Colleagues Get Together Quotes

You might find yourself holding a baby instead of a briefcase and fearing that your colleagues are “getting ahead” and leaving you behind. Here’s what’s important: You are allowed to be disappointed when it feels like life’s benched you. What you aren’t allowed to do is miss your opportunity to lead from the bench. If you’re not a leader on the bench, don’t call yourself a leader on the field. You’re either a leader everywhere or nowhere.

I don't think I even said goodbye. It's a dark and depressing feeling to have all your closest colleagues get together and decide you should die.

A biochemist colleague has kindly provided me with a bottle of hydrogen peroxide, and enough hydroquinone for 50 bombardier beetles, I am now about to mix the two together. According to the above, they will explode in my face. Here goes... Well... I'm still here! I poured the hydrogen peroxide into the hydroquinone, and absolutely nothing happened. It didn't event get warm!

Every tree, therefore, is valuable to the community and worth keeping around for as long as possible. And that is why even sick individuals are supported and nourished until they recover. Next time, perhaps it will be the other way round, and the supporting tree might be the one in need of assistance. When thick silver-gray beeches behave like this, they remind me of a herd of elephants. Like the herd, they, too, look after their own, and they help their sick and weak back up onto their feet. They are even reluctant to abandon their dead. Every tree is a member of this community, but there are different levels of membership. For example, most stumps rot away into humus and disappear within a couple of hundred years (which is not very long for a tree). Only a few individuals are kept alive over the centuries, like the mossy "stones" I've just described. What's the difference? Do tree societies have second-class citizens just like human societies? It seems they do, though the idea of "class" doesn't quite fit. It is rather the degree of connection-or maybe even affection-that decides how helpful a tree's colleagues will be. You can check this out for yourself simply by looking up into the forest canopy. The average tree grows its branches out until it encounters the branch tips of a neighboring tree of the same height. It doesn't grow any wider because the air and better light in this space are already taken. However, it heavily reinforces the branches it has extended, so you get the impression that there's quite a shoving match going on up there. But a pair of true friends is careful right from the outset not to grow overly thick branches in each other's direction. The trees don't want to take anything away from each other, and so they develop sturdy branches only at the outer edges of their crowns, that is to say, only in the direction of "non-friends." Such partners are often so tightly connected at the roots that sometimes they even die together.

Magnus, his silver mask pushed back into his hair, intercepted the New York vampires before they could fully depart. Alec heard Magnus pitch his voice low. Alec felt guilty for listening in, but he couldn’t just turn off his Shadowhunter instincts. “How are you, Raphael?” asked Magnus. “Annoyed,” said Raphael. “As usual.” “I’m familiar with the emotion,” said Magnus. “I experience it whenever we speak. What I meant was, I know that you and Ragnor were often in contact.” There was a beat, in which Magnus studied Raphael with an expression of concern, and Raphael regarded Magnus with obvious scorn. “Oh, you’re asking if I am prostrate with grief over the warlock that the Shadowhunters killed?” Alec opened his mouth to point out the evil Shadowhunter Sebastian Morgenstern had killed the warlock Ragnor Fell in the recent war, as he had killed Alec’s own brother. Then he remembered Raphael sitting alone and texting a number saved as RF, and never getting any texts back. Ragnor Fell. Alec felt a sudden and unexpected pang of sympathy for Raphael, recognizing his loneliness. He was at a party surrounded by hundreds of people, and there he sat texting a dead man over and over, knowing he’d never get a message back. There must have been very few people in Raphael’s life he’d ever counted as friends. “I do not like it,” said Raphael, “when Shadowhunters murder my colleagues, but it’s not as if that hasn’t happened before. It happens all the time. It’s their hobby. Thank you for asking. Of course one wishes to break down on a heart-shaped sofa and weep into one’s lace handkerchief, but I am somehow managing to hold it together. After all, I still have a warlock contact.” Magnus inclined his head with a slight smile. “Tessa Gray,” said Raphael. “Very dignified lady. Very well-read. I think you know her?” Magnus made a face at him. “It’s not being a sass-monkey that I object to. That I like. It’s the joyless attitude. One of the chief pleasures of life is mocking others, so occasionally show some glee about doing it. Have some joie de vivre.” “I’m undead,” said Raphael. “What about joie de unvivre?” Raphael eyed him coldly. Magnus gestured his own question aside, his rings and trails of leftover magic leaving a sweep of sparks in the night air, and sighed. “Tessa,” Magnus said with a long exhale. “She is a harbinger of ill news and I will be annoyed with her for dumping this problem in my lap for weeks. At least.” “What problem? Are you in trouble?” asked Raphael. “Nothing I can’t handle,” said Magnus. “Pity,” said Raphael. “I was planning to point and laugh. Well, time to go. I’d say good luck with your dead-body bad-news thing, but . . . I don’t care.” “Take care of yourself, Raphael,” said Magnus. Raphael waved a dismissive hand over his shoulder. “I always do.

Most days what I felt was this: the minute you put a first name and a last name together, you've got a pair of tusks coming right at you (i.e., Watch out, buddy). but on days when I didn't disapprove of everything on principle--days when the whole cologned, cuff-shooting ruck of my co-workers didn't repulse me from the moment they disembarked from the sixth-floor elevator and began squidging their way along the carpeted track that led to the office--my thinking stabbed more along these lines: a name belittles that which is named. Give a person a name and he'll sink right into it, right into the hollows and the dips of the letters that spelled out the whole insultingly reductive contraption, so that you have to pull him up and dance him out of it, take his attendance, and fuck some life into him if you expect to get any work out of him. Multiply him by twenty-two and you will have some idea of what the office was like, except that a good third of my colleagues were female.

Working in an unhealthy, unbalanced culture is a lot like climbing Mount Everest—we adapt to our surroundings. Even though the conditions are dangerous, climbers know to spend time at base camp to adapt. In time, their bodies will get accustomed to the conditions so that they can persevere. We do the same thing in an unhealthy culture. If the conditions were violent or shocking, with a threat of layoffs every single day, we would never stay. But when the conditions are more subtle, things like office politics, opportunism, occasional rounds of layoffs and a general lack of trust among colleagues, we adapt.

When we bring personality types together, communication breakdowns are inevitable…Thinking types may feel they’re being considerate by getting straight to a point in a conversation, unaware that their feeling friends perceive them as uncomfortably blunt. Intuitive types may think they are contributing by sharing their grand plans in a team meeting, unaware that the thought of so many changes at once completely stresses out their sensing colleagues. Extroverted types may feel disappointed when their spouses don’t immediately respond with enthusiasm to their ideas, ignorant that they just need time to think the ideas over.

Tell me something, Brahman: Do friends and colleagues, relatives and kinsmen, ever come to your house as guests?” “Yes,” the Brahman answered. “And tell me something, Brahman,” Buddha continued. “Do you serve them foods and delicacies when they arrive?” “Yes,” the Brahman answered, “I do.” “And tell me something, Brahman,” Buddha continued. “If they don’t accept them, to whom do those foods belong?” “Well, I suppose if they don’t accept them, those foods are all mine.” “Yes,” said Buddha. “In the same way, Brahman, I do not accept your anger and your criticism. It is all yours.” The Brahman was stunned and could think of nothing to say. His anger continued to bubble up inside him, but he had nowhere to put it. Nobody was accepting it or taking it from him. Buddha continued: “That with which you have insulted me, who is not insulting, that with which you have taunted me, who is not taunting, that with which you have berated me, who is not berating, that I don’t accept from you. It’s all yours, Brahman. It’s all yours. “If you become angry with me and I do not get insulted, then the anger falls back on you. You are then the only one who becomes unhappy. All you have done is hurt yourself. If you want to stop hurting yourself, you must get rid of your anger and become loving instead. “Whoever returns insult to one who is insulting, returns taunts to one who is taunting, returns a berating to one who is berating, is eating together, sharing company, with that person. But I am neither eating together nor sharing your company, Brahman. It’s all yours. It’s all yours.

A little drop of Native American blood was exciting and unique. But a full-blooded Native American…she was horrified.” Cecily’s opinion of the legendary Maureen dropped eighty points. She ground her teeth together. She couldn’t imagine anyone being ashamed of such a proud heritage. He looked down at her and laughed despite himself. “I can hear you boiling over. No, you wouldn’t be ashamed of me. But you’re unique. You help, however you can. You see the poverty around you, and you don’t stick your nose up at it. You roll up your sleeves and do what you can to help alleviate it. You’ve made me ashamed, Cecily.” “Ashamed? But, why?” “Because you see beauty and hope where I see hopelessness.” He rubbed his artificial arm, as if it hurt him. “I’ve got about half as much as Tate has in foreign banks. I’m going to start using some of it for something besides exotic liquor. One person can make a difference. I didn’t know that, until you came along.” She smiled and touched his arm gently. “I’m glad.” “You could marry me,” he ventured, looking down at her with a smile. “I’m no bargain, but I’d be good to you. I’d never even drink a beer again.” “You need someone to love you, Colby. I can’t.” He grimaced. “I could say the same thing to you. But I could love you, I think, given time.” “You’d never be Tate.” He drew in a long breath. “Life is never simple. It’s like a puzzle. Just when we think we’ve got it solved, pieces of it fly in all directions.” “When you get philosophical, it’s time to go in. Tomorrow, we have to talk about what’s going on around here. There’s something very shady. Leta and I need you to help us find out what it is.” “What are friends for?” he asked affectionately. “I’ll do the same for you one day.” He didn’t answer her. Cecily had no idea at all how strongly her pert remark about being intimate with Colby had affected Tate. The black-eyed, almost homicidal man who’d come to his door last night had hardly been recognizable as his friend and colleague of many years. Tate had barely been coherent, and both men were exhausted and bloody by the time the fight ended in a draw. Maybe Tate didn’t want to marry Cecily, but Colby knew stark jealousy when he saw it. That hadn’t been any outdated attempt to avenge Cecily’s chastity. It had been revenge, because he thought Colby had slept with her and he wanted to make him pay. It had been jealousy, not protectiveness, the jealousy of a man who was passionately in love; and didn’t even know it.

Could it be that, once a society achieves a certain high level of equality, beyond that point greater equality merely leads to diminishing happiness returns? As has been proved with measures of wealth, once people have enough equality to cover their basic needs, greater equality does not necessarily result in corresponding increases in happiness. Could this explain why the Danes were judged to be the happiest people on earth, even though they were not the most equal? “Colleagues at Harvard think there might be a leveling-off in terms of some health aspects,” said the professor. “But if you look at our graphs, where we put all our sources together in terms of all health and societal problems, there is no sign of it leveling off at the other end. It is a linear relationship. My view is that we don’t know what happens if you get more equal than Sweden.” Ultimately,

Brunelleschi’s successor as a theorist of linear perspective was another of the towering Renaissance polymaths, Leon Battista Alberti (1404 –1472), who refined many of Brunelleschi’s experiments and extended his discoveries about perspective. An artist, architect, engineer, and writer, Alberti was like Leonardo in many ways: both were illegitimate sons of prosperous fathers, athletic and good-looking, never-married, and fascinated by everything from math to art. One difference is that Alberti’s illegitimacy did not prevent him from being given a classical education. His father helped him get a dispensation from the Church laws barring illegitimate children from taking holy orders or holding ecclesiastical offices, and he studied law at Bologna, was ordained as a priest, and became a writer for the pope. During his early thirties, Alberti wrote his masterpiece analyzing painting and perspective, On Painting, the Italian edition of which was dedicated to Brunelleschi. Alberti had an engineer’s instinct for collaboration and, like Leonardo, was “a lover of friendship” and “open-hearted,” according to the scholar Anthony Grafton. He also honed the skills of courtiership. Interested in every art and technology, he would grill people from all walks of life, from cobblers to university scholars, to learn their secrets. In other words, he was much like Leonardo, except in one respect: Leonardo was not strongly motivated by the goal of furthering human knowledge by openly disseminating and publishing his findings; Alberti, on the other hand, was dedicated to sharing his work, gathering a community of intellectual colleagues who could build on each other’s discoveries, and promoting open discussion and publication as a way to advance the accumulation of learning. A maestro of collaborative practices, he believed, according to Grafton, in “discourse in the public sphere.” When Leonardo was a teenager in Florence, Alberti was in his sixties and spending much of his time in Rome, so it is unlikely they spent time together. Alberti was a major influence nonetheless.

As associate beauty editor, it was my job to represent the magazine at get-togethers like these: to rub elbows and be pleasant and professional. Seriously, it was the easiest gig in the world! And yet it wasn’t always so easy for me. “I’ll take one of those.” I stopped a dude with a tray of champagne. “Thanks, honey.” “Hi, Cat!” a beauty publicist with a clipboard said. “Thanks so much for coming!” “Good to see you,” I lied. Thunder clapped outside. “The gang’s over there,” she said. The publicist was referring to the usual group of beauty editors—my colleagues. They were from every title you’ve ever heard of: Teen Vogue, Glamour, Elle, Vogue, W, Harper’s Bazaar, InStyle, O, Shape, Self. I attended events alongside them every day, and yet I never felt like I belonged. I’d spent years trying to get into their world: interning, studying mastheads, interviewing all over town. But now that I was one of them, I felt defective—self-conscious and out of place in the dreamy career I’d worked so hard for, and unable to connect with these chic women I’d idolized.

Mr. Haverstrom closes the door, leaving Patrick and me alone in the hallway. Pat smiles slickly, leaning in toward me. I step back until I press against the wall. It’s uncomfortable—but not threatening. Mostly because in addition to racquetball I’ve practiced aikido for years. So if Patrick tries anything funny, he’s in for a very painful surprise. “Let’s be honest, Sarah: you know and I know the last thing you want to do is give a presentation in front of hundreds of people—your colleagues.” My heart tries to crawl into my throat. “So, how about this? You do the research portion, slides and such that I don’t really have time for, and I’ll take care of the presentation, giving you half the credit of course.” Of course. I’ve heard this song before—in school “group projects” where I, the quiet girl, did all the work, but the smoothest, loudest talker took all the glory. “I’ll get Haverstrom to agree on Saturday—I’m like a son to him,” Pat explains before leaning close enough that I can smell the garlic on his breath. “Let Big Pat take care of it. What do you say?” I say there’s a special place in hell for people who refer to themselves in the third person. But before I can respond, Willard’s firm, sure voice travels down the hall. “I think you should back off, Nolan. Sarah’s not just ‘up for it,’ she’ll be fantastic at it.” Pat waves his hand. “Quiet, midge—the adults are talking.” And the adrenaline comes rushing back, but this time it’s not anxiety-induced—it’s anger. Indignation. I push off the wall. “Don’t call him that.” “He doesn’t mind.” “I mind.” He stares at me with something akin to surprise. Then scoffs and turns to Willard. “You always let a woman fight your battles?” I take another step forward, forcing him to move back. “You think I can’t fight a battle because I’m a woman?” “No, I think you can’t fight a battle because you’re a woman who can barely string three words together if more than two people are in the room.” I’m not hurt by the observation. For the most part, it’s true. But not this time. I smile slowly, devilishly. Suddenly, I’m Cathy Linton come to life—headstrong and proud. “There are more than two people standing here right now. And I’ve got more than three words for you: fuck off, you arrogant, self-righteous swamp donkey.” His expression is almost funny. Like he can’t decide if he’s more shocked that I know the word fuck or that I said it out loud to him—and not in the good way. Then his face hardens and he points at me. “That’s what I get for trying to help your mute arse? Have fun making a fool of yourself.” I don’t blink until he’s down the stairs and gone. Willard slow-claps as he walks down the hall to me. “Swamp donkey?” I shrug. “It just came to me.” “Impressive.” Then he bows and kisses the back of my hand. “You were magnificent.” “Not half bad, right? It felt good.” “And you didn’t blush once.” I push my dark hair out of my face, laughing self-consciously. “Seems like I forget all about being nervous when I’m defending someone else.” Willard nods. “Good. And though I hate to be the twat who points it out, there’s something else you should probably start thinking about straight away.” “What’s that?” “The presentation in front of hundreds of people.” And just like that, the tight, sickly feeling washes back over me. So this is what doomed feels like. I lean against the wall. “Oh, broccoli balls.

The late Marlon Brando was once asked if he considered himself the best actor in Hollywood. That was a treacherous question, but Brando answered it in a creative way. He said, “It doesn’t matter whether I’m the best actor. I’m the best-positioned actor. People know me, and they want me around. I make life interesting for the people around me. It’s fun for me and it’s fun for them. I’m not always a nice guy, but I’m never the same guy twice. That’s why studios want to put me in movies, and that’s why the public wants to see me there.” Are you like Brando in this respect? Do you get together with your colleagues even when you don’t have to? If the answer is yes, you’re on the right track. If the answer is no, ask yourself, whom would you rather be with? Then think about how you can make a career move in that direction. Do you communicate with your colleagues even when it’s not strictly necessary—by phone, e-mail, or in person? Or are you more comfortable being on your own? There probably has never been a person who was more challenged in this area than Howard Hughes. He was undeniably a technical expert, and he was certainly unforgettable. He could design an airplane, fly it, and also direct a movie about it.

Which would seem to be a good thing—proposing a solution to a problem that people are hungry to solve—except that my view of silos might not be what some leaders expect to hear. That’s because many executives I’ve worked with who struggle with silos are inclined to look down into their organizations and wonder, “Why don’t those employees just learn to get along better with people in other departments? Don’t they know we’re all on the same team?” All too often this sets off a well-intentioned but ill-advised series of actions—training programs, memos, posters—designed to inspire people to work better together. But these initiatives only provoke cynicism among employees—who would love nothing more than to eliminate the turf wars and departmental politics that often make their work lives miserable. The problem is, they can’t do anything about it. Not without help from their leaders. And while the first step those leaders need to take is to address any behavioral problems that might be preventing executive team members from working well with one another—that was the thrust of my book The Five Dysfunctions of a Team—even behaviorally cohesive teams can struggle with silos. (Which is particularly frustrating and tragic because it leads well-intentioned and otherwise functional team members to inappropriately question one another’s trust and commitment to the team.) To tear

complement the first. The initial credit line Junior offered for investing in artists was only $100 million, much less than what had been available at Warner, but Morris could see that, sitting on a limitless tap of booze money, there was a lot more where that came from.4 Best of all, Seagram was domiciled in Canada, where the lyrics of popular rap songs were not a pressing political issue. Although Jimmy Iovine and Doug Morris were temporarily estranged as colleagues, they remained best friends and hoped to reunite. Fuchs’ actions had stung them both, and Iovine had raised such a stink after Morris’ sacking that he was no longer permitted in the Time Warner Building. Under normal circumstances, he too would have been fired, but Iovine didn’t actually work for Warner directly—he was an equity partner in a joint venture, and the only way to get rid of him was to sell him back his shares. This was an expensive proposition, as Interscope had diversified beyond rap, signing No Doubt, Nine Inch Nails, and Marilyn Manson. Together, the two came up with a plan. Iovine, the agitator, would make himself unbearable to Fuchs, and push extreme albums like Dogg Food and Antichrist Superstar that made the provocations of The Chronic seem boring by comparison. Morris,

What I admired most about A Few Good Men was the originality Aaron Sorkin and Rob Reiner showed by not having my character and Tom’s get involved in anything romantic, or even unprofessional. There was an expectation at that time on the part of studios and audiences that if an attractive woman showed up on film, it was only a matter of time before you saw her in bed with the leading man, or at least half naked. But Rob and Aaron had the nerve to buck that convention: they thought this story was about something else, and they were right. Years later Aaron told a film school class: “The whole idea of the movie was that these young lawyers were in way over their heads and two Marines were on trial for their lives, so if Tom Cruise and Demi Moore take time out to roll in the hay, I just didn’t think we would like them as much for doing that.” Sorkin said he wrote to an exec who had been lobbying hard for a sex scene. “I’ll never forget what the executive wrote back, which was, ‘Well if Tom and Demi aren’t going to sleep together why is Demi a woman?’ and that completely stumped me.” I loved that my character didn’t rely on her sex appeal, which was certainly something I hadn’t encountered very often in my roles. They presented a woman who was valuable to her colleagues—and to the story itself—because of her competence.

We don’t think about saving money very often. When we finally do think about it, our thoughts rarely lead us to save more. To test the extent that the design of digital wallets could influence behavior, Dan and his colleagues conducted a large-scale experiment with thousands of customers of a mobile money-saving system in Kenya. Some participants received two text messages every week: one at the start of the week to remind them to save and another one at the end of the week with a summary of their savings. Other participants got slightly different text reminders: It was framed like it came from their kid, asking them to save for “our future.” Four other groups were bribed (formally known as “financially incentivized”) for saving. The first of these groups got a 10 percent bonus for the first 100 shillings that they saved. The second group got a 20 percent bonus for the first 100 shillings that they saved. The third and fourth groups got the same 10 percent and 20 percent bonuses for the first 100 shillings that they saved, but they got it together with loss aversion. (In these conditions, the researchers placed the full amount of the match—10 or 20 shillings—into their account at the beginning of the week. The participants were told that they would get the match based on how much they saved, and that the amount of the match that they did not save would be taken out of their account. Financially, this loss aversion approach was the same as the regular end-of-the-week match, but the idea was that experiencing money leaving their account would be painful and would get the participants to increase their savings.) A final set of participants received those same text messages plus a golden-colored coin with the numbers 1–24 engraved on it, to indicate the 24 weeks that the plan lasted. These participants were asked to place the coin somewhere visible in their home and scratch with a knife the number for that week to indicate if they saved or not.2 At the end of six months, the treatment that performed spectacularly better than every other was—drumroll please!—the coin. Every other treatment increased savings a bit, but those who received the coin saved about twice as much as those who only received text messages. You might think the winner would have been the 20 percent bonus or maybe the 20 percent bonus with loss aversion—and this is in fact what most people predict would be the most effective way to get people to save—but you’d be wrong.

Most Deaf kids have home signs; they develop their own ways to get what they need. I have my own, too. My colleagues in the science fiction world who sign can get my attention, can communicate with me if they really need to. A lot of the signs we use aren't "real," but they're the ones I use, and that's why we use them together. (Page 33)

Mulally argued that transparency increased performance pressure. “You can imagine the accountability!” he exclaimed in an interview, presenting a hypothetical scenario to clarify: “Are you going to be red on an item, and then are you going to go through the week and come back and say to all your colleagues, ‘I was really busy last week, I didn’t have a chance to work on that.’ ” Mulally understood that blameless reporting does not mean low standards, nor does it lower the pressure to get the job done. Quite the opposite. With greater transparency comes a sense of mutual accountability, which drives people to solve problems together.

most stumps rot away into humus and disappear within a couple of hundred years (which is not very long for a tree). Only a few individuals are kept alive over the centuries, like the mossy “stones” I’ve just described. What’s the difference? Do tree societies have second-class citizens just like human societies? It seems they do, though the idea of “class” doesn’t quite fit. It is rather the degree of connection—or maybe even affection—that decides how helpful a tree’s colleagues will be. You can check this out for yourself simply by looking up into the forest canopy. The average tree grows its branches out until it encounters the branch tips of a neighboring tree of the same height. It doesn’t grow any wider because the air and better light in this space are already taken. However, it heavily reinforces the branches it has extended, so you get the impression that there’s quite a shoving match going on up there. But a pair of true friends is careful right from the outset not to grow overly thick branches in each other’s direction. The trees don’t want to take anything away from each other, and so they develop sturdy branches only at the outer edges of their crowns, that is to say, only in the direction of “non-friends.” Such partners are often so tightly connected at the roots that sometimes they even die together. As

Mars… you had an incredibly difficult task. You organised the whole show, with of course your colleagues. But you did your part. It was stressful at times, but you have helped us get to this point, with your contacts, skills, and knowledge… Take a minute and revel in that achievement. ‘…and the best part is, I got to see you work your magic. You are indeed gifted on your own.’ Ridgely’s tone became that of a superior being, firm and direct, without ego, drawing Mars into his energetic words. Mars changes his focal point to the builder’s hut as Ridgely’s energy changed and Mars felt it. ‘You are humble, Mars. You are very much important. We all are. But you are in this group of people who want to contribute to making all this happen. We all want the same things here when you look at it for a moment. At everyone here!’ slowly circulating a flat hand in mid-air from Mars to the builder’s hut. 'You will truly see it, for what it is. Your part in a wonderful community of others who want to be here… with you, to make this a better building for a better place. We are all in it together. You see...?

Mars… you had an incredibly difficult task. You organised the whole show, with of course your colleagues. But you did your part. It was stressful at times, but you have helped us get to this point, with your contacts, skills, and knowledge… Take a minute and revel in that achievement. ‘…and the best part is, I got to see you work your magic. You are indeed gifted on your own.’ Ridgely’s tone became that of a superior being, firm and direct, without ego, drawing Mars into his energetic words. Mars changes his focal point to the builder’s hut as Ridgely’s energy changed and Mars felt it. ‘You are humble, Mars. You are very much important. We all are. But you are in this group of people who want to contribute to making all this happen. We all want the same things here when you look at it for a moment. At everyone here!’ slowly circulating a flat hand in mid-air from Mars to the builder’s hut. 'You will truly see it, for what it is. Your part in a wonderful community of others who want to be here… with you, to make this a better building for a better place. We are all in it together. You see...?

Maya’s face as though wondering what to tell her. ‘It’s just I know they weren’t always happy, and I did once wonder if they’d have stayed together… There was something my husband, George, said when you were first in my maths class. As you know, he taught the other year one class at your primary school and mentioned how once he’d had to break up an argument between your parents when they were waiting to pick you up from school. It must have been pretty heated for him to remember it after all that time – he wasn’t one to gossip. Apparently, Mrs Lyons wouldn’t let you out of your classroom until George had managed to calm them down.’ Maya feels her stomach clench. ‘All couples argue.’ ‘I know.’ Mrs Ellis pats her hand. ‘And that’s why you mustn’t worry about it. It was a long time ago, anyway.’ The bus is stopping. Bending to her bag, Mrs Ellis moves it so that it’s not in the way of the people getting on. ‘But if you ever feel you want to spread your wings, you mustn’t feel your dad would be on his own. He’s a grown man, and you can’t make him your responsibility. I’m sure he has friends, neighbours, even work colleagues who would keep an eye on him. Doesn’t he have his own private practice in Lyme Regis?’ ‘Yes, but it’s not the same. He needs me.’ Maya’s voice slips away, so it’s barely a whisper. ‘Yes, he needs me. It’s why I couldn’t go to university.’ She doesn’t want to talk about that time for, although her dad had been encouraging when she’d first told him she was applying, a week after the forms were filled in, a cloud had settled over him. One that was darker than previous ones. Maya had tempted him with his favourite food, enticed him out for healing walks along the clifftop, but nothing she’d done could lift it. Eventually, telling herself it was because of what she’d done, she’d deleted her application from the computer. When her dad had found out and asked why she’d done it, she’d told him it was because she couldn’t face more studying. Would rather earn a living. Whether he’d believed her or not, she couldn’t say. What she did know was that he’d never tried to change her mind. ‘Do you like your job, Maya?’ Maya lowers her eyes and studies her hands. It’s something she hasn’t given much thought to. Her job is just something she does to get through

if a colleague constantly criticizes you, you could tactfully point out that she’s wrong and explain your own thinking so she’ll understand where you’re coming from. Or if a depressed friend constantly complains and puts a negative spin on everything, you could encourage him to cheer up and look at the positive side of things. Or if you’re fed up because your wife never listens, you could be assertive and tell her that your ideas and feelings are just as important as hers. And if you have a friend who uses you, you could tell him that you’re not going to put up with his self-centered behavior any more. How well do these strategies work? You probably know the answer to that question. When you try to change someone you’re not getting along with, he’ll nearly always dig in his heels and resist. This is a fact of human nature. You could even say that trying to change someone forces him to remain exactly the same. So if you’re trying to change the

Figure 1-9. Four principles. To serve memory and use, I’ve arranged these principles and practices into a mnemonic –STAR FINDER. In astronomy, a “star finder” or planisphere is a map of the night sky used for learning to identify stars and constellations. In this book, it’s a guide for finding goals, finding paths, and finding your way. First, we can get better at planning by making planning more social, tangible, agile, and reflective. At each step in the design of paths and goals, ask how these four principles might help. Social. Plan with people early and often. Engage family, friends, colleagues, customers, stakeholders, and mentors in the process. When we plan together, it’s easier to get started. Also, diversity grows empathy, sharing creates buy-in, and both expand options. Tangible. Get ideas out of your head. Sketches and prototypes let us see, hear, taste, smell, touch, share, and change what we think. When we render our mental models to distributed cognition and iterative design, we realise an intelligence greater than ourselves. Agile. Plan to improvise. Clarify the extent to which the goal, path, and process are fixed or flexible. Be aware of feedback and options. Know both the plan and change must happen. Embrace adventure. Reflective. Question paths, goals, and beliefs. Start and finish with a beginner’s mind. Try experiments to test hypotheses and metrics to spot errors. Use experience and metacognition to grow wisdom.

know. This was not I can’t wait to see you. Let’s get together. You stepped up and I really wanted to thank you for doing it. I know Hillary. I know she was being as sincere as possible, but I wanted something more from her. The 2016 campaign, convention, and election had shattered long-standing relationships, leaving old friends wary of one another. This was more than the burnout and dejection that follows a crushing loss. The Russian dirty cybertricks that were still just coming to light had left everyone scarred and scared. We were all unable to reach out to the people we normally counted on. As the call wrapped up, Hillary said she hoped I would be okay. That was when I almost lost it. Even if the party was starting to regain its footing, I was not okay. I had nothing left to return to. This campaign had tarnished my reputation, forced me to step down from CNN, and strained my relationships with colleagues and friends.

Dear Alexis, Last week at our debate, I talked about the essential unfairness that my friend and colleague Levon Helm had to continue to tour at the age of 70 with throat cancer in order to pay his medical bills. On Thursday, Levon died and I am filled with unbelievable sadness. I am sad not just for Levon’s wife and daughter, but sad that you could be so condescending to offer “to make right what the music industry did to the members of The Band.” It wasn’t the music industry that created Levon’s plight; it was people like you celebrating Pirate Bay and Kim Dotcom—bloodsuckers who made millions off the hard work of musicians and filmmakers. You were so proud during the debate to raise your hand as one of those who had downloaded “free music and free movies.” But it’s just your selfish decision that those tunes were free. It wasn’t Levon’s decision. In fact, for many years after The Band stopped recording, Levon made a good living off of the record royalties of The Band’s catalog. But no more. So what is your solution—charity. You want to give every great artist a virtual begging bowl with Kickstarter. But Levon never wanted the charity of the Reddit community or the Kickstarter community. He just wanted to earn an honest living off the great work of a lifetime. You are so clueless as to offer to get The Band back together for a charity concert, unaware that three of the five members are dead. Take your charity and shove it. Just let us get paid for our work and stop deciding that you can unilaterally make it free.

Harmony had been working for M.P. Environmental Consulting for going on two years. It was her mom who suggested she apply (just something else for her to be right about, Harmony thought).  She’d heard about an opening at M.P. Environmental Consulting through a colleague at the law firm where she worked, and thought the job would be just right for her daughter. “You’ll get it without breaking a sweat,” she’d said. “Enough running around in those malaria-ridden hellholes. Move to the city, settle down, get your life together.

The idea for Google News (Mayer, 2006) came from Krishna, an engineer who was passionate about reading news. Krishna (Mayer, 2006) had 15 favorite news websites and he would read all versions of the same news to get all perspectives. In order to be more efficient, Krishna created a script (Mayer, 2006) that crawled “his favorite news sites, gathered up all the news, and then clustered it, so it would actually group the stories to read together” (Mayer, 2006). Krishna (Mayer, 2006) mailed the script to Google, in case some colleagues would like to read news more efficiently. The Google team found it helpful (Mayer, 2006) and decided to “take it up to the next level” and created a useful tool for the users.

What to do next What do you do when you’ve found a baby business you think may be a star? ★ Talk to them. Find a reason to talk to everyone in and around the company, to express your interest and learn more. ★ Do them a favour. If you can, buy something from them. Point them towards other customers. Advise them on how to expand. ★ Discreetly verify that it is a star. Ask questions suggested in the section above, ‘What are you looking for?’ ★ Work out a job you could do for them. Don’t wait for them to post a vacancy. Tell them what you can do, why they should hire you. Stress the benefits you bring. ★ Make your mark. When you join the firm, work out one thing you can do within your first month that will visibly benefit your colleagues and the venture. ★ Check again from the inside that it really is a star. If the business isn’t really growing very fast, or doesn’t fit the bill in any other way, don’t hang around. If it really is a star, work out how far the star could rise. ★ Raise ambition within the firm. Sometimes the founders of a star don’t see its potential. Open their eyes.Tell them how valuable the firm could become, if expanded to its maximum potential. Consider whether the idea can be exported to other countries, and/or franchised. Would other channels of distribution (such as the phone with Betfair) enlarge the market? ★ Consider making an offer for the firm. If the founders really don’t ‘get it’, put together a group to buy the firm. Remember the astronomical return Ray Kroc achieved from buying McDonald’s from the founders, when it was already highly successful.

Naming “showing up” a big-picture value has made those choices much easier, and we’ve grown accustomed to making decisions this way. We travel to be at weddings without endlessly debating if the trip is “worth it.” We recently bought pricey plane tickets for an inconvenient family reunion, because there’s nothing like being there. When friends invited us to join them in celebrating a big family milestone hundreds of miles away, it took just a few minutes to decide. We could make the trip happen, so we did. We sometimes meet up with old friends in faraway places, not for a wedding or graduation, but just because everyone’s getting together. This value applies to my work as well. I prioritize visits with writer friends and colleagues, both in town and across the country, because I’ve never regretted making the effort to see people in person.

We want Next Jump to be a company that our mothers and fathers would be proud of us for building,” says Kim. And a large part of making our parents proud comes in the form of being a good person and doing the right thing. And so he implemented a policy of Lifetime Employment. Next Jump might be the only tech company in the country to do such a thing. No one will get fired to balance the books. And even costly mistakes or poor individual performance are not grounds for dismissal. If anything, the company will spend the time to help figure out what the problem is and help its people overcome it. Like an athlete who goes through a slump, a Next Jumper doesn’t get fired, they get coached. About the only situation in which an employee would be asked to leave is if someone worked outside the company’s high moral values or if someone actively worked to undermine their colleagues.

OXYTOCIN IS MOST people’s favorite chemical. It’s the feeling of friendship, love or deep trust. It is the feeling we get when we’re in the company of our closest friends or trusted colleagues. It is the feeling we get when we do something nice for someone or someone does something nice for us. It is responsible for all the warm and fuzzies. This is the feeling we get when we all hold hands and sing “Kumbaya” together.

In my experience, triggers are the prime reason that men and women end up retreating to gender silos, narrowing their experience and depriving themselves of useful connections. That’s what happened when Jen enlisted Chantal to commiserate with her after the meeting in which Mark received credit for her idea. Sharing her resentment with a female colleague may have temporarily relieved the emotional distress Jen felt at being disregarded. But venting her feelings only reinforced the story she was telling herself to explain what had happened: “Men just can’t listen to women!” This increased the likelihood of her remaining stuck in a negative groove. It’s the stories we tell ourselves when we feel triggered that keep us dug in and limit our ability to frame an effective response. Here’s how the process works: First, the trigger kicks off an emotional reaction that blindsides us. We feel a rush of adrenaline, a sinking in the pit of our stomach, a recoil, a blinding rage, or a snide “of course.” Or we may simply feel confusion. Our immediate impulse may be to lash out. But if we’re in a work situation, we fear what this could cost us, so we try to suppress our feelings and move on. When this doesn’t succeed, we may grab the first opportunity to complain to a sympathetic colleague, which is why so much time at work gets consumed in gripe sessions and unproductive gossip. In this way, our response to triggers plays a role in shaping toxic cultures that set us against one another, justify sniping, and waste everybody’s time. But whether we suffer in silence or indulge the urge to vent, the one thing we almost always do when triggered is try to put what happened in some kind of context. This is where storytelling enters the picture. We craft a narrative based on past experience or perceptions in a way that assigns blame, exonerates us, and magnifies impact. Because these stories make us feel better, we may not stop to question whether they are either accurate or useful. Yet the truth is that our go-to stories rarely serve us well. They are especially damaging when they operate across divides: gender, of course (“Men can’t, women just refuse”), but also race, ethnicity, sexual orientation, and age (“They always, they seem incapable of…”). Because these default stories rely on generalizations and stereotypes, they reinforce any biases we may have. This makes it difficult for us to see others in their particularity; instead, they appear to us as members of a group. In addition, because our go-to stories usually emphasize our own innocence (“I had no idea!” “I never guessed he would…”), they often reinforce our feelings of being aggrieved or victimized—an increasing hazard for men as well as women. Since we can’t control other people, our best path is to acknowledge the emotional and mental impact a trigger has on us. This necessary first step can then enable us to choose a response that enhances our dignity and serves our interests.

It’s also becoming clear that we can’t treat genes and the environment as two distinct forces that act independently of each other. Each one influences the other. In 2003, Eric Turkheimer of the University of Virginia and his colleagues gave a twist to the standard studies on twins. To calculate the heritability of intelligence, they decided not to just look at the typical middle-class families who were the subject of earlier studies. They looked for twins from poorer families, too. Turkheimer and his colleagues found that the socioeconomic class determined how heritable intelligence was. Among children who grew up in affluent families, the heritability was about 60 percent. But twins from poorer families showed no greater correlation than other siblings. Their heritability was close to zero. It may seem weird that the environment itself can change heritability. We tend to think of genes as rigid purveyors of destiny, the inescapable agents of heredity. But biologists have always known that the two are intimately linked together. If you raise corn in uniformly healthy soil, with the same level of abundant sunlight and water, the variation in their height will largely be the product of the variation in their genes. But if you plant them in a bad soil, where they may or may not get enough of some vital nutrient, the environment will be responsible for more of their differences. Turkheimer’s study hints that something similar happens to intelligence. By focusing their research on affluent families—or on countries such as Norway, where people get universal health care—intelligence researchers may end up giving too much credit to heredity. Poverty may be powerful enough to swamp the influence of variants in our DNA.

You want me to tell you not to do it? All right. I put my hand on your arm. I look you in the eye in my most papal way. Go back to Germany, Heisenberg. Gather your colleagues together in the laboratory. Get up on a table and tell them: ‘Niels Bohr says that in his considered judgment supplying a homicidal maniac with an improved instrument of mass murder is …’ What shall I say? ‘ … an interesting idea.’ No, not even an interesting idea. ‘ … a really rather seriously uninteresting idea.’ What happens? You all fling down your Geiger counters?” Excerpt From: Michael Frayn. “Copenhagen”.

Princeton University mathematician York Dobyns found that the seven years of new PEAR RNG results closely replicated the preceding three decades of RNG studies reviewed in the meta-analysis.37 That is, our 1989 prediction had been validated. Because the massive PEAR database provides an exceptionally strong confirmation that mind-matter interactions really do exist, we can confidently use it to study some of the factors influencing these effects. Psychologist Roger Nelson and his colleagues found that the main RNG effect for the full PEAR database of 1,262 independent experiments, generated by 108 people, was associated with odds against chance of four thou sand to one.38 He also found that there were no “star” performers—this means that the overall effect reflected an accumulation of small effects from each person rather than a few outstanding results from “special people.” This finding confirms the expectation that mind-matter interaction effects observed in the hundreds of studies collected in the 1989 RNG meta-analysis were part of a widespread ability distributed throughout the population, and were not due to a few psychic “superstars” or a few odd experiments. Further analysis of the PEAR data showed that the results in individual trials were best interpreted as small changes in the probabilities of individual random events rather than as a few instances of wildly large effects. This means that the results cannot be explained by unexpected glitches in the RNG devices, or by strange circumstances in the lab (like a circuit breakdown). Rather, the effects were small but consistent across individual trials, and across different people.39 If we accept that one person can affect the behavior of an RNG, another question naturally arises: would two people together produce a larger effect? The PEAR database included some experiments where cooperating pairs used the same mental intention on the same RNG. Analysis of these data found that, on average, the effects were indeed larger for pairs than for individuals working alone. However, two people didn’t automatically get results that were twice as large as one person’s results. Instead, the composition of the pairs was important in determining the outcome. Same-sex pairs, whether men or women, tended to achieve null or slightly negative outcomes, whereas opposite-sex pairs produced an effect that was approximately twice that of individuals. Moreover, when the pair was a “bonded” couple, such as spouses or close family members, the effect size was more than four times that of individuals.

Princeton University mathematician York Dobyns found that the seven years of new PEAR RNG results closely replicated the preceding three decades of RNG studies reviewed in the meta-analysis.37 That is, our 1989 prediction had been validated. Because the massive PEAR database provides an exceptionally strong confirmation that mind-matter interactions really do exist, we can confidently use it to study some of the factors influencing these effects. Psychologist Roger Nelson and his colleagues found that the main RNG effect for the full PEAR database of 1,262 independent experiments, generated by 108 people, was associated with odds against chance of four thou sand to one.38 He also found that there were no “star” performers—this means that the overall effect reflected an accumulation of small effects from each person rather than a few outstanding results from “special people.” This finding confirms the expectation that mind-matter interaction effects observed in the hundreds of studies collected in the 1989 RNG meta-analysis were part of a widespread ability distributed throughout the population, and were not due to a few psychic “superstars” or a few odd experiments. Further analysis of the PEAR data showed that the results in individual trials were best interpreted as small changes in the probabilities of individual random events rather than as a few instances of wildly large effects. This means that the results cannot be explained by unexpected glitches in the RNG devices, or by strange circumstances in the lab (like a circuit breakdown). Rather, the effects were small but consistent across individual trials, and across different people.39 If we accept that one person can affect the behavior of an RNG, another question naturally arises: would two people together produce a larger effect? The PEAR database included some experiments where cooperating pairs used the same mental intention on the same RNG. Analysis of these data found that, on average, the effects were indeed larger for pairs than for individuals working alone. However, two people didn’t automatically get results that were twice as large as one person’s results. Instead, the composition of the pairs was important in determining the outcome. Same-sex pairs, whether men or women, tended to achieve null or slightly negative outcomes, whereas opposite-sex pairs produced an effect that was approximately twice that of individuals. Moreover, when the pair was a “bonded” couple, such as spouses or close family members, the effect size was more than four times that of individuals. There were also some gender differences. PEAR lab psychologist Brenda Dunne found that women tended to volunteer more time to the experiments, and thus they accumulated about two-thirds of the full database, compared with one-third for men. On the other hand, their effects were smaller on average than those of men, with odds of the difference being due to chance at eight hundred to one.

I think when you feel abandoned by your own parents, it’s impossible not to spend the rest of your life suspecting people of plotting to leave you. It’s something I always feel anxious about with everyone, even Adam, despite how long we’ve been together. Whenever I get close to someone—partners, friends, colleagues—there inevitably comes a point when I have to back away. I rebuild barriers, higher than before, to make myself feel safe. A constant fear of abandonment makes it impossible to trust anyone, even my husband.

Yes, it has,” agreed the Count. “We should get together for a film.” “The sooner the better,” said Osip with a smile. And the two men might have left it at that, but as Osip turned to join his colleague at the door, the Count was struck by a notion. “What is an intention when compared to a plan?” he said, catching Osip by the sleeve. “If the sooner the better, then why not next week?

I have a Jedi Council to put together. I thought you might help me. We get to spend the day gossiping about our colleagues and calling it work I'm willing. Luke Mara

The reviews run for three hours, with a dozen senior executives taking their turn. Little time is spent on people’s greens. Instead, they “sell” their reds. The team votes on the most important at-risk OKRs for the company as a whole, then brainstorms together as long as it takes to get the objectives back on track. In the spirit of cross-departmental solidarity, individuals volunteer to “buy” their colleagues’ reds. As Art says, “We’re all here to help. We’re all in the same bathwater.” As far as I know, “selling your reds” is a unique use of OKRs, and one well worth emulating.

From his headquarters in Los Angeles, Bob Lorsch had entered the prepaid calling card space and built SmarTalk into a success. I was a VP at Salomon at the time and had heard stories about how crazy and fascinating Lorsch was, so I agreed to work with my colleague Mark Davis on a SmarTalk equity offering a year or so after the company’s IPO. We met at their Los Angeles offices at lunchtime. Lorsch burst into the room like a bad caricature of Danny DeVito, and even though I’d been warned that he was an unconventional CEO, I still wasn’t prepared for the encounter. We had put together the standard detailed presentation that analyzed the state of the public equity markets, how the SmarTalk stock had been performing, who owned it, et cetera. A young Salomon analyst who had been pulling all-nighters to assemble the books sat in a chair near the door. Mark and I passed around the presentation books. “So we’ve prepared a—” I started. “Just tell me,” Lorsch interjected. “Do we have Grubman or not?” Jack Grubman, Salomon’s famed equity analyst, had previously endorsed the SmarTalk IPO with a buy rating. “Yes,” Mark said. “We have Jack. We talked to him prior to the meeting and confirmed that he’ll continue to cover the company and support the offering.” “Then you’re hired,” Lorsch said with a smile, pushing his unopened book to the center of the table. “Let’s eat.” It seemed reckless to have made his decision on so little information, and I could only imagine how the analyst kid near the door felt, sleep-deprived and probably proud of his hard work, only to see the book tossed aside without so much as a cracking of the spine. While we ate the catered lunch that was delivered to the conference room, Mark mentioned that I was in the midst of planning my wedding for that summer. “Don’t get married!” Lorsch advised me. “Terrible, terrible idea.” He described a few of his own ill-fated unions, dropping in crude one-liners to punctuate the stories: “Why buy when you can rent? . . . If it flies, floats, or fucks, don’t buy it! . . .” Despite

Seeing the Worm Instead of the Apple Another thought pattern that makes you keep your partner at a distance is “seeing the worm instead of the apple.” Carole had been with Bob for nine months and had been feeling increasingly unhappy. She felt Bob was the wrong guy for her, and gave a multitude of reasons: He wasn’t her intellectual equal, he lacked sophistication, he was too needy, and she didn’t like the way he dressed or interacted with people. Yet, at the same time, there was a tenderness about him that she’d never experienced with another man. He made her feel safe and accepted, he lavished gifts on her, and he had endless patience to deal with her silences, moods, and scorn. Still, Carole was adamant about her need to leave Bob. “It will never work,” she said time and again. Finally, she broke up with him. Months later she was surprised by just how difficult she was finding things without him. Lonely, depressed, and heartbroken, she mourned their lost relationship as the best she’d ever had. Carole’s experience is typical of people with an avoidant attachment style. They tend to see the glass half-empty instead of half-full when it comes to their partner. In fact, in one study, Mario Mikulincer, dean of the New School of Psychology at the Interdisciplinary Center in Israel and one of the leading researchers in the field of adult attachment, together with colleagues Victor Florian and Gilad Hirschberger, from the department of psychology at Bar-Ilan University in Israel, asked couples to recount their daily experiences in a diary. They found that people with an avoidant attachment style rated their partner less positively than did non-avoidants. What’s more, they found they did so even on days in which their accounts of their partners’ behavior indicated supportiveness, warmth, and caring. Dr. Mikulincer explains that this pattern of behavior is driven by avoidants’ generally dismissive attitude toward connectedness. When something occurs that contradicts this perspective—such as their spouse behaving in a genuinely caring and loving manner—they are prone to ignoring the behavior, or at least diminishing its value. When they were together, Carole used many deactivating strategies, tending to focus on Bob’s negative attributes. Although she was aware of her boyfriend’s strengths, she couldn’t keep her mind off what she perceived to be his countless flaws. Only after they broke up, and she no longer felt threatened by the high level of intimacy, did her defense strategies lift. She was then able to get in touch with the underlying feelings of attachment that were there all along and to accurately assess Bob’s pluses.

That I entered politics — say, even, that I became Prime Minister of England? What then? Was that power? Hampered at every turn by my colleagues, fettered by the democratic system of which I should be the mere figurehead! No — the power I dreamed of was absolute! An autocrat! A dictator! And such power could only be obtained by working outside the law. To play on the weaknesses of human nature, then on the weaknesses of nations — to get together and control a vast organization, and finally to overthrow the existing order, and rule! The thought intoxicated me....

Were the women of Trinity Avenue control freaks? Is that a serious question? Because we pulled together as a community to prevent crime? No, no, I know you didn’t mean to offend. Let me answer your question this way: if a control freak gets up every morning to dress and feed her children (herself too, if she’s really on form), take them to school and head straight to the station to cram onto a commuter train to Victoria and then a tube to the West End; if, after working a full-on day, she then comes home and gets on with the kids’ reading, bath-and-bedtime routine (sometimes still with her coat on for the first part), segueing seamlessly into making dinner while unloading and reloading the dishwasher, her email open on the iPad on the counter or, every now and then, a friend propped nearby with a glass of wine because it’s so hard to catch up any other time, even though she gamely signs up for book groups and residents’ association and, yes, meetings with community police officers; if she finishes the evening by making the kids’ packed lunches for the next day and sorting out the recycling and putting the laundry on and ordering groceries online or birthday presents or whatever else needs finding or replacing that day; if she climbs into bed thinking her greatest achievement of the day has been not to scream at her children, not argue with her colleagues, not divorce her husband… If that’s what a control freak does, then yes, I was one.

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The notion that elections cannot be allowed to change economic policy, indeed any policy, is a gift to [founder and leader of Singapore] Lee Kuan Yew supporters or indeed the Chinese communist party, who also believe this to be true. There is of course a long tradition of doubting the efficacy of the democratic process. But I would like to think that his tradition has been expelled long ago from the heart of Europe. It now seems that the euro crisis has brought it back. I urge you all to band together in a collective bid to resist it. Democracy is not a luxury to be afforded to the creditors and denied to the debtors. Indeed, it is the lack of democratic process in the heart of our monetary union that is perpetuating the euro crisis. Then again, I might be wrong. Colleagues, if you think that I am wrong, if you agree with Wolfgang, then I invite you to say so explicitly by proposing that elections should be suspended in countries like Greece until the country's programme is completed. What is the point of spending money on elections and asking our people to get all fired up to elect governments that will have no capacity to change anything?

Mr. Sales: These days, the days are passing very quickly. Mr. Conscience: But you have no work? How do you spend your day? Mr. Sales: Yes, but we have so much to worry about, believe me every hour is passed in worrying about having no work. Mr. Conscience: But what keeps you busy? Mr. Sales: Well,Team-work keeps us busy, we keep ourselves busy by calling other colleagues whose worry level is still not as high as ours, and we try to bring their worry level to our level. Mr. Conscience: But don’t you think we should try harder? Mr. Sales: Yes, I believe we should call them more often and increase the fear factor. Mr. Conscience: No, I am talking about the clients? Mr. Sales: Clients are also doing the same thing within their teams, so they don’t want to listen to our share of worries. Mr. Conscience: No, I am talking about sales? Mr. Sales: Oh sales, yes we do try to extend our service to people who demands our service. Mr. Conscience: But don't you think that you should be calling the clients to show them a picture of better future? Mr. Sales: But the clients ignore our calls, they like politicians never give us a proper reply, they make us call them again & again. Mr. Conscience: So shouldn’t you call them again and again, since you have no better work to do? Mr. Sales: You mean to say apart from petrifying other people about their future, but what about my ego? My ego can’t take a Negative response every time. Mr. Conscience: But they are not saying no to you, they are saying no to your product, which suggests your inability to convince them. Mr. Sales: No, I can convince them about bad market conditions, only thing they don’t get convinced is about buying my product. Mr. Conscience: Don’t you think a positive approach to life can save you from many setbacks? If you start your day positively, encouraging people around you, telling them that things are bad but together we can get-over this phase. You can also spend some time in knowing your clients, reaching out to many, looking for new sources. Remember a body tired of hard work sleeps better than a mind tired of worrying. Try new things, learn new tricks, enlighten your mind with knowledge and you will do good. Mr. Sales: But what about worrying, I must worry also about my future? Mr. Conscience: Yes, worry is good if it involves efforts, only worry is like an opponent provided with every opportunity to win. Win and loss are part of life, but losing without a fight is a sin. Mr. Sales: Calling his colleague, hey listen today my conscience was trying to lecture me about useless worrying, I think we should be more positive. What, you don't have any sales yet, see I told you earlier, the market is very low, everyone is struggling, sales has no future..

AT 3:00 P.M. SHARP on August 23, 2012, Colonel Edgar escorted the two men into Mattis’s office on MacDill Air Force Base in Tampa. The sixty-one-year-old general was an intimidating figure in person: muscular and broad shouldered, with dark circles under his eyes that suggested a man who didn’t bother much with sleep. His office was decorated with the mementos of a long military career. Amid the flags, plaques, and coins, Shoemaker’s eyes rested briefly on a set of magnificent swords displayed in a glass cabinet. As they sat down in a wood-paneled conference room off to one side of the office, Mattis cut to the chase: “Guys, I’ve been trying to get this thing deployed for a year now. What’s going on?” Shoemaker had gone over everything again with Gutierrez and felt confident he was on solid ground. He spoke first, giving a brief overview of the issues raised by an in-theater test of the Theranos technology. Gutierrez took over from there and told the general his army colleague was correct in his interpretation of the law: the Theranos device was very much subject to regulation by the FDA. And since the agency hadn’t yet reviewed and approved it for commercial use, it could only be tested on human subjects under strict conditions set by an institutional review board. One of those conditions was that the test subjects give their informed consent—something that was notoriously hard to obtain in a war zone. Mattis was reluctant to give up. He wanted to know if they could suggest a way forward. As he’d put it to Elizabeth in an email a few months earlier, he was convinced her invention would be “a game-changer” for his men. Gutierrez and Shoemaker proposed a solution: a “limited objective experiment” using leftover de-identified blood samples from soldiers. It would obviate the need to obtain informed consent and it was the only type of study that could be put together as quickly as Mattis seemed to want to proceed. They agreed to pursue that course of action. Fifteen minutes after they’d walked in, Shoemaker and Gutierrez shook Mattis’s hand and walked out. Shoemaker was immensely relieved. All in all, Mattis had been gruff but reasonable and a workable compromise had been reached. The limited experiment agreed upon fell short of the more ambitious live field trial Mattis had had in mind. Theranos’s blood tests would not be used to inform the treatment of wounded soldiers. They would only be performed on leftover samples after the fact to see if their results matched the army’s regular testing methods. But it was something. Earlier in his career, Shoemaker had spent five years overseeing the development of diagnostic tests for biological threat agents and he would have given his left arm to get access to anonymized samples from service members in theater. The data generated from such testing could be very useful in supporting applications to the FDA. Yet, over the ensuing months, Theranos inexplicably failed to take advantage of the opportunity it was given. When General Mattis retired from the military in March 2013, the study using leftover de-identified samples hadn’t begun. When Colonel Edgar took on a new assignment as commander of the Army Medical Research Institute of Infectious Diseases a few months later, it still hadn’t started. Theranos just couldn’t seem to get its act together. In July 2013, Lieutenant Colonel Shoemaker retired from the army. At his farewell ceremony, his Fort Detrick colleagues presented him with a “certificate of survival” for having the courage to stand up to Mattis in person and emerging from the encounter alive. They also gave him a T-shirt with the question, “What do you do after surviving a briefing with a 4 star?” written on the front. The answer could be found on the back: “Retire and sail off into the sunset.

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