About Schmidt Quotes

Mr. Powell raised an eyebrow. 'I'm a librarian,' he said. 'I always know what I'm talking about.

When gods die, they die hard. It's not like they fade away, or grow old, or fall asleep. They die in fire and pain, and when they come out of you, they leave your guts burned. It hurts more than anything you can talk about. And maybe worst of all is, you're not sure if there will ever be another god to fill their place. Or if you'd ever want another god to fill their place. You don't want the fire to go out inside you twice.

Joseph just listened. It was like he was dragging every word about Jupiter into himself so he could remember it and treasure it in his heart.

A comedy isn't about being funny," said Mrs. Baker. "We talked about this before." "A comedy is about character who dare to know that they may choose a happy ending after all. That's how I know." "Suppose you can't see it?" "That's the daring part," said Mrs. Baker.

You can tell all you need to know about someone from the way cows are around him.

Maybe the first time that you know you really care about something is when you think about it not being there,and when you know-you really know-that the emptinessis as much as inside you as outside you.For it falls out,that what we have we prize not to the worth whiles we enjoy it;but being lacked and lost,why,then we rack the value,then we find the virtue that possesion would not show us while it was ours.That's when I knew for the first time that I really did love my sister.

As Jeff Bezos, founder and CEO of Amazon, says: “In the old world, you devoted 30 percent of your time to building a great service and 70 percent of your time to shouting about it. In the new world, that inverts.

We were just about the last ones to leave. Reverend Ballou took Joseph’s hand to shake it, and Joseph said, “How much of that story is true?” Reverend Ballou considered this. “I think it all has to be true, or none of it,” he said. “The angels?” said Joseph. “Really?” “Why not?” said Reverend Ballou. “Because bad things happen,” said Joseph. “If there were angels, then bad things wouldn’t happen.” “Maybe angels aren’t always meant to stop bad things.” “So what good are they?” “To be with us when bad things happen.” Joseph looked at him. “Then where the hell were they?” he said. I thought Reverend Ballou was going to start bawling.

Give me a book. There is no present I care about but that.

I love the sound of a brand-new bottle of coke when you pry the lid off and it starts to fizz. Whenever I hear that sound, I think of roses, and of sitting together with someone you care about and of Romeo and Juliet waking up somewhere and saying to each other, weren't we jerks? And then having all that be over. That's what I think of when I hear the sound of a brand-new bottle of Coke being opened

A comedy is about characters who dare to know that they may choose a happy ending after all.

I'm a librarian," he said. "I always know what I'm talking about.

Not what happened and who’s to blame, but what are we going to do about it?

I'm a librarian. I always know what I'm talking about

I think he became a man who brought peace and wisdom to hi world, because he knew about war and folly. I think that he loved greatly, because he had seen what lost love is. And I think he came to know, too, that he was loved greatly." She looked at the strawberry in her hands. "But I thought you didn't want me to tell you your future.

There are people who are team players and really care about the company. When they speak up, it matters a lot to me because I know they are coming from the right place.

Whenever I hear others say they don’t like their job or the professional path they have chosen, I encourage them to make a change. We spend so much time at our jobs, it’s important that we feel good about being there. Life is too short to be unhappy.

I know. That sounds like a lie. But Presbyterians know that every so often a lie isn't all that bad, and I figured that this was about the best place it could happen.

Mr. Powell raised an eyebrow. 'I'm a librarian,' he said. 'I always know what I'm talking about

Mr. Powell raised an eyebrow. “I’m a librarian,” he said. “I always know what I’m talking about.

Bill didn’t work the problem first, he worked the team. We didn’t talk about the problem analytically. We talked about the people on the team and if they could get it done.

This brings me back to my question about my karma,” Wilson said. “You probably set kittens on fire,” Schmidt said. “And the rest of us were probably there with you, with skewers.

market research can’t tell you about solving problems that customers can’t conceive are solvable. Giving the customer what he wants is less important than giving him what he doesn’t yet know he wants.

When Father brought us here to see Mother all those years ago, he told us that she wouldn't leave our minds, that she would always be right here when we needed her. But he lied about that. The dead don't come for you.

So you think Don Pedro ended up all right,” I said. “I think he became a man who brought peace and wisdom to his world, because he knew about war and folly. I think that he loved greatly, because he had seen what lost love is. And I think he came to know, too, that he was loved greatly.” She looked at the strawberry in her hands. “But I thought you didn’t want me to tell you your future.

With your permission you give us more information about you, your friends, and we can improve the quality of our searches. We don't need you to type at all. We know where you are. We know where you've been. We can more or less guess what you're thinking about.

Bill liked to tell a story about when he was at Intuit and they started getting into banking products. They hired some product managers with banking experience. One day, Bill was at a meeting with one of those product managers, who presented his engineers with a list of features he wanted them to build. Bill told the poor product manager, if you ever tell an engineer at Intuit which features you want, I’m going to throw you out on the street. You tell them what problem the consumer has. You give them context on who the consumer is. Then let them figure out the features. They will provide you with a far better solution than you’ll ever get by telling them what to build.

I was going home more frequently and each time was a small victory. But there is something inherently wrong about visiting your own home. You should never have to do that: You should simply go home. And I had been away for so long that even as I went back more often, I couldn’t help feeling removed from things.

Here are some simple steps to creating a plan: Think about your ideal job, not today but five years from now. Where do you want to be? What do you want to do? How much do you want to make? Write down the job description: If you saw this job on a website, what would the posting look like? Now fast forward four or five years and assume you are in that job. What does your five-years-from-now résumé look like? What’s the path you took from now to then to get to your best

Like what might happen if Coach Reed rang the doorbell at The Dump some afternoon and sat down next to Lucas. Like knowing that Principal Peattie is wrong about what he said. Like laying a missing bird picture back where it’s supposed to be. Like someone seeing what a chump you are and getting you a cold Coke anyway. Like Possibility.

This is the worst thing about poisons and deadly sins - that we enjoy them.

When Mr. Ferris found out about the Broadway play, Clarence didn't stop rocking during the whole lab.

Loving a business means having a plan for leaving it, but leaders often neglect to think about who will succeed them.

The nice thing about meetings is that the higher up you are on the food chain, the less you have to prepare for them.

Perhaps that was part of growing up... Perhaps there would always be small pieces of his heart missing, scattered from town to town, staying with the people he cared about most.

You can’t talk about coaching—or leading a company—without talking about winning. That’s what the good coaches do. That’s what great leaders do.

Like I said, you can tell a whole lot about someone from the way cows are around him.

Silicon Valley’s other tech executives seemed only too happy to perpetuate this ignorance. (“If you have something that you don’t want anyone to know about, maybe you shouldn’t be doing it in the first place,” Sandberg’s former boss Eric Schmidt would famously quip in a 2009 interview on CNBC, echoing the law enforcement refrain to emphasize user responsibility.

best reflected in the trusted team the founders form to launch their venture. So ask that team: What do we care about? What do we believe? Who do we want to be? How do we want our company

Mrs. Russell made us both sit down with a glass of milk. "And I have a special treat for you," she said. I'm not lying. She really said that. I held my breath because of the last special treat at the Daughertys', but it didn't help, because when Mrs. Russell came back, she came back with a loaf of banana bread. Banana bread! And James said, "How about we have some jam with that?" and Mrs. Russell said, "Jam? Then you wouldn't be able to taste the bananas," and James said, "Ma, I hate bananas," and she said, "But I'm sure that Doug enjoys them," and I said, "I think I'm still full from lunch, so the milk's fine," and then Mrs. Russell picked up the plate with the banana bread on it, and you might not believe this, but she started to laugh and laugh a d laugh, until Mr. Russell came out to the kitchen to see what was so funny and she showed him the banana bread and he said, "I hate bananas," and we all started to laugh until Mrs. Russell said, "I hate bananas too," and you can imagine us all laughing until we were crying and finally Mrs. Russell took the banana bread outside to break it up for the birds-"Let's hope they like bananas"-and then I showed Mr. Russell Aaron Copland's Autobiography: Manuscript Edition, and he stopped laughing.

Eric Schmidt likes to point out that if you recorded all human communication from the dawn of time to 2003, it takes up about five billion gigabytes of storage space. Now were creating that much data every two days

To begin with, there is an almost compulsive promiscuity associated with homosexual behavior. 75% of homosexual men have more than 100 sexual partners during their lifetime. More than half of these partners are strangers. Only 8% of homosexual men and 7% of homosexual women ever have relationships lasting more than three years. Nobody knows the reason for this strange, obsessive promiscuity. It may be that homosexuals are trying to satisfy a deep psychological need by sexual encounters, and it just is not fulfilling. Male homosexuals average over 20 partners a year. According to Dr. Schmidt, The number of homosexual men who experience anything like lifelong fidelity becomes, statistically speaking, almost meaningless. Promiscuity among homosexual men is not a mere stereotype, and it is not merely the majority experience—it is virtually the only experience. Lifelong faithfulness is almost non-existent in the homosexual experience. Associated with this compulsive promiscuity is widespread drug use by homosexuals to heighten their sexual experiences. Homosexuals in general are three times as likely to be problem drinkers as the general population. Studies show that 47% of male homosexuals have a history of alcohol abuse and 51% have a history of drug abuse. There is a direct correlation between the number of partners and the amount of drugs consumed. Moreover, according to Schmidt, “There is overwhelming evidence that certain mental disorders occur with much higher frequency among homosexuals.” For example, 40% of homosexual men have a history of major depression. That compares with only 3% for men in general. Similarly 37% of female homosexuals have a history of depression. This leads in turn to heightened suicide rates. Homosexuals are three times as likely to contemplate suicide as the general population. In fact homosexual men have an attempted suicide rate six times that of heterosexual men, and homosexual women attempt suicide twice as often as heterosexual women. Nor are depression and suicide the only problems. Studies show that homosexuals are much more likely to be pedophiles than heterosexual men. Whatever the causes of these disorders, the fact remains that anyone contemplating a homosexual lifestyle should have no illusions about what he is getting into. Another well-kept secret is how physically dangerous homosexual behavior is.

When placed on the stone his head turned several times as if it wanted to look about it, moved its tongue and opened its mouth as if wanting to speak, for a good half quarter of an hour. I have never seen the like of this.

Maybe the first time that you know you really care about something is when you think about it not being there, and when you know-you really know-that the emptiness is as much as inside you as outside you. For it falls out, that what we have we prize not to the worth whiles we enjoy it; but being lacked and lost, why, then we rack the value, then we find the virtue that possession would not show us while it was ours. That's when I knew for the first time that I really did love my sister.

If what you need, in order to feel good about yourself later on, is to show him some mercy - then show him mercy. If you need to tell him the truth, do that. But try to look at in terms of what you're going to be able to live with ten, twenty years down the line.

Compare the air to a forest. When forest fires occur regularly, there is less fuel for any one fire, so the burns don't become conflagrations. If you prevent forest fires and build up a huge mass of living and dead wood in the forest, when a burn at last occurs, it is likely to be serious and large. When increased atmospheric carbon warms the air and when more vapor is available, conflagrational storms become more likely. [...] Will the pattern of storms be seen in the future as an anomaly? Or with so much more water vapor in the air, is it now normal? 'Everyone talks about global warming,' said Gavin Schmidt, head of the NASA climate models at the Goddard Institute for Space Studies, 'but changes in rainfall often have a bigger impact. We're forcing the climate into a state we have not seen for millions of years

Passionate people don’t wear their passion on their sleeves; they have it in their hearts. They live it. Passion is more than résumé-deep, because its hallmarks—persistence, grit, seriousness, all-encompassing absorption—cannot be gauged from a checklist. Nor is it always synonymous with success. If someone is truly passionate about something, they’ll do it for a long time even if they aren’t at first successful. Failure is often part of the deal. (This is one reason we value athletes, because sports teach how to rebound from loss, or at least give you plenty of opportunities to do so.) The passionate person will often talk at length, aka ramble, about his pursuits. This pursuit can be professional. In our world, “perfecting search” is a great example of something people can spend an entire career on and still find challenging and engaging every day. But it can also be a hobby.

I'm not lying, I was a killer Helen Burns. I stepped out on to that stage like I was the Great Esquimaux Curlew. When Jane Eyre came to look at my book-- which happened to be Our Town -- I handed it to her just right. When Miss Scatchard told me I never cleaned my nails, I was about as quiet and innocent as a Large-Billed Puffin. When she hit me a dozen times with a bunch of twigs, I was the Brown Pelican: I didn't bat an eye -- and you try getting hit a dozen times with a bunch of twigs. And when I had to die, people were crying. Really. And you know why? Because I was the Black-Backed Gull, and so people cried like Helen Burns was their best friend.

There was a time in my life when I believed I could have a place in the world, that I deserved bigger things than the average young woman because I could imagine an existence outside of Fall River, outside family life. Then I turned twenty-five and everything I knew about myself all but ended. It was the year Father tried to marry me off.

We're dating now," Toby blurted out, reaching for my hand as soon as Dad let go. "That's new. Me and Rory. Aurora and me. Together. I asked." Mom and Dad exchanged a glance and I wondered if they were thinking the same thing I was about the time nine-year-old Toby had announced to Major May, "Me and Rory—Rory and me we ate a whole watermelon!

There is another issue with the largely cognitive approach to management, which we had big-time at Google. Smart, analytical people, especially ones steeped in computer science and mathematics as we were, will tend to assume that data and other empirical evidence can solve all problems. Quants or techies with this worldview tend to see the inherently messy, emotional tension that’s always present in teams of humans as inconvenient and irrational—an irritant that will surely be resolved in the course of a data-driven decision process. Of course, humans don’t always work that way. Things come up, tensions arise, and they don’t naturally go away. People do their best to avoid talking about these situations, because they’re awkward. Which makes it worse.

BE CREATIVE. Your post-fifty years should be your most creative time. You have wisdom of experience and freedom to apply it where you want. Avoid metaphors such as you are on the “back nine.” This denigrates the impact you can have. DON’T BE A DILETTANTE. Don’t just do a portfolio of things. Whatever you get involved with, have accountability and consequence. Drive it. FIND PEOPLE WHO HAVE VITALITY. Surround yourself with them; engage with them. Often they will be younger. APPLY YOUR GIFTS. Figure out what you are uniquely good at, what sets you apart. And understand the things inside you that give you a sense of purpose. Then apply them. DON’T WASTE TIME WORRYING ABOUT THE FUTURE. Allow serendipity to play a role. Most of the turning points in life cannot be predicted or controlled.

What is funny? I should think it is not very funny for you as an American,” said Eric, trying to be light, but at his most Germanic. He had been talking about the falling dollar, and the inadequate policies of President Carter, as compared with the sagacious housekeeping of Helmut Schmidt’s government. “Sorry,” Tom said, “I was thinking of Schmidt’s or somebody’s remark—‘The financial affairs of America are now in the hands of rank amateurs.

After decades of research about how children learn best, here’s what we’ve discovered: Children learn through play. It’s the work of childhood. Children learn through hands-on experiences. Seeing, touching, tasting, smelling are the strongest modes for early learning. Children master communication by having conversations. Children learn by trying to solve real problems. Children find exploration and investigation intrinsically rewarding. The driving force is “What if . . .?” and “I wonder. . . .

I know this doesn't sound like some sort of earth-shattering new idea that's going to change the universe. But I wonder if what Hercules was most afraid of when he was holding up the sky wasn't that he was going to have to hold it up forever. It was that he was going to have to hold it up forever while he was by himself. THat's a kind of scary thing to think about. Maybe, the stuff we hold up, we don't have to hold up by ourselves all the time. Maybe sometimes we can let someone else hold is up too. Maybe that's how we can get by. Maybe.

My favorite time with the staff was when they came in with no assigned task, only to hear how I was, or talk about normal, everyday stuff. Not my medication, not my fingers, not my diet. Just asking what I used to do, what I dreamt of doing, and commenting on things happening in the world. All my strength went into physical and occupational therapy. I didn’t have a drop of energy for the outside world, but I liked to hear about it nevertheless, a bit like playing on the kitchen floor when I was a child and my parents listened to the radio.

What I really meant to write to you about today was to tell you that I read your learned and technical and I am sure admirable denouncements of Walt Whitman with a respectful attention due to so much earnestness; and when I had done, and wondered awhile pleasantly at the amount of time for letter-writing the Foreign Office allows its young men, I stretched myself, and got my hat, and went down to the river; and I sat at the water's edge in the middle of a great many buttercups; and there was a little wind; and the little wind knocked the heads of the buttercups together; and it seemed to amuse them, or else something else did, for I do assure you I thought I heard them laugh.

I came to see that survival here was all about hope, the most important fuel to our brain-damaged engines. Without it, getting—or being taken—out of bed for another identical day of confusion and failure might have been futile, for both the patients and their relatives. If you woke up with the hope that today was the day you were going to pour yourself a cup of tea, or make a conscious decision to get to the breakfast room and eat cereal with your new friends, then you were on the road to some form of recovery, even if you were never going to be able to make yourself tea again or get yourself down to breakfast. But hope was also the heaviest burden and one that many patients couldn’t carry for themselves. My doctor told me that she often made a contract with her patients to carry it for them, to keep it alive.

weren’t for Alan’s request for him to pass the ketchup bottle, he would have thought they didn’t realize he was there at all. Erin continued to complain about how Jonathan, for the third time that week, had said he needed to leave the afternoon class early, and that this time, he claimed he needed to go back to Lawrence Hall to talk to LaDonda. Nathan was puzzled to hear this. Even if Jonathan made a mistake and meant that he was meeting LaDonda at Schmidt Hall, he knew that he wasn’t telling the truth because LaDonda was waiting for Nathan in the lobby after they had returned to Lawrence Hall. Malick was waiting with her. She wanted to remind them both about meeting with Argus after dinner to prepare for the evening’s bonfire. Unless LaDonda is skilled at being at two places at once, Jonathan was definitely hiding something. Nathan noticed Jonathan

Citizen participation will reach an all-time high as anyone with a mobile handset and access to the Internet will be able to play a part in promoting accountability and transparency. A shopkeeper in Addis Ababa and a precocious teenager in San Salvador will be able to disseminate information about bribes and corruption, report election irregularities and generally hold their governments to account. Video cameras installed in police cars will help keep the police honest, if the camera phones carried by citizens don’t already. In fact, technology will empower people to police the police in a plethora of creative ways never before possible, including through real-time monitoring systems allowing citizens to publicly rate every police officer in their hometown. Commerce, education, health care and the justice system will all become more efficient, transparent and inclusive as major institutions opt in to the digital age. People who try to perpetuate myths about religion, culture, ethnicity or anything else will

At a young age, Evan would listen in on his father’s long legal calls, which he credits for giving him early business exposure that helped develop his critical thinking and business accumen. He can often become obsessed with ideas, hungrily learning everything he can about them at a rapid pace. Evan is constantly curious and is learning and getting better at being a CEO very quickly. But his two superpowers are (1) his ability to get inside his users’ heads and think like a teenage girl and (2) his knack for attracting brilliant, powerful mentors. Evan loves picking other people’s brains over a walk or a meal. Over the years he has attracted an A-list roster of mentors, including SoftBank’s Nikesh Arora, Twitter’s Jack Dorsey and Google’s Eric Schmidt. He doesn’t just limit these brain dumps to tech luminaries, though, as he often walks and chats with fashion designers, politicians, documentary filmmakers, and other intriguing peers. Often, these impressive people will come speak to Team Snapchat at their Venice headquarters.

Focus on the user… and the money will follow. This can be particularly challenging in environments where the user and customer are different, and when your customer doesn’t share your focus-on-the-user ethos. When Google acquired Motorola in 2012, one of the first Motorola meetings Jonathan attended was a three-hour product review, where the company’s managers presented the features and specifications for all of Motorola’s phones. They kept referring to the customer requirements, most of which made little sense to Jonathan since they were so out of tune with what he knew mobile users wanted. Then, over lunch, one of the execs explained to him that when Motorola said “customers,” they weren’t talking about the people who use the phones but about the company’s real customers, the mobile carriers such as Verizon and AT&T, who perhaps weren’t always as focused on the user as they should have been. Motorola wasn’t focusing on its users at all, but on its partners. At Google, our users are the people who use our products, while our customers are the companies that buy our advertising and license our technology. There are rarely conflicts between the two, but when there are, our bias is toward the user. It has to be this way, regardless of your industry. Users are more empowered than ever, and won’t tolerate crummy products.

IT’S ONLY SOUND Let me ask you an honest question. Is your music subject to God’s approval? If you discovered that He desired for you to listen to a different kind of music, would you obey willingly and gladly? Or would you resist and cling to “what you like”? Recently in a counseling session, I was speaking with a teenage young man about the power of music. After some thought about how strongly his music was holding on to his heart, he lifted his head, sort of chuckled and said, “It’s kind of strange when you really think about it…it’s only music…it’s only sound.” Oh, but how powerful that sound is! Just try to take away or suggest danger in the favorite CD or the favorite CCM group of a supposedly “surrendered” Christian. You’ll get everything from rage to ridicule—real fruits of the Spirit—all qualities that are produced by just such “good, godly music.” I’m being intentionally sarcastic to cause you to think. If pop-styled Christian music is so spiritually effective, why aren’t we having revival? Why isn’t it producing more holy, more separated, more godly individuals? Why are young people leaving Christianity in record numbers? Why do we have to have the world’s music? Should music really be such a stronghold in the Christian heart or in the local church? Should such self-absorption be the guiding force of our choices in entertainment? Should we view our music as entertainment at all? Does God really like “all kinds” of music? Music has a much higher purpose than our pleasure. Reducing music to mere entertainment would be something like asking a brain surgeon to roast marshmallows for a living. No, music is much too powerful and spiritually significant to reduce it to a petty place of pleasure. First Corinthians 10:14 admonishes us, “Wherefore, my dearly beloved, flee from idolatry.” Again in Colossians 3:5 we’re told to, “Mortify therefore your members which are upon the earth; fornication, uncleanness, inordinate affection, evil concupiscence, and covetousness, which is idolatry.” God commands us to “mortify” or “put to death” our “members.” Anything less than full surrender of our bodies (including our ears) to God is a subtle form of idolatry. Is music an idol in your life? Is it a stronghold? Are you addicted to your style, your group, your sound? Do you find yourself putting up a wall of defense in your heart, even as you read these words? Is your primary concern that it “makes you feel good” or that you listen to “what you like”? Think about it. It’s only sound.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

As Google grew, it also shrank—small enough to fit inside a mailbox in Bermuda, where it funneled $14 billion in annual profits via an intricate series of transatlantic shell companies that allowed it to avoid an estimated $2 billion in taxes every year. “It’s called capitalism,” chairman Eric Schmidt said when questioned about it.

It is a matter of legal record that, for years, the CEOs of Apple, Intel, Google, Pixar, and other Silicon Valley firms operated something very much like a cartel against their own employees. In a scandal that journalists now call “the Techtopus,” these worthies agreed to avoid recruiting one another’s tech workers and thus keep those workers’ wages down across the industry. In 2007, in one of the most famous chapters of the Techtopus story, the famous innovator Steve Jobs emailed Eric Schmidt, demanding that this CEO and friend of top Democrats do something about a Google recruiter who was trying to lure an employee away from Apple. Two days later, according to the reporter who has studied the case most comprehensively, Schmidt wrote back to Jobs to tell him the recruiter had been fired. Jobs then forwarded Schmidt’s email around with this comment appended: “:)

The nice thing about meetings is that the higher up you are on the food chain, the less you have to prepare for them. When you’re the top dog (or somewhere up there on the canine hierarchy), other people prepare for the meeting while all you have to do is listen and opine. Your colleagues leave with the action items, and you leave with nothing to do but run to the next meeting.

At a 2017 conference on artificial intelligence and global security, former Google CEO Eric Schmidt warned participants against complacency when it came to Chinese AI capabilities. Predicting that China would match American AI capabilities in five years, Schmidt was blunt in his assessment: “Trust me, these Chinese people are good. . . . If you have any kind of prejudice or concern that somehow their system and their educational system is not going to produce the kind of people that I’m talking about, you’re wrong.

Culture stems from founders, but it is best reflected in the trusted team the founders form to launch their venture. So ask that team: What do we care about? What do we believe? Who do we want to be? How do we want our company to act and make decisions? Then write down their responses. They will, in all likelihood, encompass the founders’ values, but embellish them with insights from the team’s different perspectives and experiences. Most companies neglect this. They become successful, and then decide they need to document their culture. The job falls to someone in the human resources or PR department who probably wasn’t a member of the founding team but who is expected to draft a mission statement that captures the essence of the place. The result is usually a set of corporate sayings that are full of “delighted” customers, “maximized” shareholder value, and “innovative” employees. The difference, though, between successful companies and unsuccessful ones is whether employees believe the words.

In the old world, you devoted 30 percent of your time to building a great service and 70 percent of your time to shouting about it. In the new world, that inverts.”19 The second reason product excellence is so critical is that the cost of experimentation and failure has dropped significantly.

Think about the baby elephant seals (knaves) who try to steal milk from other baby seals’ mothers; they are bitten not only by the nursing mother but also by other female seals (knights).47

If you think your abilities are fixed you will set for yourself what you call "performance goals" to maintain that self image but if you have a growth mindset, you'll set "learning goals" - goals that will drive you to take risks without worrying so much about how you look

What would you have me say, Mr. Stonecrop? That my own boy shouldn’t find shelter for someone in need? That my own boy shouldn’t care for the outcast?” Now he leaned across the desk. “By God, that my own boy shouldn’t stand up—as his father should have stood up—against the money of the town when it set about to destroy a community that never harmed it, merely for the sake of tourists from Boston? Is that what you’d have me say to

Iris Whitney, a former showgirl that frequented Malachy’s bar on Third Avenue, became my friend with a story. The same year that I had graduated from High School, she had been frolicking with John Garfield in her two room Gramercy Park apartment. On May 21, 1952 Garfield was found dead of a heart attack, in her bed. When I first met Iris I didn’t know anything about this but even if I had, all I can say is that I enjoyed her company and survived the experience. Of course she denied having been intimate with the actor the night that he died and added that John had not been feeling well. When the police arrived and had to break the door down, her explanation was that she thought that they were newspaper men. Several years later, in Connecticut, I had the occasion to talk about old times and some of these events, to the popular stage and screen actor Byron Barr better known as “Gig Young.” Sitting with my wife Ursula and Young at the open bar alongside the Candlewood Theatre, in New Fairfield during the summer of 1978, everything seemed normal. Coincidentally I also knew his former wife Elizabeth Montgomery who was married to him from 1956 to 1963, since she was my neighbor living on the nearby Cushman road in Patterson New York,. On October 19, 1978, two months after seeing Young, I read that he had shot his wife Kim Schmidt and committed suicide only three weeks after their marriage. Apparently Young had shot his wife and then turned the gun on himself. They were both found dead in their Manhattan apartment but the police never established a motive for the murder-suicide. I knew that he liked to drink and this may have been a part of the problem, but he always seemed congenial and there was no hint that it would ever come to this.

5 WORDS ON A WHITEBOARD HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW. BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

This collection consists of the following pieces: COGNITIVE SCIENCE 1. The Embodied Cognition View 2. On Flanagan's Ideas On Dreams and Ahead: An Attempt To Locate Dreaming Phenomenon Under The Superclass Of Consciousness 3. "The Pragmatics of Cartoons: The Interaction of Bystander Humorosity vs. Agent-Patient Humorosity." 4. Integrationist School or on 'Rethinking Language'. 5. On Steven Pinker's 'Language Instinct' or Some Remarks on Evolutionary Psycholinguistics 6. On the (Im)Possibility of Psychotherapist Computer Programs: An Investigation within the Realm of Epistemology 7. Thai Language: A Brief Typology. ART NARRATIVES 8. Armenians As Ingroups in William Saroyan's Stories from the Framework of the Theory of Social Representations: A Social Psychological Inquiry. 9. A Critique of The Stories By South East Asian Writing Awardees 10. Mulholland Drive: Another impasse for the American film industry. 11. On 'About Schmidt' 12. On Black spirituals. 13. The possibility of an African American poetry.

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

In almost all traditional contexts—in Africa, America, Australia, Asia or Europe—we find belief in a God located in the sky (or on a high mountain) and almost always referred to with masculine language. This God creates the world (usually directly, although in a few stories through an agent such as a son). He provides standards of behavior, which he may enforce with lightning bolts. Particularly in later cultures, he stands apart from the routine worship of other gods and spirits. The stories about him demonstrate a memory of a time when this God was worshiped regularly, but something intervened. Many (but not all) cultures that refer to this interruption explain that it happened because this God did not receive the obedience due him. Depending on the specific culture, this God now receives varying amounts of recognition. In some cultures he is called on only in times of calamity; in some he is worshiped by a special group of people only; in a number of cultures he continues to be recognized. But, to come back to Schmidt’s conclusions, among all of these traditional cultures, it was the most ancient (that is, materially least developed) cultures that featured exclusive worship of God and almost no magic. These groups include African and Filipino Pygmies, Australian Aborigines and several Native American tribes. Each group strongly believes in a Creator God and practices little or no animism or magic. Thus Schmidt concluded that there is solid evidence for an original monotheism.[22

MONEY’S NOT ABOUT MONEY COMPENSATING PEOPLE WELL DEMONSTRATES LOVE AND RESPECT AND TIES THEM STRONGLY TO THE GOALS OF THE COMPANY.

One condition was that if she spoke publicly about the facility and, more importantly, the “specimens,” her constitutional rights would be forfeit and that—as the saying goes—would be that.

So what should you do, right now then? Well you should start by listening to George Bernard Shaw who said that, “all progress depends on the unreasonable man.” Graduation gives you the courage to be unreasonable. Don’t bother to have a plan. Instead let’s have some luck. Success is really about being ready for the good opportunities that come before you. It’s not to have a detailed plan about everything you’re going to do, you can’t plan innovation or inspiration, but you can be ready for it. And when you see it, you can jump on it and you can make a difference, as many of the people here have already done. Leadership and personality matters a lot. Intelligence, education, and analytical reasoning matter. Trust matters. In the network world, trust is the most important currency. Which brings me to my final question. What is, in fact, the meaning of life? And in a world where everything is remembered and everything is kept forever–the world you are in–you need to live for the future and the things you really care about. And what are those things? Well in order to know that, I hate to say it, but you’re going to have to turn off your computer. You’re actually going to have to turn off your phone and discover all that is human around us. You’ll find that people really are the same all around the world. They really do care about the same things. You’ll find that the resilience of a human being and the human spirit is amazing. You’ll find today that the best chance you will ever have is right now, to start being unreasonable. You’ll find that a mind set in its way is a life wasted–don’t do it.

That animatronic is back: Playing mind games with me, are you? Well no dice! I’m not about to fall for your stupid tricks. Who do you think you’re messing with? I’m Mike Schmidt! Security guard of this fine restaurant. I’ll send you to the scrap heap if you try to mess with me. Just see what happens if you – Huh? Where’d he go? I flicked through the camera screens, searching for the escaped fox. HOLY CHEESELESS PIZZA! I slammed down on the door control, as the animatronic charged down the hallway at a speed which would shame an Olympic sprinter. The footsteps that echoed through the empty halls promptly stopped outside my closed door, leaving the restaurant in total silence… BANG! BANG! BANG! “THERE’S NO ONE HOME!” I shouted to the door, having read what happened to the Three Little Pigs. Thankfully, the banging stopped soon afterwards. With a sigh of relief, I turned my attention back to the power level. Power

We can talk about God’s justice and love from now to the end of time. But until our theological discourse engages white supremacy in a way that empowers poor people to fight the monster, then our theology is not worth the paper it is written on. In

I soon realized that in large part their resistance to any new information rested on the structure of their faith. Convinced that this or that assumption about the Bible was true, they believed that faith in God was also viable. In other words, they entertained faith in an ultimate authority because they had faith in proximate authorities. However gently you challenged their assumptions about the Bible, you effectively challenged their ability to believe in God at all. Now imagine asking anyone more directly to grapple with their understanding of God—the changing face of God. The level of resistance is predictable. Finally,

Business, regardless of size or scope, is forever, permanently global, while humans are naturally provincial. So it doesn’t matter where you are or where you came from, get out of there whenever you have the chance. Go live and work somewhere else. If you’re at a big company, seek the international assignments. Your managers will love you for it and you’ll be a much more valuable employee as a result. If working overseas isn’t an option, then travel, and when you are out and about don’t forget to see the world as your customers do. If you’re in retail, walk through a store or two. If you’re in media, pick up a paper or turn on the radio. It’s amazing how often people come back from business trips to foreign lands with insights gleaned solely from their conversation with the taxi driver who took them from the airport to the hotel. If those drivers only knew how much power they have in shaping global business strategy!

Brötchen There’s nothing more German than this recipe. A staple for all true Schmidt bakers. These are best hot out of the oven with butter or cherry jam. That’s the way Mom did it. Here, I’ll give you Oma’s cherry jam recipe too. 2½ to 3 cups all-purpose flour 1 packet active dry yeast (rapid) 1 teaspoon sugar 1 cup warm water 1 tablespoon oil 1 teaspoon salt 1 egg white Put 2½ cups flour into a large bowl and make a well in the middle. Pour yeast, sugar, and two tablespoons of warm water (the water comes from the 1 cup) into the well. Mix yeast, sugar, and water in the well, but don’t mix in the flour yet. Cover the bowl with a cloth and set it in a warm place for 15 minutes until it proofs. Add the rest of the water and oil, and beat in the salt and flour good. Turn out the dough on a floured wooden board, and knead. Add the remaining ½ cup flour as needed to make it smooth. Put dough in a greased bowl, cover, and let it rise until it doubles in size. About an hour in that same warm spot. Punch down, then split it into 12 pieces. Shape into rolls and place 3 inches apart on a greased and floured baking tray. Cover and let rise one more time until they double again. Cut a cross on top of each. Beat egg white and 1 teaspoon water with a fork until frothy and brush the rolls. (Oh, I forgot—should have preheated the oven to 450°F already.) Then you bake for 15 to 20 minutes until the tops are golden.

Laxatives were her major companion,” Itchie says. “When we were in Paris we made quite a scene in a pharmacy across the street from our hotel about her needing to buy more laxatives. I suggested natural food groups that might relieve her ‘constipation,’ but she always won those arguments.

The tour of the amusement park–like campus included a chat with Executive Chairman Eric Schmidt. I shared with him Israel’s concerns about Google Earth, the global mapping program, which terrorists had used as a targeting device. Google Earth, Schmidt explained, was designed to bring people closer together. “Yes,” I acknowledged, “but does it have to bring Hezbollah closer to my children?

At Google, a newly hired software engineer gets access to almost all of our code on the first day. Our intranet includes product roadmaps, launch plans, and employee snippets (weekly status reports) alongside employee and team quarterly goals (called OKRs, for “Objectives and Key Results”… I’ll talk more about them in chapter 7), so that everyone can see what everyone else is working on. A few weeks into every quarter, our executive chairman, Eric Schmidt, walks the company through the same presentation that the board of directors saw just days before. We share everything, and trust Googlers to keep the information confidential.

KAREN’S DISASTER of a marriage only served to exacerbate her mental illness and physical descent. “You expect a marriage to go through its ups and downs,” says Phil Ramone. “Unfortunately hers read exactly like the solo album, but it was her life. Its failure was exactly the same. That’s too much for any human being to take. Any way you look at it, that disaster was the final nail.” According to Itchie, “Karen tried to put a smile on her face all the time. No one wants to own up to having been deceived, especially with her life in the spotlight. Her wedding had been the centerfold of People. In truth, her marriage didn’t really last more than about three months.

I couldn't really discern any of the screaming lyrics, but I think the bouncy rhythm and their instrumental enthusiasm leave little doubt about the culinary joys of their favorite taco truck.

Laws are not drawn up near dumpsters with dirty needles and rats, but in mahogany trimmed board rooms where the marble gleams with the light of noble intentions. Rarely do these coincide with the gun toting men who are charged with the task of enforcing them. They are the offensive linemen of society. Nobody buys their jersey. People just yell at them when they are offsides. But without him everything will collapse! When I was an offensive guard I did whatever I could to block the other guy. So I can empathize with Inspector Harry Callahan and his methods. I love it when Callahan is still chewing his hot dog as he blows away punks who think they can steal from a bank during the middle of the day in San Francisco. Dirty Harry you had me at 'do you feel lucky?' Real cops couldn't catch the Zodiac killer, but Harry blew that scumbag into a pond, then followed up by throwing his badge into the same pond, because he too knows that the rules of 'decent' society are a myth that pretty people in big houses talk about over tea.

So I spent all day yesterday going through the paper, searching for something I could do. Here is what interested me: ·         Plumber wanted to marry princess and save kingdom from living mushrooms and giant lizard thing. Must have nice moustache and red clothes. ·         Legendary swordsman wanted to save Hyrule from an evil being who wants to take over the world. Elves only please. ·         Intergalactic bounty hunter wanted to fight parasitic lifeforms and save the galaxy. Females only. ·         Author wanted to write stories about popular games.

2.      I’ve never wielded a sword in my life, nor have I ever been to ‘Hyrule’, wherever the heck that is. And I don’t know about you, but I’m pretty sure elves don’t exist. 3.      Intergalactic bounty hunter? I’m a game designer for crying out loud. I don’t want to save the galaxy. Also, I’m a guy. No chance there. 4.      Yeah right. Like I’m gonna write stories on games. Who would ever read those?

Like Garth Brooks said about it, you need to live where you could honestly choose, if you had to, on whether to give up one yesterday for one more tomorrow, you have to be able to say no to that.

What do we care about? What do we believe? Who do we want to be? How do we want our company to act and make decisions?

Culture stems from founders, but it is best reflected in the trusted team the founders form to launch their venture. So ask that team: What do we care about? What do we believe? Who do we want to be? How do we want our company to act and make decisions? Then write down their responses. They will, in all likelihood, encompass the founders’ values, but embellish them with insights from the team’s different perspectives and experiences.

marketed to what users said they wanted, but market research can’t tell you about solving problems that customers can’t conceive are solvable.

And about that drunken Carnival photo: Unless they demonstrate a serious character flaw, we generally don’t hold a candidate’s online photos and commentary against her. We are hiring for passion, remember, and passionate people will often have an exuberant online presence. This demonstrates a love of the digital medium, an important characteristic in today’s world.

Ray Kurzweil said that “information technology’s growing exponentially… And our intuition about the future is not exponential, it’s linear.”93