Appropriate Senior Quotes

Alas, that’s what adulthood is supposed to be about: “an overcoming” or (better yet) “a disciplining of a developmentally appropriate insanity.

Well, at least he keeps himself fit," said the Archchancellor nastily. "Not like the rest of you fellows. I went into the Uncommon Room this morning, and it was full of chaps snoring!" "That would be the senior masters, Master," said the Bursar. "I would say they are supremely fit, myself." "Fit? The Dean looks like a man who's swallered a bed!" "Ah, but Master," said the Bursar, smiling indulgently, "the word 'fit,' as I understand it, means 'appropriate to a purpose,' and I would say the body of the Dean is supremely appropriate to the purpose of sitting around all day and eating big heavy meals.

Don’t run down your checklist. There is a tendency, even for senior leaders, to use meetings with a boss as an opportunity to run through your checklist of what you’ve been doing. Sometimes this is appropriate, but it is rarely what your boss needs or wants to hear. You should assume she wants to focus on the most important things you’re trying to do and how she can help.

As we’ve seen, one of the most frequently pursued paths for achievement-minded college seniors is to spend several years advancing professionally and getting trained and paid by an investment bank, consulting firm, or law firm. Then, the thought process goes, they can set out to do something else with some exposure and experience under their belts. People are generally not making lifelong commitments to the field in their own minds. They’re “getting some skills” and making some connections before figuring out what they really want to do. I subscribed to a version of this mind-set when I graduated from Brown. In my case, I went to law school thinking I’d practice for a few years (and pay down my law school debt) before lining up another opportunity. It’s clear why this is such an attractive approach. There are some immensely constructive things about spending several years in professional services after graduating from college. Professional service firms are designed to train large groups of recruits annually, and they do so very successfully. After even just a year or two in a high-level bank or consulting firm, you emerge with a set of skills that can be applied in other contexts (financial modeling in Excel if you’re a financial analyst, PowerPoint and data organization and presentation if you’re a consultant, and editing and issue spotting if you’re a lawyer). This is very appealing to most any recent graduate who may not yet feel equipped with practical skills coming right out of college. Even more than the professional skill you gain, if you spend time at a bank, consultancy, or law firm, you will become excellent at producing world-class work. Every model, report, presentation, or contract needs to be sophisticated, well done, and error free, in large part because that’s one of the core value propositions of your organization. The people above you will push you to become more rigorous and disciplined, and your work product will improve across the board as a result. You’ll get used to dressing professionally, preparing for meetings, speaking appropriately, showing up on time, writing official correspondence, and so forth. You will be able to speak the corporate language. You’ll become accustomed to working very long hours doing detail-intensive work. These attributes are transferable to and helpful in many other contexts.

The fearful critiques came from within my government, too. A senior minister said to me, “You can’t stand up to America. Don’t fight a fight you are not going to win. You won’t stop the deal; you’ll only rupture relations with our most important ally. Ask for added defense appropriations, but don’t go.” Another minister argued that we should ask to be at the negotiating table. “You forget that we have been at the table with the Americans for the last two years,” I answered. “They listen politely to our comments, occasionally make minor modifications, but as far as making real changes—they haven’t done a damn thing. We’ve gotten to the point where even the French are tougher than the Americans, but they too don’t call the shots.” As the pressure mounted from abroad and from within, most of my staff joined in urging me to reconsider giving the speech or at least to do it at a later date. I was practically the only holdout. “Why don’t you push it beyond the elections? That way no one could say that it was political,” was the most common suggestion. “We may not be here after the elections,” I answered. As long as doubt lingered whether I would actually go through with the speech, I couldn’t focus my efforts on preparing it properly.

Maybe a young Jacques Cousteau...?" Sadie was still working on the boy in the suit. "But that would just be silly. I mean, a suit...? On.No." Apparently our scrutiny hadn't gone unnoticed. Teddy-Jacques-Whoever was bearing down on us,smiling broadly under the mustache that,I noticed, was coming loose at one corner. "Good evening,ladies!" He was a senior, I thought. We didn't have any classes together; he was AP everything,but I thought I remembered seeing him during Performance Night in the spring, part of a co-ed a capella group. They'd done a Black Eyed Peas song-pretty well,too. He was cute, too, in a pale,lanky way. "Walter Elias Disney," he said with a bow. "At your disposal." "Walt Disney?" Sadie was obviously too intrigued to be shy. "Um...?" He grinned and waved his arm at the spectacle behind him with a flourish. "The myriad talents of Johnny Depp aside,it is debatable whether any of this would have come about without me. It seemed only appropriate that I should make an appearance." I nodded. "I'll buy that." He bowed again,but his eyes stayed on Sadie. "Would you care to dance?" "Oh.I....Oh." Several emotions flooded her face in an instant: terror, pleasure, uncertainty, and why-the-hell-not. She darted a glance at me. I gave a quick, emphatic nod. I would be fine. She absolutely should dance. "Sure," she said. And off they went.

The payoffs for maintaining your unwanted condition can be put in three categories. While all three apply, one of them will be the senior payoff—the most influential—for the particular unwanted condition that is persisting. 1. You get to be right. For human beings, being right is a very big payoff, particularly when you are right about the way things “should” be. This validates your tacit ties to the Universal Human Paradigm. You also get to make somebody else wrong. The unwanted condition of never finding a relationship that works is an example of a racket. If this was your unwanted condition, you would probably swear up and down that you really want a working relationship. But you would never pick an appropriate partner—there’s too much payoff in being right about how relationships can’t work. Each failure would provide you more evidence that something is wrong with you, with your partner of the moment, and with marriage, relationships, and love in general. You would go from one relationship to another—frequently, from one marriage to another—involving yourself with the wrong person, over and over, to prove how hard you are trying to “make it work,” but in reality, you would be thoroughly invested in being right about how relationships can’t work. In short, you would be conning yourself, running a racket on anyone you were in a relationship with. In business, the middle manager who doesn’t say what he is thinking, because his ideas are never taken seriously, is running a racket. His payoff: He gets to be right about how difficult it is to advance in the company.

What happens inside the WBR is critical execution not normally visible outside the company. A well-run WBR meeting is defined by intense customer focus, deep dives into complex challenges, and insistence on high standards and operational excellence. One may wonder, at what level is it appropriate for executives to shift focus to output metrics? After all, companies and their senior executives are routinely judged by output metrics like revenue and profit. Jeff knows this well, in part based on his time spent working at a Wall Street investment firm. The simple answer is that the focus does not shift at any level of management. Yes, executives know their output metrics backward and forward. But if they don’t continue to focus on inputs, they lose control over and visibility into the tools that generate output results.

I think that all that time I’d spent accepting the fact that I was already dead made me sort of a walking zombie among the living back home. Every person I looked at I would see as horribly disfigured, shot, maimed, bleeding, and needing my help. In some ways it was worse than being in Iraq, because the feelings were not appropriate to the situation and because I no longer had my buddies around to support me emotionally. I spent a good deal of time heavily dependent on alcohol and drugs, including drugs such as Clonazepam prescribed by well-meaning psychiatrists at the VA, drugs that were extremely addictive and led to a lot of risky behavior. However, I still had a dream of learning how to meditate and entering the spiritual path, a dream that began in college when I was exposed to teachings of Buddhism and yoga, and I realized these were more stable paths to well-being and elevated mood than the short-term effects of drugs. I decided that I wanted to learn meditation from an authentic Asian master, so I went to Japan to train at a traditional Zen monastery, called Sogen-ji, in the city of Okayama. Many people think that being at a Zen monastery must be a peaceful, blissful experience. Yet though I did have many beautiful experiences, the training was somewhat brutal. We meditated for long hours in freezing-cold rooms open to the snowy air of the Japanese winter and were not allowed to wear hats, scarves, socks, or gloves. A senior monk would constantly patrol the meditation hall with a stick, called the keisaku, or “compassion stick,” which was struck over the shoulders of anyone caught slouching or closing their eyes. Zen training would definitely violate the Geneva Conventions. And these were not guided meditations of the sort one finds in the West; I was simply told to sit and watch my breath, and those were the only meditation instructions I ever received. I remember on the third day at the monastery, I really thought my mind was about to snap due to the pain in my legs and the voice in my head that grew incredibly loud and distracting as I tried to meditate. I went to the senior monk and said, “Please, tell me what to do with my mind so I don’t go insane,” and he simply looked at me, said, “No talking,” and shuffled off. Left to my own devices, I was somehow able to find the will to carry on, and after days, weeks, and months of meditation, I indeed had an experience of such profound happiness and expanded awareness that it gave me the faith that meditation was, as a path to enlightenment, everything I had hoped for, everything I had been promised by the books and scriptures.

At a business forum I attended, a senior executive of a Fortune 100 company proclaimed that his company manages “not for the next quarter, but for the next quarter century.” Ugh. Such platitudes do not instill confidence in investors. Most managers don’t have any idea what’s going to happen in the next five years, much less the next twenty-five years. How do you manage for an ambiguous future? Yet managers must clearly strike some balance between the short term and the long term. It’s like speeding down the highway in a car. If you focus just beyond the hood, you’re going to have a hard time anticipating what’s coming. Look too far ahead, on the other hand, and you lose perspective on the actions that you need to take now to navigate safely. There’s a tradeoff between the short term and the long term, and the appropriate focal point shifts as conditions warrant.

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

These units were encouraged to adopt alignments (people, structure, and culture) appropriate for their key success factors and were headed by leaders chosen for their skills and willingness to challenge the status quo. He ensured further high-level integration by having the heads of the exploratory units attend his senior staff meetings. Bradley also crafted an overarching strategic intent (“Healthy Eyes for Life”) that legitimated the pursuit of the mature as well as the exploratory businesses.

As she is the senior person in the room, I wait for her to call on me. And, while I am waiting, I should show I am a good listener by keeping both my voice and my body quiet. In China, we often feel Westerners speak up so much in meetings that they do this to show off, or they are poor listeners. Also, I have noticed that Chinese people leave a few more seconds of silence before jumping in than in the West. You Westerners practically speak on top of each other in a meeting. I kept waiting for Erin to be quiet long enough for me to jump in, but my turn never came. We Chinese often feel Americans are not good listeners because they are always jumping in on top of one another to make their points. I would have liked to make one of my points if an appropriate length of pause had arisen. But Erin was always talking, so I just kept waiting patiently. My mother left it deeply engrained in me: You have two eyes, two ears, but only one mouth. You should use them accordingly.

One thing I have found immensely helpful is building your emotional intelligence and navigating through the vision by setting achievable goals with a growth mindset. Being resilient is one of the keys used for effective leadership. It is all about learning, being adaptable, adjusting and never forgetting the vision and that will help you to lead the team appropriately.

Processes help you talk about your business seamlessly and improve the speed of decision- making for all leadership, including senior leaders, board members, advisors, and investors. Processes save time, enhance performance, and allow for simplistic streamlining and automation where appropriate.

Before the management of the company just described could become fast innovators, they had to develop and embrace a new philosophy of organizing around time. The new philosophy is embedded in these eleven key principles: Time is the key performance variable to be managed to attain improved cost and quality. Time benchmarks are set by the performance of competitors and, if faster, by what is technologically possible. The support functions necessary to advance the development process are actively managed to be “invisible.” Their need is to be anticipated; they are to be invested in and kept up-to-date. They are never to be allowed to slow the development process. Each program is to be managed and executed by a small, dedicated, decision-empowered, and experienced team. Team members have common goals and are measured and evaluated as part of a team. The development programs are to have four steps, and the company will organize itself around these steps: Planning and preparation Product definition Design development Manufacturing ramp-up Product improvement The objective of planning and preparation is to avoid having to invent in the middle of the development process—make unknowns be knowns. After definition, the product specification is frozen. The definition is committed to and not allowed to be changed. The improvement phase is to be used for costs and feature enhancements. Functional expertise resides in the development program. Manufacturing and design resources are full-time participants in the definition team. Manufacturing resources are full time participants in the design team. Team members are collocated. Senior management reviews are few. The role of senior management is to ensure that the program teams have the appropriate resources, incentives and environment to execute their tasks quickly. New programs are generated continuously, at regular market-driven intervals, and incorporate more incremental advances and fewer “great leaps forward.

You have spoken and we have listened, but no, Ms. Theron,it isn't appropriate for us to ask Nathan to take his shirt off. That isn't what we had in mind when we started asking for input.

a) A letter was received from a former employee of the organization seeking arrears of salary for the part of the month in which he was relieved on acceptance of his resignation. While trying to take some reference number from the old pay bill, it turned out that somebody was collecting pay in the name of the resigned employee continuously for several months after the said employee resigned from service.(b) A representation was received from an employee stating that his name was missing in the seniority list of group ‘D’ employees of the organization. While attempting to check the reasons for this omission, it emerged that the employee in question and several others were appointed through forged appointment orders issued by a racket.2. What is the first action on receipt of a complaint? On receipt of a complaint, it is checked whether it has a vigilance angle. If it has vigilance angle, it is entered in the appropriate part of the register prescribed by the Vigilance Manual.3. What is Vigilance Angle?

With appropriate adjustments, the unelected officials of the shadow government, be they cabinet secretaries, generals, or corporate senior executives, respond to the same stimuli in roughly the same way ... Rumsfeld is an egregious example of a character type that seems to be magnetically drawn to the upper levels of the governmental corporate world. Actual competence is often less important than boundless self-confidence and a startling lack of reflectiveness about what one is actually doing. It is not corruption so much as bias confused with principle.

Problem Abhijit (Vega), younger sister of Rohini (Aldebaran), desiring seniority (over Rohini?) went to the forest to perform austerities. Thus, Abhijit (Vega) slipped/moved from the sky. At that time (as a result) Indra approached Skandha and asked Skandha to discuss the matter with Brahma. Brahma ordained the beginning of time from Dhanishtha (Sualocin), while previous to this incident the beginning of time was from Rohini and the appropriate number of nakshatras existed (for time reckoning). Being told like this by Indra, Krittika (Pleiades), the nakshatra with Agni as its deity and with the shape of a cart (or with seven heads) became happy and went up in the sky4. My task is to make sense of the incidents described in this Mahabharata passage.

the UN IPCC AR3 actually made the following admission:206   In climate research and modeling, we should recognize that we are dealing with a coupled non-linear chaotic system, and therefore that long-term prediction of future climate states is not possible.   So the IPCC agrees that climate is a “coupled, non-linear chaotic system” and “therefore that long term prediction of future climate states is not possible.” I regard this official statement by the IPCC as devastating but entirely appropriate. The climate system is chaotic and multivariate. So although climate is deterministic it is not determinable.

When we first went to Provence, I assumed I would be observing a different culture. With attachment in mind, it became obvious to me that it is much more than a different culture — I was witnessing a culture at work and a culture that worked. Children greeted adults and adults greeted children. Socializing involved whole families, not adults with adults and children with children. There was only one village activity at a time, so families were not pulled in several directions. Sunday afternoon was for family walks in the countryside. Even at the village fountain, the local hangout, teens mixed with seniors. Festivals and celebrations, of which there were many, were all family affairs. The music and dancing brought the generations together instead of separating them. Culture took precedence over materialism. One could not even buy a baguette without first engaging in the appropriate greeting rituals. Village stores were closed for three hours at midday while schools emptied and families reconvened. Lunch was eaten in a congenial manner as multigenerational groupings sat around tables, sharing conversation and a meal. The attachment customs around the village primary school were equally impressive. Children were personally escorted to school and picked up by their parents or grandparents. The school was gated and the grounds could be entered only by a single entrance. At the gate were the teachers, waiting for their students to be handed over to them. Again, culture dictated that connection be established with appropriate greetings between the adult escorts and the teachers as well as the teachers and the students. Sometimes when the class had been collected but the school bell had not yet rung, the teacher would lead the class through the playground, like a mother goose followed by her goslings. While to North American eyes this may appear to be a preschool ritual, even absurd, in Provence it was selfevidently part of the natural order of things. When children were released from school, it was always one class at a time, the teacher in the lead. The teacher would wait with the students at the gate until all had been collected by their adult escort. Their teachers were their teachers whether on the grounds or in the village market or at the village festival. There weren't many cracks to fall through. Provençal culture was keeping attachment voids to a minimum.

The envelope was embossed with the logo of my father’s law firm—Barry, Yu & Singh, an appropriate name for a ruthless pack of attorneys. Walter Yu was actually senior partner, but he settled for second billing so that the firm’s name would evoke fear in opposing counsel.

Leaders have to learn the level of comfort individuals and cultures have with direct versus indirect orders and requests and adjust accordingly. There's further variance in how this communication practice relates to a culture's value of power distance. The same culture that values indirect communication may also be a place where senior leaders give explicit and direct commands to subordinates if there's a high level of power distance. But a subordinate would be expected to use extremely indirect communication to make a request of a superior. Peers are expected to use indirect communication with one another lest it seem one is taking on an authoritative role over the other. You need to learn where you're perceived in the hierarchical structure to gage the appropriate level of directness to employ. Suzanne,

Thinking Critically The notion that knowing how to think critically is a prerequisite for effective red teaming might seem obvious. But it also poses a challenge at a time when almost 40 percent of college seniors are “unable to distinguish the quality of evidence in building an argument or express the appropriate level of conviction in their conclusion,” according to the results of a nationwide survey released in 2015 by the Council for Aid to Education. Companies already know this. That same year, the American Association of Colleges and Universities released the results of a survey that found nine out of ten employers “judge recent college graduates as poorly prepared for the workforce in such areas as critical thinking, communication and problem solving.

Flying saucers aside, a visceral childhood fascination with what’s out there, launched by pop culture and propelled by real-life space missions during NASA’s heyday, is a recurring narrative among SETI researchers. “I’m a child of the Apollo era,” said Mark Showalter, a Sagan Center senior research scientist. “I’m in this room today because of Neil Armstrong. Watching the moonwalk — that was the most exciting thing I’d ever seen in my life.” To date, Showalter has discovered, or co-discovered, six moons in the solar system: Pan (orbiting Saturn); Mab and Cupid (Uranus); Kerberos and Styx (Pluto); and just last year, a Neptune moon, still unnamed. “We could be sending missions to all kinds of fantastic destinations and learning things for decades to come,” he said. But the scheduled NASA voyages to the outer planets appear nearly done.  The New Horizons spacecraft flies by Pluto next year; the probes to Jupiter and Saturn shut down in 2017. Even the much-heralded Clipper mission — the proposed robotic expedition to Europa — isn’t yet a go. So far, with a projected $2 billion cost, only $170 million has been appropriated. At 56, Showalter concedes that his professional career will conclude with these final journeys. “It takes twenty years from the time you start thinking about the project to the time you actually get to the outer planets,” he said. And without new missions, he worries, and wonders, about the new generation. “It’s the missions that capture imaginations. If those aren’t happening, kids might not go into science the way my generation did.

What is sensory integration therapy? This form of occupational therapy helps children and adults with SPD (sensory processing disorder) use all their senses together. These are the senses of touch, taste, smell, sight, and hearing. Sensory integration therapy is claimed to help people with SPD respond to sensory inputs such as light, sound, touch, and others; and change challenging or repetitive behaviours. Someone in the family may have trouble receiving and responding to information through their senses. This is a condition called sensory processing disorder (SPD). These people are over-sensitive to things in their surroundings. This disorder is commonly identified in children and with conditions like autism spectrum disorder. The exact cause of sensory processing disorder is yet to be identified. However, previous studies have proven that over-sensitivity to light and sound has a strong genetic component. Other studies say that those with sensory processing conditions have abnormal brain activity when exposed simultaneously to light and sound. Treatment for sensory processing disorder in children and adults is called sensory integration therapy. Therapy sessions are play-oriented for children, so they should be fun and playful. This may include the use of swings, slides, and trampolines and may be able to calm an anxious child. In addition, children can make appropriate responses. They can also perform more normally. SPD can also affect adults Someone who struggles with SPD should consider receiving occupational therapy, which has an important role in identifying and treating sensory integration issues. Occupational therapists are health professionals using different therapeutic approaches so that people can do every work they need to do, inside and outside their homes. Through occupational therapy, affected individuals are helped to manage their immediate and long-term sensory symptoms. Sensory integration therapy for adults, especially for people living with dementia or Alzheimer's disease, may use everyday sounds, objects, foods, and other items to rouse their feelings and elicit positive responses. Suppose an adult is experiencing agitation or anxiety. In that case, soothing music can calm them, or smelling a scent familiar to them can help lessen their nervous excitement and encourage relaxation, as these things can stimulate their senses. Seniors with Alzheimer's/Dementia can regain their ability to connect with the world around them. This can help improve their well-being overall and quality of life. What Are The Benefits of Sensory Integration Therapy Sensory integration treatment offers several benefits to people with SPD: * efficient organisation of sensory information. These are the things the brain collects from one's senses - smell, touch, sight, etc. * Active involvement in an exploration of the environment. * Maximised ability to function in recreational and other daily activities. * Improved independence with daily living activities. * Improved performance in the home, school, and community. * self-regulations. Affected individuals get the ability to understand and manage their behaviours and understand their feelings about things that happen around them. * Sensory systems modulation. If you are searching for an occupational therapist to work with for a family with a sensory processing disorder, check out the Mission Walk Therapy & Rehabilitation Centre. The occupational therapy team of Mission Walk uses individualised care plans, along with the most advanced techniques, so that patients can perform games, school tasks, and other day-to-day activities with their best functional skills. Call Mission Walk today for more information or a free consultation on sensory integration therapy. Our customer service staff will be happy to help.

The most senior butlers were a pair of big, round-bellied Black men with sly senses of humor and the wisdom that comes from having a front-row seat to history. Buddy Carter had been around since the tail end of the Nixon presidency, first caring for visiting dignitaries at Blair House and then moving to a job in the residence. Von Everett had been around since Reagan. They spoke of previous First Families with appropriate discretion and genuine affection. But without saying much, they didn’t hide how they felt about having us in their care. You could see it in how readily Von accepted Sasha’s hugs or the pleasure Buddy took in sneaking Malia an extra scoop of ice cream after dinner, in the easy rapport they had talking to Marian and the pride in their eyes when Michelle wore a particularly pretty dress. They were barely distinguishable from Marian’s brothers or Michelle’s uncles, and in that familiarity they became more, not less, solicitous, objecting if we carried our own plates into the kitchen, alert to even a hint of what they considered substandard service from anyone on the residence staff. It would take us months of coaxing before the butlers were willing to swap their tuxedos for khakis and polo shirts when serving us meals. “We just want to make sure you’re treated like every other president,” Von explained. “That’s right,” Buddy said. “See, you and the First Lady don’t really know what this means to us, Mr. President. Having you here…” He shook his head. “You just don’t know.

Successive popes included one pontiff whose eldest son, Pierluigi Farnese, was widely accused of raping a twenty-four-year-old bishop, hastening the unfortunate young man’s death (Farnese was subsequently murdered by subordinates of Charles V), while another Holy Father, former principal papal legate at the Council, on being elected Pope Julius III, made his teenage rentboy lover a cardinal. It might seem appropriate that the Council’s official physician, Girolamo Fracastoro, was the first person to name and provide a detailed diagnosis for syphilis; contemporary senior churchmen would have provided Fracastoro with plenty of case studies for his epic poem on the subject.

Like the team at the FDA, the EIR team enlisted entrepreneurs familiar with the obstacles, including SoftLayer senior executive Paul Ford, to work alongside the USCIS personnel committed to removing or clearing them. “You get fresh thinking, you get a very low-cost way of trying to impact the situation because the people doing this are committed to try to find what’s not working and propose solutions, rather than take a partisan or political or hierarchical or structural view to the environment,” Feld said. “They’re short-timers, so they’re committed for a period of time to come do something, but they’re not here for career advancement, so they are going to speak their mind.” Feld also believed that the presence of Ford and other outside entrepreneurs made the participants feel more comfortable to speak freely than if they had been working with government officials alone. In the spring of 2012, the team began building a prototype of an alternative application process for entrepreneurs and by fall had achieved a significant breakthrough: the launch of the Entrepreneurship Pathways web portal, designed to close the information gap between USCIS and those in the entrepreneurial community, by letting them know which visa may be most appropriate—including the O-1—for their situation.24 While the results of this exercise were not empirically conclusive at the time of an interview for this book, Feld did offer his anecdotal assessment “that there’s an increased number of people who I know have been able to get into the country and get valid visas who are entrepreneurs. I’ve definitely heard a decrease in the negative.

Having tried to deal with the situation myself, I went to my manager—the same “Sandberg”-shouting SEM. He listened to my complaint and then told me that I should think about what I was “doing to send these signals.” Yup, it was my fault. I told the two other Sandbergs, who were outraged. They encouraged me to go over the SEM’s head and talk to the senior partner, Robert Taylor. Robert understood my discomfort immediately. He explained that sometimes those of us who are different (he is African American) need to remind people to treat us appropriately. He said he was glad I told the client no on my own and that the client should have listened. He then talked to the client and explained that his behavior had to stop. He also spoke with my SEM about his insensitive response. I could not have been more grateful for Robert’s protection. I knew exactly how that baby bird felt when he finally found his mother.

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