Attendance Senior Quotes

The alums are all guys. How many women have you seen at the job fairs?” The scales fell from Jiyoung’s eyes, and finally she saw. Hyejin was right. Jiyoung had made it to most job fairs or “meet the alums” events since the beginning of senior year, and she hadn’t seen a single female alumnus, at least not at any of the events she attended.

Being a failed teenager is not a crime, but a predicament and a secret crucible. It is a fun-house mirror where distortion and mystification led to the bitter reflection that sometimes ripens into self knowledge. Time is the only ally of the humiliated teenager, who eventually discovers the golden boy of the senior class is a bloated, bald drunk at the twentieth reunion, and that the homecoming queen married a wife-beater and philanderer and died in a drug rehabilitation center before she was thirty. The prince of acne rallied in college and is now head of neurology, and the homeliest girl blossoms in her twenties, marries the chief financial officer of a national bank, and attends her reunion as president of the Junior League. But since a teenager is denied a crystal ball that will predict the future, there is a forced march quality to this unspeakable rite of passage. It is an unforgivable crime for teenagers not to be able to absolve themselves for being ridiculous creatures at the most hazardous time of their lives.

Anna’s parents were staunch Wee Frees, and she wasn’t even allowed to wear face powder, never mind attend a dance. Music itself was not allowed, except on Sundays, and then it had to be for the sake of worship only, and sung unadorned. The senior McKenzies were so strict they confined their cockerel under a bushel basket on the Sabbath so he wouldn’t get up to anything untoward with the hens.

1. Get male leaders to attend women’s conferences. One technique is to encourage male senior leaders to attend women’s leadership conferences.

Although two senior Irish diplomats were in Switzerland at the time, neither attended Joyce's funeral, and the Irish government later declined Nora's offer to permit the repatriation of Joyce's remains. Nora, who had married Joyce in London in 1931, survived

extravagant and chose not to attend. When Roger took senior executives on the PepsiCo jet to Montana or the Cayman Islands for long team-building weekends, Steve usually chose to stay home with his wife, Gail, and their four kids. I, of course, was never even invited on Roger’s trips because they were always men only. For me, that was

I do have a bad habit,” he says. “of falling in love. With regularity and to spectacular effect. You see, it never goes well.” I wonder if this conversation makes him think of our kiss, but then, I was the one who kissed him. He’d only kissed back. “As charming as you are, how can that be?” I say. He laughs again. “That’s what my sister Taryn always says. She tells me that I remind her of her late husband. Which makes some sense, since I would be his half brother. But it’s also alarming, because she’s the one who murdered him.” Much as when he spoke about Madoc, it’s strange how fond Oak can sound when he tells me a horrifying thing a member of his family has done. “Whom have you fallen in love with?” I ask. “Well, there was you,” the prince says. “When we were children.” “Me?” I ask incredulously. “You didn’t know?” He appears to be merry in the face of my astonishment. “Oh yes. Though you were a year my senior, and it was hopeless, I absolutely mooned over you. When you were gone from Court, I refused any food but tea and toast for a month.” I cannot help snorting over the sheer absurdity of his statement. He puts a hand to my heart. “Ah, and now you laugh. It is my curse to adore cruel women. He cannot expect me to believe he had real feelings. “Stop with your games.” “Very well,” he says. “Shall we go to the next? Her name was Lara, a mortal at the school I attended when I lived with my eldest sister and her girlfriend. Sometimes Lara and I would climb into the crook of one of the maple trees and share sandwiches. But she had a villainous friend, who implicated me in a piece of gossip—which resulted in Lara stabbing me with a lead pencil and breaking off our relationship.” “You do like cruel women,” I say. “Then there was Violet, a pixie. I wrote terrible poetry about how I adored her. Unfortunately, she adored duels and would get into trouble so that I would have to fight for her honor. And even more unfortunately, neither my sister nor my father bothered to teach me how to fight for show. I thought of the dead-eyed expression on his face before his bout with the ogre and Tiernan’s angry words. “That resulted in my accidentally killing a person she liked better than me.” “Oh,” I say. “That is three levels of unfortunate.” “Then there was Sibi, who wanted to run away from Court with me, but as soon as we went, hated it and wept until I took her home. And Loana, a mermaid, who found my lack of a tail unbearable but tried to drown me anyway, because she found it equally unbearable that I would ever love another.” The way he tells these stories makes me recall how he’s told me many painful things before. Some people laugh in the face of death. He laughed in the face of despair. “How old were you?” “Fifteen, with the mermaid,” he said. “And nearly three years later, I must surely be wiser.” “Surely,” I say, wondering if he was. Wondering if I wanted him to be.

sandy-haired, friendly, smiling, small-town attorney of Pennington, had been born in 1950 in a roach-infested Newark slum. His father had been a construction worker fully employed through World War II and Korea creating new factories, dockyards and government offices along the Jersey Shore. But with the ending of the Korean War, work had dried up. Cal was five when his mother walked out of the loveless union and left the boy to be raised by his father. The latter was a hard man, quick with his fists, the only law on many blue-collar jobs. But he was not a bad man and tried to live by the straight and narrow, and to raise his toddler son to love Old Glory, the Constitution and Joe DiMaggio. Within two years, Dexter Senior had acquired a trailer home so that he could move where the work was available. And that was how the boy was raised, moving from construction site to site, attending whichever school would take him, and then moving on. It was the age of Elvis Presley, Del Shannon, Roy Orbison and the Beatles, over from a country Cal had never heard of. It was also the age of Kennedy, the Cold War and Vietnam. His formal education was fractured to the point of near nonexistence, but he became wise in other ways: streetwise, fight-wise. Like his departed mother, he did not grow tall, topping out at five feet eight inches. Nor was he heavy and muscular like his father, but his lean frame packed fearsome stamina and his fists a killer punch. By seventeen, it looked as if his life would follow that of his father, shoveling dirt or driving a dump truck on building sites. Unless . . . In January 1968 he turned eighteen, and the Vietcong launched the Têt Offensive. He was watching TV in a bar in Camden. There was a documentary telling him about recruitment. It mentioned that if you shaped up, the Army would give you an education. The next day, he walked into the U.S. Army office in Camden and signed on. The master sergeant was bored. He spent his life listening to youths doing everything in their power to get out of going to Vietnam. “I want to volunteer,” said the youth in front of him. The master sergeant drew a form toward him, keeping eye contact like a ferret that does not want the rabbit to get away. Trying to be kindly, he suggested

There has been so much misinformation spread about the nature of this interview that the actual events that took place merit discussion. After being discreetly delivered by the Secret Service to the FBI’s basement garage, Hillary Clinton was interviewed by a five-member joint FBI and Department of Justice team. She was accompanied by five members of her legal team. None of Clinton’s lawyers who were there remained investigative subjects in the case at that point. The interview, which went on for more than three hours, was conducted in a secure conference room deep inside FBI headquarters and led by the two senior special agents on the case. With the exception of the secret entry to the FBI building, they treated her like any other interview subject. I was not there, which only surprises those who don’t know the FBI and its work. The director does not attend these kinds of interviews. My job was to make final decisions on the case, not to conduct the investigation. We had professional investigators, schooled on all of the intricacies of the case, assigned to do that. We also as a matter of procedure don’t tape interviews of people not under arrest. We instead have professionals who take detailed notes. Secretary Clinton was not placed under oath during the interview, but this too was standard procedure. The FBI doesn’t administer oaths during voluntary interviews. Regardless, under federal law, it would still have been a felony if Clinton was found to have lied to the FBI during her interview, whether she was under oath or not. In short, despite a whole lot of noise in the media and Congress after the fact, the agents interviewed Hillary Clinton following the FBI’s standard operating procedures.

Burne was drawing farther and farther away from the world about him. He resigned the vice-presidency of the senior class and took to reading and walking as almost his only pursuits. He voluntarily attended graduate lectures in philosophy and biology, and sat in all of them with a rather pathetically intent look in his eyes, as if waiting for something the lecturer would never quite come to. Sometimes Amory would see him squirm in his seat; and his face would light up; he was on fire to debate a point. He grew more abstracted on the street and was even accused of becoming a snob, but Amory knew it was nothing of the sort, and once when Burne passed him four feet off, absolutely unseeingly, his mind a thousand miles away, Amory almost choked with the romantic joy of watching him. Burne seemed to be climbing heights where others would be forever unable to get a foothold.

Pickwick was bought by a man who had an earring and by a man with a luxuriant moustache and by a man who catalogued butterflies and by a man who had bought shark’s fins at the wharf to make soup and by a man with a beard who carried a radical newspaper who attended agitated assemblies and by a man in a scruffy coat, who wrote short pieces for magazines and by a man wheeling a barrow of exotic shrubs he would sell at his nursery. One of these had a brother who was a respectable alderman; the cousin of another was a priest; another played whist with a banker; the buyer of radical literature had a friend in the Whigs; the nurseryman knew a doctor and several lawyers; the man with the moustache had a friend in the senior ranks of the cavalry; the scruffy man knew several editors. There was also a little middle-aged hawker called Knox, recognizable on the city streets by his plaid jacket, though his pinched cheeks, pointed chin and combed red side whiskers ere never conducive to anonymity.

REGULARLY ATTEND AN ANNUAL security conference in Halifax, Nova Scotia. The only thing unusual about the November 2016 meeting was that it occurred just after the U.S. presidential election, and most of the formal and informal conversations among the conferees were about what to expect from the President-elect, Donald Trump. The subject was causing consternation among the governments, military, and intelligentsia of the West, including ours. I spent most of my time in Halifax reassuring friends that the United States government consists of more than the White House. Congress and, I hoped, the people the new President would appoint to senior national security positions would provide continuity in U.S. foreign policy, compensate for the lack of experience in the Oval Office, and restrain the occupant from impulsively reacting to world events. Saturday evening, when the day’s presentations were finished, a retired British diplomat, who had served as the United Kingdom’s ambassador to Russia during

For me, the biggest conflict with the surgery date was that it fell on the same day as Cole’s junior/senior formal at school. The formal had been a big night for Reed two years earlier, with the highlight being a special ring ceremony. Juniors receive their senior rings and ask two special people in their lives to turn the ring on their finger. Reed has asked me to be one of those two people for him, which was a special honor for me. If Cole wants me there, I will reschedule Mia’s surgery. “Cole, who are you planning on having turn your ring?” I asked. “I didn’t get a ring, Mom. I really don’t want one,” Cole replied. Seriously? I thought. Boy, are you your father’s son or what? “All I really care about is getting some really good pictures.” I knew Cole was telling me the truth. He is not about fanfare or rituals. But he did want to remember the night. “Absolutely! I’ll make sure we have plenty of pictures of you,” I exclaimed. As it turned out, I think he was the most photographed student that night. Since I could not be there in person, people texted, e-mailed, and tagged me on Facebook with pictures of him. Again, my friends and Cole’s friends’ parents did what they could to help us through this difficult time. Something as simple as taking pictures was priceless to me. Yes, Cole was completely fine with my not being at the formal, but he was also sad that he could not be at the hospital for Mia. I assured him that there’s never a good time for surgery, and he shouldn’t feel guilty about attending his event--all of us wanted him to go and have a great time.

Generalized Social Anxiety In contrast to people with specific social anxieties, you may be afraid in a wide variety of situations. You might feel that people are judging everything you do and you might set unreasonable standards of perfection for yourself. This condition is called generalized (or discrete) social anxiety. Generalized social anxiety accounts for 80 percent of all cases of social anxiety. Often, people with generalized social anxiety get caught in a vicious cycle. Because they are overly anxious in many situations, they act in clumsy and awkward ways, which in turn makes them feel even more discouraged and anxious. This cycle often results in depression and chronic stress. Generalized social anxiety can affect almost every aspect of your life. This has been the case for Toni, a college senior. In high school, I hardly had any friends. I didn’t participate in any extracurricular activities and managed to get by with average grades. Because I attend a large state university, I am even more invisible. So far, I have avoided any class that has any interaction with my peers, such as discussion groups or labs. As graduation approaches, I need to decide what type of career I want. The thought of job interviews terrifies me. I am considering grad school but would need recommendations to apply. I haven’t even spoken to most of my professors, and the ones who know me probably can’t say anything good about me. As a result, I’m really depressed. When I imagine the future, I can’t see myself being happy. I’ll probably move back to my parents’ house after graduation. I know they are disappointed in me, and that makes me feel like a complete failure.

To this point, Sen. Rand Paul of Kentucky has been the Republican flavor of the year. Events from the IRS scandal to NSA revelations to the Obamacare train wreck have corroborated libertarian suspicions of federal power. And Paul has shown serious populist skills in cultivating those fears for his political benefit. For a while, he succeeded in a difficult maneuver: Accepting the inheritance of his father's movement while distancing himself from the loonier aspects of his father's ideology. But now Rand Paul has fallen spectacularly off the tightrope. It turns out that a senior member of his Senate staff, Jack Hunter, has a history of neo-Confederate radio rants. And Paul has come to the defense of his aide. . . . This would not be the first time that Paul has heard secessionist talk in his circle of confederates--I mean, associates. His father has attacked Lincoln for causing a "senseless" war and ruling with an "iron fist." Others allied with Paulism in various think tanks and websites have accused Lincoln of mass murder and treason. For Rand Paul to categorically repudiate such views and all who hold them would be to excommunicate a good portion of his father's movement. This disdain for Lincoln is not a quirk or a coincidence. Paulism involves more than the repeal of Obamacare. It is a form of libertarianism that categorically objects to 150 years of expanding federal power. . . . Not all libertarians, of course, view Appomattox as a temporary setback. A libertarian debate on the topic: "Lincoln: Hero or Despot?" would be two-sided, lively and well attended. But Paulism is more than the political expression of the Austrian school of economics. It is a wildly ambitious ideology in which Hunter's neo-Confederate views are not uncommon. What does this mean for the GOP? It is a reminder that, however reassuring his manner, it is impossible for Rand Paul to join the Republican mainstream. The triumph of his ideas and movement would fundamentally shift the mainstream and demolish a century and a half of Republican political history. The GOP could no longer be the party of Reagan's internationalism or of Lincoln's belief in a strong union dedicated to civil rights.

Another episode startled Trump’s advisers on the Asia trip. As the president and his entourage embarked on the journey, they stopped in Hawaii on November 3 to break up the long flight and allow Air Force One to refuel. White House aides arranged for the president and first lady to make a somber pilgrimage so many of their predecessors had made: to visit Pearl Harbor and honor the twenty-three hundred American sailors, soldiers, and marines who lost their lives there. The first couple was set to take a private tour of the USS Arizona Memorial, which sits just off the coast of Honolulu and straddles the hull of the battleship that sank into the Pacific during the Japanese surprise bombing attack in 1941. As a passenger boat ferried the Trumps to the stark white memorial, the president pulled Kelly aside for a quiet consult. “Hey, John, what’s this all about? What’s this a tour of?” Trump asked his chief of staff. Kelly was momentarily stunned. Trump had heard the phrase “Pearl Harbor” and appeared to understand that he was visiting the scene of a historic battle, but he did not seem to know much else. Kelly explained to him that the stealth Japanese attack here had devastated the U.S. Pacific Fleet and prompted the country’s entrance into World War II, eventually leading the United States to drop atom bombs on Japan. If Trump had learned about “a date which will live in infamy” in school, it hadn’t really pierced his consciousness or stuck with him. “He was at times dangerously uninformed,” said one senior former adviser. Trump’s lack of basic historical knowledge surprised some foreign leaders as well. When he met with President Emmanuel Macron of France at the United Nations back in September 2017, Trump complimented him on the spectacular Bastille Day military parade they had attended together that summer in Paris. Trump said he did not realize until seeing the parade that France had had such a rich history of military conquest. He told Macron something along the lines of “You know, I really didn’t know, but the French have won a lot of battles. I didn’t know.” A senior European official observed, “He’s totally ignorant of everything. But he doesn’t care. He’s not interested.” Tillerson developed a polite and self-effacing way to manage the gaps in Trump’s knowledge. If he saw the president was completely lost in the conversation with a foreign leader, other advisers noticed, the secretary of state would step in to ask a question. As Tillerson lodged his question, he would reframe the topic by explaining some of the basics at issue, giving Trump a little time to think. Over time, the president developed a tell that he would use to get out of a sticky conversation in which a world leader mentioned a topic that was totally foreign or unrecognizable to him. He would turn to McMaster, Tillerson

A ministerial report published in May 2016 found ‘widespread practices of improper and unfair influence affecting the outcomes of the appointment of educators’, and that the ‘current process for selecting candidates for appointment in the education sector is riddled with inconsistencies’. It concluded that ‘where authority is weak, inefficient and dilatory, teacher unions [the South African Democratic Teachers’ Union, SADTU] move into the available spaces and determine policies, priorities and appointments, achieving undue influence over matters which primarily should be the responsibility of the Department [of Basic Education]’.155 The report followed widespread coverage of corruption and abuse of learners, including teachers paying union officials to appoint them to senior positions, and demands for sex in return for jobs. A January 2017 article in The Economist (‘South Africa has one of the world’s worst education systems’) found that: ‘A shocking 27% of pupils who have attended school for six years cannot read, compared with 4% in Tanzania and 19% in Zimbabwe. After five years of school about half cannot work out that 24 divided by three is eight. Only 37% of children starting school go on to pass the matriculation exam; just 4% earn a degree.’156

Maury and I spent more than one month in Pakistan, talking with AID personnel and their Pakistani counterparts and learning about the conduct of the projects over the six-year period. Most importantly, we focused on the dialogue between senior U.S. embassy and mission personnel and those in the Pakistani government responsible for economic policy formulation. One day, he and I were asked to attend a “brown bag luncheon” with the senior mission staff. The idea was to be totally informal, put our feet on the desks and just chat about our impressions. Everyone was eager to learn what Maury thought about the program. Three important things emerged for me out of that discussion. 1. The mission director explained that he had held some very successful consultations and brainstorming sessions with senior Pakistani government leaders. He said the Pakistanis were open to his ideas for needed reform, listened carefully and took extensive notes during these meetings. Although there had been little concrete action to implement these recommendations to date, he was confident they were seriously considering them. Maury smiled and responded, “Yeah. They used to jerk me around the same way when I was in your position. The Paks are masters at that game. They know how to make you feel good. I doubt that they are serious. This is a government of inaction.” The mission director was crestfallen. 2. Then the program officer asked what Maury thought about the mix of projects that had been selected by the government of Pakistan and the mission for inclusion in the program for funding. Maury responded that the projects selected were “old friends” of his. He too, had focused on the same areas i.e. agriculture, health, and power generation and supply. That said, the development problems had not gone away. He gave the new program credit for identifying the same obstacles to economic development that had existed twenty years earlier. 3. Finally, the mission director asked Maury for his impressions of any major changes he sensed had occurred in Pakistan since his departure. Maury thought about that for a while. Then he offered perhaps the most prescient observation of the entire review. He said, when he served in Pakistan in the 1960s, he had found that the educated Pakistani visualized himself and his society as being an important part of the South-Asian subcontinent. “Today” he said, “after having lost East Pakistan, they seem to perceive themselves as being the eastern anchor of the Middle-East.” One wonders whether the Indian government understands this significant shift in its neighbor’s outlook and how important it is to work to reverse that world view among the Pakistanis for India’s own security andwell-being.

Maury and I spent more than one month in Pakistan, talking with AID personnel and their Pakistani counterparts and learning about the conduct of the projects over the six-year period. Most importantly, we focused on the dialogue between senior U.S. embassy and mission personnel and those in the Pakistani government responsible for economic policy formulation. One day, he and I were asked to attend a “brown bag luncheon” with the senior mission staff. The idea was to be totally informal, put our feet on the desks and just chat about our impressions. Everyone was eager to learn what Maury thought about the program. Three important things emerged for me out of that discussion. 1. The mission director explained that he had held some very successful consultations and brainstorming sessions with senior Pakistani government leaders. He said the Pakistanis were open to his ideas for needed reform, listened carefully and took extensive notes during these meetings. Although there had been little concrete action to implement these recommendations to date, he was confident they were seriously considering them. Maury smiled and responded, “Yeah. They used to jerk me around the same way when I was in your position. The Paks are masters at that game. They know how to make you feel good. I doubt that they are serious. This is a government of inaction.” The mission director was crestfallen. 2. Then the program officer asked what Maury thought about the mix of projects that had been selected by the government of Pakistan and the mission for inclusion in the program for funding. Maury responded that the projects selected were “old friends” of his. He too, had focused on the same areas i.e. agriculture, health, and power generation and supply. That said, the development problems had not gone away. He gave the new program credit for identifying the same obstacles to economic development that had existed twenty years earlier. 3. Finally, the mission director asked Maury for his impressions of any major changes he sensed had occurred in Pakistan since his departure. Maury thought about that for a while. Then he offered perhaps the most prescient observation of the entire review. He said, when he served in Pakistan in the 1960s, he had found that the educated Pakistani visualized himself and his society as being an important part of the South-Asian subcontinent. “Today” he said, “after having lost East Pakistan, they seem to perceive themselves as being the eastern anchor of the Middle-East.” One wonders whether the Indian government understands this significant shift in its neighbor’s outlook and how important it is to work to reverse that world view among the Pakistanis for India’s own security andwell-being.

Once in my senior year of high school, when I didn’t want to attend an early-morning Mass with her, I snarled, in typical teenager style, “What’s your deal? Why do you love a church so much that doesn’t love anyone? It rejected you when you left Oldenburg. It rejected you when Dad divorced you. How can you still love it so much?

To practice zazen, Suzuki-roshi often reminded his students, is to study the self. By 1983, the senior priests at Zen Center had logged a lot of hours in the study hall. The work and meditation schedule they kept was famous for its rigor. Typically, they sat for almost two hours every morning, beginning at five, attended a midday service, and sat again for an hour or two in the evening until nine. During the two annual Practice Periods, the daily meditation periods were extended. Once a month, they sat for twelve or fourteen hours—a one-day sesshin (intensive retreat). At the end of each Practice Period, they sat a seven day sesshin—twelve to fourteen hours a day for seven straight days, during which they took their meager meals in the zendo, and slept on their cushions. In fifteen years, Reb, Yvonne, Lew, and the other senior students who'd kept the daily schedule had each sat zazen for at least 10,000 to 15,000 hours. And yet, by any common-sense standard, the most seasoned meditators at Zen Center repeatedly flunked simple tests of self-awareness. "I wonder," wrote a former Zen Center student in a letter to Yvonne in 1987, "if in some cases doing zazen doesn't augment or aggravate the dissociative process—as if in some way it cauterizes the personality and seals it off, encapsulates it, widens the breach between heart and mind.

The bureau set its sights high; it did not hesitate to go after even the celebrated Viktor Cherkashin, the canny KGB chief of counterintelligence in the Washington residency, who, as the CIA and the bureau later learned to their sorrow, was the key player in the handling of both Aldrich Ames and Robert Hanssen. The attempt to recruit Cherkashin was made by Ray Mislock, then the special agent in charge of counterintelligence for the FBI’s Washington field office. Cherkashin had returned to Washington around 1997 to attend a conference. It was long after the collapse of the Soviet Union, and by this time senior KGB officers often fraternized with American intelligence officials, their former foes, at various international meetings.

In 1931, Césaire left for Paris to attend the Lycée Louis-le-Grand, a highly selective public school founded by Jesuits in the sixteenth century, in the heart of the Latin Quarter. One of the first people he met was a young African man standing in a student dorm in a gray jacket with a string belt holding up his trousers. Léopold Sédar Senghor, a student at the Sorbonne from a wealthy Catholic family in Senegal, seven years Césaire’s senior, was writing a thesis about “exotic” motifs in Baudelaire’s poetry.

Decouple participation from productivity. As you grow more senior, you’ll be invited to more meetings, and many of those meetings will come with significant status. Attending those meetings can make you feel powerful, but you have to keep perspective about whether you’re accomplishing much by attending. Sometimes, being able to convey important context to your team is super valuable, and in those cases you should keep attending, but don’t fall into the trap of assuming that attendance is valuable.

They can attend the red team event to demonstrate their support, just as New York Police Department (NYPD) Commissioner Ray Kelly and his successor William Bratton made it a point to participate in every single tabletop exercise, described in chapter 4, that was conducted with senior commanders during his tenure. Red teams can also be rewarded for their work—for example, the CIA Red Cell has received the National Intelligence Meritorious Unit Citation on multiple occasions—or a proficient red teamer can conspicuously be promoted to a more senior position.

Today is the first day in the next chapter of my life.  My best friend, Ivy, and I are leaving home to finish college. We will be roommates and have the time of our lives. She has been staying at our house since November of our senior year in high school.  My parents agreed to help us both with college if we would take two years of basic courses at the local junior college.  Now we are moving to Springfield, Missouri to attend Missouri State University. 

Coleman, respect your elders!” said Serge. “I know I do. I see some ninety-year-old dude driving ten miles an hour, clutching the steering wheel to his face. Everyone else impatiently honks, but I say, ‘Rock on!’ and shoot him a gray-power fist salute. You have to give a guy like that credit, if only for excellent attendance.” Serge turned to the group of seniors nearest him and waved. “You’re my heroes! I love absolutely everything you’re doing with this whole ‘not dying’ thing!

Without warning, he leaned down until our faces were close. Omigod, he’s going to kiss me, I thought. “Make me,” he said. “You want me to back off, fine. Prove to me you’re not Jo O’Connor and I’ll do whatever you say. I’ll flap my arms and fly to the moon.” “That won’t be necessary,” I said. “The other side of the room will be just fine.” He gave a breathy laugh, the air of it moving across my face, and eased back. “So, do we have a deal or not?” “What’s so important about the prom?” I asked. “Don’t be stupid, Calloway,” Mark said. “The ghost is practically expected. If she doesn’t show, I’ll know it’s because you’re not who you say you are. That Claire Calloway and the ghost of Jo O’Connor are one and the same. They can’t be in the same place at the same time.” “That is the most ridiculous thing I’ve ever heard,” I said, though my heart was beating so hard I thought for sure it was going to burst right through my clothes. “Then you shouldn’t have anything to worry about, should you?” “I don’t have anything to worry about,” I said. “Fine.” “Fine. I’ll clear things with Rob. In the meantime, stay away from me, London. Or I might develop a sudden illness which will prevent me from attending the prom at all.” “Chicken,” he said. “You’d so like to think so.” This time when I attempted to move past him, he let me go. I’d only gone a few steps before he called after me. “Hey, Calloway.” Reluctantly I turned back. “What?” “Save me a dance, will you?” I smiled sweetly. “Only if you wear one of those cute little plaid cummerbunds.

On March 31, 2016, Securities and Exchange Commission chair Mary Jo White said this to the students of Stanford Law School: Nearly all venture valuations are highly subjective. But, one must wonder whether the publicity and pressure to achieve the unicorn benchmark is analogous to that felt by public companies to meet projections they make to the market with the attendant risk of financial reporting problems. And, yes that remains a problem. We continue to see instances of public companies and their senior executives manipulating their accounting to meet various expectations and projections.1 We have reached a point in the world of technology startups where the fervor for building a company with a billion-dollar valuation — the elusive startup unicorn — is overshadowing the creation of real value. It is not the first time we have been here; the world of startups and venture capital has always run in cycles, from optimistic zeal to caution to post-catastrophe introspection and back again. But perhaps it is time that entrepreneurs and investors alike begin waking up to the fact that the “valuation-at-all-costs” model, with its relentless pressure, remote odds of success, and human cost, is not only unsustainable but bad business. At this point in the current cycle, the radically overvalued startup appears to be headed for the endangered species list. That is a good thing. While billion-dollar behemoths will always exist, and the high-wire act of chasing scale while also chasing the cash to fund that scale will occasionally produce a solid company, there are other ways to build a business. There are better ways to build a business.

By the time the Saturday of prom actually rolled around, I told myself I was resigned to my only course of action. Claire Calloway would attend the prom. The ghost of Jo O’Connor would not. Not even if she was elected prom queen. It wouldn’t allay Mark’s suspicions, but I told myself I could live with that. Live with that. Ha ha. Very funny.

The week before Notes Day, all facilitators attended a training session to help them keep each meeting on track and make sure that everyone—the outgoing, the laid-back, and everyone in between—was heard from. Then, to make sure something concrete emerged, the Working Group designed a set of “exit forms” to be filled out by each session’s participants. Red forms were for proposals, blue forms were for brainstorms, and yellow forms were for something we called “best practices”—ideas that were not action items per se but principles about how we should behave as a company. The forms were simple and specific: Each session got its own set, tailored specifically to the topic at hand, that asked a specific question. For example, the session called “Returning to a ‘Good Ideas Come from Anywhere’ Culture,” had blue exit forms topped with this header: Imagine it’s 2017. We’ve broken down barriers so that people feel safe to speak up. Senior employees are open to new processes. What did we do to achieve this success? Underneath that question were boxes in which attendees could pencil in three answers. Then, after they wrote a general description of each idea, they were asked to go a few steps further. What “Benefits to Pixar” would these ideas bring? And what should be the “Next Steps” to make them a reality? Finally, there was space provided to specify “Who is the best audience for this idea?” and “Who should pitch this idea?

Researchers at Yale and Rutgers who studied 2,912 senior citizens over a twelve-year period found that monthly attendance at church services resulted in better mental health. Even those churchgoers who were chronically ill fared better than those who were not religious; they showed “increased feelings of optimism … and fewer symptoms of depression.” Regarding physical health, Duke University Medical Center released a study of more than 1,700 senior citizens in North Carolina that showed a clear relationship between church attendance and good health.23

Emma Sulkowicz, the Columbia University student who made waves as an activist against sexual assault, ended her school year as she began it: carrying a mattress. Ms. Sulkowicz carried her mattress around campus throughout her senior year to raise awareness to her school’s handling of sexual assault. On Tuesday, she brought it with her to her graduation ceremony, and walked with it during the processional. Four fellow female graduates helped her carry the mattress as she walked across the stage to cheers from the audience. Ms. Sulkowicz has said she was raped in her dorm by a classmate who was later cleared of the crime in what she said was a flawed university disciplinary proceeding. She has spent approximately the past nine months carrying her mattress on campus as part of a school-sanctioned art project, “Mattress Performance (Carry That Weight),” vowing to carry it as long as she and the accused student attend the same school. The project sparked debate on and off campus. In January, Ms. Sulkowicz was the guest of New York Sen. Kirsten Gillibrand at President Barack Obama’s State of the Union address. The accused student, Paul Nungesser, and Ms. Sulkowicz both graduated Tuesday. Mr. Nungesser has said he didn’t rape Ms. Sulkowicz and last month filed a lawsuit in Manhattan federal court against Columbia for allowing what he says is sustained harassment against him. As part of the lawsuit, his attorney requested that Columbia bar Ms. Sulkowicz from carrying the mattress at graduation. The school almost did. On Monday, it sent out graduation guidelines that said: “Graduates should not bring into the ceremonial area large objects which could interfere with the proceedings or create discomfort to others in close, crowded spaces shared by thousands of people.” Students saw the guidelines as a reference to Ms. Sulkowicz, they said. But she showed up on Tuesday, mattress in hand. Some students wore red tape on their graduation caps in solidarity with Ms. Sulkowicz, referencing No Red Tape, Columbia’s anti-sexual-assault activist group. Mr. Nungesser’s attorney, Andrew Miltenberg, criticized Columbia. “Once again, Columbia has irresponsibly allowed Ms. Sulkowicz to create a spectacle, the purpose of which is to vilify and humiliate Mr. Nungesser,” Mr. Miltenberg said. “Shame on Columbia for forcing the entire class of 2015 to bear silent witness to the victimization of Mr. Nungesser, on a day set aside to celebrate their academic achievements.” Ms. Sulkowicz, who graduated magna cum laude, and her

While their normal working relations are pervaded by an atmosphere of intrigue and competitive resentment, Diana still feels a sense of responsibility towards her husband. When he returned to public duties last year following a lengthy recuperation from his broken arm he intended to make a bizarre “statement” regarding the intense speculation surrounding his injury. He instructed his staff to find a false arm with a hook on the end so that he could appear in public like a real-life Captain Hook. Diana was consulted by senior courtiers worried that he would make a fool of himself. She suggested that a false arm should be obtained but then conveniently mislaid shortly before he was to attend a medical meeting in Harley Street, central London. While Charles was annoyed by the subterfuge, his staff were relieved that his dignity had been preserved thanks to Diana’s timely intervention.

How has a failure, or apparent failure, set you up for later success? Do you have a “favorite failure” of yours? Many, many moons ago, I used to be a corporate lawyer. I was an ambivalent corporate lawyer at best, and anyone could have told you that I was in the wrong profession, but still: I’d dedicated tons of time (three years of law school, one year of clerking for a federal judge, and six and a half years at a Wall Street firm, to be exact) and had lots of deep and treasured relationships with fellow attorneys. But the day came, when I was well along on partnership track, that the senior partner in my firm came to my office and told me that I wouldn’t be put up for partner on schedule. To this day, I don’t know whether he meant that I would never be put up for partner or just delayed for a good long while. All I know is that I embarrassingly burst into tears right in front of him—and then asked for a leave of absence. I left work that very afternoon and bicycled round and round Central Park in NYC, having no idea what to do next. I thought I’d travel. I thought I’d stare at the walls for a while. Instead—and it all happened so suddenly and cinematically that it might defy belief—I remembered that actually I had always wanted to be a writer. So I started writing that very evening. The next day I signed up for a class at NYU in creative nonfiction writing. And the next week, I attended the first session of class and knew that I was finally home. I had no expectation of ever making a living through writing, but it was crystal clear to me that from then on, writing would be my center, and that I would look for freelance work that would give me lots of free time to pursue it. If I had “succeeded” at making partner, right on schedule, I might still be miserably negotiating corporate transactions 16 hours a day. It’s not that I’d never thought about what else I might like to do other than law, but until I had the time and space to think about life outside the hermetic culture of a law practice, I couldn’t figure out what I really wanted to do.

Anoai played football for three years at Pensacola Catholic High School and one year at Escambia High School. In his senior year, he was named Defensive Player of the Year by the Pensacola News Journal. He then attended Georgia Institute of Technology, where he was a member of the Georgia Tech Yellow Jackets football team along with Calvin Johnson, who later became a wide receiver in the National Football League (NFL). Anoai was a three-year

As we’ve seen, up to 25 percent of employed seniors from our top universities are heading to financial services each year. Our financial services industry (and to a lesser extent its attendant legal industry) plays an equivalent role to the oil industry in Saudi Arabia in terms of talent attraction. You can see a similar dynamic at work in other fields with fixed slots. There were 682 orthopedic surgery residents in the United States in 2012. That number is set because there are only so many funded residency slots in teaching hospital programs throughout the country.4 If I were to kick butt in medical school and get one of these residencies, I would be on the way to becoming an orthopedic surgeon, probably the most coveted residency due to money, lifestyle, low morbidity of patients, gratification from restoring mobility, and other factors. But let’s say that I didn’t make it and fell short—there would still be 682 orthopedic surgeons five years from now because the next guy would have gotten that slot. We’re all competing to fit through the same finite gate. The value difference if I perform really strongly and get one of these coveted spots is not one more surgeon—it’s the gap between me and the 683rd person who didn’t get it (and perhaps went into a less prestigious or less lucrative specialty). From a value creation standpoint, it’s not ideal for a massive level of talent to be going to existing enterprises that have captured large economic rents or where people are fighting for a set of finite slots. The rents and slots will stay essentially constant. Contrast this with new business formation. If I were to say, “There are only going to be 682 new successful businesses started in the United States next year,” people would instantly regard that as ridiculous. It’s unknown and unknowable. But we all know that if another enterprising team comes along and starts a cool company, that number goes up by one.

If there’s ever a seat available, there exists a very clear hierarchy of who may sit. First, the attending gets to sit. Then if there’s another seat, the senior resident can sit. Then if there’s another seat, someone can put their purse there. Then if there’s another seat, a homeless drug addict who wandered into the building can sit there. But after the attending, the resident, the purse, and the homeless guy are all settled, any available seats are all mine.

This is exactly what Alan Mulally walked into when he took over as the new CEO at Ford in 2006. Ford was in serious trouble, and Mulally was brought in with the hope that he could save the company. Much as Chief Cauley had done at the CRPD, Mulally made it his first order of business at Ford to find out as much as he could about the current state of things from the people who worked there. The task, however, proved more difficult than he expected. To keep a pulse on the health of the organization, Mulally introduced weekly business plan reviews (BPRs). All his senior executives were to attend these meetings and present the status of their work against the company’s strategic plan, using simple color coding—green, yellow and red. Mulally knew that the company was having serious problems, so he was surprised to see that week after week every executive presented their projects as all green. Finally, he threw up his hands in frustration. “We are going to lose billions of dollars this year,” he said. “Is there anything that’s not going well here?” Nobody answered. There was a good reason for the silence. The executives were scared. Prior to Mulally, the former CEO would regularly berate, humiliate or fire people who told him things he didn’t want to hear. And, because we get the behavior we reward, executives were now conditioned to hide problem areas or missed financial targets to protect themselves from the CEO. It didn’t matter that Mulally said he wanted honesty and accountability; until the executives felt safe, he wasn’t going to get it. (For all the cynics who say there is no place for feelings at work, here was a roomful of the most senior people of a major corporation who didn’t want to tell the truth to the CEO because of how they felt.) But Mulally persisted. In every subsequent meeting he repeated the same question until, eventually, one person, Mark Fields, head of operations in the Americas, changed one slide in his presentation to red. A decision he believed would cost him his job. But he didn’t lose his job. Nor was he publicly shamed. Instead, Mulally clapped at the sight and said, “Mark, that is great visibility! Who can help Mark with this?” At the next meeting, Mark was still the only executive with a red slide in his presentation. In fact, the other executives were surprised to see that Fields still had his job. Week after week, Mulally would repeat his question, We are still losing tons of money, is anything not going well? Slowly executives started to show yellow and red in their presentations too. Eventually, it got to the point where they would openly discuss all the issues they were facing. In the process, Mulally had learned some tricks to help build trust on the team. To help them feel safe from humiliation, for example, he depersonalized the problems his executives faced. “You have a problem,” he would tell them. “You are not the problem.

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.

set of planned events with great accuracy as early as 2010: “We received an 11-page document from an insider who attended the Senior Masons Conference in London in 2005. The content of the discussion was really outrageous. Our intelligence provider reports: The Third World War is about to happen. This is already planned. It will be a war of nuclear weapons and biological weapons. Our intelligence

Some very senior naval officers attended instead, most of them convinced the experiment would fail.

In fact, minimal thought ever went into race-related issues when it came to the Sussexes. This is the same institution that suggested that Lady Susan Hussey (yes, that Lady Susan Hussey) help biracial Meghan acclimate to Palace life and navigate the royal system. The duchess turned down the offer, probably having already sensed that it might not be the best idea. When Palace aides later told reporters, including myself, that they “bent over backwards” to make Meghan feel comfortable at Buckingham Palace, this included a follow-up suggestion that perhaps the Queen’s Ghanaian-born household cavalry officer Lieutenant Colonel Nana Kofi Twumasi-Ankrah should be the one to help Meghan. Though a charming and intelligent man, it stood out like a sore thumb to Meghan and her friends that, due to a lack of Black or other non-white staff, let alone women, in relevant senior roles, the Palace had to turn to someone who was the Queen’s attendant. “I doubt Kate was offered an equerry [for guidance],” a pal said to Meghan.

Residents and interns are the grunts of the medical profession, tasked, simply, with getting everything done. The practical side of the clinical buck stops with them (even if the ultimate clinical and legal responsibility rests with the attendings), and the house staff do whatever it takes to get everything done. With their scut lists in hand, their coat pockets doubling as supply cabinets, they are the embodiment of the pragmatic. While many still retain their interest in the theories and mechanisms of disease, the overriding modus operandi is utilitarian, because unlike the electricians, housekeepers, therapists, technicians, orderlies, dietitians, even the nurses and senior doctors, their job description has no bounds.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

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.

We were equally impressed to learn that senior executives at another company preferred the underground to chauffeured limousine when travelling around London. The number of IR representatives in attendance is a good indicator as to how carefully a company counts its pennies. Of course, we have made mistakes when assessing management teams. But, in our view, trying to spot a great manager remains a game very much worth playing.

Ostrom was in attendance. I was a junior scientist at the time and remember seeing him at a coffee break between sessions, talking to one of the more senior paleontologists. He was crying. His thirty years of controversial work had been vindicated by a fossil. At the time, he was quoted as saying, “I literally got weak in the knees when I first saw photos. The apparent covering on this dinosaur is unlike anything we have seen anywhere in the world before.” He was later to say, “I never expected to see anything like this in my lifetime.

Anne Kihagi Explores San Francisco’s Best Cultural Attractions The city of San Francisco offers many museums and enriching cultural attractions. Here, Anne Kihagi explores three of the city’s best ones to visit shared in 3 part series. California Academy of Sciences The California Academy of Sciences houses several attractions under one roof sure to interest visitors of all ages. Offering an aquarium, a natural history museum, and a planetarium, the academy also boasts a 2.5-acre living roof. The venue is also home to various educational and research programs. The academy’s featured exhibits include the Steinhart Aquarium, which has 40,000 species, and the Osher Rainforest, which is a four-level exhibit with butterflies and birds. The academy has several long-standing exhibits like the Philippine Coral Reef, the Human Odyssey, the Tusher African Hall, and the California Coast. There are three exhibits for the academy’s youngest visitors to enjoy. The Naturalist Center features live species and educational games and films, while the Curiosity Grove is a California forest-themed play area. Finally, the Discovery Tidepool allows children to interact with California tidepool species.The academy also offers sleepovers for their youngest visitors. Children will be able to view the exhibits after-hours and enjoy milk and cookies before bed. They can choose to sleep in areas such as the flooded forest tunnel or the Philippine Coral Reef. The academy’s newest exhibits include the planetarium show Passport to the Universe, 400 gemstones and minerals in the geology collection, and the Giants of Land and Sea that showcases the northern part of the state’s natural wonders. You can visit the academy Monday through Saturday from 9:30 AM – 5:00 PM and on Sundays from 11:00 AM – 5:00 PM. Visitors who are 21 and older can attend the academy’s NightLife on Thursdays from 6:00 – 10:00 PM. General adult admission is $35.95 and senior citizen admission (65+ with ID) is $30.95. Child admission (ages 4-11) is $25.95, while youth admission (ages 12-17) is $30.95. Children under three receive free admission.

From kindergarten through senior year of high school, Evan attended Crossroads, an elite, coed private school in Santa Monica known for its progressive attitudes. Tuition at Crossroads runs north of $ 22,000 a year, and seemingly rises annually. Students address teachers by their first names, and classrooms are named after important historical figures, like Albert Einstein and George Mead, rather than numbered. The school devotes as significant a chunk of time to math and history as to Human Development, a curriculum meant to teach students maturity, tolerance, and confidence. Crossroads emphasizes creativity, personal communication, well-being, mental health, and the liberal arts. The school focuses on the arts much more than athletics; some of the school’s varsity games have fewer than a dozen spectators. 2 In 2005, when Evan was a high school freshman, Vanity Fair ran an exhaustive feature about the school titled “School for Cool.” 3 The school, named for Robert Frost’s poem “The Road Not Taken,” unsurprisingly attracts a large contingent of Hollywood types, counting among its alumni Emily and Zooey Deschanel, Gwyneth Paltrow, Jack Black, Kate Hudson, Jonah Hill, Michael Bay, Maya Rudolph, and Spencer Pratt. And that’s just the alumni—the parents of students fill out another page or two of who’s who A-listers. Actor Denzel Washington once served as the assistant eighth grade basketball coach, screenwriter Robert Towne spoke in a film class, and cellist Yo-Yo Ma talked shop with the school’s chamber orchestra.

The Senior Ball was upon us and I didn’t have a date. Having spent my high school years attending this school didn’t help. Perhaps I should have invited Thelma. Now, that would have been something! Looking back I wonder what would have happened if I had? Everyone at the school knew Thelma, and Ridell High, being a snobbish school in a snobbish town, would certainly have ostracized the two of us. Besides, Thelma was just a little too old for me and I was just too chicken to bring the town’s hottest girl to the schools biggest function.

It was over 50 years ago that I had the privilege of being the Class Advisor to the class of 1969 at what was then called Henry Abbott Regional Vocational Technical School. It was another era and a time when we as a nation stood tall. It was the year when Buzz Aldrin, Neil Armstrong and Michael Collins lifted off from Cape Kennedy, for the first manned landing on the Moon. “One small step for man, one giant leap for mankind.” It was a time when we felt proud to be Americans! Fifty years ago the 4 Beatles got together in a recording studio for the last time, where they cut “Abbey Road.” In 1969 alone they published 13 songs including “Yellow Submarine.” John Lennon claimed that the best song he ever did was “Come Together” and that was in 1969. Although it wasn’t possible for me to attend the class reunion I did however connect with them by telephone and a speaker system. I had the opportunity to wish them well and share some thoughts with my former students who are now looking forward to their senior years that I always thought of as “The Youth of Old Age.” Having just celebrated my 85th birthday, 69 years old does seem quite youthful in comparison. Earlier in the week Dave Coelho, the class Vice President read to me the list of graduates that are no longer with us. I was stunned by the number, but at the time the United States was at war, regardless of what it was called. In 1968, the year before the class graduated, our country had a peak of 549,000 of our young people serving in Viet Nam. During the year of the Tet Offensive alone, 543 were killed and 2547 were wounded, and that is what the class of 1969 faced upon their graduation! It was a war in which 57,939 of our young people were killed or went missing! It was nice to talk to the class president LaBarbera and I enjoyed the feeling of guilt when one former student told me that he still has a problem with addition. To this I gladly accepted the blame but reminded him that this would not be of much help, if he had to face the IRS when his taxes didn’t compute. Look for part 2, the conclusion

In July 2014, Ted tapped Brian Wright, a senior vice president at Nickelodeon, to lead young adult content deals. (Brian’s first Netflix claim to fame is signing the deal for a show called Stranger Things just a few months into the job.) Brian tells this story about Ted receiving feedback publicly on Brian’s first day at Netflix: In all my past jobs, it was all about who’s in and who’s out of favor. If you gave the boss feedback or disagreed with her in a meeting in front of others, that would be political death. You would find yourself in Siberia. Monday morning, it’s my first day of this brand-new job, and I’m on hyperalert trying to find out what are the politics of the place. At eleven a.m. I attend my first meeting led by Ted (my boss’s boss, who is from my perspective a superstar), with about fifteen people at various levels in the company. Ted was talking about the release of The Blacklist season 2. A guy four levels below him hierarchically stopped him in the middle of his point: “Ted, I think you’ve missed something. You’re misunderstanding the licensing deal. That approach won’t work.” Ted stuck to his guns, but this guy didn’t back down. “It won’t work. You’re mixing up two separate reports, Ted. You’ve got it wrong. We need to meet with Sony directly.” I could not believe that this low-level guy would confront Ted Sarandos himself in front of a group of people. From my past experience, this was equivalent to committing career suicide. I was literally scandalized. My face was completely flushed. I wanted to hide under my chair. When the meeting ended, Ted got up and put his hand on this guy’s shoulder. “Great meeting. Thanks for your input today,” he said with a smile. I practically had to hold my jaw shut, I was so surprised. Later I ran into Ted in the men’s washroom. He asked how my first day was going so I told him, “Wow Ted, I couldn’t believe the way that guy was going at you in the meeting.” Ted looked totally mystified. He said, “Brian, the day you find yourself sitting on your feedback because you’re worried you’ll be unpopular is the day you’ll need to leave Netflix. We hire you for your opinions. Every person in that room is responsible for telling me frankly what they think.

By 1920, he was living back home with his parents while pursuing a degree at Michigan State Agricultural College.5 Specializing in chicken breeding, he proved to be so proficient that, immediately after his graduation, he received a summer school appointment as “instructor in poultry husbandry for federal students”—young veterans attending college with governmental aid.6 In addition to his academic work, the religiously committed Huyck was active in the Student Volunteer Movement, a campaign begun in 1886 to enlist college students for missionary work abroad with the ultimate goal of bringing about (as its watchword put it) “the evangelization of the world in this generation.”7 In April 1922, just prior to his graduation from Michigan State Agricultural College and three months shy of his twenty-eighth birthday, Emory accepted the position of superintendent of the Bath Consolidated School at an annual salary of $2,300. Eight months later, two days after Christmas, Emory married Ethel Newcomb of Pierson, Michigan, six years his senior; she would also join the faculty at the newly built school, teaching “vocal music” and second grade.8

It was the senior stew's position to be at the top of the ramp when the men got off in Vietnam. But when we were about two hours out she would usually ask for a volunteer to take the forward door. All you had to do is stand at the door and say good-bye, but nobody wanted that job. It's nothing disparaging about the other gals, but many just couldn't do it. I'd always take the forward door and I was good at it. I never said "good-bye" or "good luck." I would shake their hand, look them in the eye, smile and say, "See you later." Sometimes I'd say, "See you in twelve months." They really wanted somebody to look at them. At the top of the ramp was the world, at the bottom of the ramp was the war. I saw eyes full of fear, some with real terror. And maybe this sounds crazy, but I saw death in some of those eyes. At that moment, at the top of the ramp, I was their wife, their sister, their girlfriend, and for those troops who had no one else -- and there were many -- I was their mother. That was the most important thing I´ve ever done. I can't imagine doing anything more important than to nudge a troop into war. If he wasn't lucky, I was nudging him to his death with the best "It will be okay" smile I could conjure up. I don't think there was one of us who did not want to keep them on the plane. That's why some of the girls were back in the bathroom crying. They couldn't stand to watch them leave. We were very aware we were sending them to war and that some would never come back. Therein lies the guilt. [Helen Tennant Hegelheimer, World Airways flight attendant accompanying American troops to Vietnam, 1966-67.]