Account Manager Quotes

The major problem—one of the major problems, for there are several—one of the many major problems with governing people is that of whom you get to do it; or rather of who manages to get people to let them do it to them. To summarize: it is a well-known fact that those people who must want to rule people are, ipso facto, those least suited to do it. To summarize the summary: anyone who is capable of getting themselves made President should on no account be allowed to do the job.

I'll say God seems to have a kind of laid-back management style I'm not crazy about. I'm pretty much anti-death. God looks by all accounts to be pro-death. I'm not seeing how we can get together on this issue, he and I...

There will never be a good time, financially, to get married, unless you're Shaq or Ray Romano. But somehow people manage. If your man is using money as an excuse not to marry you, it's your relationship that's insecure, not his bank account.

In the long run managements stressing accounting appearance over economic substance usually achieve little of either.

By the time I graduated, I knew that the confidence I’d managed to develop didn’t come from a perfect family or God-given talent. It came from personal accountability which brought me self respect, and self respect will always light a way forward.

You should never hold yourself accountable for results you don’t control, but always for the strength of trying.

The board's vision sets the standard for leadership throughout the company. By actively promoting and embodying the vision, board members hold management accountable for aligning their actions and strategies with the company's long-term aspirations.

I'll say God seems to have a kind of laid-back management style I'm not crazy about. I'm pretty much anti-death. God looks by all accounts to be pro-death. I'm not seeing how we can get together on this issue, he and I.

Leadership grows like tall trees. It needs both toughness and flexibility - toughness for accountability - flexibility to adapt changes with a compassionate & caring heart for self and others.

I believe that companies, as major employers, resource managers, technological innovators, and capital allocators, have a unique responsibility to operate with integrity, transparency, and accountability.

Delegating your accountabilities is abdication

Accountants are in the past, managers are in the present, and leaders are in the future.

The thought that the Mayan culture managed to calculate the Earth’s passing through the plane of the Milky Way galaxy never failed to fascinate Chuck. It was December of 2012 that had marked the end of the Mayan calendar and also saw the Earth pass through that plane, the winter equinox of 2012, to be precise. Of course, that exact date had been disproved. The Mayans hadn’t accounted for leap year. How could an ancient culture have calculated such a complex 26,000 year celestial cycle yet not figure in leap year? Yet another puzzle. Maybe it was this rare event that accounted for the appearance of his comet. His comet. Maybe he could be the one to officially make the discovery.

Telling the truth may cause a few seconds of pain, but there's no medicine that can manage the pain of keeping lies.

We’ll have to figure out a way to spend our money,” said Kaz. “What money?” said Jesper. “It all got poured into the Shu coffers. Like they needed it.” “Did it?” Nina’s eyes narrowed and Jesper saw a bit of her spirit return. “Stop playing around, Brekker, or I’ll send my unholy army of the dead after you.” Kaz shrugged. “I felt the Shu could manage with forty million.” “The thirty million Van Eck owed us—” murmured Jesper. “Four million kruge each. I’m giving Per Haskell’s share to Rotty and Specht. It will be laundered through one of the Dregs’ businesses before it passes back through the Gemensbank, but the funds should be in separate accounts for you by the end of the month.” He paused. “Matthias’ share will go to Nina. I know money doesn’t matter to—” “It matters,” said Nina. “I’ll find a way to make it matter. What will you do with your shares?” “Find a ship,” said Inej. “Put together a crew.” “Help run an empire,” said Jesper. “Try not to run it into the ground,” said Wylan. “And you, Kaz?” Nina asked. “Build something new,” he said with a shrug. “Watch it burn.

If your business doesn't have money set aside in a business savings account, then your business is extremely vulnerable to crisis. Your business has gotta put money aside as a safety precaution.

Horses are of a breed unique to Fantasyland. They are capable of galloping full-tilt all day without a rest. Sometimes they do not require food or water. They never cast shoes, go lame or put their hooves down holes, except when the Management deems it necessary, as when the forces of the Dark Lord are only half an hour behind. They never otherwise stumble. Nor do they ever make life difficult for Tourists by biting or kicking their riders or one another. They never resist being mounted or blow out so that their girths slip, or do any of the other things that make horses so chancy in this world. For instance, they never shy and seldom whinny or demand sugar at inopportune moments. But for some reason you cannot hold a conversation while riding them. If you want to say anything to another Tourist (or vice versa), both of you will have to rein to a stop and stand staring out over a valley while you talk. Apart from this inexplicable quirk, horses can be used just like bicycles, and usually are. Much research into how these exemplary animals come to exist has resulted in the following: no mare ever comes into season on the Tour and no stallion ever shows an interest in a mare; and few horses are described as geldings. It therefore seems probable that they breed by pollination. This theory seems to account for everything, since it is clear that the creatures do behave more like vegetables than mammals. Nomads appears to have a monopoly on horse-breeding. They alone possess the secret of how to pollinate them.

Thank you. Since we decided a few weeks ago to adopt the leaf as legal tender, we have, of course, all become immensely rich. [...] "But we have also," continued the management consultant, "run into a small inflation problem on account of the high level of leaf availability, which means that, I gather, the current going rate has something like three deciduous forests buying on ship's peanut." [...] "So in order to obviate this problem," he continued, "and effectively revalue the leaf, we are about to embark on a massive defoliation campaign, and...er, burn down all the forests. I think you'll all agree that's a sensible move under the circumstances.

Even more money is transferred to the bank accounts of fashion designers, gym managers, dieticians, cosmeticians and plastic surgeons, who help us arrive at the café looking as similar as possible to the market’s ideal of beauty.

The word no is like an asset in a metaphorical bank account where our life’s energy is the holding. Use it to save, and use it to earn a greater sense of yourself, what’s important to you, and where you want to spend your time and energy.

White people raised in Western society are conditioned into a white supremacist worldview because it is the bedrock of our society and its institutions. Regardless of whether a parent told you that everyone was equal, or the poster in the hall of your white suburban school proclaimed the value of diversity, or you have traveled abroad, or you have people of color in your workplace or family, the ubiquitous socializing power of white supremacy cannot be avoided. The messages circulate 24-7 and have little or nothing to do with intentions, awareness, or agreement. Entering the conversation with this understanding is freeing because it allows us to focus on how--rather than if--our racism is manifest. When we move beyond the good/bad binary, we can become eager to identify our racist patterns because interrupting those patterns becomes more important than managing how we think we look to others. I repeat: stopping our racist patterns must be more important than working to convince others that we don't have them. We do have them, and people of color already know we have them; our efforts to prove otherwise are not convincing. An honest accounting of these patterns is no small task given the power of white fragility and white solidarity, but it is necessary.

So tonight to shush you how about if I say I have administrative bones to pick with God, Boo. I'll say God seems to have a kind of laid-back management style I'm not crazy about. I'm pretty much anti-death. God looks by all accounts to be pro-death. I'm not seeing how we can get together on this issue, he and I, Boo.

The first step to solving any problem is to accept one’s own accountability for creating it.

She said, “Do you see how I’m wearing this apron? It means I’m working. For a living.” The unconcerned expression didn’t flag. He said, “I’ll take care of it.” She echoed, “Take care of it?” “Yeah. How much do you make in an hour? I’ll take care of it. And I’ll talk to your manager.” For a moment, Blue was actually lost for words. She had never believed people who claimed to be speechless, but she was. She opened her mouth, and at first, all that came out was air. Then something like the beginning of a laugh. Then finally, she managed to sputter, “I am not a prostitute.” The Aglionby boy appeared puzzled for a long moment, and then realization dawned. “Oh, that was not how I meant it. That is not what I said.” “That is what you said! You think you can just pay me to talk to your friend? Clearly you pay most of your female companions by the hour and don’t know how it works with the real world, but . . . but . . .” Blue remembered that she was working to a point, but now what that point was. Indignation had eliminated all higher functions and all that remained was the desire to slap him. The boy opened his mouth to protest, and her thought came back to her all in a rush. “Most girls, when they’re interested in a guy, will sit with them for free.” To his credit, the Aglionby boy didn’t speak right away. Instead, he thought for a moment and then he said, without heat, “You said you were working for living. I thought it’d be rude to not take that into account. I’m sorry you’re insulted. I see where you’re coming from, but I feel it’s a little unair that you’re not doing the same for me.” “I feel you’re being condescending,” Blue said. In the background, she caught a glimpse of Soldier Boy making a plane of his hand. It was crashing and weaving toward the table surface while Smudgy Boy gulped laughter down. The elegant boy held his palm over his face in exaggerated horror, fingers spread just enough that she could see him wince. “Dear God,” remarked Cell Phone boy. “I don’t know what else to say.” “Sorry,” she recommended. “I said that already.” Blue considered. “Then ‘bye.’” He made a little gesture at his chest that she thought was supposed to mean he was curtsying or bowing or something sarcastically gentleman-like.

Work should be personal. For all of us. Not just for the artist and entrepreneur. Work should have meaning for the accountant, the construction worker, the technologist, the manager and the clerk.

It is usually unbearably painful to read a book by an author who knows way less than you do, unless the book is a novel.

Just like any team, a board needs to evaluate its effectiveness regularly. This self-assessment allows for continuous improvement. Key metrics to consider include the quality of board discussions, the effectiveness of committee structures, and the board's ability to hold management accountable.

If we hope to become effective and successful in life, ministry, and especially marriage, we have to learn to be good managers. Stewardship means being accountable to God for every resource under our care. Effective managers do more than simply keep things running; they add value to everything they have responsibility over. Under a good manager, resources will appreciate in value.

If you don’t know the men at your back by name, don’t be surprised if they won’t follow you into battle. On the other hand, don’t be surprised if they will, either, because there are countless other factors you must take into account. Leadership is a slippery commodity, not easily manufactured or understood.

Public education does not serve a public. It creates a public. And in creating the right kind of public, the schools contribute toward strengthening the spiritual basis of the American Creed. That is how Jefferson understood it, how Horace Mann understood it, how John Dewey understood it, and in fact, there is no other way to understand it. The question is not, Does or doesn't public schooling create a public? The question is, What kind of public does it create? A conglomerate of self-indulgent consumers? Angry, soulless, directionless masses? Indifferent, confused citizens? Or a public imbued with confidence, a sense of purpose, a respect for learning, and tolerance? The answer to this question has nothing whatever to do with computers, with testing, with teacher accountability, with class size, and with the other details of managing schools. The right answer depends on two things, and two things alone: the existence of shared narratives and the capacity of such narratives to provide an inspired reason for schooling.

By definition, of course, we believe the person with a stigma is not quite human. On this assumption we exercise varieties of discrimination, through which we effectively, if often unthinkingly, reduce his life chances. We construct a stigma-theory, an ideology to explain his inferiority and account for the danger he represents, sometimes rationalizing an animosity based on other differences, such as those of social class.

Civilization began in the Fertile Crescent, not because it was an Edenic place overflowing with natural resources, but because it was so hostile to settlement that a village of any size needed careful management to survive.

When it comes down to it, government is simply an abandonment of responsibility on the assumption that there are people, other than ourselves, who really know how to manage things. But the government, run ostensibly for the good of the people, becomes a self-serving corporation. To keep things under control, it proliferates law of ever-increasing complexity and unintelligibility, and hinders productive work by demanding so much accounting on paper that the record of what has been done becomes more important than what has actually been done. [...] The Taoist moral is that people who mistrust themselves and one another are doomed.

Maintaining good accounting records is vital to the successful management of a business. It's really good to be able to assess business-specific financial data to inform decisions. So every business should invest in good accounting software like Intuit, Quicken, or Freshbooks... Or any of the many apps out there.

When you live today, being accountable for yesterday, today will be better because you would have taken the chance to know the activities and people who unmade and made your day and edit today's plans for the better.

Never wake up waiting to hear a command from someone before you make a move; be responsible! Never repeat what made you to waste an hour of yesterday; be accountable!

Because one’s bank account and one’s friendships can now be managed through identical machinic operations and gestures, there is a growing homogenization of what used to be entirely unrelated areas of experience.

You only ever have three things: 1) your self, wellbeing and mindset 2) Your life network, resources and resourcefulness 3) Your reputation and goodwill. Treasure and tend the first. Value, support and build the second. And mindfully, wisely ensure that the third (your life current and savings account) is always in credit.

As a source of the fledgling nation's financial might, slavery shaped our political institutions and founding documents, our laws governing private property and financial regulation, our management techniques and accounting systems, and our economic systems and labor unions.

If," ["the management consultant"] said tersely, “we could for a moment move on to the subject of fiscal policy. . .” “Fiscal policy!" whooped Ford Prefect. “Fiscal policy!" The management consultant gave him a look that only a lungfish could have copied. “Fiscal policy. . .” he repeated, “that is what I said.” “How can you have money,” demanded Ford, “if none of you actually produces anything? It doesn't grow on trees you know.” “If you would allow me to continue.. .” Ford nodded dejectedly. “Thank you. Since we decided a few weeks ago to adopt the leaf as legal tender, we have, of course, all become immensely rich.” Ford stared in disbelief at the crowd who were murmuring appreciatively at this and greedily fingering the wads of leaves with which their track suits were stuffed. “But we have also,” continued the management consultant, “run into a small inflation problem on account of the high level of leaf availability, which means that, I gather, the current going rate has something like three deciduous forests buying one ship’s peanut." Murmurs of alarm came from the crowd. The management consultant waved them down. “So in order to obviate this problem,” he continued, “and effectively revalue the leaf, we are about to embark on a massive defoliation campaign, and. . .er, burn down all the forests. I think you'll all agree that's a sensible move under the circumstances." The crowd seemed a little uncertain about this for a second or two until someone pointed out how much this would increase the value of the leaves in their pockets whereupon they let out whoops of delight and gave the management consultant a standing ovation. The accountants among them looked forward to a profitable autumn aloft and it got an appreciative round from the crowd.

Any difficult task seems easier if you break it down into manageable steps.

Bond holders have to account for a variety of risks including interest rate risk and inflation risk.

The major problem—one of the major problems, for there are several—one of the many major problems with governing people is that of whom you get to do it; or rather of who manages to get people to let them do it to them. To summarize: it is a well-known fact that those people who must want to rule people are, ipso facto, those least suited to do it. To summarize the summary: anyone who is capable of getting themselves made President should on no account be allowed to do the job. To summarize the summary of the summary: people are a problem.

They’re called sock puppets. We create armies of artificial online personas – user accounts that espouse views certain interested parties want espoused. We flood forums, online comment sections, social media. ... It’s amazing what a few people and a little money can accomplish online. Our puppets have turned whole elections. … Everything the public sees is managed. If there’s a valuable brand to protect – whether it’s a person or a dish soap – these fuckers are out there protecting it, shaping the narrative. I mean… who the hell follows dish soap on Twitter? How does anyone believe that shit’s real? (p. 292-294)

Pandora was an unconventional girl: impulsive, intelligent, and usually filled with more energy than she seemed able to manage. Of all the three Ravenel sisters, she had been the least likely to marry the most eligible bachelor in England. However, it spoke well of Gabriel, Lord St. Vincent, that he was able to appreciate her. In fact, from all accounts, St. Vincent had gone head over heels for her.

God seems to have a kind of laid-back management style I’m not crazy about. I’m pretty much anti-death. God looks by all accounts to be pro-death. I’m not seeing how we can get together on this issue, he and I,

The major problem—one of the major problems, for there are several—one of the many major problems with governing people is that of whom you get to do it; or rather of who manages to get people to let them do it to them. To summarize: it is a well-known fact that those people who must want to rule people are, ipso facto, those least suited to do it. To summarize the summary: anyone who is capable of getting themselves made President should on no account be allowed to do the job. To summarize the summary of the summary: people are a problem. And so this is the situation we find: a succession of Galactic Presidents who so much enjoy the fun and palaver of being in power that they very rarely notice that they’re not. And somewhere in the shadows behind them—who? Who can possibly rule if no one who wants to do it can be allowed to?

The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, “top management.” He holds himself accountable for the performance of the whole.

For Socrates, all virtues were forms of knowledge. To train someone to manage an account for Goldman Sachs is to educate him or her in a skill. To train them to debate stoic, existential, theological, and humanist ways of grappling with reality is to educate them in values and morals. A culture that does not grasp the vital interplay between morality and power, which mistakes management techniques for wisdom, which fails to understand that the measure of a civilization is its compassion, not its speed or ability to consume, condemns itself to death. Morality is the product of a civilization, but the elites know little of these traditions. They are products of a moral void. They lack clarity about themselves and their culture. They can fathom only their own personal troubles. They do not see their own bases or the causes of their own frustrations. They are blind to the gaping inadequacies in our economic, social, and political structure and do not grasp that these structures, which they have been taught to serve, must be radically modified or even abolished to stave off disaster. They have been rendered mute and ineffectual. “What we cannot speak about” Ludwig Wittgenstein warned “we must pass over in silence.

I’ll say God seems to have a kind of laid-back management style I’m not crazy about. I’m pretty much anti-death. God looks by all accounts to be pro-death. I’m not seeing how we can get together on this issue, he and I, Boo.

Everybody tries to protect this vulnerable two three four five six seven eight year old inside, and to acquire skills and aptitudes for dealing with the situations that threaten to overwhelm it... Usually, that child is a wretchedly isolated undeveloped little being. It’s been protected by the efficient armour, it’s never participated in life, it’s never been exposed to living and to managing the person’s affairs, it’s never been given responsibility for taking the brunt. And it’s never properly lived. That’s how it is in almost everybody. And that little creature is sitting there, behind the armour, peering through the slits. And in its own self, it is still unprotected, incapable, inexperienced... And in fact, that child is the only real thing in them. It’s their humanity, their real individuality, the one that can’t understand why it was born and that knows it will have to die, in no matter how crowded a place, quite on its own. That’s the carrier of all the living qualities. It’s the centre of all the possible magic and revelation. What doesn’t come out of that creature isn’t worth having, or it’s worth having only as a tool—for that creature to use and turn to account and make meaningful... And so, wherever life takes it by surprise, and suddenly the artificial self of adaptations proves inadequate, and fails to ward off the invasion of raw experience, that inner self is thrown into the front line—unprepared, with all its childhood terrors round its ears. And yet that’s the moment it wants. That’s where it comes alive—even if only to be overwhelmed and bewildered and hurt. And that’s where it calls up its own resources—not artificial aids, picked up outside, but real inner resources, real biological ability to cope, and to turn to account, and to enjoy. That’s the paradox: the only time most people feel alive is when they’re suffering, when something overwhelms their ordinary, careful armour, and the naked child is flung out onto the world. That’s why the things that are worst to undergo are best to remember. But when that child gets buried away under their adaptive and protective shells—he becomes one of the walking dead, a monster. So when you realise you’ve gone a few weeks and haven’t felt that awful struggle of your childish self—struggling to lift itself out of its inadequacy and incompetence—you’ll know you’ve gone some weeks without meeting new challenge, and without growing, and that you’ve gone some weeks towards losing touch with yourself.

Members of the flock who demand accountability from sick leaders are quietly pushed out the back door. Mother-Judah had become that kind of leader—a compassionless narcissist. Never burden a narcissist, or you will be quickly discarded. Lamentations, pg Intro

that all salespeople are different, that all accountants are different, that each individual, no matter what his chosen profession, is unique.

Consider the situation: Money that was provided because of social networks rather than need; a project designed for prestige rather than to be used; a lack of monitoring and accountability; and an architect appointed for show by somebody with little interest in the quality of the work. The outcome is hardly surprising: a project that should never have been built was built, and built badly.

You are a manager nonetheless who you are. There is a business worth keeping and you are the manager of that business. Yes, the business of your life. There is a big asset worth managing. Yes, your choices. As a manager of your own life, your choices are your assets. They form the pivot for the doom or boom of the business of your life. Some will be great managers and others will collapse the business of their lives by their choices or stay in mediocrity with the business of their lives.

Companies should manage tax liabilities strategically to optimize financial resources, enhance profitability, and ensure compliance with tax laws. Effective tax management reduces the tax burden and allows companies to allocate more resources to core activities, ultimately improving their bottom line.

Reframe: To put Conversational Intelligence to work, stop thinking of your job as managing resistance and instead accept resistance as a natural part of change. People need to challenge new ideas before they can accept them. For full ownership and accountability to take place, people need to be in the conversation about how to change rather than being asked to merely comply. When leaders reframe in this way, they see that conversations release new energy for change—which will propel their efforts forward faster.

Also, on account of the odd relationship between time and space, the people who do manage to time-jump sometimes space-jump at the same time and end up in places where they simply don't belong. Over there, for example," he said as a raucous DeLorean sports car rared into view from nowhere, "is that crazy American professorwho can't seem to stay put in one time, and, I must say, there is an absolute plague of of killer robots from the future being sent to change the past. Sleeping there under that banyan tree is a certain Hank Morgan of Hartford, Connecticut, who was accidentally transported one day back to King Arthur's Court, and stayed there until Merlin put him to sleep for 1300 thirteen hundred years. He was suppsoed to wake up back in his own time, but look at this lazy fellow! He's still snoring away, and has missed his slot.

Nature likes to overinsure itself. Layers of redundancy are the central risk management property of natural systems. We humans have two kidneys (this may even include accountants), extra spare parts, and extra capacity in many, many things (say, lungs, neural system, arterial apparatus), while human design tends to be spare and inversely redundant, so to speak—we have a historical track record of engaging in debt, which is the opposite of redundancy (fifty thousand in extra cash in the bank or, better, under the mattress, is redundancy; owing the bank an equivalent amount, that is, debt, is the opposite of redundancy). Redundancy is ambiguous because it seems like a waste if nothing unusual happens. Except that something unusual happens—usually.

The [carried-interest] loophole was in essence an accounting trick that enabled hedge fund and private equity managers to categorize huge portions of their income as ‘interest,’ which was taxed at the 15 percent rate then applied to long-term capital gains. This was less than half the income tax rate paid by other top-bracket wage earners. Critics called the loophole a gigantic subsidy to millionaires and billionaires at the expense of ordinary taxpayers. The Economic Policy Institute, a progressive think tank, estimated that the hedge fund loophole cost the government over $6 billion a year—the cost of providing health care to three million children. Of that total, it said, almost $2 billion a year from the tax break went to just twenty-five individuals.

The question is not, Does or doesn't public schooling create a public? The question is, What kind of public does it create? A conglomerate of self-indulgent consumers? Angry, soulless, directionless masses? Indifferent, confused citizens? Or a public imbued with confidence, a sense of purpose, a respect for learning, and tolerance? The answer to this question has nothing whatever to do with computers, with testing, with teacher accountability, with class size, and with the other details of managing schools. The right answer depends on two things and two things alone: the existence of shared narratives and the capacity of such narratives to provide an inspired reason for schooling.

I’m riding a tram and, as is my habit, slowly absorbing every detail of the people around me. By ‘detail’ I mean things, voices, words. In the dress of the girl directly in front of me, for example, I see the material it’s made of, the work involved in making it – since it’s a dress and not just material – and I see in the delicate embroidery around the neck the silk thread with which it was embroidered and all the work that went into that. And immediately, as if in a primer on political economy, I see before me the factories and all the different jobs: the factory where the material was made; the factory that made the darker coloured thread that ornaments with curlicues the neck of the dress’ and I see the different workshops in the factories, the machines, the workmen, the seamstresses. My eyes’ inward gaze even penetrates into the offices, where I see the managers trying to keep calm and the figures set out in the account books, but that’s not all: beyond that I see into the domestic lives of all those who spend their working hours in these factories and offices...A whole world unfolds before my eyes all because the regularly irregular dark green edging to a pale green dress worn by the girl in front of me of whom I see only her brown neck. ‘A whole way of life lies before me. I sense the loves, the secrets, the souls of all those who worked just so that this woman in front of me on the tram should wear around her mortal neck the sinuous banality of a thread of dark green silk on a background of light green cloth. I grow dizzy. The seats on the tram, of fine, strong cane, carry me to distant regions, divide into industries, workmen, houses, lives, realities, everything. I leave the tram exhausted, like a sleepwalker, having lived a whole life.

Liquidity is important to investors. When opportunities arise, businesses need to have sufficient cash available in order to act on the opportunity promptly. Having sufficient cash available can also serve as protection against losses or a tool with which the business acquired solutions in the event of crises. We like to see that businesses have a sufficient amount of available cash.

What is that bruise?” Lucien demanded. I pointed with my fork to Tamlin. “Ask him. He did it.” Lucien looked from Tamlin to me and then back again. “Why does Feyre have a bruise on her neck from you?” he asked with no small amount of amusement. “I bit her,” Tamlin said, not pausing as he cut his steak. “We ran into each other in the hall after the Rite.” I straightened in my chair. “She seems to have a death wish,” he went on, cutting his meat. The claws stayed retracted but pushed against the skin above his knuckles. My throat closed up. Oh, he was mad—furious at my foolishness for leaving my room—but somehow managed to keep his anger on a tight, tight leash. “So, if Feyre can’t be bothered to listen to orders, then I can’t be held accountable for the consequences.

After Cosimo de’ Medici took over the family bank in the 1430s, it became the largest in Europe. By managing the fortunes of the continent’s wealthy families, the Medici made themselves the wealthiest of them all. They were innovators in bookkeeping, including the use of debit-and-credit accounting that became one of the great spurs to progress during the Renaissance. By means of payoffs and plotting, Cosimo became the de facto ruler of Florence, and his patronage made it the cradle of Renaissance art and humanism.

Like technical debt, management debt is incurred when you make an expedient, short-term management decision with an expensive, long-term consequence. Like technical debt, the trade-off sometimes makes sense, but often does not. More important, if you incur the management debt without accounting for it, then you will eventually go management bankrupt. Like technical debt, management debt comes in too many different forms to elaborate entirely, but a few salient examples will help explain the concept. Here are three of the more popular types among startups: 1. Putting two in the box 2. Overcompensating a key employee, because she gets another job offer 3. No performance management or employee feedback process

As for relegated/delegated responsibility to ensure organizational software licensing compliance, management is still accountable when intellectual property rights are violated. If the safeguarding responsibility is assigned to an ineffective and/or inefficient unit within an organization, IT audit should recommend an alternative arrangement after the risks are substantiated.

to have poor shame tolerance. They learned in childhood to manage feelings of inadequacy by adopting unhealthy coping mechanisms to forestall or avoid shaming experiences. Poor shame tolerance causes behaviors associated with the just-mentioned DSM disorders, including vindictive anger, lack of insight and accountability, dishonesty, impulsivity, entitlement, paranoia, lack of remorse and empathy, self-importance, and attention-seeking. Trump is an extreme example, but “subclinical” versions of this behavior exist in millions of people, including domestic abusers.

Relationships fail because the people involved have a hard time managing and navigating the relationship with their self and the relationship with the other as a whole. And when you take into account the relationships within each partner’s lives, such as friends, family, and acquaintance, the relationship requires more effort, understanding, and communication to properly navigate.

Here was Durham's, for instance, owned by a man who was trying to make as much money out of it as he could, and did not care in the least how he did it; and underneath him, ranged in ranks and grades like an army, were managers and superintendents and foremen, each one driving the man next below him and trying to squeeze out of him as much work as possible. And all the men of the same rank were pitted against each other; the accounts of each were kept separately, and every man lived in terror of losing his job, if another made a better record than he. So from top to bottom the place was simply a seething caldron of

In the workplace, Japanese women have low participation and low pay. Participation declines steeply with increasing level of responsibility. Whereas women account for 49% of Japanese university students and 45% of entry-level job holders, they account for only 14% of university faculty positions (versus 33%–44% in the U.S., United Kingdom, Germany, and France), 11% of middle-level to senior management positions, 2% of positions on boards of directors, 1% of business executive committee members, and less than 1% of CEOs. At those higher levels Japan lags behind all major industrial countries except (again) South Korea.

When it comes down to it, government is simply an abandonment of responsibility on the assumption that there are people, other than ourselves, who really know how to manage things. But the government, run ostensibly for the good of the people, becomes a self-serving corporation. To keep things under control it proliferates laws of ever-increasing complexity and unintelligibility, and hinders productive work by demanding so much accounting on paper that the record of what has been done becomes more important than what has actually been done. The Taoist moral is that people who mistrust themselves and one another are doomed.

Whereas traditionally the family was the main matchmaker, today it’s the market that tailors our romantic and sexual preferences, and then lends a hand in providing for them – for a fat fee. Previously bride and groom met in the family living room, and money passed from the hands of one father to another. Today courting is done at bars and cafés, and money passes from the hands of lovers to waitresses. Even more money is transferred to the bank accounts of fashion designers, gym managers, dieticians, cosmeticians and plastic surgeons, who help us arrive at the café looking as similar as possible to the market’s ideal of beauty.

If you have no arms To hold your crying child but your own arms And no legs but your own to run the stairs one more time To fetch what was forgotten I bow to you If you have no vehicle To tote your wee one but the wheels that you drive And no one else to worry, “Is my baby okay?” When you have to say goodbye on the doorsteps of daycare or on that cursed first day of school I bow to you If you have no skill but your own skill To replenish an ever-emptying bank account And no answers but your own to Satisfy the endless whys, hows, and whens your child asks and asks again I bow to you If you have no tongue to tell the truth To keep your beloved on the path without a precipice And no wisdom to impart Except the wisdom that you’ve acquired I bow to you If the second chair is empty Across the desk from a scornful, judging authority waiting For your child’s father to appear And you straighten your spine where you sit And manage to smile and say, “No one else is coming—I’m it.” Oh, I bow to you If your head aches when the spotlight finally shines on your child because your hands are the only hands there to applaud I bow to you If your heart aches because you’ve given until everything in you is gone And your kid declares, “It’s not enough.” And you feel the crack of your own soul as you whisper, “I know, baby. But it’s all mama’s got.” Oh, how I bow to you If they are your life while you are their nurse, tutor, maid Bread winner and bread baker, Coach, cheerleader and teammate… If you bleed when your child falls down I bow, I bow, I bow If you’re both punisher and hugger And your own tears are drowned out by the running of the bathroom faucet because children can’t know that mamas hurt too Oh, mother of mothers, I bow to you. —Toni Sorenson

Everything in her life, she could see now, had taken the same turn—as for love, she often puzzled and puzzled, without ever allowing herself to be fully sad, as to what could be wrong with the formula. It does not work, she thought. At times there were moments when she asked herself if she could have been in the wrong: she would almost rather think that. What she thought she regretted was her lack of guard, her wayward extravagance—but had she all the time been more guarded than she imagined, had she been deceitful, had she been seen through? For what had always happened she could still not account. There seemed to be some way she did not know of by which people managed to understand each other.

I shall be as willing as the next man to fall down in worship before the System, if only I can manage to set eyes on it. Hitherto I have had no success; and though I have young legs, I am almost weary from running back and forth... Once or twice I have been on the verge of bending the knee. But at the last moment, when I already had my handkerchief spread on the ground, to avoid soiling my trousers, and I made a trusting appeal to one of the initiated who stood by: "Tell me now sincerely, is it entirely finished; for if so I will kneel down before it, even at the risk of ruining a pair of trousers (for on account of the heavy traffic to and from the system, the road has become quite muddy)," - I always receive the same answer: "No, it is not yet quite finished." And so there was another postponement - of the system, and of my homage. System and finality are pretty much one and the same, so much so that if the system is not finished, there is no system.

The toll from the two attacks: twenty-one pro-American leaders and their employees dead, twenty-six taken prisoner, and a few who could not be accounted for. Not one member of the Taliban or al-Qaeda was among the victims. Instead, in a single thirty-minute stretch the United States had managed to eradicate both of Khas Uruzgan’s potential governments, the core of any future anti-Taliban leadership—stalwarts who had outlasted the Russian invasion, the civil war, and the Taliban years but would not survive their own allies. People in Khas Uruzgan felt what Americans might if, in a single night, masked gunmen had wiped out the entire city council, mayor’s office, and police department of a small suburban town: shock, grief, and rage.

The major problem – one of the major problems, for there are several – one of the many major problems with governing people is that of who you get to do it; or rather of who manages to get people to let them do it to them. To summarize: it is a well-known fact that those people who most want to rule people are, ipso facto, those least suited to do it. To summarize the summary: anyone who is capable of getting themselves made President should on no account be allowed to do the job. To summarize the summary of the summary: people are a problem. And

Frosh (2002) has suggested that therapeutic spaces provide children and adults with the rare opportunity to articulate experiences that are otherwise excluded from the dominant symbolic order. However, since the 1990s, post-modern and post-structural theory has often been deployed in ways that attempt to ‘manage’ from; afar the perturbing disclosures of abuse and trauma that arise in therapeutic spaces (Frosh 2002). Nowhere is this clearer than in relation to organised abuse, where the testimony of girls and women has been deconstructed as symptoms of cultural hysteria (Showalter 1997) and the colonisation of women’s minds by therapeutic discourse (Hacking 1995). However, behind words and discourse, ‘a real world and real lives do exist, howsoever we interpret, construct and recycle accounts of these by a variety of symbolic means’ (Stanley 1993: 214). Summit (1994: 5) once described organised abuse as a ‘subject of smoke and mirrors’, observing the ways in which it has persistently defied conceptualisation or explanation. Explanations for serious or sadistic child sex offending have typically rested on psychiatric concepts of ‘paedophilia’ or particular psychological categories that have limited utility for the study of the cultures of sexual abuse that emerge in the families or institutions in which organised abuse takes pace. For those clinicians and researchers who take organised abuse seriously, their reliance upon individualistic rather than sociological explanations for child sexual abuse has left them unable to explain the emergence of coordinated, and often sadistic, multi—perpetrator sexual abuse in a range of contexts around the world.

The part of the Lake District that Beatrix Potter chose as her own was not only physically beautiful, it was a place in which she felt emotionally rooted as a descendant of hard-working north-country folk. The predictable routines of farm life appealed to her. There was a realism in the countryside that nurtured a deep connection. The scale of the villages was manageable. Yet the vast desolateness of the surrounding fells was awe-inspiring. It was mysterious, but easily imbued with fantasy and tamed by imagination. The sheltered lakes and fertile valleys satisfied her love of the pastoral. The hill farms and the sheep on the high fells demanded accountability. There was a longing in Beatrix Potter for association with permanence: to find a place where time moved slowly, where places remained much as she remembered them from season to season and from year to year.

You should have woken me. I would have taken a shift at the tiller.” “We actually considered it when you started to snore.” “I don’t snore!” “I beg to differ,” Hadrian chided while chewing. She looked around the skiff as each of them, even Etcher, nodded. Her face flushed. Hadrian chuckled. “Don’t worry about it. You can’t be held accountable for what you do in your sleep.” “Still,” she said, “it’s not very ladylike.” “Well, if that’s all you’re worried about, you can forget it,” Hadrian informed her with a wicked smirk. “We lost all illusions of you being prissy back in Sheridan.” How much better it was when they were silent. “That’s a compliment,” he added hastily. “You don’t have much luck with the ladies, do you, sir?” Wally asked, pausing briefly and letting the paddles hang out like wings, leaving a tiny trail of droplets on the smooth surface of the river. “I mean, with compliments like that, and all.” Hadrian frowned at him, then turned back to her with a concerned expression. “I really did mean it as a compliment. I’ve never met a lady who would—well, without complaining you’ve been—” He paused in frustration, then added, “That little trick you managed back there was really great.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

Ironically, for peer-to-peer accountability to become a part of a team’s culture, it has to be modeled by the leader. That’s right. Even though I said earlier that the best kind of accountability is peer-to-peer, the key to making it stick is the willingness of the team leader to do something I call “enter the danger” whenever someone needs to be called on their behavior or performance. That means being willing to step right into the middle of a difficult issue and remind individual team members of their responsibility, both in terms of behavior and results. But most leaders I know have a far easier time holding people accountable for their results than they do for behavioral issues. This is a problem because behavioral problems almost always precede results. That means team members have to be willing to call each other on behavioral issues, as uncomfortable as that might be, and if they see their leader balk at doing this, then they aren’t going to do it themselves.

After Jurgis had been there awhile he would know that the plants were simply honeycombed with rottenness of that sort—the bosses grafted off the men, and they grafted off each other; and some day the superintendent would find out about the boss, and then he would graft off the boss. Warming to the subject, Tamoszius went on to explain the situation. Here was Durham's, for instance, owned by a man who was trying to make as much money out of it as he could, and did not care in the least how he did it; and underneath him, ranged in ranks and grades like an army, were managers and superintendents and foremen, each one driving the man next below him and trying to squeeze out of him as much work as possible. And all the men of the same rank were pitted against each other; the accounts of each were kept separately, and every man lived in terror of losing his job, if another made a better record than he. So from top to bottom the place was simply a seething caldron of jealousies and hatreds; there was no loyalty or decency anywhere about it, there was no place in it where a man counted for anything against a dollar. And worse than there being no decency, there was not even any honesty. The reason for that? Who could say? It must have been old Durham in the beginning; it was a heritage which the self-made merchant had left to his son, along with his millions.

The principal difference between childhood and the stages of life into which it invariably dissolves is that as children we occupy a limitless present. The past has scarcely room to exist, since, if it means anything at all, it means only the previous day. Similarly, the future is in abeyance; we are not meant to do anything at all until we reach a suitable size. Correspondingly, the present is enormous, mainly because it is all there is.... Walks are dizzying adventures; the days tingle with unknowns, waiting to be made into wonders. Living so utterly in the present, children have an infinite power to transform; they are able to make the world into anything they wish, and they do so, with alacrity. There are no preconceptions, which is why, when a child tells us he is Napoleon, we had better behave with the respect due to a small emperor. Later in life, the transformations are forbidden; they may prove dangerous. By then, we move into a context of expectations and precedents of past and future, and the present, whenever we manage to catch it and realize it, is a shifting, elusive question mark, not altogether comfortable, an oddness that the scheme of our lives does not allow us to indulge. Habit takes over, and days tend to slip into pigeonholes, accounted for because everything has happened before, because we know by then that life is long and has to be intelligently endured.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

There are many well-known arguments for why the Holocaust perpetrated by the Nazis was different. It was higher tech. Death came faster. It was industrial in its scale. All true. But it’s also true that every holocaust is different. Every genocide has its own particular characteristics, and every hated group is hated in its own special way. By sheer numbers of dead, the genocide of Indigenous peoples in the Americas surpasses all others. In terms of modern technologies, the transatlantic trade in kidnapped and enslaved Africans, and the plantations the trade served in the antebellum South and the Caribbean, were highly modern for their times. So cutting-edge, scholars have shown, that the systems developed to transport, insure, depreciate, track, control, and extract maximum wealth from this coerced labor shaped many aspects of modern accounting and human resources management. And as Rinaldo Walcott, a scholar of race and gender, writes in his manifesto On Property, “The ideas forged in the plantation economy continue to shape our social relations.” Among those social relations are modern policing, mass surveillance, and mass incarceration. On what else does the claim to exceptionalism rest?

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

But the biggest news that month was the departure from Apple, yet again, of its cofounder, Steve Wozniak. Wozniak was then quietly working as a midlevel engineer in the Apple II division, serving as a humble mascot of the roots of the company and staying as far away from management and corporate politics as he could. He felt, with justification, that Jobs was not appreciative of the Apple II, which remained the cash cow of the company and accounted for 70% of its sales at Christmas 1984. “People in the Apple II group were being treated as very unimportant by the rest of the company,” he later said. “This was despite the fact that the Apple II was by far the largest-selling product in our company for ages, and would be for years to come.” He even roused himself to do something out of character; he picked up the phone one day and called Sculley, berating him for lavishing so much attention on Jobs and the Macintosh division. Frustrated, Wozniak decided to leave quietly to start a new company that would make a universal remote control device he had invented. It would control your television, stereo, and other electronic devices with a simple set of buttons that you could easily program. He informed the head of engineering at the Apple II division, but he didn’t feel he was important enough to go out of channels and tell Jobs or Markkula. So Jobs first heard about it when the news leaked in the Wall Street Journal. In his earnest way, Wozniak had openly answered the reporter’s questions when he called. Yes, he said, he felt that Apple had been giving short shrift to the Apple II division. “Apple’s direction has been horrendously wrong for five years,” he said.

After several rounds of interviews with Google’s founders, they offered me a job. My bank account was diminishing quickly, so it was time to get back to paid employment, and fast. In typical—and yes, annoying—MBA fashion, I made a spreadsheet and listed my various opportunities in the rows and my selection criteria in the columns. I compared the roles, the level of responsibility, and so on. My heart wanted to join Google in its mission to provide the world with access to information, but in the spreadsheet game, the Google job fared the worst by far. I went back to Eric and explained my dilemma. The other companies were recruiting me for real jobs with teams to run and goals to hit. At Google, I would be the first “business unit general manager,” which sounded great except for the glaring fact that Google had no business units and therefore nothing to actually manage. Not only was the role lower in level than my other options, but it was entirely unclear what the job was in the first place. Eric responded with perhaps the best piece of career advice that I have ever heard. He covered my spreadsheet with his hand and told me not to be an idiot (also a great piece of advice). Then he explained that only one criterion mattered when picking a job—fast growth. When

We don’t worry about who manages the bank or what they do with our money. Even if we hear on the news that our bank has started to lend large sums of money to piano-playing cats, which we think is a bad idea, we would not feel the need to show up at the bank the next morning to ask for all of our money back. If you had lent your money to an individual and they in turn lent your money to piano-playing cats, you would demand your money back immediately. But because you deposit your money into a bank account insured by the federal government, you feel no need to keep a watchful eye on what your bank does with the money. Insurance removes the incentive for customers to police a bank. It can also remove the incentive for banks to police themselves because they do not bear the full or even the most serious consequences of their actions. Removing the natural tendencies of the market to notice and punish bad choices creates a moral hazard that may result in well-funded cats and other undetected market risks.

In my early years the psychology of the 1960s U.S. was aspirational and inspirational—to achieve great and noble goals. It was like nothing I have seen since. One of my earliest memories was of John F. Kennedy, an intelligent, charismatic man who painted vivid pictures of changing the world for the better—exploring outer space, achieving equal rights, and eliminating poverty. He and his ideas had a major effect on my thinking. The United States was then at its peak relative to the rest of the world, accounting for 40 percent of its economy compared to about 20 percent today; the dollar was the world’s currency; and the U.S. was the dominant military power. Being “liberal” meant being committed to moving forward in a fast and fair way, while being “conservative” meant being stuck in old and unfair ways—at least that’s how it seemed to me and to most of the people around me. As we saw it, the U.S. was rich, progressive, well managed, and on a mission to improve quickly at everything. I might have been naive but I wasn’t alone.

The eccentric passion of Shankly was underlined for me by my England team-mate Roger Hunt's version of the classic tale of the Liverpool manager's pre-game talk before playing Manchester United. The story has probably been told a thousand times in and out of football, and each time you hear it there are different details, but when Roger told it the occasion was still fresh in his mind and I've always believed it to be the definitive account. It was later on the same day, as Roger and I travelled together to report for England duty, after we had played our bruising match at Anfield. Ian St John had scored the winner, then squared up to Denis Law, with Nobby finally sealing the mood of the afternoon by giving the Kop the 'V' sign. After settling down in our railway carriage, Roger said, 'You may have lost today, but you would have been pleased with yourself before the game. Shanks mentioned you in the team talk. When he says anything positive about the opposition, normally he never singles out players.' According to Roger, Shankly burst into the dressing room in his usual aggressive style and said, 'We're playing Manchester United this afternoon, and really it's an insult that we have to let them on to our field because we are superior to them in every department, but they are in the league so I suppose we have to play them. In goal Dunne is hopeless- he never knows where he is going. At right back Brennan is a straw- any wind will blow him over. Foulkes the centre half kicks the ball anywhere. On the left Tony Dunne is fast but he only has one foot. Crerand couldn't beat a tortoise. It's true David Herd has got a fantastic shot, but if Ronnie Yeats can point him in the right direction he's likely to score for us. So there you are, Manchester United, useless...' Apparently it was at this point the Liverpool winger Ian Callaghan, who was never known to whisper a single word on such occasions, asked, 'What about Best, Law and Charlton, boss?' Shankly paused, narrowed his eyes, and said, 'What are you saying to me, Callaghan? I hope you're not saying we cannot play three men.

When they stopped to pick up Mike, Violet started to get out so she could climb in back with Chelsea, giving Mike’s longer legs the front seat, but Jay reached out and caught her wrist. “What are you doing? I want you to sit with me.” His fingers moved to lace through hers as he drew her back inside. “Mike can sit in back.” Violet felt herself blush with satisfaction. Mike came out of his house and jumped down the porch without ever touching the steps. Behind the darkened curtains, the television flickered. “Here he comes!” Chelsea squealed, sounding like a little girl as she bounced up and down in the backseat, shaking the entire car. She clapped her hands with excitement. Violet pulled her seat as far forward as she could to give Mike some extra room. He’d need it if he was going to be confined back there with Chelsea. “Heeyyy, Mike.” Chelsea managed to drawl the two words into several long syllables as Mike slid into the car. The syrupiness of it sounded so foreign oozing from Chelsea’s mouth. “Hey,” Mike said back to her. One word, one syllable. “So I guess it’s just the four of us tonight,” she purred. “Really? I thought we were meeting a buncha people.” “Nope. Just us. Everyone else bailed.” Violet smiled to herself as she listened to Chelsea’s account, amazed that her words came out sounding so…sincere. But Violet knew better. And she realized from the look Jay flashed her that he knew too. Mike, on the other hand, was too new to understand the disturbing way that Chelsea’s mind worked. There was a brief pause, and then Violet swore she could hear a smile in his voice when he answered, “That’s cool.” He might rethink that later, Violet thought, when Chelsea stops holding back and decides to assault him right in the middle of a crowded movie theater. Unless he’s into that kind of thing. She grinned wickedly to herself. And then she wondered if Jay would attack her. She hoped so.

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.

Bob Cavallo remembers early on in the process, ‘We were at odds with each other. Our contract was up; five years had gone by since Purple Rain. We met at the Four Seasons with his lawyer and his accountant, me and Steve Fargnoli to discuss some kind of rapprochement because he had fired us. Basically he said, “I’ll work with you again but you’ve got to help me make this movie.” I read the treatment and said, “This could be an interesting thing,” and I said, “I’ll try to put you together with some young hip writers and maybe we can come up with a script quickly, ’cause this is pretty detailed.” And he went, “What are you talking about? That is the script.” It was thirty pages. And he said, “I’m going to shoot it, I know exactly how to do it.” So I said, “Maybe we could get this on Broadway for you. Would you be interested in that?” And he said, “No.” Now he was pissed that I didn’t think this was a good enough script, so we shook hands and that was the end of it. Then, about a year later, we were suing each other. But even when we sued each other, it was kinda funny. I said, “How could you not pay me?” He said, “How could you sue me?” He said, “You can’t have my children, those songs. You’re gonna give your involvement in those songs to your grandchildren?” And I said, “Yeah, I put ten years of my life into you, and you sucked all the air out of the room. I couldn’t really manage anybody else except for your friends.

He had panicked. Tessier cursed his own stupidity. He should have remained in the column where he would have been protected. Instead, he saw an enemy coming for him like a revenant rising from a dark tomb, and had run first instead of thinking. Except this was no longer a French stronghold. The forts had all been captured and surrendered and the glorious revolutionary soldiers had been defeated. If the supply ships had made it through the blockade, Vaubois might still have been able to defend the city, but with no food, limited ammunition and disease rampant, defeat was inevitable. Tessier remembered the gut-wrenching escape from Fort Dominance where villagers spat at him and threw rocks. One man had brought out a pistol and the ball had slapped the air as it passed his face. Another man had chased him with an ancient boar spear and Tessier, exhausted from the fight, had jumped into the water. He had nearly drowned in that cold grey sea, only just managing to cling to a rock whilst the enemy searched the shoreline. The British warship was anchored outside the village, and although Tessier could see men on-board, no one had spotted him. Hours passed by. Then, when he considered it was clear, he swam ashore to hide in the malodorous marshland outside Mġarr. His body shivered violently and his skin was blue and wrinkled like withered fruit, but in the night-dark light he lived. He had crept to a fishing boat, donned a salt-stained boat cloak and rowed out to Malta's monochrome coastline. He had somehow managed to escape capture by abandoning the boat to swim into the harbour. From there it had been easy to climb the city walls and to safety. He had written his account of the marines ambush, the fort’s surrender and his opinion of Chasse, to Vaubois. Tessier wanted Gamble cashiered and Vaubois promised to take his complaint to the senior British officer when he was in a position to. Weeks went past. Months. A burning hunger for revenge changed to a desire for provisions. And until today, Tessier reflected that he would never see Gamble again. Sunlight twinkled on the water, dazzling like a million diamonds scattered across its surface. Tessier loaded his pistol in the shadows where the air was still and cool. He had two of them, a knife and a sword, and, although starving and crippled with stomach cramps, he would fight as he had always done so: with everything he had.

Come inside with me,” he urged, increasing the pressure on her elbow, “and I’ll begin making it up to you.” Elizabeth let herself be drawn forward a few steps and hesitated. “This is a mistake. Everyone will see us and think we’ve started it all over again-“ “No, they won’t,” he promised. “There’s a rumor spreading like fire in there that I tried to get you in my clutches two years ago, but without a title to tempt you I didn’t have a chance. Since acquiring a title is a holy crusade for most of them, they’ll admire your sense. Now that I have a title, I’m expected to use it to try to succeed where I failed before-as a way of bolstering my wounded male pride.” Reaching up to brush a wisp of hair from her soft cheek, he said, “I’m sorry. It was the best I could do with what I had to work with-we were seen together in compromising circumstances. Since they’d never believe nothing happened, I could only make them think I was in pursuit and you were evading.” She flinched from his touch but didn’t shove his hand away. “You don’t understand. What’s happening to me in there is no less than I deserve. I knew what the rules were, and I broke them when I stayed with you at the cottage. You didn’t force me to stay. I broke the rules, and-“ “Elizabeth,” he interrupted in a voice edge with harsh remorse, “if you won’t do anything else for me, at least stop exonerating me for that weekend. I can’t bear it. I exerted more force on you than you understand.” Longing to kiss her, Ian had to be satisfied instead with trying to convince her his plan would work, because he now needed her help to ensure its success. In a teasing voice he said, “I think you’re underrating my gift for strategy and subtlety. Come and dance with me, and I’ll prove to you how easily most of the male minds in there have been manipulated.” Despite his confidence, moments after they entered the ballroom Ian noticed the increasing coldness of the looks being directed at them, and he knew a moment of real alarm-until he glanced at Elizabeth as he took her in his arms for a waltz and realized the cause of it. “Elizabeth,” he said in a low, urgent voice, gazing down at her bent head, “stop looking meek! Put your nose in the air and cut me dead or flirt with me, but do not on any account look humble, because these people will interpret it as guilt!” Elizabeth, who had been staring at his shoulder, as she'd done with her other dancing partners, tipped her head back and looked at him in confusion. "What?" Ian's heart turned over when the chandeliers overhead revealed the wounded look in her glorious green eyes. Realizing logic and lectures weren't going to help her give the performance he badly needed her to give, he tried the tack that had, in Scotland, made her stop crying and begin to laugh: He tried to tease her. Casting about for a subject, he said quickly, "Belhaven is certainly in fine looks tonight-pink satin pantaloons. I asked him for the name of his tailor so that I could order a pair for myself." Elizabeth looked at him as if he'd taken leave of his senses; then his warning about looking meek hit home, and she began to understand what he wanted her to do. That added to the comic image of Ian's tall, masculine frame in those absurd pink pantaloons enabled her to manage a weak smile. "I have greatly admired those pantaloons myself," she said. "Will you also order a yellow satin coat to complement the look?" He smiled. "I thought-puce." "An unusual combination," she averred softly, "but one that I am sure will make you the envy of all who behold you.

In any case, it is not as if the ‘light’ inspection is in any sense preferable for staff than the heavy one. The inspectors are in the college for the same amount of time as they were under the old system. The fact that there are fewer of them does nothing to alleviate the stress of the inspection, which has far more to do with the extra bureaucratic window-dressing one has to do in anticipation of a possible observation than it has to do with any actual observation itself. The inspection, that is to say, corresponds precisely to Foucault’s account of the virtual nature of surveillance in Discipline And Punish. Foucault famously observes there that there is no need for the place of surveillance to actually be occupied. The effect of not knowing whether you will be observed or not produces an introjection of the surveillance apparatus. You constantly act as if you are always about to be observed. Yet, in the case of school and university inspections, what you will be graded on is not primarily your abilities as a teacher so much as your diligence as a bureaucrat. There are other bizarre effects. Since OFSTED is now observing the college’s self-assessment systems, there is an implicit incentive for the college to grade itself and its teaching lower than it actually deserves. The result is a kind of postmodern capitalist version of Maoist confessionalism, in which workers are required to engage in constant symbolic self-denigration. At one point, when our line manager was extolling the virtues of the new, light inspection system, he told us that the problem with our departmental log-books was that they were not sufficiently self-critical. But don’t worry, he urged, any self-criticisms we make are purely symbolic, and will never be acted upon; as if performing self-flagellation as part of a purely formal exercise in cynical bureaucratic compliance were any less demoralizing.

We came to the city because we wished to live haphazardly, to reach for only the least realistic of our desires, and to see if we could not learn what our failures had to teach, and not, when we came to live, discover that we had never died. We wanted to dig deep and suck out all the marrow of life, to be overworked and reduced to our last wit. And if our bosses proved mean, why then we’d evoke their whole and genuine meanness afterward over vodka cranberries and small batch bourbons. And if our drinking companions proved to be sublime then we would stagger home at dawn over the Old City cobblestones, into hot showers and clean shirts, and press onward until dusk fell again. For the rest of the world, it seemed to us, had somewhat hastily concluded that it was the chief end of man to thank God it was Friday and pray that Netflix would never forsake them. Still we lived frantically, like hummingbirds; though our HR departments told us that our commitments were valuable and our feedback was appreciated, our raises would be held back another year. Like gnats we pestered Management— who didn’t know how to use the Internet, whose only use for us was to set up Facebook accounts so they could spy on their children, or to sync their iPhones to their Outlooks, or to explain what tweets were and more importantly, why— which even we didn’t know. Retire! we wanted to shout. We ha Get out of the way with your big thumbs and your senior moments and your nostalgia for 1976! We hated them; we wanted them to love us. We wanted to be them; we wanted to never, ever become them. Complexity, complexity, complexity! We said let our affairs be endless and convoluted; let our bank accounts be overdrawn and our benefits be reduced. Take our Social Security contributions and let it go bankrupt. We’d been bankrupt since we’d left home: we’d secure our own society. Retirement was an afterlife we didn’t believe in and that we expected yesterday. Instead of three meals a day, we’d drink coffee for breakfast and scavenge from empty conference rooms for lunch. We had plans for dinner. We’d go out and buy gummy pad thai and throat-scorching chicken vindaloo and bento boxes in chintzy, dark restaurants that were always about to go out of business. Those who were a little flush would cover those who were a little short, and we would promise them coffees in repayment. We still owed someone for a movie ticket last summer; they hadn’t forgotten. Complexity, complexity. In holiday seasons we gave each other spider plants in badly decoupaged pots and scarves we’d just learned how to knit and cuff links purchased with employee discounts. We followed the instructions on food and wine Web sites, but our soufflés sank and our baked bries burned and our basil ice creams froze solid. We called our mothers to get recipes for old favorites, but they never came out the same. We missed our families; we were sad to be rid of them. Why shouldn’t we live with such hurry and waste of life? We were determined to be starved before we were hungry. We were determined to be starved before we were hungry. We were determined to decrypt our neighbors’ Wi-Fi passwords and to never turn on the air-conditioning. We vowed to fall in love: headboard-clutching, desperate-texting, hearts-in-esophagi love. On the subways and at the park and on our fire escapes and in the break rooms, we turned pages, resolved to get to the ends of whatever we were reading. A couple of minutes were the day’s most valuable commodity. If only we could make more time, more money, more patience; have better sex, better coffee, boots that didn’t leak, umbrellas that didn’t involute at the slightest gust of wind. We were determined to make stupid bets. We were determined to be promoted or else to set the building on fire on our way out. We were determined to be out of our minds.