Credible Famous Quotes

One more thing about Cassandra: in the most famous version of the myth, the disbelief with which her prophecies were met was the result of a curse placed on her by Apollo when she refused to have sex with the god. The idea that loss of credibility is tied to asserting rights over your own body was there all along. But with the real-life Cassandras among us, we can lift the curse by making up our own minds about who to believe and why.

During the nineteenth and twentieth centuries, as humanism gained increasing social credibility and political power, it sprouted two very different offshoots: socialist humanism, which encompassed a plethora of socialist and communist movements, and evolutionary humanism, whose most famous advocates were the Nazis. Both offshoots agreed with liberalism that human experience is the ultimate source of meaning and authority.

The “German problem” after 1970 became how to keep up with the Germans in terms of efficiency and productivity. One way, as above, was to serially devalue, but that was beginning to hurt. The other way was to tie your currency to the deutsche mark and thereby make your price and inflation rate the same as the Germans, which it turned out would also hurt, but in a different way. The problem with keeping up with the Germans is that German industrial exports have the lowest price elasticities in the world. In plain English, Germany makes really great stuff that everyone wants and will pay more for in comparison to all the alternatives. So when you tie your currency to the deutsche mark, you are making a one-way bet that your industry can be as competitive as the Germans in terms of quality and price. That would be difficult enough if the deutsche mark hadn’t been undervalued for most of the postwar period and both German labor costs and inflation rates were lower than average, but unfortunately for everyone else, they were. That gave the German economy the advantage in producing less-than-great stuff too, thereby undercutting competitors in products lower down, as well as higher up the value-added chain. Add to this contemporary German wages, which have seen real declines over the 2000s, and you have an economy that is extremely hard to keep up with. On the other side of this one-way bet were the financial markets. They looked at less dynamic economies, such as the United Kingdom and Italy, that were tying themselves to the deutsche mark and saw a way to make money. The only way to maintain a currency peg is to either defend it with foreign exchange reserves or deflate your wages and prices to accommodate it. To defend a peg you need lots of foreign currency so that when your currency loses value (as it will if you are trying to keep up with the Germans), you can sell your foreign currency reserves and buy back your own currency to maintain the desired rate. But if the markets can figure out how much foreign currency you have in reserve, they can bet against you, force a devaluation of your currency, and pocket the difference between the peg and the new market value in a short sale. George Soros (and a lot of other hedge funds) famously did this to the European Exchange Rate Mechanism in 1992, blowing the United Kingdom and Italy out of the system. Soros could do this because he knew that there was no way the United Kingdom or Italy could be as competitive as Germany without serious price deflation to increase cost competitiveness, and that there would be only so much deflation and unemployment these countries could take before they either ran out of foreign exchange reserves or lost the next election. Indeed, the European Exchange Rate Mechanism was sometimes referred to as the European “Eternal Recession Mechanism,” such was its deflationary impact. In short, attempts to maintain an anti-inflationary currency peg fail because they are not credible on the following point: you cannot run a gold standard (where the only way to adjust is through internal deflation) in a democracy.

The most frequent misconception about celebrities, is that they must be so fascinating. The opposite is often the case. Most of my famous clients with some important exceptions, have been uninteresting, some have been outright boring. We tend to confuse their public persona and surroundings which fascinate us with their private personalities which are banal, mundane and self-centered. Many of them have no ideas, no insights, and little to say about matters outside the narrow spheres of their professional lives. Yet we listen to their often uninformed opinions on important issues of the day affecting the world, just because they have a handsome face, strong muscles or other talents or attributes that are irrelevant to their presumed credibility on the matters about which they’re opining. Celebrities may seem fascinating from a distance, but the reality viewed up close, is often very different.

The most interesting aspects of the story lie between the two extremes of coercion and popularity. It might be instructive to consider fascist regimes’ management of workers, who were surely the most recalcitrant part of the population. It is clear that both Fascism and Nazism enjoyed some success in this domain. According to Tim Mason, the ultimate authority on German workers under Nazism, the Third Reich “contained” German workers by four means: terror, division, some concessions, and integration devices such as the famous Strength Through Joy (Kraft durch Freude) leisure-time organization. Let there be no doubt that terror awaited workers who resisted directly. It was the cadres of the German Socialist and Communist parties who filled the first concentration camps in 1933, before the Jews. Since socialists and communists were already divided, it was not hard for the Nazis to create another division between those workers who continued to resist and those who decided to try to live normal lives. The suppression of autonomous worker organizations allowed fascist regimes to address workers individually rather than collectively. Soon, demoralized by the defeat of their unions and parties, workers were atomized, deprived of their usual places of sociability, and afraid to confide in anyone. Both regimes made some concessions to workers—Mason’s third device for worker “containment.” They did not simply silence them, as in traditional dictatorships. After power, official unions enjoyed a monopoly of labor representation. The Nazi Labor Front had to preserve its credibility by actually paying some attention to working conditions. Mindful of the 1918 revolution, the Third Reich was willing to do absolutely anything to avoid unemployment or food shortages. As the German economy heated up in rearmament, there was even some wage creep. Later in the war, the arrival of slave labor, which promoted many German workers to the status of masters, provided additional satisfactions. Mussolini was particularly proud of how workers would fare under his corporatist constitution. The Labor Charter (1927) promised that workers and employers would sit down together in a “corporation” for each branch of the economy, and submerge class struggle in the discovery of their common interests. It looked very imposing by 1939 when a Chamber of Corporations replaced parliament. In practice, however, the corporative bodies were run by businessmen, while the workers’ sections were set apart and excluded from the factory floor. Mason’s fourth form of “containment”—integrative devices—was a specialty of fascist regimes. Fascists were past masters at manipulating group dynamics: the youth group, the leisure-time association, party rallies. Peer pressure was particularly powerful in small groups. There the patriotic majority shamed or intimidated nonconformists into at least keeping their mouths shut. Sebastian Haffner recalled how his group of apprentice magistrates was sent in summer 1933 on a retreat, where these highly educated young men, mostly non-Nazis, were bonded into a group by marching, singing, uniforms, and drill. To resist seemed pointless, certain to lead nowhere but to prison and an end to the dreamed-of career. Finally, with astonishment, he observed himself raising his arm, fitted with a swastika armband, in the Nazi salute. These various techniques of social control were successful.

Contrast the “maximize shareholder value” idea with John F. Kennedy’s famous 1961 call to “put a man on the moon and return him safely by the end of the decade.” Simple? Yes. Unexpected? Yes. Concrete? Amazingly so. Credible? The goal seemed like science fiction, but the source was credible. Emotional? Yes. Story? In miniature. Had John F. Kennedy been a CEO, he would have said, “Our mission is to become the international leader in the space industry through maximum team-centered innovation and strategically targeted aerospace initiatives.

With a historian’s eye, Archibald Gracie attempted to separate truth from fantasy as he listened to the survivors’ stories, a potential book beginning to form in his mind. Second Officer Lightoller and Third Officer Pitman regularly stopped by the small cabin Gracie shared with Hugh Woolner to discuss various aspects of the disaster. All agreed that the explosions heard during the sinking could not have been the ship’s boilers blowing up. From the discovery of the severed wreck in 1985 we now know that the “explosions” were actually the sound of the ship being wrenched apart. But Gracie and Lightoller firmly believed that the ship had sunk intact—a view that would become the prevailing opinion for the next seventy-three years. Gracie thought that Norris Williams and Jack Thayer, “the two young men cited as authority … of the break-in-two theory,” had confused the falling funnel for the ship breaking apart. But both Williams and Thayer knew exactly what they had seen, as did some other eyewitnesses. On the Carpathia, Jack Thayer described the stages of the ship’s sinking and breaking apart to Lewis Skidmore, a Brooklyn art teacher, who drew sketches that were later featured in many newspapers. The inaccuracies in Skidmore’s drawings, however, only bolstered the belief that the ship had, in fact, sunk intact. And what of the most famous Titanic legend of all—that the band played “Nearer My God to Thee” as the ship neared its end? It’s often claimed that this was a myth that took hold among survivors on the Carpathia and captivated the public in the aftermath of the disaster. None of the musicians survived to confirm or deny the story, but Harold Bride noted that the last tune he heard being played as he left the wireless cabin was “Autumn.” For a time this was believed to be a hymn tune by that name, but Walter Lord proposed in The Night Lives On that Bride must have been referring to “Songe d’Automne,” a popular waltz by Archibald Joyce that is listed in White Star music booklets of the period. Historian George Behe, however, has carefully studied the survivor accounts regarding the music that was heard during the sinking and has found credible evidence that “Nearer My God to Thee” and perhaps other hymns were played toward the end. Behe also recounts that the orchestra’s leader, Wallace Hartley, was once asked by a friend what he would do if he ever found himself on a sinking ship. Hartley replied, “I don’t think I could do better than play ‘O God, Our Help in Ages Past’ or ‘Nearer My God to Thee.’ ” The legendary hymn may not have been the very last tune played on the Titanic but it seems possible that it was heard on the sloping deck that night.

Under Welch, GE was changing rapidly. He famously gave a speech in his first year as CEO titled "Growing Fast in a Slow-Growth Economy." With the power of the GE brand providing credibility to his strategy, the new CEO oversaw almost one thousand acquisitions, or about four deals a month over his two decades, with a value topping $130 billion. p17

Apollo was having a difficult time finding candidates for the top spot, and Frissora would have had a hard time finding any job at any other public company. In September 2014, he had left as CEO at Hertz Global citing “personal reasons.” In fact, Hertz was in the middle of a massive accounting scandal where the rental car and equipment company was facing accusations of inflating profits. Carl Icahn had taken a near 10 percent stake and was making noise. Another hedge fund said Frissora had “lost all credibility.” To his surprise, Frissora got a call from an executive search firm just two weeks after leaving Hertz. They asked if he had interest in the Caesars job. He met with Rowan, Sambur, and Bonderman. Apollo claimed it would be a brief six-month bankruptcy, and the job would be fun. Frissora had been the CEO of two public companies, Hertz and auto parts maker Tenneco, and was new to gaming. But Hertz had gone private in a $15 billion LBO in 2006, so he had experience working with private equity. Until the accounting scandal, Hertz had prospered under Frissora. Rowan and Sambur were hoping an experienced operator could impose business discipline they believed Loveman had not.

Kids Riding Tornados The Wizard of Oz is a famous movie that was made in 1939. Dorothy is the girl who is the main character and in the story, she is picked up by a tornado and carried off to the fictional land of Oz. A few years later, in 1955, a 9-year-old really did go for a ride in a tornado! But first she rode a horse. There’s not a whole lot around Bowdle, South Dakota. It’s a very rural part of the state. Sharon Weron was 9 years old and riding a horse home from a neighbor’s house. Her mom was following in her car and saw everything. Just as Sharon and her horse reached their house, the tornado was on them. They had very little warning. Sharon’s mom saw the tornado pick up her daughter (and horse), spin them around wildly, and carry them away. Sharon was wearing a blue shirt so her mom was looking for that in the tornado and could see her spinning. The tornado carried them around 1,000 feet, over several fences, and dumped Sharon in a ditch. She was wearing a leather jacket and pulled that up around her head during her flight. There was hail and all kinds of debris flying around inside the tornado with her. Sharon’s hands were badly bruised from being hit by the hail and who knows what else. She remembered hitting the ground and grabbing the grass so that she wouldn’t get sucked up again. As she looked around, she found her horse. He was just standing there not far from her. Both were a little beaten up but okay. That’s crazy, right? Their story got picked up by newspapers and spread all over the world. Reporters had no reason to doubt the story. As unbelievable as it seems, it still holds up as credible. Sharon’s ride was also witnessed by neighbors. The Guinness book of world records listed Sharon’s ride as the furthest anyone had ever ridden in a tornado until 2006. It’s remarkable that both Sharon and her horse lived through such a terrifying experience. That has to be the craziest horse story in the history of the world!

As for Paul's famous remark about "the smoke of Satan", no less a journalist than Vittorio Missori has suggested that Paul lifted these words from the Third Secret of Fatima. Whether this is true or not, it cannot credibly be denied that demonic forces had not only infiltrated the Church, but were doing much of the lever pulling. What else could account for the thorough divergence from orthodoxy that seized the entire Church from 1960 and particularly after the Second Vatican Council? Something that looked a lot like apostacy was winnowing the hierarchy of the Roman Catholic Church.

Interestingness is the instigator, the hardy carrier pigeon that can carry your message most anywhere. Interestingness makes a message get heard above the noise. Money can't buy interestingness, yet vivid comparisons can create them. To make your self-label stick it must be more interesting than others' labels for you. The good news and the bad is that reputations can be ruined or lifted by how most anyone labels something or someone - as long the label is as vividly indelible as India ink. More than money, title or even good looks, your capacity to craft the most vivid characterization will make it bob, like a cork, to the top of the water of alternative messages. A janitor can become more famous and credible than a CEO. Use the "Compared to What?" cue to stick your label in other's minds, whether they intended to remember or not. Make your comparison: • Spark a specific mental picture • Evoke a positive emotion • Be unexpected • Be Brief

awkward televised hug from the new president of the United States. My curtain call worked. Until it didn’t. Still speaking in his usual stream-of-consciousness and free-association cadence, the president moved his eyes again, sweeping from left to right, toward me and my protective curtain. This time, I was not so lucky. The small eyes with the white shadows stopped on me. “Jim!” Trump exclaimed. The president called me forward. “He’s more famous than me.” Awesome. My wife Patrice has known me since I was nineteen. In the endless TV coverage of what felt to me like a thousand-yard walk across the Blue Room, back at our home she was watching TV and pointing at the screen: “That’s Jim’s ‘oh shit’ face.” Yes, it was. My inner voice was screaming: “How could he think this is a good idea? Isn’t he supposed to be the master of television? This is a complete disaster. And there is no fricking way I’m going to hug him.” The FBI and its director are not on anyone’s political team. The entire nightmare of the Clinton email investigation had been about protecting the integrity and independence of the FBI and the Department of Justice, about safeguarding the reservoir of trust and credibility. That Trump would appear to publicly thank me on his second day in office was a threat to the reservoir. Near the end of my thousand-yard walk, I extended my right hand to President Trump. This was going to be a handshake, nothing more. The president gripped my hand. Then he pulled it forward and down. There it was. He was going for the hug on national TV. I tightened the right side of my body, calling on years of side planks and dumbbell rows. He was not going to get a hug without being a whole lot stronger than he looked. He wasn’t. I thwarted the hug, but I got something worse in exchange. The president leaned in and put his mouth near my right ear. “I’m really looking forward to working with you,” he said. Unfortunately, because of the vantage point of the TV cameras, what many in the world, including my children, thought they saw was a kiss. The whole world “saw” Donald Trump kiss the man who some believed got him elected. Surely this couldn’t get any worse. President Trump made a motion as if to invite me to stand with him and the vice president and Joe Clancy. Backing away, I waved it off with a smile. “I’m not worthy,” my expression tried to say. “I’m not suicidal,” my inner voice said. Defeated and depressed, I retreated back to the far side of the room. The press was excused, and the police chiefs and directors started lining up for pictures with the president. They were very quiet. I made like I was getting in the back of the line and slipped out the side door, through the Green Room, into the hall, and down the stairs. On the way, I heard someone say the score from the Packers-Falcons game. Perfect. It is possible that I was reading too much into the usual Trump theatrics, but the episode left me worried. It was no surprise that President Trump behaved in a manner that was completely different from his predecessors—I couldn’t imagine Barack Obama or George W. Bush asking someone to come onstage like a contestant on The Price Is Right. What was distressing was what Trump symbolically seemed to be asking leaders of the law enforcement and national security agencies to do—to come forward and kiss the great man’s ring. To show their deference and loyalty. It was tremendously important that these leaders not do that—or be seen to even look like they were doing that. Trump either didn’t know that or didn’t care, though I’d spend the next several weeks quite memorably, and disastrously, trying to make this point to him and his staff.