Bust A Mission Quotes

People often point to the London Metropolitan Police, who were formed in the 1820s by Sir Robert Peel,” Vitale said when we met. “They are held up as this liberal ideal of a dispassionate, politically neutral police with the support of the citizenry. But this really misreads the history. Peel is sent to manage the British occupation of Ireland. He’s confronted with a dilemma. Historically, peasant uprisings, rural outrages were dealt with by either the local militia or the British military. In the wake of the Napoleonic Wars, in the need for soldiers in other parts of the British Empire, he is having more and more difficulty managing these disorders. In addition, when he does call out the militia, they often open fire on the crowd and kill lots of people, creating martyrs and inflaming further unrest. He said, ‘I need a force that can manage these outrages without inflaming passions further.’ He developed the Peace Preservation Force, which was the first attempt to create a hybrid military-civilian force that can try to win over the population by embedding itself in the local communities, taking on some crime control functions, but its primary purpose was always to manage the occupation. He then exports that model to London as the industrial working classes are flooding the city, dealing with poverty, cycles of boom and bust in the economy, and that becomes their primary mission. “The creation of the very first state police force in the United States was the Pennsylvania State Police in 1905,” Vitale went on. “For the same reasons. It was modeled similarly on U.S. occupation forces in the Philippines. There was a back-and-forth with personnel and ideas. What happened was local police were unable to manage the coal strikes and iron strikes. . . . They needed a force that was more adherent to the interests of capital. . . . Interestingly, for these small-town police forces in a coal mining town there was sometimes sympathy. They wouldn’t open fire on the strikers. So, the state police force was created to be the strong arm for the law. Again, the direct connection between colonialism and the domestic management of workers. . . . It’s a two-way exchange. As we’re developing ideas throughout our own colonial undertakings, bringing those ideas home, and then refining them and shipping them back to our partners around the world who are often despotic regimes with close economic relationships to the United States. There’s a very sad history here of the U.S. exporting basically models of policing that morph into death squads and horrible human rights abuses.” The almost exclusive reliance on militarized police to deal with profound inequality and social problems is turning poor neighborhoods in cities such as Chicago into failed states. The “broken windows” policy, adopted by many cities, argues that disorder produces crime. It criminalizes minor infractions, upending decades of research showing that social dislocation leads to crime. It creates an environment where the poor are constantly harassed, fined, and arrested for nonsubstantive activities.

David and Neil were MBA students at the Wharton School when the cash-strapped David lost his eyeglasses and had to pay $700 for replacements. That got them thinking: Could there be a better way? Neil had previously worked for a nonprofit, VisionSpring, that trained poor women in the developing world to start businesses offering eye exams and selling glasses that were affordable to people making less than four dollars a day. He had helped expand the nonprofit’s presence to ten countries, supporting thousands of female entrepreneurs and boosting the organization’s staff from two to thirty. At the time, it hadn’t occurred to Neil that an idea birthed in the nonprofit sector could be transferred to the private sector. But later at Wharton, as he and David considered entering the eyeglass business, after being shocked by the high cost of replacing David’s glasses, they decided they were out to build more than a company—they were on a social mission as well. They asked a simple question: Why had no one ever sold eyeglasses online? Well, because some believed it was impossible. For one thing, the eyeglass industry operated under a near monopoly that controlled the sales pipeline and price points. That these high prices would be passed on to consumers went unquestioned, even if that meant some people would go without glasses altogether. For another, people didn’t really want to buy a product as carefully calibrated and individualized as glasses online. Besides, how could an online company even work? David and Neil would have to be able to offer stylish frames, a perfect fit, and various options for prescriptions. With a $2,500 seed investment from Wharton’s Venture Initiation Program, David and Neil launched their company in 2010 with a selection of styles, a low price of $95, and a hip marketing program. (They named the company Warby Parker after two characters in a Jack Kerouac novel.) Within a month, they’d sold out all their stock and had a 20,000-person waiting list. Within a year, they’d received serious funding. They kept perfecting their concept, offering an innovative home try-on program, a collection of boutique retail outlets, and an eye test app for distance vision. Today Warby Parker is valued at $1.75 billion, with 1,400 employees and 65 retail stores. It’s no surprise that Neil and David continued to use Warby Parker’s success to deliver eyeglasses to those in need. The company’s Buy a Pair, Give a Pair program is unique: instead of simply providing free eyeglasses, Warby Parker trains and equips entrepreneurs in developing countries to sell the glasses they’re given. To date, 4 million pairs of glasses have been distributed through Warby Parker’s program. This dual commitment to inexpensive eyewear for all, paired with a program to improve access to eyewear for the global poor, makes Warby Parker an exemplary assumption-busting social enterprise.

These teams started with a provisional plan, the “sheet music.” Film crews had a detailed daily schedule. The SWAT team outlined a plan for each mission—which specified, for example, who would cover the exits of a house, where snipers would be stationed, and when officers would bust down the door. But when things didn’t go as expected, because people understood one another’s roles so well and how their roles fit together, teams were adept at revising their plan on the spot.

That’s why I joined, to go over there and bust heads,” Ryan told me when he got back. “When I was actually over there, it wasn’t how I thought it’d be. It wasn’t romantic. Not noble or ideological. You weren’t fighting for your country. It was a group of guys in the mountains trying to kill another group of guys in the mountains. You and a group of guys who are like you, fighting against a group of guys who aren’t like you. In the midst of all this, civilians die because of you. People are killing kids. Are these people a threat to the United States of America? Nah, dude, they don’t even have shoes. “These people don’t know that we want to help them. They see us in their mountains and go, ‘What the fuck?!’ The guys who died didn’t die for America, they died for Afghanistan. Afghanis don’t give a shit about us. They don’t give a shit about their corrupt-ass government. They play both sides of the fence. Guzman got blown up on a mission we weren’t even supposed to go on. I’m sitting there eating an MRE as he’s dying, and I don’t know it. “I’m the crazy guy? I am. I want to get the bad guys. I still do. The older guys who were in real wars, they’d tell us, ‘You’re in the right division, wrong war.’ Nobody gives a shit you’re doing this except the guys next to you—your friends, your brothers. It’s not a war. It’s a gang war.

Claire duBois’s prostrating herself to an arrogant chauvinist like Graham was bitterly hard for her, especially since her star shone a thousand times brighter than his. But I’d remembered what Abe Fallow had told me. Keeping people safe is a business, like any other. You ask yourself, What’s my goal and what’s the most efficient way to go about achieving it? If that means you beg, you beg. Grovel, you grovel. If that means you bust heads, get out the brass knuckles. Cry if you need to. A shepherd doesn’t exist outside the context of his mission. So

Our stores had provided the first job for thousands of people over the course of almost 30 years. And it was a training ground for ambitious employees to become managers and learn how to run a business. How to hire and train great employees. How to merchandise stores. How to manage costs and understand an income statement. And most important, how to build teams of people who understood and bought into common goals. Those teams of people built the longest lasting chain of Blockbuster stores in the country. It always seemed more like a mission than work.

Erica didn’t say anything in response. She just gave Cyrus a stare so cold it seemed to lower the temperature around us. Right at this moment, Alexander Hale returned. He barged through the door, whistling happily, and completely failed to pick up on the tension in the room. “Great news!” he cried, holding up a grocery bag. “I got everything we need to make s’mores!” Cyrus squinted at him crankily. “Now, where the heck do you expect to do that?” “The fireplace in the lobby,” Alexander suggested. “The fire in the lobby’s a fake,” Cyrus informed him. “Boy, your observation skills stink on ice.” “That’s right,” Erica told Cyrus tartly. “Everyone in this family’s a lousy spy except you. And no matter how hard we try, we’ll apparently never be good enough.” With that, she stormed out of the room and slammed the door behind her. A cheap framed ski poster fell off the wall and busted on the floor. Cyrus rolled his eyes and muttered, “Teenagers.” Alexander glared at him, still smarting from his insult. “See if I ever buy you campfire treats again,” he said, and then stormed out himself. Somehow, with them gone, there was even more tension in the room. Cyrus was prickly on his best days, but now he seemed ready to blow. I edged toward the door, desperate to get out of there, hoping he might simply ignore me and let me go. He didn’t. His angry gaze now fell on me. “I should probably be going too,” I said as cheerfully as I could. “I’ve got a big day tomorrow with the mission and all, so I want to turn in early and get a good night’s sleep. . . .” “Do you have the hots for Jessica Shang?” Cyrus asked accusingly. “No!” I lied, selling it as hard as I could. “I don’t even think she’s that attractive. In fact, to be totally honest, she’s kind of ugly. I actually feel sorry for her. . . .” Cyrus didn’t buy this for a moment.