what you did in Moon Beach. Turned blue once a year. And then, sooner or later, you turned blue forever.

told his students in “The World Since 1914” class that there was little point in discussing the Third World when they knew so little about how their own society works: “So I told them about the USA — really very hair-raising when it is all laid out in sequence: . . . . 1. cosmic hierarchy; 2. energy; 3. agriculture; 4. food; 5. health and medical services; 6. education; 7. income flows and the worship of GROWTH; 8. inflation. . . showing how we are violating every aspect of life by turning everything into a ripoff because we. . . have adopted the view that insatiable individualistic greed must run the world.” 7 He feared “that the students will come to feel that all is hopeless, so I must. . . show them how solutions can be found by holistic methods seeking diversity, de-centralization, communities. . .etc.” 8 Pleased with the class response, he later recalled: “The students were very excited and my last lecture in which I put the whole picture together was about the best lecture I ever gave. That was 10 Dec. [1975], my last full day of teaching after 41 years.

Through the years, I have heard that the average person speaks at about 150-160 words per minute, but can listen at a rate of about 1,000 words per minute. What is going on during all that extra mind time? • Our minds are racing ahead and preparing for the next thing we are going to say. • We are preoccupied with other thoughts, priorities, and distractions. • Our subconscious filters are thumbing through our database of memories, judgments, experiences, perspectives, and opinions to frame how we are going to interpret what we think someone is saying.

Security is a big and serious deal, but it’s also largely a solved problem. That’s why the average person is quite willing to do their banking online and why nobody is afraid of entering their credit card number on Amazon. At 37signals, we’ve devised a simple security checklist all employees must follow: 1. All computers must use hard drive encryption, like the built-in FileVault feature in Apple’s OS X operating system. This ensures that a lost laptop is merely an inconvenience and an insurance claim, not a company-wide emergency and a scramble to change passwords and worry about what documents might be leaked. 2. Disable automatic login, require a password when waking from sleep, and set the computer to automatically lock after ten inactive minutes. 3. Turn on encryption for all sites you visit, especially critical services like Gmail. These days all sites use something called HTTPS or SSL. Look for the little lock icon in front of the Internet address. (We forced all 37signals products onto SSL a few years back to help with this.) 4. Make sure all smartphones and tablets use lock codes and can be wiped remotely. On the iPhone, you can do this through the “Find iPhone” application. This rule is easily forgotten as we tend to think of these tools as something for the home, but inevitably you’ll check your work email or log into Basecamp using your tablet. A smartphone or tablet needs to be treated with as much respect as your laptop. 5. Use a unique, generated, long-form password for each site you visit, kept by password-managing software, such as 1Password.§ We’re sorry to say, “secretmonkey” is not going to fool anyone. And even if you manage to remember UM6vDjwidQE9C28Z, it’s no good if it’s used on every site and one of them is hacked. (It happens all the time!) 6. Turn on two-factor authentication when using Gmail, so you can’t log in without having access to your cell phone for a login code (this means that someone who gets hold of your login and password also needs to get hold of your phone to login). And keep in mind: if your email security fails, all other online services will fail too, since an intruder can use the “password reset” from any other site to have a new password sent to the email account they now have access to. Creating security protocols and algorithms is the computer equivalent of rocket science, but taking advantage of them isn’t. Take the time to learn the basics and they’ll cease being scary voodoo that you can’t trust. These days, security for your devices is just simple good sense, like putting on your seat belt.

In terms of statistical categories, it is indeed true that both the amount of income and the proportion of all income received by those in the top 20 percent bracket have risen over the years, widening the gap between the top and bottom quintiles.9 But U.S. Treasury Department data, following specific individuals over time from their tax returns to the Internal Revenue Service, show that in terms of people the incomes of those particular taxpayers who were in the bottom 20 percent in income in 1996 rose 91 percent by 2005, while the incomes of those particular taxpayers who were in the top 20 percent in 1996 rose by only 10 percent by 2005—and the incomes of those in the top 5 percent and top one percent actually declined.

Milwaukee used to be flush with good jobs. But throughout the second half of the twentieth century, bosses in search of cheap labor moved plants overseas or to Sunbelt communities, where unions were weaker or didn't exist. Between 1979 and 1983, Milwaukee's manufacturing sector lost more jobs than during the Great Depression - about 56,000 of them. The city where virtually everyone had a job in the postwar years saw its unemployment rate climb into the double digits. Those who found new work in the emerging service industry took a pay cut. As one historian observed, 'Machinists in the old Allis-Chalmers plant earned at least $11.60 an hour; clerks in the shopping center that replaced much of that plant in 1987 earned $5.23.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

Hard military power will remain crucial, but if its use is perceived as unjust, such as at Abu Ghraib or Guantánamo, then hard power undercuts the soft power needed to win the minds of mainstream Muslims and creates more new terrorists than are destroyed. For example, a leading terrorism expert concludes that anti-Americanism was exacerbated by the war in Iraq and the U.S. failure to tailor strategies for key countries. International jihadist groups increased their membership and carried out twice as many attacks in the three years after 2001 as before it.38 Similarly, the former head of Britain’s MI5 intelligence service told the commission investigating the origins of the Iraq War that the war had increased, rather than decreased, terrorists’ success at recruitment.

At two hundred fifty feet in length with a surfaced displacement of 2,200 tons, the Samisho was not a small boat. Built to the 0+2+ (1) Yuushio-class standards at Kawasaki’s shipyards in Kobe, she’d begun service in 1992, and last year she’d been brought back to the yards for a retrofit. Now she was state of the art, an engineering and electronics marvel even by U.S. naval standards. She was a diesel boat, but she was fast, capable of a top speed submerged of more than twenty-five knots and a published diving depth in excess of one thousand feet. Her electronic detection systems and countermeasures by Hitachi were better than anything currently in use by any navy in the world, and her new Fuji electric motors and tunnel drive were as quiet as any nuclear submarine’s propulsion system, and much simpler to operate. The Samisho could be safely operated, even on war footing, with fifty men and ten officers—less than half the crew needed to run the Los Angeles-class boats, and one-fourth the crew needed for a sub-hunting surface vessel

issue is clear. It’s the difference between building brands and milking brands. Most managers want to milk. “How far can we extend the brand? Let’s spend some serious research money and find out.” Sterling Drug was a big advertiser and a big buyer of research. Its big brand was Bayer aspirin, but aspirin was losing out to acetaminophen (Tylenol) and ibuprofen (Advil). So Sterling launched a $116-million advertising and marketing program to introduce a selection of five “aspirin-free” products. The Bayer Select line included headache-pain relief, regular pain relief, nighttime pain relief, sinus-pain relief, and a menstrual relief formulation, all of which contained either acetaminophen or ibuprofen as the core ingredient. Results were painful. The first year Bayer Select sold $26 million worth of pain relievers in a $2.5 billion market, or about 1 percent of the market. Even worse, the sales of regular Bayer aspirin kept falling at about 10 percent a year. Why buy Bayer aspirin if the manufacturer is telling you that its “select” products are better because they are “aspirin-free”? Are consumers stupid or not?

Code of Civil Procedure §1161(2) prevents the landlord from claiming rent due more than a year before the service of the 3-day notice. See Fifth & Broadway Partnership v Kimny, Inc. (1980) 102 CA3d 195, 202. An argument could also be made on the ground of laches that it is inequitable for a landlord to wait a full year before demanding overdue rent. That argument was successfully made in Maxwell v Simons (Civ Ct 1973) 353 NYS2d 589, which held that it was unconscionable for a landlord to permit the tenant to fall more than 3 months behind in rent before bringing an unlawful detainer action based on the total arrearage. New York law required the tenant to pay the arrearage within 5 days or return possession. The court held that the landlord could base his eviction action only on the last 3 months' nonpayment of rent and would have to recover the balance in an ordinary action for rent. See also Marriott v Shaw (Civ Ct 1991) 574 NYS2d 477 and Dedvukaj v Mandonado (Civ Ct 1982) 453 NYS2d 965. In California, this reasoning, along with the cases cited above on "equitable" defenses, might be used to attack a 3-day notice to pay or quit demanding more than three months' back rent.

A Prescription for a Simple Life 1. Write in a journal daily, or almost daily. 2. Take three to four months off every few years and go live in some very different place, preferably a foreign country. 3. Limit your work (outside of the home) to 30 hours a week, 20 if you are a parent. 4. Don't let any material thing come into your home unless you absolutely love it and want to keep it for the rest of your life or until it is beyond repair. 5. Spend at least an hour a week in a natural setting, away from crowds of people, traffic, and buildings. Three to four hours of nature time each week is even better. 6. Live in a home with only those rooms that you or someone in your family use every day. 7. Select a home and place of work no more than 30 minutes away from each other. 8. Do whatever you need to do to connect with a sense of spirit in your life, whether it be prayer, religious services, meditation, spiritually-related reading, or walking in nature. 9. Seek the support of others who want to simplify their lives. Join or start a simplicity circle if you enjoy group interaction. 10. Practice saying no. Say no to those things that don't bring you inner peace and fulfillment, whether it be more things, more career responsibility, or more social activities.

lawyer married a woman who had previously divorced ten husbands. On their wedding night, she told her new husband, "Please be gentle, I'm still a virgin." "What?" said the puzzled groom. "How can that be if you've been married ten times?" "Well, Husband #1 was a sales representative. He kept telling me how great it was going to be. Husband #2 was in software services. He was never really sure how it was supposed to function, but he said he'd look into it and get back to me. Husband #3 was from field services. He said everything checked out diagnostically, but he just couldn't get the system up. Husband #4 was in telemarketing. Even though he knew he had the order, he didn't know when he would be able to deliver. Husband #5 was an engineer. He understood the basic process, but wanted three years to research, implement, and design a new state-of-the-art method. Husband #6 was from finance and administration. He thought he knew how, but he wasn't sure whether it was his job or not. Husband #7 was in marketing. Although he had a nice product, he was never sure how to position it. Husband #8 was a psychologist. All he ever did was talk about it. Husband #9 was a gynecologist. All he did was look at it. Husband #10 was a stamp collector. All he ever did was...God, I miss him! But now that I've married you, I'm really excited!" "Good," said the new husband, "but, why?" "You're a lawyer. This time I know I'm going to get really screwed! ♦◊♦◊♦◊♦

The largest and most rigorous study that is currently available in this area is the third one commissioned by the British Home Office (Kelly, Lovett, & Regan, 2005). The analysis was based on the 2,643 sexual assault cases (where the outcome was known) that were reported to British police over a 15-year period of time. Of these, 8% were classified by the police department as false reports. Yet the researchers noted that some of these classifications were based simply on the personal judgments of the police investigators, based on the victim’s mental illness, inconsistent statements, drinking or drug use. These classifications were thus made in violation of the explicit policies of their own police agencies. There searchers therefore supplemented the information contained in the police files by collecting many different types of additional data, including: reports from forensic examiners, questionnaires completed by police investigators, interviews with victims and victim service providers, and content analyses of the statements made by victims and witnesses. They then proceeded to evaluate each case using the official criteria for establishing a false allegation, which was that there must be either “a clear and credible admission by the complainant” or “strong evidential grounds” (Kelly, Lovett, & Regan,2005). On the basis of this analysis, the percentage of false reports dropped to 2.5%." Lonsway, Kimberly A., Joanne Archambault, and David Lisak. "False reports: Moving beyond the issue to successfully investigate and prosecute non-stranger sexual assault." The Voice 3.1 (2009): 1-11.

February 21 Christ’s Ambassadors We are therefore Christ’s ambassadors, as though God were making his appeal through us.—2 Corinthians 5:20 Pretend you are the only Christian left on planet earth. God is depending on you to reach people for Christ. Will you make a good ambassador? Will people want to follow Christ because of the way you live? Ouch! That hits me right between the eyes. I can think of many times in my life that I set a bad example. I know God must have been sorely disappointed in me. Thank goodness he forgives and forgives and forgives some more. How do we hurt our witness for Christ? When we find fault with the church service we show that we are attending for the wrong reason. When we stay at home on Sunday morning we are sending a strong signal that worshiping and praising God are not top priorities in our lives. Have you heard this before? Let someone else do that job. There are plenty of people in our church. They always ask me. Do ambassadors act this way? We sometimes talk about hypocrites in the church. How easy it is to point the finger toward someone else. How many times do we fail as ambassadors for Christ by judging others? We’ve heard it said, “Your life is like an open book People are reading it every day.” Lost people get their concept of Christianity through your life. Does your book have the following chapters: Whining, Telling Half Truths, General Griping, Lack of Self-discipline, Having a Pity Party and My Glass is Always Half Empty? We have been given the ministry of ambassadorship. Our mission is to tell the world what Jesus did for us. One way we do that is through our lives. Dear Father, help our light to shine before men. Like 2 Philippians 2:15 challenges us, help us to “become blameless and pure, children of God without fault in a crooked and depraved generation, in which we shine like stars in the universe.

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Patrick Vlaskovits, who was part of the initial conversation that the term “growth hacker” came out of, put it well: “The more innovative your product is, the more likely you will have to find new and novel ways to get at your customers.”12 For example: 1. You can create the aura of exclusivity with an invite-only feature (as Mailbox did). 2. You can create hundreds of fake profiles to make your service look more popular and active than it actually is—nothing draws a crowd like a crowd (as reddit did in its early days). 3. You can target a single service or platform and cater to it exclusively—essentially piggybacking off or even stealing someone else’s growth (as PayPal did with eBay). 4. You can launch for just a small group of people, own that market, and then move from host to host until your product spreads like a virus (which is what Facebook did by starting in colleges—first at Harvard—before taking on the rest of the population). 5. You can host cool events and drive your first users through the system manually (as Myspace, Yelp, and Udemy all did). 6. You can absolutely dominate the App Store because your product provides totally new features that everyone is dying for (which is what Instagram did—twenty-five thousand downloads on its first day—and later Snapchat). 7. You can bring on influential advisors and investors for their valuable audience and fame rather than their money (as About.me and Trippy did—a move that many start-ups have emulated). 8. You can set up a special sub-domain on your e-commerce site where a percentage of every purchase users make goes to a charity of their choice (which is what Amazon did with Smile.Amazon.com this year to great success, proving that even a successful company can find little growth hacks). 9. You can try to name a Planned Parenthood clinic after your client or pay D-list celebrities to say offensive things about themselves to get all sorts of publicity that promotes your book (OK, those stunts were mine).

Bitcoin is not a currency. Bitcoin is the internet of money. As a technology, it can bring economic inclusion and empowerment to billions of people in the world. I’ll give you one example of a specific application that is going to fundamentally change the lives of more than a billion people in the next five to ten years. ​ Every day, an immigrant somewhere cashes their paycheck and stands in line to wire 50 percent of that paycheck back to their home country to feed their extended family. Here in the US, 60 million people have no bank accounts, yet they cash their paychecks and send them abroad. Overall in the world, $550 billion is transmitted every year as remittances from first-world countries. Much of that money is sent to five major destinations: Mexico, India, the Philippines, Indonesia, and China. In some of these places, remittances represent up to 40 percent of the local economy. Sitting on top of that flow of $550 billion are companies like Western Union, and they take, on average, a cut of 9 percent of every single one of these transactions out of the pockets of the poorest people of the world. Imagine what happens when one day one of these immigrants figures out they can do the same thing with bitcoin — not for 15 percent, not 10 percent, not 5 percent, but for 5 cents. Not a percentage; a flat fee. What happens when they can do that? They can, right now. There is a startup company that is handling remittances between the US and the Philippines. They’re doing a few million dollars right now, but they’re going to start growing. There’s $500 billion sitting behind that dam. When you’re an immigrant and you can change your financial future by not paying 9 percent to send money home, imagine what happens if every month, instead of sending 91 dollars home, you send 100 dollars home. That makes a difference. There are a billion people, right now, with access to the internet and feature phones who could use bitcoin as an international wire-transfer service.

As I saw it, there was a 75 percent chance the Fed’s efforts would fall short and the economy would move into failure; a 20 percent chance it would initially succeed at stimulating the economy but still ultimately fail; and a 5 percent chance it would provide enough stimulus to save the economy but trigger hyperinflation. To hedge against the worst possibilities, I bought gold and T-bill futures as a spread against eurodollars, which was a limited-risk way of betting on credit problems increasing. I was dead wrong. After a delay, the economy responded to the Fed’s efforts, rebounding in a noninflationary way. In other words, inflation fell while growth accelerated. The stock market began a big bull run, and over the next eighteen years the U.S. economy enjoyed the greatest noninflationary growth period in its history. How was that possible? Eventually, I figured it out. As money poured out of these borrower countries and into the U.S., it changed everything. It drove the dollar up, which produced deflationary pressures in the U.S., which allowed the Fed to ease interest rates without raising inflation. This fueled a boom. The banks were protected both because the Federal Reserve loaned them cash and the creditors’ committees and international financial restructuring organizations such as the International Monetary Fund (IMF) and the Bank for International Settlements arranged things so that the debtor nations could pay their debt service from new loans. That way everyone could pretend everything was fine and write down those loans over many years. My experience over this period was like a series of blows to the head with a baseball bat. Being so wrong—and especially so publicly wrong—was incredibly humbling and cost me just about everything I had built at Bridgewater. I saw that I had been an arrogant jerk who was totally confident in a totally incorrect view. So there I was after eight years in business, with nothing to show for it. Though I’d been right much more than I’d been wrong, I was all the way back to square one.

Manhattan Prep started out as one lone tutor in a Starbucks coffee shop. Less than ten years later, it was a leading national education and publishing business that employed over one hundred people and was acquired by a public company for millions of dollars. How did that happen? We delivered a service that customers liked more than what was otherwise available. They sought us out and rewarded us with their business. We hired more people, grew, and kept improving. This process—a new company filling a need and flourishing as a result—is an example of value creation. It’s the fuel of economic growth, and what our country has been seeking a formula for. It’s the process that leads to new businesses and jobs. Value creation has a polar opposite: rent-seeking. In the 1980s, economists began noticing that countries with ample natural resources experienced lower economic growth rates than others. From 1965 to 1998 in the OPEC (oil-producing) countries, gross domestic product per capita decreased on average by 1.3 percent, while in the rest of the developed world, per capita growth increased by 2.2 percent (for an overall difference of 3.5 percent). This was a surprise—if you had lots of oil in the ground, wouldn’t that give you more wealth to invest and thus spur more rapid growth? Economists cited a number of factors to explain this “resource curse,” including internal and external conflict, corruption, lower monitoring of government, lack of diversification, and being subject to higher price volatility. One other possible explanation on offer was that a country’s smart people will wind up going to work in whatever industry is throwing off money (like the oil industry in Saudi Arabia). Thus fewer talented people are innovating in other industries, dragging down the growth rate over time. This makes sense—it’s a lot easier for a gifted Saudi to plug into the Ministry of Petroleum and Mineral Resources and extract economic value than to come up with a new business or industry. Does this sort of thing happen in the United States? Yes, you can make money through rent-seeking as opposed to value or wealth creation.

But nothing in my previous work had prepared me for the experience of reinvestigating Cleveland. It is worth — given the passage of time — recalling the basic architecture of the Crisis: 121 children from many different and largely unrelated families had been taken into the care of Cleveland County Council in the three short months of the summer of 1987. (p18) The key to resolving the puzzle of Cleveland was the children. What had actually happened to them? Had they been abused - or had the paediatricians and social workers (as public opinion held) been over-zealous and plain wrong? Curiously — particularly given its high profile, year-long sittings and £5 million cost — this was the one central issue never addressed by the Butler-Sloss judicial testimony and sifting of internal evidence, the inquiry's remit did not require it to answer the main question. Ten years after the crisis, my colleagues and I set about reconstructing the records of the 121 children at its heart to determine exactly what had happened to them... (p19) Eventually, though, we did assemble the data given to the Butler-Sloss Inquiry. This divided into two categories: the confidential material, presented in camera, and the transcripts of public sessions of the hearings. Putting the two together we assembled our own database on the children each identified only by the code-letters assigned to them by Butler-Sloss. When it was finished, this database told a startlingly different story from the public myth. In every case there was some prima fade evidence to suggest the possibility of abuse. Far from the media fiction of parents taking their children to Middlesbrough General Hospital for a tummy ache or a sore thumb and suddenly being presented with a diagnosis of child sexual abuse, the true story was of families known to social services for months or years, histories of physical and sexual abuse of siblings and of prior discussions with parents about these concerns. In several of the cases the children themselves had made detailed disclosures of abuse; many of the pre-verbal children displayed severe emotional or behavioural symptoms consistent with sexual abuse. There were even some families in which a convicted sex offender had moved in with mother and children. (p20)

December 15 2 Chronicles 17 1Jehoshaphat his son reigned in his place and strengthened himself against Israel. 2He placed forces in all the fortified cities of Judah and set garrisons in the land of Judah, and in the cities of Ephraim that Asa his father had captured. 3The LORD was with Jehoshaphat, because he walked in the earlier ways of his father David. He did not seek the Baals, 4but sought the God of his father and walked in his commandments, and not according to the practices of Israel. 5Therefore the LORD established the kingdom in his hand. And all Judah brought tribute to Jehoshaphat, and he had great riches and honor. 6His heart was courageous in the ways of the LORD. And furthermore, he took the high places and the Asherim out of Judah. 7In the third year of his reign he sent his officials, Ben-hail, Obadiah, Zechariah, Nethanel, and Micaiah, to teach in the cities of Judah; 8and with them the Levites, Shemaiah, Nethaniah, Zebadiah, Asahel, Shemiramoth, Jehonathan, Adonijah, Tobijah, and Tobadonijah; and with these Levites, the priests Elishama and Jehoram. 9And they taught in Judah, having the Book of the Law of the LORD with them. They went about through all the cities of Judah and taught among the people. 10And the fear of the LORD fell upon all the kingdoms of the lands that were around Judah, and they made no war against Jehoshaphat. 11Some of the Philistines brought Jehoshaphat presents and silver for tribute, and the Arabians also brought him 7,700 rams and 7,700 goats. 12And Jehoshaphat grew steadily greater. He built in Judah fortresses and store cities, 13and he had large supplies in the cities of Judah. He had soldiers, mighty men of valor, in Jerusalem. 14This was the muster of them by fathers' houses: Of Judah, the commanders of thousands: Adnah the commander, with 300,000 mighty men of valor; 15and next to him Jehohanan the commander, with 280,000; 16and next to him Amasiah the son of Zichri, a volunteer for the service of the LORD, with 200,000 mighty men of valor. 17Of Benjamin: Eliada, a mighty man of valor, with 200,000 men armed with bow and shield; 18and next to him Jehozabad with 180,000 armed for war. 19These were in the service of the king, besides those whom the king had placed in the fortified cities throughout all Judah.

Out of 1,016 study subjects who’d been involved with the Moonies, 90 percent of those who’d been interested enough to attend one of the workshops where this so-called brainwashing occurred decided that the whole thing wasn’t really their cup of tea and quickly ended their Moonie careers. They couldn’t be converted. Of the remaining 10 percent who joined, half left on their own steam within a couple of years. So what made the other 5 percent stay? Prevailing wisdom would tell you that only the intellectually deficient or psychologically unstable would stick by a “cult” that long. But scholars have disproven this, too. In Barker’s studies, she compared the most committed Moonie converts with a control group—the latter had gone through life experiences that might make them very “suggestive” (“Like having an unhappy childhood or being rather low-intelligence,” she said). But in the end, the control group either didn’t join at all or left after a week or two. A common belief is that cult indoctrinators look for individuals who have “psychological problems” because they are easier to deceive. But former cult recruiters say their ideal candidates were actually good-natured, service-minded, and sharp. Steven Hassan, an ex-Moonie himself, used to recruit people to the Unification Church, so he knows a little something about the type of individual cults go for. “When I was a leader in the Moonies we selectively recruited . . . those who were strong, caring, and motivated,” he wrote in his 1998 book Combatting Cult Mind Control. Because it took so much time and money to enlist a new member, they avoided wasting resources on someone who seemed liable to break down right away. (Similarly, multilevel marketing higher-ups agree that their most profitable recruits aren’t those in urgent need of cash but instead folks determined and upbeat enough to play the long game. More on that in part 4.) Eileen Barker’s studies of the Moonies confirmed that their most obedient members were intelligent, chin-up folks. They were the children of activists, educators, and public servants (as opposed to wary scientists, like my parents). They were raised to see the good in people, even to their own detriment. In this way, it’s not desperation or mental illness that consistently suckers people into exploitative groups—instead, it’s an overabundance of optimism.

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I lost my first patient on a Tuesday. She was an eighty-two-year-old woman, small and trim, the healthiest person on the general surgery service, where I spent a month as an intern. (At her autopsy, the pathologist would be shocked to learn her age: “She has the organs of a fifty-year-old!”) She had been admitted for constipation from a mild bowel obstruction. After six days of hoping her bowels would untangle themselves, we did a minor operation to help sort things out. Around eight P.M. Monday night, I stopped by to check on her, and she was alert, doing fine. As we talked, I pulled from my pocket my list of the day’s work and crossed off the last item (post-op check, Mrs. Harvey). It was time to go home and get some rest. Sometime after midnight, the phone rang. The patient was crashing. With the complacency of bureaucratic work suddenly torn away, I sat up in bed and spat out orders: “One liter bolus of LR, EKG, chest X-ray, stat—I’m on my way in.” I called my chief, and she told me to add labs and to call her back when I had a better sense of things. I sped to the hospital and found Mrs. Harvey struggling for air, her heart racing, her blood pressure collapsing. She wasn’t getting better no matter what I did; and as I was the only general surgery intern on call, my pager was buzzing relentlessly, with calls I could dispense with (patients needing sleep medication) and ones I couldn’t (a rupturing aortic aneurysm in the ER). I was drowning, out of my depth, pulled in a thousand directions, and Mrs. Harvey was still not improving. I arranged a transfer to the ICU, where we blasted her with drugs and fluids to keep her from dying, and I spent the next few hours running between my patient threatening to die in the ER and my patient actively dying in the ICU. By 5:45 A.M., the patient in the ER was on his way to the OR, and Mrs. Harvey was relatively stable. She’d needed twelve liters of fluid, two units of blood, a ventilator, and three different pressors to stay alive. When I finally left the hospital, at five P.M. on Tuesday evening, Mrs. Harvey wasn’t getting better—or worse. At seven P.M., the phone rang: Mrs. Harvey had coded, and the ICU team was attempting CPR. I raced back to the hospital, and once again, she pulled through. Barely. This time, instead of going home, I grabbed dinner near the hospital, just in case. At eight P.M., my phone rang: Mrs. Harvey had died. I went home to sleep.

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I have come, my lovely,” Roddy said with his usual sardonic grin as he swept her a deep bow, “in answer to your urgent summons-and, I might add,-“ he continued, “before I presented myself at the Willingtons’, exactly as your message instructed.” At 5’10”, Roddy Carstairs was a slender man of athletic build with thinning brown hair and light blue eyes. In fact, his only distinguishing characteristics were his fastidiously tailored clothes, a much-envied ability to tie a neckcloth into magnificently intricate folds that never drooped, and an acid wit that accepted no boundaries when he chose a human target. “Did you hear about Kensington?” “Who?” Alex said absently, trying to think of the best means to persuade him to do what she needed done. “The new Marquess of Kensington, once known as Mr. Ian Thornton, persona non grata. Amazing, is it not, what wealth and title will do?” he continued, studying Alex’s tense face as he continued, “Two years ago we wouldn’t have let him past the front door. Six months ago word got out that he’s worth a fortune, and we started inviting him to our parties. Tonight he’s the heir to a dukedom, and we’ll be coveting invitations to his parties. We are”-Roddy grinned-“when you consider matters from this point of view, a rather sickening and fickle lot.” In spite of herself, Alexandra laughed. “Oh, Roddy,” she said, pressing a kiss on his cheek. “You always make me laugh, even when I’m in the most dreadful coil, which I am now. You could make things so very much better-if you would.” Roddy helped himself to a pinch of snuff, lifted his arrogant brows, and waited, his look both suspicious and intrigued. “I am, of course, your most obedient servant,” he drawled with a little mocking bow. Despite that claim, Alexandra knew better. While other men might be feared for their tempers or their skill with rapier and pistol, Roddy Carstairs was feared for his cutting barbs and razor tongue. And, while one could not carry a rapier or a pistol into a ball, Roddy could do his damage there unimpeded. Even sophisticated matrons lived in fear of being on the wrong side of him. Alex knew exactly how deadly he could be-and how helpful, for he had made her life a living hell when she came to London the first time. Later he had done a complete turnabout, and it had been Roddy who had forced the ton to accept her. He had done it not out of friendship or guilt; he had done it because he’d decided it would be amusing to test his power by building a reputation for a change, instead of shredding it. “There is a young woman whose name I’ll reveal in a moment,” Alex began cautiously, “to whom you could be of great service. You could, in fact, rescue her as you did me long ago, Roddy, if only you would.” “Once was enough,” he mocked. “I could hardly hold my head up for shame when I thought of my unprecedented gallantry.” “She’s incredibly beautiful,” Alex said. A mild spark of interest showed in Roddy’s eyes, but nothing stronger. While other men might be affected by feminine beauty, Roddy generally took pleasure in pointing out one’s faults for the glee of it. He enjoyed flustering women and never hesitated to do it. But when he decided to be kind he was the most loyal of friends.

I no longer require your services." With her head held high, she strode for the door. Hell and blazes, he wouldn't let her do this! Now when he knew what was at stake. "You don't want to hear my report?" he called out after her. She paused near the door. "I don't believe you even have a report." "I certainly do, a very thorough one. I've only been waiting for my aunt to transcribe my scrawl into something decipherable. Give me a day, and I can offer you names and addresses and dates, whatever you require." "A day? Just another excuse to put me off so you can wreak more havoc." She stepped into the doorway, and he hurried to catch her by the arm and drag her around to face him. He ignored the withering glance she cast him. "The viscount is twenty-two years your senior," he said baldly. Her eyes went wide. "You're making that up." "He's aged very well, I'll grant you, but he's still almost twice your age. Like many vain Continental gentlemen, he dyes his hair and beard-which is why he appears younger than you think." That seemed to shake her momentarily. Then she stiffened. "All right, so he's an older man. That doesn't mean he wouldn't make a good husband." "He's an aging roué, with an invalid sister. The advantages in a match are all his. You'd surely end up taking care of them both. That's probably why he wants to marry you." "You can't be sure of that." "No? He's already choosing not to stay here for the house party at night because of his sister. That tells me that he needs help he can't get from servants." Her eyes met his, hot with resentment. "Because it's hard to find ones who speak Portuguese." He snorted. "I found out this information from his Portuguese servants. They also told me that his lavish spending is a façade. He's running low on funds. Why do you think his servants gossip about him? They haven't been paid recently. So he’s definitely got his eye on your fortune.” “Perhaps he does,” she conceded sullenly. “But not the others. Don’t try to claim that of them.” “I wouldn’t. They’re in good financial shape. But Devonmont is estranged from his mother, and no one knows why. I need more time to determine it, though perhaps your sister-in-law could tell you, if you bothered to ask.” “Plenty of people don’t get along with their families,” she said stoutly. “He has a long-established mistress, too.” A troubled expression crossed her face. “Unmarried men often have mistresses. It doesn’t mean he wouldn’t give her up when he marries.” He cast her a hard stare. “Are you saying you have no problem with a man paying court to you while he keeps a mistress?” The sigh that escaped her was all the answer he needed. “I don’t think he’s interested in marriage, anyway.” She tipped up her chin. “That still leaves the duke.” “With his mad family.” “He’s already told me about his father, whom I knew about anyway.” “Ah, but did you know about his great-uncle? He ended his life in an asylum in Belgium, while there to receive some special treatment for his delirium.” Her lower lip trembled. “The duke didn’t mention that, no. But then our conversation was brief. I’m sure he’ll tell me if I ask. He was very forthright on the subject of his family’s madness when he offered-“ As she stopped short, Jackson’s heart dropped into his stomach. “Offered what?” She hesitated, then squared her shoulders. “Marriage, if you must know.” Damn it all. Jackson had no right to resent it, but the thought of her in Lyons’s arms made him want to smash something. “And of course, you accepted his offer,” he said bitterly. “You couldn’t resist the appeal of being a great duchess.” Her eyes glittered at him. “You’re the only person who doesn’t see the advantage in such a match.

Who will have their strength renewed? “Those who wait upon the Lord”. Waiting could signify passivity: being still. Waiting could also indicate action: serving. Waiting — either kind — can be nearly impossible while we are being run by our emotions. In learning to balance your emotions with wisdom, learning to wait upon the Lord in both senses of the word, you will find that your strength is renewed every day in every situation. On the other hand, operating out of emotions can be exhausting. In your Christian walk, the ability to discern seasons is vital. There are times in your life where immediate action is not only unnecessary, it can be damaging. There are situations in which your best course of action is to “be still and know that He is God” (Psalm 46:10). Allowing Him to speak to you in the midst of your storm, finding your peace in Christ when your life seems upside down may be exactly what is needed. There are times when patience is the order of the day, and waiting on the Lord to move or instruct you in the way you are to move is exactly what is needed. Sometimes the most difficult course to take is to wait and allow the Lord to direct your heart “into the love of God and the patience of Christ” (2 Thessalonians3:5). However difficult it may be, practicing waiting will serve you well. “Waiting” can also signify an action. A waitress will wait on you in your favorite restaurant. You may wait on, or serve, your family. In being able to discern the seasons of waiting passively, we must also be able to discern the seasons of waiting actively. Even in times when you might feel unsure of the next step, there are continually ways for you to serve the Lord: prayer, study, service to others being a few examples. In times when everything is going along smoothly, waiting actively on the Lord is always in order. Paul encourages young Timothy to “be diligent to show yourself approved” (2 Timothy 2:15). In learning to wait actively on the Lord, it is good advice for us as well. Applying ourselves to faithful service to the Lord (active waiting) will sustain us through times when the waiting requires patience and stillness. In our Christian walk, both kinds of “waiting” are needed: an active waiting on or serving the Lord, and likewise a passive waiting for the Lord to move on your behalf. As everything in our relationship with the Lord is a partnership or covenant, this waiting is a “two way street”. As we serve the Lord, He is moved to action on our behalf. Psalm 37:3-7 speaks to both kinds of waiting (parentheses mine): “Trust in the LORD (passive), and do good (active); Dwell in the land (passive), and feed on His faithfulness (active). Delight yourself also in the LORD, And He shall give you the desires of your heart. Commit your way to the LORD (active), Trust also in Him (passive), And He shall bring it to pass (the Lord’s action). He shall bring forth your righteousness as the light, And your justice as the noonday (the Lord’s action). Rest in the LORD (passive), and wait patiently for Him (passive)”. Tremendous and amazing results can come from this kind of waiting. Of course, the Lord in His generous and kind manner will send you opportunities to practice if you want to learn to wait! In His providence, those opportunities are already provided — it is for you to take advantage of them. Will you? Unfortunately, patience is not one of Ahasuerus’ virtues. He is motivated by his emotions, and seems to rush right into whatever comes into his mind without much forethought. Let’s return to Persia, and find out what Ahasuerus is rushing into today. After these things, when the wrath of King Ahasuerus subsided, he remembered... Esther 2:1 “After these things”…. By the beginning of chapter two, four years have passed since King Ahasuerus dethroned Queen Vashti. God was working through this Persian chronicler as he wrote this history

Indian Express (Indian Express) - Clip This Article at Location 721 | Added on Sunday, 30 November 2014 20:28:42 Fifth column: Hope and audacity Ministers, high officials, clerks and peons now report for duty on time and are no longer to be seen taking long lunch breaks to soak in winter sunshine in Delhi’s parks. Reform is needed not just in economic matters but in every area of governance. Does the Prime Minister know how hard it is to get a passport? Tavleen Singh | 807 words At the end of six months of the Modi sarkar are we seeing signs that it is confusing efficiency with reform? I ask the question because so far there is no sign of real reform in any area of governance. And, because some of Narendra Modi’s most ardent supporters are now beginning to get worried. Last week I met a man who dedicated a whole year to helping Modi become Prime Minister and he seemed despondent. When I asked how he thought the government was doing, he said he would answer in the words of the management guru Peter Drucker, “There is nothing quite so useless as doing with great efficiency something that should not be done at all.” We can certainly not fault this government on efficiency. Ministers, high officials, clerks and peons now report for duty on time and are no longer to be seen taking long lunch breaks to soak in winter sunshine in Delhi’s parks. The Prime Minister’s Office hums with more noise and activity than we have seen in a decade but, despite this, there are no signs of the policy changes that are vital if we are to see real reform. The Planning Commission has been abolished but there are many, many other leftovers from socialist times that must go. Do we need a Ministry of Information & Broadcasting in an age when the Internet has made propaganda futile? Do we need a meddlesome University Grants Commission? Do we need the government to continue wasting our money on a hopeless airline and badly run hotels? We do not. What we do need is for the government to make policies that will convince investors that India is a safe bet once more. We do not need a new government that simply implements more efficiently bad policies that it inherited from the last government. It was because of those policies that investors fled and the economy stopped growing. Unless this changes through better policies, the jobs that the Prime Minister promises young people at election rallies will not come. So far signals are so mixed that investors continue to shy away. The Finance Minister promises to end tax terrorism but in the next breath orders tax inspectors to go forth in search of black money. Vodafone has been given temporary relief by the courts but the retroactive tax remains valid. And, although we hear that the government has grandiose plans to improve the decrepit transport systems, power stations and ports it inherited, it continues to refuse to pay those who have to build them. The infrastructure industry is owed more than Rs 1.5 lakh continued... crore in government dues and this has crippled major companies. No amount of efficiency in announcing new projects will make a difference unless old dues are cleared. Reform is needed not just in economic matters but in every area of governance. Does the Prime Minister know how hard it is to get a passport? Does he know that a police check is required even if you just want to get a few pages added to your passport? Does he know how hard it is to do routine things like registering property? Does he know that no amount of efficiency will improve healthcare services that are broken? No amount of efficiency will improve educational services that have long been in terminal decline because of bad policies and interfering officials. At the same time, the licence raj that strangles private investment in schools and colleges remains in place. Modi’s popularity with ordinary people has increased since he became Prime Minister, as we saw from his rallies in Kashmir last week, but it will not la

Briefly, the book’s central arguments are these: 1. Rapid productivity growth in the modern economy has led to cost trends that divide its output into two sectors, which I call “the stagnant sector” and “the progressive sector.” In this book, productivity growth is defined as a labor-saving change in a production process so that the output supplied by an hour of labor increases, presumably significantly (Chapter 2). 2. Over time, the goods and services supplied by the stagnant sector will grow increasingly unaffordable relative to those supplied by the progressive sector. The rapidly increasing cost of a hospital stay and rising college tuition fees are prime examples of persistently rising costs in two key stagnant-sector services, health care and education (Chapters 2 and 3). 3. Despite their ever increasing costs, stagnant-sector services will never become unaffordable to society. This is because the economy’s constantly growing productivity simultaneously increases the community’s overall purchasing power and makes for ever improving overall living standards (Chapter 4). 4. The other side of the coin is the increasing affordability and the declining relative costs of the products of the progressive sector, including some products we may wish were less affordable and therefore less prevalent, such as weapons of all kinds, automobiles, and other mass-manufactured products that contribute to environmental pollution (Chapter 5). 5. The declining affordability of stagnant-sector products makes them politically contentious and a source of disquiet for average citizens. But paradoxically, it is the developments in the progressive sector that pose the greater threat to the general welfare by stimulating such threatening problems as terrorism and climate change. This book will argue that some of the gravest threats to humanity’s future stem from the falling costs of these products, rather than from the rising costs of services like health care and education (Chapter 5). The central purpose of this book is to explain why the costs of some labor-intensive services—notably health care and education—increase at persistently above-average rates. As long as productivity continues to increase, these cost increases will persist. But even more important, as the economist Joan Robinson rightly pointed out so many years ago, as productivity grows, so too will our ability to pay for all of these ever more expensive services.

Henry Myslak has learned the importance of customer satisfaction in his current job as an electronic technician. He has worked in this role for many years and holds relevant training including MP 180X/220X Service Technical Training. Henry Myslak believes staying fit is important and he takes good care of his body. He has run several 5k races and the Boston marathon.

Where the cutting has been wholesale, and has lasted, is in Congress—Congress: the first branch of government, closest to the people; Congress, which on our behalf keeps an eye on all those unelected bureaucrats. Congressmen and -women have sabotaged their own institution’s ability to do that for us. They have smashed the tools it possessed to help fashion laws in the public interest. They have crippled their own capacity to come to independent conclusions as to the nature of the problems such laws would address. Congress has been disabled from inside. Most of this happened in one of those revisions of the House of Representatives’ internal rules when an election flipped the majority party. It was January 1995, and a last-minute geyser of campaign cash had delivered an upset Republican victory two months before. Newt Gingrich held the gavel. The very first provision of the new rules he hammered through on January 5 reads: “In the One Hundred Fourth Congress, the total number of staff of House committees shall be at least one-third less than the corresponding total in the One Hundred Third Congress.” Congressional staffers are the citizens’ subject matter experts. Over years, these scientists and auditors and lawyers and military veterans build up historical knowledge on the complex issues that jostle for House and Senate attention. They help members, who have to be generalists, drill down into specifics. Cut staffs, and members lose the bandwidth to craft wise legislation, the expertise to ask telling questions in hearings—the ability to hold oversight hearings at all. The Congressional Research Service, the Government Accountability Office, the Congressional Budget Office all suffered the cuts. The Office of Technology Assessment was abolished—because, in 1995, what new technology could possibly be poised on the horizon? Democrats, when they regained control of the House, did not repair the damage. Today, the number of staff fielding thousands of corporate lobbyists or fact-checking their jive remains lower than it was a quarter century ago.

A good shoe is a shoe you don’t notice . . . The perfect church service would be one we were almost unaware of; our attention would have been on God. But every novelty prevents this. It fixes our attention on the service itself, and thinking about worship is a different thing from worshipping.

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In 1429, a seventeen-year-old girl who would soon come to be renowned as Jehanne la Pucelle (“Jeanne, the maiden”) left a small town in northeast France to offer her services as a military strategist to Charles VII, the Dauphin—or heir to the throne—whose forces were losing a protracted war against English partisans threatening to displace him. At first, no one took her seriously, but Jehanne’s determination overcame initial resistance: her skill and insight helped the French develop new battle plans and her courage inspired the demoralized troops. Under Jehanne’s leadership, the French forces successfully thwarted a siege on the city of Orleans. Later she led a campaign to retake the city and cathedral of Reims, where the kings of France had been crowned ever since the Frankish tribes were united under one ruler, allowing the Dauphin to be crowned king in the ancient tradition. Jehanne’s remarkable successes seemed divinely ordained, which necessarily implied Charles’s divine right to rule France. In 1430 Jehanne was captured in battle and imprisoned. An ecclesiastical tribunal stacked with English partisans tried her for heresy. But Jehanne’s faith was beyond reproach. She showed an astonishing familiarity with the intricacies of scholastic theology, evading every effort to lure her into making a heretical statement. Unable to discredit her faith through her verbal testimony, the tribunal seized on the implicit statements made by Jehanne’s attire. In battle, she wore armor, which required linen leggings and a form-fitting tunic fastened together with straps—both traditionally masculine attire—and, like the men she fought alongside, she adopted this martial attire when off the battlefield as well. Citing the biblical proscription in Deuteronomy 22:5 (KJV) which warns, “A woman shall not wear anything that pertains to a man, nor shall a man put on a women’s garment, for all who do are an abomination to the Lord your God,” the tribunal charged Jehanne with heresy. They burned her at the stake in 1431.

Several forces can widen a company’s moat: a strong brand identity (think of Harley Davidson, whose buyers tattoo the company’s logo onto their bodies); a monopoly or near-monopoly on the market; economies of scale, or the ability to supply huge amounts of goods or services cheaply (consider Gillette, which churns out razor blades by the billion); a unique intangible asset (think of Coca-Cola, whose secret formula for flavored syrup has no real physical value but maintains a priceless hold on consumers); a resistance to substitution (most businesses have no alternative to electricity, so utility companies are unlikely to be supplanted any time soon).5 The company is a marathoner, not a sprinter. By looking back at the income statements, you can see whether revenues and net earnings have grown smoothly and steadily over the previous 10 years.

The discriminatory allocation of resources contributes to the starkly different realities faced by Palestinians and Jewish Israelis in Jerusalem. Seventy-two percent of Palestinian families live below the poverty line, as compared to 26 percent of Jewish families. Despite this, the Israeli government maintains 6 welfare offices, or offices that provide information to residents looking to receive government aid or other services, in Palestinian neighborhoods, but 19 in predominantly Jewish neighborhoods. 32% of Palestinian students in East Jerusalem do not complete 12 years of education, as compared to 1.5% of Jewish students in Jerusalem.

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Research shows that a church must keep about 16 percent of its first time guests to experience a minimal growth rate of 5 percent a year. Rapidly growing churches keep between 25 and 30 percent of their first time guests. Declining churches keep only about 5 to 8 percent of their first time guests. By using the average of 16 percent, we can calculate the number of guests our church needs to grow. For example, a church that wants to add fifty new members this year will need to have a minimum of three hundred guests attend its worship services during the year. The same research revealed the crucial importance of getting guests to return for a second visit. A church keeps about 60 percent of its guests who come back for a second visit in the week after their first visit. This points out the importance of being gracious hosts the first time, so that our guests will feel encouraged to return. Research also indicates that new comers who remain in a church more than six months have an average of seven friends in their church, while people who drop out of a church average only two friends. 90 percent of new members who do not find a group to join and a job to do will be inactive at the end of the year. Less than 10 percent of first timers will ever return after their first time visit. 10-12 percent of those that come back will join the church within one year. 45-60 percent of second time guests will join the church if graciously received at the first visit. 75 percent of third time visitors will join the church if there is friendliness among church people and towards guests.

During the forty years from 1978 to 2018, typical workers saw their compensation rise by a meager 12 percent; CEO compensation, meanwhile, ballooned by 940 percent. As of 2020, home health and personal care aides, one of the fastest-growing sectors of the economy, took home $27,080 per year on average. Other workers who provide socially necessary care, like preschool teachers, take home just over $30,500 a year. Food and service workers, meanwhile, take home just $21,250 a year. For the 7.5 million US residents who work these three jobs—and for the families dependent on them—staying afloat is a constant struggle, if not an impossibility. I wish I could say these occupations were the anomaly, but they’re not. What was once America’s working class is today its working poor.19 The

In 1978, the federal Department of Health, Education, and Welfare reported264 that it lost between $5.5 and $6.5 billion of its $150 billion annual budget to fraud, abuse, and waste. However, just 15 percent of that $5.5 to $6.5 billion—less than 1 percent of HEW’s yearly spending—got siphoned away due to “unlawful, willful misrepresentation (fraud) or excessive services and program violations (abuse).” Further, less than $500 million of the agency’s losses was attributable to the partially federally funded AFDC program. The vast majority of those debits, around $4 billion, came via Medicaid and other health care initiatives

Actual drug busts weren’t unheard of on Hilton Head, either. The year before, on February 5, 1980, a DC-3 airplane belonging to Island Aviation Service and loaded with five thousand pounds of marijuana landed in a pasture in Metter, Georgia—seventy-five miles west of Savannah. After a Georgia resident called to say a plane had crashed nearby, police converged on the plane, arresting two men in pickup trucks and seizing marijuana. Immediately suspicion

IRCC Updates Guidance on Intra-Company Transferees Amid Canadian Immigration Changes: ESSE India Insights On October 3, Immigration, Citizenship, and Refugees Canada (IRCC) introduced updated guidelines concerning Intra-Company Transferees (ICTs) under Canada's International Mobility Program. These updates are especially relevant for foreign nationals looking to transfer within multinational corporations to Canadian branches, as they clarify the criteria for eligibility and the assessment of specialized knowledge. For individuals pursuing, including those engaging in work programs like the Global Talent Stream Canada, these changes have significant implications. These updates align with IRCC’s broader objective to decrease the proportion of temporary residents in Canada over the next three years. This is particularly important for those seeking assistance from Canada immigration consultants, especially those based in India, who are providing services for Canada PR consultancy. Key Changes to the Intra-Company Transferee Program The IRCC has refined the ICT program under section R205(a) of Canadian Interests – Significant Benefit. Transfers must now originate from an established foreign enterprise of a multinational corporation (MNC). The updates also clarify the definition of “specialized knowledge,” which is crucial for foreign workers applying for such roles. Furthermore, all ICT instructions have been consolidated onto a single page, streamlining the process for applicants and immigration consultants alike. These changes don’t just affect ICT applicants but also extend to broader implications for those navigating the Canada PR process, including individuals using Canada immigration consultants in India or from other locations. Those applying through programs such as bcpnp, provincial nomination, or even looking to work and study in Canada for free should take these updates into consideration. Free Trade Agreements and the International Mobility Program The updates also encompass free trade agreements related to ICTs, including the Canada–United States–Mexico Agreement, Canada–Korea Free Trade Agreement, and Canada–European Union: Comprehensive Economic and Trade Agreement. These agreements simplify the Canada PR procedure for skilled workers, often allowing them to bypass the requirement for a Labour Market Impact Assessment (LMIA), which can be time-consuming. This simplification is beneficial for businesses and foreign nationals navigating the Canadian immigration system. For those considering PR in Australia or Germany through the Global Talent Stream Australia or Global Talent Stream Germany, understanding the differences in immigration policies between countries is vital. As Canada refines its ICT program, both Australia PR and Germany PR processes have their own unique requirements, which can be managed with the help of Australia immigration consultants or Germany immigration consultants. Impacts on Temporary Resident Programs and the Canadian Labour Market In conjunction with the ICT updates, Canada's Temporary Foreign Worker Program (TFWP), which involves LMIA-based work permits, is undergoing significant reforms. IRCC’s new measures aim to reduce temporary residents in Canada from 6.5% to 5% of the total population by 2026. These changes will be especially relevant for foreign nationals seeking permanent residency in Canada and for those applying for Canada Visa Consultancy Services, such as spouse visa consultants or tourist visa ETA applications. Long-Term Outlook for Canadian Immigration Looking ahead, IRCC’s reforms signify a strategic shift in Canada’s immigration framework. Key programs such as the Provincial Nominee Program (PNP), study permits, and post-graduation work permits (PGWPs) will be affected by these changes. For immigrants relying on Canada immigration consultants, staying informed about these updates is essential for making well-informed decisions.

The Treasury of Spain informed me that the companies (the criminals) had 365 days to pay me my missing salary of 60,000 Euros, according to an official court decision made in Madrid. However, I was well aware that this would only escalate the danger for both Martina and me. I knew they would not fulfill their payment obligations. They would seek cheaper methods to evade payment and would also attempt to eliminate me without facing any consequences. I was unsure whom to turn to for help. Should I ask the King of Spain, or the leaders of Israel, Brussels, Hungary, Interpol, or the Policia Nacional? How could I protect Martina from these criminals? How could I dismantle Adam's mafia? These thoughts were weighing heavily on my mind as my anticipated final departure from Spain drew near. I received a letter, from Zaragoza. The letter informed me that I owed Zaragoza approximately 1800 euros for fines accrued by Adam. It also mentioned that it had been around 1.5 years since the incident on the highway, where I received fines while I was driving the gypsy caravan. Late fees were added without question. Make it 2000. Additionally, it warned that if I failed to make payment within 15 days of receiving the letter in my mailbox, the authorities would visit me with a court order to seize belongings of mine worth at least 1800 euros. Someone disclosed my „new” address to the Zaragoza Authorities. It is possible that the Correo/Post Office/Postal Service were unable to deliver their correspondence to my previous address on Carrer Cantabria due to my absence after the same expo where the fines were incurred on the highway and the unwanted flooding of the apartment. But now. Delivered. It is possible that the biased Catalan Court, which was known by my side at this point for its corruption and/or incompetence, shared my Barcelona address with the Correo/Postal Service to ensure that the fines reached me. The corrupt and/or incompetent Ciutat de la Justicia, the so called „City of Justice”, the Catalan judicial system did not solely reserve the sharing of my home address for the mafia/s. Everything was not a direct result of the criminals’ conspiracy. But.

Do you remember that I’m a rook?” “No, but that would mean you’re practically a vampire.” He nodded. “Correct. And as such, I am very old. Nearly four hundred years.” He continued. “My entire life, both as human and rook, has been spent in service. I was Hugh’s valet before he turned me.

One of the most ambitious men to exploit the timber trade was Hugh F. McDanield, a railroad builder and tie contractor who had come to Fayetteville along with the Frisco. He bought thousands of acres of land within hauling distance of the railroad and sent out teams of men to cut the timber. By the mid-1880s, after a frenzy of cutting in south Washington County, he turned his gaze to the untapped fortune of timber on the steep hillsides of southeast Washington County and southern Madison County, territory most readily accessed along a wide valley long since leveled by the east fork of White River. Mr. McDanield gathered a group of backers and the state granted a charter September 4, 1886, giving authority to issue capital stock valued at $1.5 million, which was the estimated cost to build a rail line through St. Paul and on to Lewisburg, which was a riverboat town on the Arkansas River near Morrilton. McDanield began surveys while local businessman J. F. Mayes worked with property owners to secure rights of way. “On December 4, 1886, a switch was installed in the Frisco main line about a mile south of Fayetteville, and the spot was named Fayette Junction.” Within six months, 25 miles of track had been laid east by southeast through Baldwin, Harris, Elkins, Durham, Thompson, Crosses, Delaney, Patrick, Combs, and finally St. Paul. Soon after, in 1887, the Frisco bought the so-called “Fayetteville and Little Rock” line from McDanield. It was estimated that in the first year McDanield and partners shipped out more than $2,000,000 worth of hand-hacked white oak railroad ties at an approximate value of twenty-five cents each. Mills ran day and night as people arrived “by train, wagon, on horseback, even afoot” to get a piece of the action along the new track, commonly referred to as the “St. Paul line.” Saloons, hotels, banks, stores, and services from smithing to tailoring sprang up in rail stop communities.

The strategic level is concerned with the use of military force to achieve national objectives. In the new American style of war, it has come to be interpreted as the highest political and diplomatic level at which decisions are made to collect and deploy military forces to a distant theater. The size of strategic land forces varies, depending on the nature of the topography and the seriousness of the enemy threat. In past limited wars, deployments involved relatively large armies consisting of multiple corps of 50,000 soldiers each. The numbers of soldiers deployed in more recent campaigns have been considerably smaller. The strategic challenge in the years ahead will center on "time versus risk"-that is, the decisions that must be made to balance the size of the strategic force to be projected versus the time necessary for the force to arrive ready to fight. The United States must be able to overcome the problems of distance and time without unnecessarily exposing early arriving forces to an enemy already in place within a theater of war. The operational level of warfare provides a connection between strategic deployments and the tactical engagements of small units. The "art" of maneuvering forces to achieve decisive results on the battlefield nest here. As with the deployments of strategic level forces, the basic elements of operational maneuver have shrunk as the conflict environment has changed since the end of the Second World War. During the Cold War, corps conducted operational maneuver. More recently, the task has devolved to brigades, usually self contained units of all arms capable of independent maneuver. An independent brigade consists of about 5,000 soldiers. At the operational level, ground forces will face the challenge of determining the proper balance between "firepower and maneuver" resources and technologies to ensure that the will of the enemy's army to resist can be collapsed quickly and decisively. Battles are fought at the tactical level. In the past, the tactical fight has been a face-to-face endeavor; small units of about company size, no more that several hundred soldiers, are locked in combat at close range. The tactical fight is where most casualties occur. The tactical challenge of the future will be to balance the anticipated "ends," or what the combat commander is expected to achieve on the battlefield, with the "means," measured in the lives of soldiers allocated to achieve those ends. Since ground forces suffer casualties disproportionately, ground commanders face the greatest challenge of balancing ends versus means. All three challenges must be addressed together if reform of the landpower services - the Army and the Marine Corps - is to be swift and lasting. The essential moderating influence on the process of change is balance. At the strategic level, the impulse to arrive quickly must be balanced with the need for forces massive and powerful enough to fight successfully on arrival. The impulse to build a firepower-dominant operational forces will be essential if the transitory advantage of fires is to be made permanent by the presence of ground forces in the enemy's midst. The impulse to culminate tactical battle by closing with and destroying the enemy must be balanced by the realization that fighting too close may play more to the advantage of enemy rather than friendly forces.

The $41 billion valuation for the ride-sharing service Uber may or may not be a bubblicious number, but it certainly shows that the venture capital industry is in a bad place. To understand, you need only peruse the startling valuations for other companies that have received venture capital funding in the last few weeks. Here are some of them: ■ Instacart, a same-day grocery delivery service based in San Francisco, began a $100 million fund-raising round valuing it at $2 billion. ■ WeWork Companies, a company that provides shared office space (think Uber for offices), closed a $355 million funding round valuing it at $5 billion. ■ Stripe, an online payment company, completed a $70 million investment round that valued it at $3.5 billion, double its $1.75 billion valuation earlier this year. ■ The mobile games maker Kabam announced that employees and investors were selling $40 million in shares to a group of investors. After an earlier round of investment last summer, the company was valued at more than $1 billion, up from $700 million last year. What do these four companies have in common, beyond the fact you probably haven’t heard of them?

Ken Wharfe In 1987, Ken Wharfe was appointed a personal protection officer to Diana. In charge of the Princess’s around-the-clock security at home and abroad, in public and in private, Ken Wharfe became a close friend and loyal confidant who shared her most private moments. After Diana’s death, Inspector Wharfe was honored by Her Majesty Queen Elizabeth II at Buckingham Palace and made a Member of the Victorian Order, a personal gift of the sovereign for his loyal service to her family. His book, Diana: Closely Guarded Secret, is a Sunday Times and New York Times bestseller. He is a regular contributor with the BBC, ITN, Sky News, NBC, CBS, and CNN, participating in numerous outside broadcasts and documentaries for BBC--Newsnight, Channel 4 News, Channel 5 News, News 24, and GMTV. My memory of Diana is not her at an official function, dazzling with her looks and clothes and the warmth of her manner, or even of her offering comfort among the sick, the poor, and the dispossessed. What I remember best is a young woman taking a walk in a beautiful place, unrecognized, carefree, and happy. Diana increasingly craved privacy, a chance “to be normal,” to have the opportunity to do what, in her words, “ordinary people” do every day of their lives--go shopping, see friends, go on holiday, and so on--away from the formality and rituals of royal life. As someone responsible for her security, yet understanding her frustration, I was sympathetic. So when in the spring of the year in which she would finally be separated from her husband, Prince Charles, she yet again raised the suggestion of being able to take a walk by herself, I agreed that such a simple idea could be realized. Much of my childhood had been spent on the Isle of Purbeck in Dorset, a county in southern England approximately 120 miles from London; I remembered the wonderful sandy beaches of Studland Bay, on the approach to Poole Harbour. The idea of walking alone on miles of almost deserted sandy beach was something Diana had not even dared dream about. At this time she was receiving full twenty-four-hour protection, and it was at my discretion how many officers should be assigned to her protection. “How will you manage it, Ken? What about the backup?” she asked. I explained that this venture would require us to trust each other, and she looked at me for a moment and nodded her agreement. And so, early one morning less than a week later, we left Kensington Palace and drove to the Sandbanks ferry at Poole in an ordinary saloon car. As we gazed at the coastline from the shabby viewing deck of the vintage chain ferry, Diana’s excitement was obvious, yet not one of the other passengers recognized her. But then, no one would have expected the most photographed woman in the world to be aboard the Studland chain ferry on a sunny spring morning in May. As the ferry docked after its short journey, we climbed back into the car and then, once the ramp had been lowered, drove off in a line of cars and service trucks heading for Studland and Swanage. Diana was driving, and I asked her to stop in a sand-covered area about half a mile from the ferry landing point. We left the car and walked a short distance across a wooded bridge that spanned a reed bed to the deserted beach of Shell Bay. Her simple pleasure at being somewhere with no one, apart from me, knowing her whereabouts was touching to see. Diana looked out toward the Isle of Wight, anxious by now to set off on her walk to the Old Harry Rocks at the western extremity of Studland Bay. I gave her a personal two-way radio and a sketch map of the shoreline she could expect to see, indicating a landmark near some beach huts at the far end of the bay, a tavern or pub, called the Bankes Arms, where I would meet her.

Ken Wharfe In 1987, Ken Wharfe was appointed a personal protection officer to Diana. In charge of the Princess’s around-the-clock security at home and abroad, in public and in private, Ken Wharfe became a close friend and loyal confidant who shared her most private moments. After Diana’s death, Inspector Wharfe was honored by Her Majesty Queen Elizabeth II at Buckingham Palace and made a Member of the Victorian Order, a personal gift of the sovereign for his loyal service to her family. His book, Diana: Closely Guarded Secret, is a Sunday Times and New York Times bestseller. He is a regular contributor with the BBC, ITN, Sky News, NBC, CBS, and CNN, participating in numerous outside broadcasts and documentaries for BBC--Newsnight, Channel 4 News, Channel 5 News, News 24, and GMTV. It was a strange sensation watching her walking away by herself, with no bodyguards following at a discreet distance. What were my responsibilities here? I kept thinking. Yet I knew this area well, and not once did I feel uneasy. I had made this decision--not one of my colleagues knew. Senior officers at Scotland Yard would most certainly have boycotted the idea had I been foolish enough to give them advance notice of what the Princess and I were up to. Before Diana disappeared from sight, I called her on the radio. Her voice was bright and lively, and I knew instinctively that she was happy, and safe. I walked back to the car and drove slowly along the only road that runs adjacent to the bay, with heath land and then the sea to my left and the waters of Poole Harbour running up toward Wareham, a small market town, to my right. Within a matter of minutes, I was turning into the car park of the Bankes Arms, a fine old pub that overlooks the bay. I left the car and strolled down to the beach, where I sat on an old wall in the bright sunshine. The beach huts were locked, and there was no sign of life. To my right I could see the Old Harry Rocks--three tall pinnacles of chalk standing in the sea, all that remains, at the landward end, of a ridge that once ran due east to the Isle of Wight. Like the Princess, I, too, just wanted to carry on walking. Suddenly, my radio crackled into life: “Ken, it’s me--can you hear me?” I fumbled in the large pockets of my old jacket, grabbed the radio, and said, “Yes. How is it going?” “Ken, this is amazing, I can’t believe it,” she said, sounding truly happy. Genuinely pleased for her, I hesitated before replying, but before I could speak she called again, this time with that characteristic mischievous giggle in her voice. “You never told me about the nudist colony!” she yelled, and laughed raucously over the radio. I laughed, too--although what I actually thought was “Uh-oh!” But judging from her remarks, whatever she had seen had made her laugh. At this point, I decided to walk toward her, after a few minutes seeing her distinctive figure walking along the water’s edge toward me. Two dogs had joined her and she was throwing sticks into the sea for them to retrieve; there were no crowd barriers, no servants, no police, apart from me, and no overattentive officials. Not a single person had recognized her. For once, everything for the Princess was “normal.” During the seven years I had worked for her, this was an extraordinary moment, one I shall never forget.

Priorities: Priority #1: God The relationship with God must come first. Why? Because we need God's perspective in every area of our lives. ... Priority #2: Husband Solomon said, "A worthy wife is her husband's joy and crown; the other kind corrodes his strength and tears down everything he does" (Proverbs 12:4) ... Priority #3: Children See Bible verses about child rearing. ... Priority #4: Home Proverbs 31:27 The virtuous wife in Proverbs 31 seems to have been a very neat, tidy housekeeper. It seems to come naturally to some people, but I'm not one of them. Priority #5: Yourself Everyone needs time alone - time to read, to indulge in a hobby, or just to do nothing. Evaluate your weekly schedule and plan into it time for yourself. ... Priority #6: Outside The Home I was sharing my excitement about the priorities of a woman's life with a group of women in upstate New York, and one woman said, "Linda, I cannot believe what you are saying. I know that you believe in the Great Commission, to go into the world and preach the gospel, was given to women as well as to men, yet you are saying that our service for Christ is at the end of the list. Since I became a Christian two years ago, my service to the Lord has been first!" I smiled and told her I'd like to ask her husband how he liked that! When my children were very young, I decided before God to keep my priorities in the order I've shared. I still re-evaluate where I spend my time and seek to keep God first, Husband second, my children third, my home fourth, me fifth, and my outside activities sixth.

She thrust the pink box she was holding into Mr. Rutherford’s hands before she opened up her reticule and pulled out a fistful of coins. Counting them out very precisely, she stopped counting when she reached three dollars, sixty-two cents. Handing Mr. Rutherford the coins, she then took back the pink box, completely ignoring the scowl Mr. Rutherford was now sending her. “This is not the amount of money I quoted you for the skates, Miss . . . ?” “Miss Griswold,” Permilia supplied as she opened up the box and began rummaging through the thin paper that covered her skates. Mr. Rutherford’s brows drew together. “Surely you’re not related to Mr. George Griswold, are you?” “He’s my father,” Permilia returned before she frowned and lifted out what appeared to be some type of printed form, one that had a small pencil attached to it with a maroon ribbon. “What is this?” Mr. Rutherford returned the frown, looking as if he wanted to discuss something besides the form Permilia was now waving his way, but he finally relented—although he did so with a somewhat heavy sigh. “It’s a survey, and I would be ever so grateful if you and Miss Radcliff would take a few moments to fill it out, returning it after you’re done to a member of my staff, many of whom can be found offering hot chocolate for a mere five cents at a stand we’ve erected by the side of the lake. I’m trying to determine which styles of skates my customers prefer, and after I’m armed with that information, I’ll be better prepared to stock my store next year with the best possible products.” “Far be it from me to point out the obvious, Mr. Rutherford, but one has to wonder about your audacity,” Permilia said. “It’s confounding to me that you’re so successful in business, especially since not only are you overcharging your customers for the skates today, you also expect those very customers to extend you a service by taking time out of their day to fill out a survey for you. And then, to top matters off nicely, instead of extending those customers a free cup of hot chocolate for their time and effort, you’re charging them for that as well.” “I’m a businessman, Miss Griswold—as is your father, if I need remind you. I’m sure he’d understand exactly what my strategy is here today, as well as agree with that strategy.” Permilia stuck her nose into the air. “You may very well be right, Mr. Rutherford, but . . .” She thrust the box back into his hands. “Since I’m unwilling to pay more than I’ve already given you for these skates, I’ll take my money back, if you please.” “Don’t be ridiculous,” Mr. Rutherford said, thrusting the box right back at Permilia. “Now, if the two of you will excuse me, I have other customers to attend to.” With that, he sent Wilhelmina a nod, scowled at Permilia, and strode through the snow back to his cash register.

For years I had convinced myself that, as a doctor, I sacrificed moments with friends, family, and my husband for the greater good. The call to heal the sick and tend the injured superseded all else. The Lord heaped blessings upon me, and I hurled them back in the name of “service” to him. I’m a woman surgeon, I would snap. You made me this way. I have a legacy to carry on... The prospect of abandoning a secure position with excellent prospects for advancement terrified me. I spent many nights agonizing that, despite the Lord’s call, my decision to leave medicine was reckless or irresponsible. Such fears are normal and expected, but reflect our own limited understanding, rather than an enduring faith in the Lord. God is sovereign over our lives, and whatever doubts we have, we may trust that he knows the path and is in command over all. Christ has already overcome, and so we have nothing to fear. From Proverbs: “The heart of man plans his way, but the Lord establishes his steps” (Proverbs 16:9), and “trust in the Lord with all your heart, and do not lean on your own understanding. In all your ways acknowledge him, and he will make straight your paths” (Proverbs 3:5–6)... From 1 Thessalonians 1:3: We remember “before our God and Father your work of faith and labor of love and steadfastness of hope in our Lord Jesus Christ.” Christ died and rose victorious over death and sin to free us, so that we may have the hope and fulfillment that comes from living in him.

October 5th, 1884, and is over ninety ears of age. Until her memory failed her, a few years ago, she thought the country ruined beyond recovery when the Democratic party lost control in 1860. Her family, which was large, inherited her views, with the exception of one son who settled in Kentucky before the war. He was the only one of the children who entered the volunteer service to suppress the rebellion. Her brother, next of age and now past eighty-eight, is also still living in Clermont County, within a few miles of the old homestead, and is as active in mind as ever. He was a supporter of the Government during the war, and remains a firm believer, that national success by the Democratic party means irretrievable ruin.

Zimbardo could not see the brutality himself because he was already too deep into his chosen role of Warden and lost his exterior view of his sociological “experiment”. He could not see clearly what was happening. More recently, Zimbardo has acted as a consultant to one of the arrested soldiers in the recent Abu Ghraib prison torture. He never denied the culpability of the individuals involved but was certain to bring up the lack of oversight and structure. In his recent book he states “Aberrant, illegal or immoral behavior by individuals in service professions, such as policemen, corrections officers, and soldiers, are typically labeled the misdeeds of “a few bad apples”. The implication is that they are a rare exception and must be set on one side of the impermeable line between evil and good, with the majority of good apples set on the other side. But who is making the distinction? Usually it is the guardians of the system, who want to isolate the problem in order to deflect attention and blame away from those at the top who may be responsible for creating untenable working conditions or for a lack of oversight or supervision. Again the bad-apple dispositional view ignores the apple barrel and its potentially corrupting situational impact on those within it. “A systems analysis focuses on the barrel makers, on those with the power to design the barrel.” Zimbardo isolated 7 social processes that grease the slippery slope of evil. I found myself in all of these seven steps, to a greater or lesser degree. They are: 1) Mindlessly taking the first step. 2) Dehumanization of others. 3) De-individualization of self (anonymity). 4) Diffusion of personal responsibility. 5) Blind obedience to authority. 6) Uncritical conformity to the group’s norms. 7) Passive tolerance of evil, through inaction, or indifference. In hindsight, I can see each one of these points were present in the apple barrel of Scientology that I lived through.   Acknowledgments                     There are numerous people I would like to acknowledge for their support and encouragement during the very difficult task of going back to some dark places in my past to get this book written. They do no want their names used, but they know who they are, and my appreciation is deep and well known to them. I would like to thank Jeferson Hawkins for both his Cover designs and other help along this road. I want to acknowledge Bernice Mennis, Ben Bashore for their personal help over the years. There is much I can say about Vermont College, but the simplest is that they gave me the environment, freedom and courage to study what I needed to write

You will have to make up the old quarrel, Susan. It will never do to be at outs with your neighbours.” “Cousin Sophia began the quarrel, so she can begin the making up also, Mrs. Dr. dear,” said Susan loftily. “If she does I hope I am a good enough Christian to meet her half-way. She is not a cheerful person and has been a wet blanket all her life. The last time I saw her, her face had a thousand wrinkles—maybe more, maybe less—from worrying and foreboding. She howled dreadful at her first husband’s funeral but she married again in less than a year. The next note, I see, describes the special service in our church last Sunday night and says the decorations were very beautiful.

It’s amazing how little control we have over our own lives, when you think about it. In theory, I could keep driving, back into the city, then up the M32, the M5, the M6. I could be in Scotland by the evening. But obviously that won’t happen. Family, responsibilities, fear, the awful reality of service station food. The easiest thing is to accept your role as a passenger, staring out of the window at the rolling scenery. The years pass like traffic.

General Guidelines for Wilderness Medical Kits 1. Accept the fact that there is no such thing as the perfect wilderness medical kit. Many factors should determine your choices of specific contents. No matter how much you plan and prepare, someday you will want something that is not there and/or discover you’ve carried an item for years and never used it. When considering the contents of a kit, take into account (1) the environmental extremes you will face (altitude, cold, heat, endemic diseases), (2) the number of people that may require care; (3) the number of days the kit will be in use; (4) the distance from definitive medical care; (5) the availability of rescue services; (6) your medical expertise and/or the expertise of other group members; and (7) preexisting problems of group members, such as individuals with diabetes. 2. Evaluate and repack your wilderness medical kit before every trip. Renew medications that have reached expiration dates. Replace items that have been damaged by heat, cold, or moisture. Remove items that are unnecessary for the proposed trip, such as insect repellent on winter trips, and add items that may be useful on the upcoming adventure. 3. Do not fill your kit with items you do not know how to use. Maintain a high level of familiarity with the proper uses of all the items in your wilderness medical kit. 4. Choose specific items for the wilderness medical kit, whenever possible, that are versatile rather than particular. For example, a wide variety of sizes and shapes of Band-Aids is nice, but wound coverings can be created from pads of gauze and strips of tape. Triangular bandages are useful, but safety pins and T-shirts can be used to make slings. Medical adhesive tape has limited usefulness compared with duct tape. 5. Encourage each group member to pack and carry a personal first-aid kit to reduce the size and weight of the general wilderness medical kit.

Neen James (NeenJames.com) is an eloquent and successful international speaker who stands at four-feet-eleven with a rich Australian dialect and a high-pitched voice. For years, fellow speakers with good intentions told her she needed to take voice lessons to lower her pitch to give her more depth for a compelling stage presence. With complete confidence and loyalty to her uniqueness, she ignored the naysayers and her amazing signature voice has become a powerful brand.

When my son Nick was five years old, he was sitting at the kitchen bar while I prepared dinner. In typical busy mother fashion, I was multitasking—cooking, cleaning, running the laundry, answering the phone, and attempting to listen to what he had to say.

For sixteen years, I had a spectacular real estate career in Tallahassee, Florida. I loved receiving telephone inquiries and making cold calls. I knew that if I could meet people on the phone, I could usually turn them into buyers.

Uh-Oh . . . One year I was the guest speaker at an annual conference. The person who coordinated the agenda mistakenly typed my name as “Sue” rather than “Susan.” I felt odd and a little disrespected because they didn’t take the time to ask the spelling of my name. It felt awkward when I saw it on all the tables throughout the ballroom, to say the least. I asked, “Please make sure that you introduce me as Susan because I’ve never been called Sue.” The initial impression was sticky for an instant, but they quickly made it right. The correction was shared and everything turned out fine. Even an innocent and unintentional name error can impact your first impressions. Making a joke about it once I was on stage was a light-hearted way to confirm my real name.

Growing up with well-educated parents and an older sister with her Master’s Degree in English Language and Literature, I was left with little wiggle room as a child to use poor grammar. When I would inadvertently slip, I would be corrected in a matter of moments—excuse me, seconds! While it may have been irritating for a 10-year-old, I am eternally grateful as an adult that the grammar police kept me in line.

Employee Engagement “Employee Engagement” has become a very hot topic in recent years. The escalating statistics for disengagement are alarming. In 2015, the Gallup Polls’ “The State of the American Workforce” survey found that only 32.5 percent of the U.S. Workforce is engaged and committed where they work, and 54 percent say they would consider leaving their companies if they could receive a 20 percent raise elsewhere. Disengagement not only lowers performance, morale, and productivity, but it’s costing employers billions of dollars a year. It's a growing problem, which has many companies baffled.

Being Present Years ago, I attended a conference where the keynote speaker encouraged everyone to BE HERE NOW! It grabbed people's attention and reminded us that living, loving, listening, and laughing all occur in the present moment.

On a recent business trip, I reunited with a friend I had not seen in twenty years. After having a lovely lunch meeting, we came out of the restaurant to walk towards the parking lot. He automatically moved me to the inside of the sidewalk as he walked along the curbside. His orientational awareness illustrated a chivalrous gesture of protection and respect which impressed me greatly.

It was to be the longest flight I had ever made in my young life and one of the most interesting. Having always been interested in the magic of aviation I knew that the DC-6B, I boarded was an approximately 75 seat, trans-ocean, Pan Am Clipper. It would also be the last long distance propeller driven commercial airliner. The only difference between it and the DC-6A was that it didn’t have a large cargo door in its side, and it was also approximately 5 feet longer than the DC-6A. 1955 was a good year and people felt relatively safe with Dwight D. Eisenhower in the White House. “I like Ike” had been his political motto since before he assumed office on January 20, 1953, even many Democrats held him in high esteem for his military service and winning the war in Europe. Eisenhower obtained a truce in Korea and worked diligently trying to ease the tensions of the Cold War. He did however fail to win over Georgy Malenkov, or Nikolai Bulganin who succeeded him, as Premier of the Soviet Union in February of 1955. As a moderate Conservative he left America, as the strongest and most productive nation in the world, but unfortunately because of his lack of diplomacy and love of golf, failed to prevent Cuba from slipping into the communist camp. WFLA inaugurated its broadcasting in the Tampa Bay area on February 14, 1955. The most popular music was referred to as good music, and although big bands were at their zenith in 1942, by 1947 and music critics will tell you that their time had passed. However, Benny Goodman was only 46 in 1955, Tommy Dorsey was 49 and Count Basie was 51. So, in many sheltered quarters they were still in vogue and perhaps always will be. I for one had my Hi-Fidelity 33 1/3 rpm multi stacked record player and a stash of vinyl long play recordings shipped to Africa. For me time stood still as I listened and entertained my friends. Some years later I met Harry James at the Crystal Ballroom in Disneyland. Those were the days…. Big on the scene was “Rhythm in Blues,” an offshoot of widespread African-American music, that had its beginnings in the ‘40s. It would soon become the window that Rock and Roll would come crashing through.

Captain Joseph Frye One of the nicest parks in present day downtown Tampa, Florida, is the Cotanchobee Fort Brooke Park. The 5-acre park, which lies between the Tampa Bay Times Forum (Amalie Arena) and the mouth of the Hillsborough River at the Garrison Channel, is used for many weddings and special events such as the dragon boat races and the duck race. Few people give thought to the historic significance of the location, or to Captain Joseph Frye, considered Tampa’s first native son, who was born there on June 14, 1826. Going to sea was a tradition in the Frye family, starting with his paternal great-grandfather Samuel Frye from East Greenwich, Rhode Island, who was the master of the sloop Humbird. As a young man, Joseph attended the United States Naval Academy and graduated with the second class in 1847. Starting as an Ensign, he served as a commissioned officer in the U.S. Navy until the Civil War, at which time he resigned and took a commission as a Lieutenant in the Confederate Navy. The Ten Years’ War, also known as “the Great War,” which started in 1868 became the first of three wars of Cuban Independence. In October 1873, following the defeat of the Confederacy and five years into the Cuban revolution, Frye became Captain of a side-wheeler, the S/S Virginius. His mission was to take guns and ammunition, as well as approximately 300 Cuban rebels to Cuba, with the intent of fighting the Spanish army for Cuban Independence. Unfortunately, the mission failed when the ship was intercepted by the Spanish warship Tornado. Captain Frye and his crew were taken to Santiago de Cuba and given a hasty trial and before a British warship Commander, hearing of the incident, could intervene, they were sentenced to death. After thanking the members of his crew for their service, Captain Frye and fifty-three members of his crew were put to death by firing squad, and were then decapitated and trampled upon by the Spanish soldiers. However, the British Commander Sir Lambton Lorraine of HMS Niobe did manage to save the lives of a few of the remaining crewmembers and rebels.

264. The longest passenger rail service currently running directly between two cities runs from Moscow, Russia to Pyongyang, North Korea, a distance of 6,380 mi (10,267 km). The trip takes 206 hours (8.5 days). 265. There is a popular myth that bats always turn left when exiting a cave but this is not true. In fact, some bats can fly in any direction, and some bats don’t live in caves. 266. The Assyrian New Year is celebrated on the 1st of April. However, this day is better known as April Fools’ Day. 267. A person who looked very like you or even exactly like you once lived or will live on the planet. There’s even a small chance this person lives today and that you will meet one day.

The modern general partnership (GP) needs a team of executives who can execute on the following seven core requirements: 1. RAINMAKING: A nose for new deals, and how to find them. 2. DEAL ANALYSIS AND EXECUTION: Ability to value a company and buy it for a sensible price on sensible terms, including arrangement of a sensible level of debt to support the acquisition structure. 3. IMPROVING THE PORTFOLIO COMPANY: Knowing how to help management make their companies great, not just good. 4. SELLING THE PORTFOLIO COMPANY: Recognising when it is time to sell and knowing how to achieve a fair price. 5. MANAGEMENT OF THE GP: Managing project teams, coaching junior staff and leading by example. 6. SERVICING THE INVESTORS: Not only with profits but also timely and accurate information and building strong relationships. 7. FUNDRAISING: Being able to present the case for why investors should entrust you to do a great job with their savings. Building this trust over many years is essential.

In the past year, a book and a study were published that gave me insight into finding a better way. The study was “Anatomy of the Referral” by Julie Littlechild.5 In her survey of clients of financial advisors, she discovered that practically everyone who answered the question indicated that they were responding to the need of a friend. And, essentially, no one reported that it was because their advisor asked for it. This proved to me that asking is not the natural way referrals happen. The book was The Referral Engine, by John Jantsch.6 In it, Jantsch lays out how referrals happen, why we refer, and a host of ideas on how to stimulate referrals. With these ideas in hand, I did a lot more research on strategies that proved effective in attracting referrals. I incorporated these ideas into my work with financial advisors. The book you are holding is the product of what I have learned and what I have helped advisors to put into action. In her studies “The Economics of Loyalty” and “Anatomy of the Referral,” Julie Littlechild demonstrates that receiving referrals from clients has little statistical relationship to how or how often clients are asked. There is simply no clear straight line between asking clients for referrals the way we have been traditionally trained to do it and the best referrals you actually receive. In her survey of more than 1,000 clients who use financial advisors, one of the questions Littlechild asked was, “What were the circumstances of the last referral you gave to your advisor?

In the past year, a book and a study were published that gave me insight into finding a better way. The study was “Anatomy of the Referral” by Julie Littlechild.5 In her survey of clients of financial advisors, she discovered that practically everyone who answered the question indicated that they were responding to the need of a friend. And, essentially, no one reported that it was because their advisor asked for it. This proved to me that asking is not the natural way referrals happen. The book was The Referral Engine, by John Jantsch.6 In it, Jantsch lays out how referrals happen, why we refer, and a host of ideas on how to stimulate referrals. With these ideas in hand, I did a lot more research on strategies that proved effective in attracting referrals. I incorporated these ideas into my work with financial advisors. The book you are holding is the product of what I have learned and what I have helped advisors to put into action. In her studies “The Economics of Loyalty” and “Anatomy of the Referral,” Julie Littlechild demonstrates that receiving referrals from clients has little statistical relationship to how or how often clients are asked. There is simply no clear straight line between asking clients for referrals the way we have been traditionally trained to do it and the best referrals you actually receive.

Like last week, she was wearing all black. And like last week, he couldn’t keep from noticing the way the dark color highlighted her pale skin and grayish-blue eyes. She was petite and put together in every detail from her severe coif to her immaculate garments. Though she wasn’t remarkable in her appearance, there was something in her delicate porcelain face that he liked. Perhaps her determination? Or compassion? Or honesty? Truthfully, he hadn’t noticed her at all before last Sunday, but now he was chagrined to admit he’d thought about her all week. He’d told himself that his thoughts had only to do with the way God had spoken through her to answer his prayer. He’d been battling such doubts recently regarding his ministry among the immigrants, and when she’d spoken to him after the service, it was almost as if she’d been delivering a message directly from God. He loved when God worked that way. Regardless, his mind had wandered too many times from the answered prayer to the bearer of the answer. He hadn’t met a woman in years who had arrested him quite the way Miss Pendleton had. And he was quite taken aback by his strange reaction. After Bettina had passed away ten years ago, he’d had little desire to think about courting other women. At first he’d been too filled with grief and had focused all his energy on raising Thomas. When Thomas had left home to pursue his studies at Union Theological Seminary, Guy had taken the challenge given by the New York Methodist Episcopal Conference. He’d accepted their position as an itinerant pastor to start a mission and chapel among the lions’ den. He’d left his comfortable pastoral position and embraced God’s calling to raise the outcast and homeless, to be among those who had no friend or helper, and do something for them of what Christ had done for him. He’d focused all his time and attention on reaching the lost. Nothing and no one had shaken that attention. Until last week.

In 1910 Curtiss started the Curtiss Aeroplane Company of Hammondsport, New York, which later in the year he named the Curtiss Motor Company. That same year he took on the Burgess Company of Marblehead, Massachusetts, as a subsidiary. On January 12, 1912, Curtiss developed a utility flying boat that he sold to the U.S., Russian and Italian navies. The following year he designated these as the Model F series aircraft, some having transatlantic capabilities. The first Model F saw service with the United States Navy, having the designations C-2 through C-5. These aircraft were later reclassified to AB-2 through AB-5. In October of 1913, Curtiss met John Cyril Porte, a British pioneer in aviation who shared his interest in flying boats and helped design the improved Model F-5-L flying boat. These aircraft became known as “Seagulls” in the postwar civilian market.

Why does this happen even though India has a good economic foundation? It is because we have an economic system which is vulnerable to the fluctuations of the world economy and our economic growth is not sustainable, as witnessed from the 5 per cent GDP growth in the 1990s to 9 per cent for around four years till 2009 and, finally, the present 5.5 per cent. This is mainly due to our prevailing economic policies which are stifling the growth of agriculture and food processing, the manufacturing sector and the service sector. If we bring a marked change in our socio-political and economic policies with a focus on inclusiveness, then I am confident that we as a nation will be able to overcome the economic crisis and progress to new heights.

Just 15 percent of Americans said they were following the 2014 midterm elections "very closely" in the past week, according to polling released Monday by the Pew Research Center. That's less than half the number that said they were tracking the Ebola virus story (36 percent) or the reports on the U.S. airstrikes against the Islamic State in Syria and Iraq (31 percent). It's also less than the 21 percent of people paying close attention to the problems at the Secret Service. Not surprisingly, the people paying the least attention to the midterms are 18-to-29-year-olds - just 5 percent of whom said they were monitoring the story closely. More young Americans were paying close attention to the Hong Kong protests. -Chris Cilizza from the Fix

DAY 25: What specific instructions did Paul give Timothy that would apply to a young person? A young person seeking to live as a disciple of Jesus Christ can find essential guidelines in 4:12–16, where Paul listed five areas (verse 12) in which Timothy was to be an example to the church: 1. In “word” or speech—see also Matthew 12:34–37; Ephesians 4:25, 29, 31. 2. In “conduct” or righteous living—see also Titus 2:10; 1 Peter 1:15; 2:12; 3:16. 3. In “love” or self-sacrificial service for others—see also John 15:13. 4. In “faith” or faithfulness or commitment, not belief—see also 1 Corinthians 4:2. 5. In “purity” and particularly sexual purity—see also 4:2. The verses that follow hold several other building blocks to a life of discipleship: 1. Timothy was to be involved in the public reading, study, and application of Scripture (v. 13). 2. Timothy was to diligently use his spiritual gift that others had confirmed and affirmed in a public way (v. 14). 3. Timothy was to be committed to a process of progress in his walk with Christ (v. 15). 4. Timothy was to “take heed” to pay careful attention to “yourself and to the doctrine” (v. 16). The priorities of a godly leader should be summed up in Timothy’s personal holiness and public teaching. All of Paul’s exhortations in vv. 6–16 fit into one or the other of those two categories. By careful attention to his own godly life and faithful preaching of the Word, Timothy would continue to be the human instrument God would use to bring the gospel and to save some who heard him. Though salvation is God’s work, it is His pleasure to do it through human instruments.

The year 2013 could be stated as the year the Anti- Corruption and Civil Rights Commission (ACRC), launched in February 2008, made efforts to provide prompt and a wider variety of services to protect the rights of the people through the “Korean model for protecting the people’s rights” based on the achievements of the ACRC in the past 5 years

but the British had knowledge of the mass murders at an early stage. Beginning in 1939 and escalating in 1940 and 1941, British intelligence services decoded the messages of the German police and the SS. For instance, according to a British report in 1941, a German police battalion “liquidated 1,059 Jews at or near Slavuta [Ukraine] on August 19-22.” Another police battalion “participated in killing 367 Jews on August 23 and another 468 Jews the next day around Kowel [Ukraine]. The German police suffered no losses.” On August 25, another police battalion killed 1,342 Jews in a “cleansing action, while the First SS Brigade shot 85 prisoners and 283 Jews.”5 The British reaction was to seal away the reports under the warning “Most Secret” and “Never to Be Removed from This Office.” Some fifty years later, the British government declassified the files.

Switching to LEDs could mean a 1.5 percent decline per year in electricity consumption, eliminating the need for 30 power plants annually and cutting annual spending on electricity by $25 billion by the end of the decade. Yet regulatory models for electricity consumption assume a steady increase in demand. When customers can increase their use of lighting services without increasing their demand for electricity, the traditional utility model could face difficult times.

ECONOMIC IMPACT - The United States buys almost three quarters of a trillion dollars ($738,000,000,000.00) more from overseas suppliers than it sells in exports (balance of trade deficit). Overall, the US buys about $ 2.5 trillion dollars in goods and services produced by the other nations of the world every year. With the United States gone as the world’s economic engine, the remaining nations of the world will, in varying degrees, immediately suffer from staggering financial depression. The financial credit crisis that started in mid-September, 2008 in the United States, soon reverberated in stock markets across the world.

Frame your choices through this lens: season. If your kids are under five, you cannot possibly include the things I can with middle and high schoolers. You are ruled by a tiny army you created yourself. This is just how it is right now. If you have bigs like I do, we run a taxi service from 5:00 to 9:00 p.m. virtually every night. Evening real estate belongs to family for now. In ten years when they are gone, the story will change (sob). Perhaps you have a fabulous trick that no longer works, and you might need to set it aside for a season. Those are often the hardest cuts. The choices you make today may completely change in five years or even next year. Operate in the right-now. What does this season require of you? Unsure? Ask God. He is a wonderful advisor who always, always knows the Best Thing. He will help you sort it out. When you can’t trust your own discernment, you can certainly trust His. God has no agenda other than your highest good in His kingdom. There is no better leader through this minefield.

You are the salt of the earth….” —Matthew 5:13 (NRSV) FRIENDSHIP THROUGH BOOKS I met Bill years earlier when he’d joined the St. James Literary Society, a book and discussion group at New London, Connecticut’s homeless shelter. Bill was what we used to call a “rag man,” one who collected bottles and other castoffs to sell or give away. He always had a shopping cart crammed with stuff. Initially, he fought my friendship with the tenacity that only a street person possesses; to survive, Bill believed he could love no one and allow no one to love him. I lured him and other shelter residents with their love of books. I'd learned from volunteering that many homeless people enjoy reading; books provided an escape. Bill was a voracious reader. We found nearly one thousand tattered books in his apartment after he died, most purchased for a few cents. Although he preferred books to people, eventually he began talking. But are our meetings making any difference in his life, I wondered. Then, one night, we were discussing childhood memories, and Bill told us he’d been a Boy Scout, had earned a service badge for collecting eyeglasses. I teased, “Too bad I have to drag these things out of you.” He didn’t laugh. Instead, he met my eyes directly—a rare occurrence—and said, “Until this group, I wouldn’t have told anyone these things.” And then I was the wordless one. Lord, I praise You for giving me the opportunity to love and be loved. —Marci Alborghetti Digging Deeper: Mt 5:1–20

IN BRAZIL, where the state collects a hefty 36% of GDP in taxes and offers mediocre public services in return, tax-dodging is a national sport. The latest scam unearthed by police, treasury and finance-ministry sleuths sets a record. On March 26th they revealed that over the past ten years the government had been cheated of at least 5.7 billion reais ($1.8 billion) in back taxes and fines from firms, and perhaps as much as 19 billion reais. That would be enough to pay three-quarters of the bill for last year’s football World Cup. It is nearly twice the suspicious payments in a separate corruption scheme involving Petrobras, a state-controlled oil company. Unlike the petrolão, the tax imbroglio does not implicate top politicians. It centres instead on the Administrative Council of Fiscal Resources (CARF), part of the finance ministry, which hears appeals by firms that feel wronged by the tax collectors. Some of its 216 councillors, who decide cases in teams of six, allegedly promised to slash companies’ bills for various taxes, including sales and industrial tax, or make them disappear altogether. In exchange they apparently received 1-10% of the value of the forgone revenue. The bribes were paid in the form of bogus consulting contracts with law firms. To deflect suspicion, the conspirators used firms that do not specialise in tax law. The identity of the suspects remains secret for now. But leaks published in the press suggest that some of Brazil’s biggest firms, in industries ranging from banking to manufacturing, are involved. So, apparently, are a handful of multinationals. There is also much speculation that the dimensions of the scandal will grow: CARF has 105,000 cases pending, with a total value of 520 billion reais.

If I should be, where I no more can hearThy voice, nor catch from thy wild eyes these gleamsOf past existence, wilt thou then forgetThat on the banks of this delightful streamWe stood together; And that I, so longA worshipper of Nature, hither came,Unwearied in that service: rather sayWith warmer love, oh! with far deeper zealOf holier love. Now wilt thou then forget,That after many wanderings, many yearsOf absence, these steep woods and lofty cliffs,And this green pastoral landscape, were to meMore dear, both for themselves, and for thy sake.

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