Angels Senior Quotes

THE FOUR HEAVENLY FOUNTAINS Laugh, I tell you And you will turn back The hands of time. Smile, I tell you And you will reflect The face of the divine. Sing, I tell you And all the angels will sing with you! Cry, I tell you And the reflections found in your pool of tears - Will remind you of the lessons of today and yesterday To guide you through the fears of tomorrow.

Spirit guides may be souls who you had shared past lives with and with whom you had had good experiences. They may also be angels, archangels, ascended masters or other senior beings whose role through all eternity is to be a spirit guide.

Masha is a professional, qualified counselor and psychotherapist. Her techniques include cognitive behavioral therapy, neuro-linguistic program and hypnotherapy. Her background also includes teaching senior executives and makes them understand how to manage a major emergency.

As much as they were concerned about the police, the Panthers also took seriously the threat of crime and sought to address the fears of the community they served. With this in mind, they organized Seniors Against a Fearful Environment (SAFE), an escort and bussing service in which young Black people accompanied the elderly on their business around the city. In Los Angeles, when the Party opened an office on Central Avenue, they immediately set about running the drug dealers out of the area. And in Philadelphia, neighbors reported a decrease in violent crime after the Party opened their office, and an increase after the office closed. There, the BPP paid particular attention to gang violence, organizing truces and recruiting gang members to help with the survival programs. It may be that the Panthers reduced crime by virtue of their very existence. Crime, and gang violence especially, dropped during the period of their activity, in part (in the estimate of sociologist Lewis Yablonsky) because the BPP and similar groups “channeled young black and Chicano youth who might have participated in gangbanging violence into relatively positive efforts for social change through political activities.

When a reporter who spent months in a Los Angeles high school asked graduating seniors what they had learned, he received this reply from a boy described as “the smartest student in the class”: I learned that in the Vietnam War, North and South Korea fought against each other, and then there was a truce at the 38th parallel, and that Eisenhower had something to do with it. The reporter asked: Would it bother you to know that the things you learned were wrong? The answer was: Not really. Because what we really learned from Miss Silver was that we were worth listening to, that we could express ourselves and that an adult would listen, even if we were wrong. That’s why Miss Silver will always be our favorite teacher. She made us feel like we mattered, like we were important. The teacher herself saw her role in very similar terms: I want to be real in class and be a human being…. And I want my students to know that they can be themselves and I’ll still listen to them. I want every one of them to have a chance to express himself or herself. Those are my priorities.18 Neither

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Had Aunt Hattie escaped from the senior center again and gone on the run? Last time it had taken ten days to find her shacked up with a Hell's Angel.

Nikki knew that seniority in law enforcement was a double-edged sword. It often earned the respect of the department, but it also put them closer to retirement. In times of upper-level change, a senior officer butting heads with a new boss was a good way to get on the fast track to early retirement

Nash and her husband, Roy Stone, have worked for the Los Angeles library for a combined total of seventy-nine years. (Not long after I interviewed them, they both retired.) It was Nash’s purse that Glen Creason and Stone had been looking for immediately after the fire, when they discovered that the Patent Room had melted. Nash and Stone are library people. Besides being a senior librarian, Stone had been the head of the Librarians’ Guild for many years. He once confided to me that when he worked at a branch downtown, local drug dealers used to come to the library and ask him to help fill out their tax returns. He thought it was a perfect example of the rare role libraries play, to be a government entity, a place of knowledge, that is nonjudgmental, inclusive, and fundamentally kind.

Whipped or ice cream on your dumplings?" she asked them, once the crust browned and the filling bubbled. She sprinkled additional cinnamon sugar on top. Grace and Cade responded as one, "Ice cream." Cade leaned his elbows on the table, cut her a curious look. "I didn't think we had a thing in common." She gave him a repressive look. "Ice cream doesn't make us friends." Amelia scooped vanilla bean into the bowls with the dumplings. Her smile was small, secret, when she served their dessert, and she commented, "Friendships are born of likes and dislikes. Ice cream is binding." Not as far as Grace was concerned. Cade dug into his dessert. Amelia kept the conversation going. "I bet you're more alike than you realize." Why would that matter? Grace thought. She had no interest in this man. A simultaneous "doubtful" surprised them both. Amelia kept after them, Grace noted, pointing out, "You were both born, grew up, and never left Moonbright." "It's a great town," Cade said. "Family and friends are here." "You're here," Grace emphasized. Amelia patted her arm. "I'm very glad you've stayed. Cade, too. You're equally civic-minded." Grace blinked. We are? "The city council initiated Beautify Moonbright this spring, and you both volunteered." We did? Grace was surprised. Cade scratched his stubbled chin, said, "Mondays, I transport trees and mulch from Wholesale Gardens to grassy medians between roadways. Flower beds were planted along the nature trails to the public park." Grace hadn't realized he was part of the community effort. "I help with the planting. Most Wednesdays." Amelia was thoughtful. "You're both active at the senior center." Cade acknowledged, "I've thrown evening horseshoes against the Benson brothers. Lost. Turned around and beat them at cards." "I've never seen you there," Grace puzzled. "I stop by in the afternoons, drop off large-print library books and set up audio cassettes for those unable to read because of poor eyesight." "There's also Build a Future," Amelia went on to say. "Cade recently hauled scaffolding and worked on the roof at the latest home for single parents. Grace painted the bedrooms in record time." "The Sutter House," they said together. Once again. "Like minds," Amelia mused, as she sipped her sparkling water.

You want the party line or the real answer?” “You know what I want.” His eyes shine as he shakes his head. “Penn, these girls…they’re not the girls we went to school with, okay? There’s a group of girls here who have a club called the Bald Eagles. Know why?” “Do I want to know?” “They all shave their pussies.” “Is that a big deal?” Wade raises his eyebrows. “They’re in the eighth grade.” “Jesus.” Even in our frankest discussions, Mia and I have not gotten to this level of detail. “And the juniors and seniors? Man, they put it right in your face. Day in and day out. Sex is no big deal to them. I’ll be honest with you, Penn, the hardest thing I’ve ever done is said no to the girls who’ve come on to me in this office. I’ve had ’em start changing clothes right in front of me, like they forgot I was here, then ask if I want to see more.” Wade’s honesty surprises me. But is he playing me as well? “Do you always say no, Wade?” His jaw tightens. “Yessir, I do. Know why?” “Why?” “My mama taught me one lesson. Don’t shit where you eat.” He glances at the door again. “I need this job, Penn. And screwing a seventeen- or eighteen-year-old would eventually lose it for me. Because these girls can’t handle what they’re playing with. They have sex, but they don’t understand what it really is,

You’re teaching nursing?” he asked, surprised. She nodded. “I’ve been doing that for the past year or so. Turns out I like it.” “My new sister-in-law, Shelby—she’s a student there, in nursing. Cutest thing you’ll ever see. Best thing that ever happened to Luke. Any chance you know her?” “What year is she in?” Franci asked. “First year. She got married in her first semester because Paddy and Colin were done with their deployments—she waited for all the Riordans to be available. She’s way younger than Luke and is just starting college.” Franci tilted her head and smiled, thinking how sweet it was that cranky, womanizing old Luke ended up with a sweet young girl who was determined to get an education. “I’m pretty sure I haven’t met Luke’s wife. Most of the freshmen are stuck in liberal-arts courses the first year. I teach one medical-surgical course and one that boils down to charting ER patients. I’m just one of many instructors. Mostly, I teach juniors and seniors. I share an office on campus with another nursing instructor and I only teach a couple of days a week. Except for meetings, of which there are too many.” “You never did go for the meetings,” he said with a smile. “I’ll have to tell Shelby to introduce herself. You’ll love her. You’ll—” “One thing at a time, all right?” Franci asked patiently.

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

As Facebook kept evolving—and growing faster with every change—the established powers of the technology and media world began paying ever closer attention. This appeared to be the kind of irresistible consumer website every executive had dreamed of owning since the Internet took off in the mid-1990s. Mark Zuckerberg suddenly had a lot of new older, well-dressed friends from Los Angeles and the East Coast. But he didn’t think like the CEO of an established technology or media company. He barely gave a thought to profit and was still ambivalent about advertising. This wasn’t easy for his newfound suitors to understand. One senior executive from a tech company recalls a frustrating visit during that time with Zuckerberg, who seemed uninterested in increasing the company’s revenue. “He didn’t know what he didn’t know,” he says. “But when he opened his mouth he was very direct, very smart, and he was very focused on Facebook as a social tool, to the point of naïveté. It sounded just too altruistic at the time. So I asked him, ‘Is it a social tool as a tactic to get to the next point?’ And he says, ‘No, all I really care about is doing this social tool.’ So I thought, ‘Either this guy is being very strategic and not telling me what his next thing is, or he’s just got his sandbox and he’s playing in it.’ I couldn’t figure it out.

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