Departing Boss Quotes

The marketing department uses many advanced techniques to match products and buyers in a way that mximizes profits. For example, they give away keychains.

You can imagine how distraught I feel when I hear about the glorified heroism-free “middle class values,” which, thanks to globalization and the Internet, have spread to any place easily reached by British Air, enshrining the usual opiates of the deified classes: “hard work” for a bank or a tobacco company, diligent newspaper reading, obedience to most, but not all, traffic laws, captivity in some corporate structure, dependence on the opinion of a boss (with one’s job records filed in the personnel department), good legal compliance, reliance on stock market investments, tropical vacations, and a suburban life (under some mortgage) with a nice-looking dog and Saturday night wine tasting.

On Rachel's show for November 7, 2012: We're not going to have a supreme court that will overturn Roe versus Wade. There will be no more Antonio Scalias and Samuel Aleatos added to this court. We're not going to repeal health reform. Nobody is going to kill medicare and make old people in this generation or any other generation fight it out on the open market to try to get health insurance. We are not going to do that. We are not going to give a 20% tax cut to millionaires and billionaires and expect programs like food stamps and kid's insurance to cover the cost of that tax cut. We'll not make you clear it with your boss if you want to get birth control under the insurance plan that you're on. We are not going to redefine rape. We are not going to amend the United States constitution to stop gay people from getting married. We are not going to double Guantanamo. We are not eliminating the Department of Energy or the Department of Education or Housing at the federal level. We are not going to spend $2 trillion on the military that the military does not want. We are not scaling back on student loans because the country's new plan is that you should borrow money from your parents. We are not vetoing the Dream Act. We are not self-deporting. We are not letting Detroit go bankrupt. We are not starting a trade war with China on Inauguration Day in January. We are not going to have, as a president, a man who once led a mob of friends to run down a scared, gay kid, to hold him down and forcibly cut his hair off with a pair of scissors while that kid cried and screamed for help and there was no apology, not ever. We are not going to have a Secretary of State John Bolton. We are not bringing Dick Cheney back. We are not going to have a foreign policy shop stocked with architects of the Iraq War. We are not going to do it. We had the chance to do that if we wanted to do that, as a country. and we said no, last night, loudly.

The world's major religions: Same boss, different departments.

I once worked as a writer for a big New York ad agency. Our boss used to tell us: Invent a disease. Come up with the disease, he said, and we can sell the cure. Attention Deficit Disorder, Seasonal Affect Disorder, Social Anxiety Disorder. These aren't diseases, they're marketing ploys. Doctors didn't discover them, copywriters did. Marketing departments did. Drug companies did. Depression and anxiety may be real. But they can also be Resistance.

Shithead Boss Man, eh? You know, Dylan, I really lucked out in the assistant department. The other partners in the firm have ended up with someone awful, who soothes them, is at their beck and call and agrees with them all the time. I got one who is sarcastic, argumentative, scruffy, rarely where he should be, and calls me Shithead Boss Man rather than Sir.” Jude laughs at him, before reaching out and swiping one of the prawns from my carton of sweet and sour. “He’d call you Sir if you spanked him.

Later, when they sat down and went over the figures closely, they found an interesting pattern. Adamowski had received fifty-one percent of the votes, cast by white persons. But the enormous black vote had given Daley his victory. The people who were trapped in the ghetto slums and the nightmarish public housing projects, the people who had the worst school system and were most often degraded by the Police Department, the people who received the fewest campaign promises and who were ignored as part of the campaign trail, had given him his third term. They had done it quietly, asking for nothing in return. Exactly what they got.

Diversity training doesn’t solve the problem of women being perceived as “pushy” and unlikable if they dare to seek power; our legal system isn’t equipped to deal with the fact that Americans still prefer male bosses (and politicians). Sexual harassment is still rampant in our modern workplaces, and often HR departments are all but powerless to do anything to stop it.

At the office I worked in before that, my boss required all employees to take a personality test that divided us neatly into one of four quadrants: Doers, Creators, Deciders, or Thinkers, categories that would then define our roles in the department. Most of the others were Doers; there were a couple of Deciders, too. I was the only Thinker. My first thought was, I think I need to get out of here.

Each of these people has an extreme version of what we call a high-conflict personality. Unlike most of us, who normally try to resolve or defuse conflicts, people with high-conflict personalities (HCPs) respond to conflicts by compulsively increasing them. They usually do this by focusing on Targets of Blame, whom they mercilessly attack—verbally, emotionally, financially, reputationally, litigiously, and sometimes violently—often for months or years, even if the initial conflict was minor. Their Targets of Blame are usually someone close (a coworker, neighbor, friend, partner, or family member) or someone in a position of authority (boss, department head, police, government agent). Sometimes, though, the Target of Blame can be completely random.

Each cooperative in Mondragon has its own workplace structure, though there are similarities and tendencies that most of them share. The firm called Irizar, which manufactures products for trans-portation, from luxury coaches to city buses, exemplifies these tendencies. To encourage innovation and the diffusion of knowledge, there are no bosses or departments in Irizar. Rather, it has a flat organizational structure based on work teams with a high degree of autonomy. (One study remarks that they “set their own targets, establish their own work schedules, [and] organize the work process as they see fit.”) The teams also work with each other, so that knowledge is transmitted efficiently. Participation occurs also in the general assembly, which meets three times a year rather than the single annual meeting common in other Mondragon firms. Its subsidiaries in other countries have at least two general assemblies a year, where they approve the company’s strategic plan, investments, etc. These participatory structures have enabled Irizar to surpass its competitors in profitability and market share.69

The eccentric passion of Shankly was underlined for me by my England team-mate Roger Hunt's version of the classic tale of the Liverpool manager's pre-game talk before playing Manchester United. The story has probably been told a thousand times in and out of football, and each time you hear it there are different details, but when Roger told it the occasion was still fresh in his mind and I've always believed it to be the definitive account. It was later on the same day, as Roger and I travelled together to report for England duty, after we had played our bruising match at Anfield. Ian St John had scored the winner, then squared up to Denis Law, with Nobby finally sealing the mood of the afternoon by giving the Kop the 'V' sign. After settling down in our railway carriage, Roger said, 'You may have lost today, but you would have been pleased with yourself before the game. Shanks mentioned you in the team talk. When he says anything positive about the opposition, normally he never singles out players.' According to Roger, Shankly burst into the dressing room in his usual aggressive style and said, 'We're playing Manchester United this afternoon, and really it's an insult that we have to let them on to our field because we are superior to them in every department, but they are in the league so I suppose we have to play them. In goal Dunne is hopeless- he never knows where he is going. At right back Brennan is a straw- any wind will blow him over. Foulkes the centre half kicks the ball anywhere. On the left Tony Dunne is fast but he only has one foot. Crerand couldn't beat a tortoise. It's true David Herd has got a fantastic shot, but if Ronnie Yeats can point him in the right direction he's likely to score for us. So there you are, Manchester United, useless...' Apparently it was at this point the Liverpool winger Ian Callaghan, who was never known to whisper a single word on such occasions, asked, 'What about Best, Law and Charlton, boss?' Shankly paused, narrowed his eyes, and said, 'What are you saying to me, Callaghan? I hope you're not saying we cannot play three men.

The week after my happy Tin Man 5k, I learned that a friend had died of a heroin overdose, possibly a suicide. He and I had attended the same weekly recovery group for years. His death stunned everyone who knew him, myself included. A few days later, a friend’s boss shot himself in the parking lot of a nearby police department. Both events rattled me. While mourning the losses, I worried the knives in the kitchen drawer might jump out and stab me. I asked Ed to hold me. “I need to tie myself to the planet, so I don’t spin off.

I had some good friends - really funny ones. My best friend was a guy called Apolo Nsibambi. We shared an office at the Extra Mural Department at Makerere, and then I got a promotion - became Acting Director - and I was his boss! I used to tease him for calling himself “Doctor” - he had a Ph. D. in political science. I mocked him for wearing a tie and carrying a briefcase and being pompous. I went to his wedding. He came to my wedding. And then I completely lost touch with him. I wonder what happened to him.’ ‘Doctor Nsibambi is the Prime Minister of Uganda.

The breadth of his hands-on experience at different levels of government, from the state legislature to the police department to the governor’s chair, had sensitized Roosevelt to the hidden dangers of the age: the rise of gigantic trusts that were rapidly swallowing up their competitors in one field after another, the invisible web of corruption linking political bosses to the business community, the increasing concentration of wealth and the growing gap between the rich and the poor, the squalid conditions in the immigrant slums, the mood of insurrection among the laboring classes.

Police activism, especially in the guise of union activity, remains somewhat perplexing. The historical development is clear enough, but politically it is troublesome—especially for the left. The whole issue presents a nest of paradoxes: the police have unionized and gone on strike—but continue in their role as strikebreakers. They have pitted themselves against their bosses and the government, but represent a threat to democracy rather than an expression of it. They have resisted authority for the sake of authoritarian aims, have broken laws in the name of law and order, and have demanded rights that they consistently deny to others. (...) Police associations thus developed in relative isolation from the rest of the labor movement, while building close ties with the command hierarchy within the departments. This fact points to two related reasons why police unions are not legitimate labor unions. First, as is discussed above, the police are clearly part of the managerial machinery of capitalism. Their status as “workers” is therefore problematic. Second, the agendas of police unions mostly reflect the interests of the institution (the police department) rather than those of the working class.

guarded that information jealously to maintain his own power. Podesta was also wary of at least one member of Hillary’s State Crew. When the e-mail scandal first burst into the open, Philippe Reines, who had a rare direct line to the boss after running her media operations at the State Department and in the Senate, went to war with Jennifer Palmieri, the new communications director for the campaign, over how to respond. Reines, highly obsessive, ultraloyal to Hillary, and possessed of an acid tongue, pointed his finger at Palmieri when Hillary complained that deliberations about the timing of her first public remarks on the e-mail server were leaking to the media.

...at Newsweek only girls with college degrees--and we were called "girls" then--were hired to sort and deliver the mail, humbly pushing our carts from door to door in our ladylike frocks and proper high-heeled shoes. If we could manage that, we graduated to "clippers," another female ghetto. Dressed in drab khaki smocks so that ink wouldn't smudge our clothes, we sat at the clip desk, marked up newspapers, tore out releveant articles with razor-edged "rip sticks," and routed the clips to the appropriate departments. "Being a clipper was a horrible job," said writer and director Nora Ephron, who got a job at Newsweek after she graduated from Wellesley in 1962, "and to make matters worse, I was good at it.

I once worked as a writer for a big New York ad agency. Our boss used to tell us: Invent a disease. Come up with the disease, he said, and we can sell the cure. Attention Deficit Disorder, Seasonal Affect Disorder, Social Anxiety Disorder. These aren't diseases, they're marketing ploys. Doctors didn't discover them, copywriters did. Marketing departments did. Drug companies did. Depression and anxiety may be real. But they can also be Resistance. When we drug ourselves to blot out our soul's call, we are being good Americans and exemplary consumers. We're doing exactly what TV commercials and pop materialist culture have been brainwashing us to do from birth. Instead of applying self-knowledge, self-discipline, delayed gratification and hard work, we simply consume a product.

Director, I know you're my boss, at least for the time being," vampire agent Ken White told Tony. "But I don't think you know who you were talking to, just then." Ken was driving away from the airport, Tony in the passenger seat. "Who was I talking to?" Tony turned listlessly to agent White. "Merrill is a legend among my race," Ken said. "The rumors are that he's the most powerful vampire that exists. The other one that Lissa is engaged to? That's Gavin, the Council's elite Assassin. Wlodek is Head of the Council, as you know. You've managed to piss off three of the most powerful vampires ever. And if you throw Lissa into that mix, because I have to tell you, she can do things I've never seen or heard of before, well, I wouldn't be looking for favors from any of my kind. In fact, depending on how Wlodek reacts and what he says in that phone call you're going to get, he may pull all the vamps out of the Department." "He can't do that," Tony huffed. "He can. And if we want to keep on living, we'll do as he says," Ken added. "And since it's Lissa, all she has to do is make a call to the Grand Master and your wolves will be gone, too. You fucked up, boss." "Yeah. I won't argue with you over that." Tony rubbed a hand over his face.

Here are four more strategies to help you stack the deck in your favor when seeking a raise or a promotion: ✓ DO YOUR RESEARCH: Understand your market value and, more important, your value to the company. Be prepared to explain, candidly and concretely, what you feel you’re doing that you’re not being compensated for. Have confidence in your own worth. ✓ ASK TO BE PAID FOR THE JOB YOU’RE ACTUALLY DOING: If your responsibilities have increased but you haven’t been recognized since, say, you’ve taken over for the manager who left several months earlier, approach your new boss and say, “I’ve been effectively doing this person’s job since she departed and I’d like to formally assume her position.” Have a conversation. Express that you feel confident you can grow in this role and create value for the organization. ✓ PROVE YOUR WORTH: To earn an increase in salary, you need to be increasing your responsibilities and performing at a higher level than when you were hired. ✓ DON’T NEGOTIATE IF YOUR BOSS SAYS NO: Typically no means no when it comes to this type of discussion. If your boss says no, you have two choices: you either accept the rationale, think about it, and grow based on the feedback, or you leave. This is a good time to be reflective. Ask why you haven’t earned the increase. You may not walk away with a new title or more money, but hopefully you’ll learn something that will help you correct your course moving forward.

1. First, we admire people who work hard. We dislike passengers who don’t pull their weight in the boat. 2. We admire people with first-class brains, because you cannot run a great advertising agency without brainy people. 3. We admire people who avoid politics – office politics, I mean. 4. We despise toadies who suck up to their bosses; they are generally the same people who bully their subordinates. 5. We admire the great professionals, the craftsmen who do their jobs with superlative excellence. We notice that these people always respect the professional expertise of their colleagues in other departments. 6. We admire people who hire subordinates who are good enough to succeed them. We pity people who are so insecure that they feel compelled to hire inferior specimens as their subordinates. 7. We admire people who build up and develop their subordinates, because this is the only way we can promote from within the ranks. We detest having to go outside to fill important jobs, and I look forward to the day when that will never be necessary. 8. We admire people who practice delegation. The more you delegate, the more responsibility will be loaded upon you. 9. We admire kindly people with gentle manners who treat other people as human beings – particularly the people who sell things to us. We abhor quarrelsome people. We abhor people who wage paper warfare. We abhor buck passers, and people who don’t tell the truth. 10. We admire well-organized people who keep their offices shipshape, and deliver their work on time. 11. We admire people who are good citizens in their communities – people who work for their local hospitals, their church, the PTA, the Community Chest and so on.

We came to the city because we wished to live haphazardly, to reach for only the least realistic of our desires, and to see if we could not learn what our failures had to teach, and not, when we came to live, discover that we had never died. We wanted to dig deep and suck out all the marrow of life, to be overworked and reduced to our last wit. And if our bosses proved mean, why then we’d evoke their whole and genuine meanness afterward over vodka cranberries and small batch bourbons. And if our drinking companions proved to be sublime then we would stagger home at dawn over the Old City cobblestones, into hot showers and clean shirts, and press onward until dusk fell again. For the rest of the world, it seemed to us, had somewhat hastily concluded that it was the chief end of man to thank God it was Friday and pray that Netflix would never forsake them. Still we lived frantically, like hummingbirds; though our HR departments told us that our commitments were valuable and our feedback was appreciated, our raises would be held back another year. Like gnats we pestered Management— who didn’t know how to use the Internet, whose only use for us was to set up Facebook accounts so they could spy on their children, or to sync their iPhones to their Outlooks, or to explain what tweets were and more importantly, why— which even we didn’t know. Retire! we wanted to shout. We ha Get out of the way with your big thumbs and your senior moments and your nostalgia for 1976! We hated them; we wanted them to love us. We wanted to be them; we wanted to never, ever become them. Complexity, complexity, complexity! We said let our affairs be endless and convoluted; let our bank accounts be overdrawn and our benefits be reduced. Take our Social Security contributions and let it go bankrupt. We’d been bankrupt since we’d left home: we’d secure our own society. Retirement was an afterlife we didn’t believe in and that we expected yesterday. Instead of three meals a day, we’d drink coffee for breakfast and scavenge from empty conference rooms for lunch. We had plans for dinner. We’d go out and buy gummy pad thai and throat-scorching chicken vindaloo and bento boxes in chintzy, dark restaurants that were always about to go out of business. Those who were a little flush would cover those who were a little short, and we would promise them coffees in repayment. We still owed someone for a movie ticket last summer; they hadn’t forgotten. Complexity, complexity. In holiday seasons we gave each other spider plants in badly decoupaged pots and scarves we’d just learned how to knit and cuff links purchased with employee discounts. We followed the instructions on food and wine Web sites, but our soufflés sank and our baked bries burned and our basil ice creams froze solid. We called our mothers to get recipes for old favorites, but they never came out the same. We missed our families; we were sad to be rid of them. Why shouldn’t we live with such hurry and waste of life? We were determined to be starved before we were hungry. We were determined to be starved before we were hungry. We were determined to decrypt our neighbors’ Wi-Fi passwords and to never turn on the air-conditioning. We vowed to fall in love: headboard-clutching, desperate-texting, hearts-in-esophagi love. On the subways and at the park and on our fire escapes and in the break rooms, we turned pages, resolved to get to the ends of whatever we were reading. A couple of minutes were the day’s most valuable commodity. If only we could make more time, more money, more patience; have better sex, better coffee, boots that didn’t leak, umbrellas that didn’t involute at the slightest gust of wind. We were determined to make stupid bets. We were determined to be promoted or else to set the building on fire on our way out. We were determined to be out of our minds.

Disease in the organization. It’s a fact of life that some bosses are very unhealthy and abuse their power, sometimes unknowingly, to get their needs met. Unhealthiness in the boss shows up throughout the organization. I’m amazed that more companies aren’t aware of the pyramidal effect of their failure to select healthy managers. A non-recovering alcoholic, codependent, or compulsive manager can have a detrimental effect on subordinates she never sees. By the same token, a supervisor in therapy can lift up her entire department.

Despite all this you should try to get one internship under your belt. But do so according to the following rules: -The nanosecond you realize the majority of your work is merely to do filing, faxing, scanning, etc., leave. Don’t tell them, don’t inform them. Leave. Also, file a complaint with that company’s HR department and inform the career services center of your college about the false advertising of that firm. -Keep trying to find an internship that does give you experience. This may take three or four tries, but inevitably you will find one that is worthwhile. -Do not spend more than six months at an internship. Get it on your resume, establish a good rapport with your boss, but then cite college as your primary responsibility. Only if they offer you full-time employment after graduation should you stick around. -Only get one internship. Additional internships add nothing to your marketability. Spend your time instead drinking, chasing girls/boys and playing volleyball.

Detective Howell here.” “Any luck with the next-of-kin situation?” “Sorry, boss,” Deb said. “I’ve run into a brick wall. As far as I can tell, Deb Highsmith doesn’t have any next of kin. The contact listed with the Department of Licensing is Abby Holder.” “Mrs. Holder?

The FBI didn’t do “matters.” The term means nothing in our language, and it was misleading to suggest otherwise. It was probably a mistake that I didn’t challenge this harder. But in that moment, I decided that her request was too frivolous to take issue with, especially as my first battle with a new boss. I also was confident the press, and the public, would totally miss the distinction between a “matter” and an “investigation” anyway. Maybe she knew that, too. I know the FBI attendees at our meeting saw her request as overtly political when we talked about it afterward. So did at least one of Lynch’s senior leaders. George Toscas, then the number-three person in the department’s National Security Division and someone I liked, smiled at the FBI team as we filed out, saying sarcastically, “Well, you are the Federal Bureau of Matters.

In reality, 100 million drivers never sat in a 12-hour planning meeting together, nor do they report to the same boss; but they are able to navigate the nation's highways with less chaos than most 50-person departments. The next time you attend a meeting, note how much of the conversation focuses on the "what" versus the "how.

Some former Bush officials, however, believed that the Justice Department's failure to pursue the New Black Panther Party case resulted from top Obama administration officials' ideological belief that civil rights laws only apply to protect members of minority groups from discrimination by whites. Department spokeswoman Tracy Schmaler denied any such motives. She asserted that "the department makes enforcement decisions based on the merits, not the race, gender or ethnicity of any party involved". But an anonymous Justice Department official told the Washington Post that "the Voting Rights Act was passed because people like Bull Connor [a white police commissioner] were hitting people like John Lewis [a black civil rights activist], not the other way around". The Post concluded that the New Black Panther Party case "tapped into deep divisions within the Justice Department that persist today over whether the agency should focus on protecting historically oppressed minorities or enforce laws without regard to race". The Office of Professional Responsibility's report on the case found that several former and current DOJ attorneys told investigators under oath that some lawyers in the Civil Rights Division don't believe that the DOJ should bring cases involving white victims of racial discrimination. The report also found that Voting Section lawyers believed that their boss, appointed by President Obama, wanted them to bring only cases protecting members of American minority groups. She phrased this as having the section pursue only "traditional" civil rights enforcement cases. Her employees understood that by "traditional" she meant only cases involving minority victims.

Convenient targets include our “pointy-haired bosses” whom we believe are barely competent enough to tie their own shoes, the “paper-pushing fools” in the department down the hall from us that demand excessive amounts of documentation, and our “stupid users” who often don’t know what they want, and when they do tell us what they want, it never makes sense anyway. Naturally, we never blame ourselves; we’re perfect after all.

And sometimes all it takes to make your day is seeing your jerk of a boss in an interrogation room at the police department.

Robert, who slowly lowers his glasses down his nose, fixing a dark gaze on my boss. "Brian. If you're not going to be helpful, please feel free to step out." Brian leans back in his seat, grinning snidely at me before looking to Robert. "If this is as dire as you say, if" -- he sweeps his hands dramatically -- "you are unable to find a suitable musician in all of New York City, then let us consider how every department can step up to help you hire your subway busker. I think we should hear what Holland thinks about the idea." Robert doesn't give me a chance to reply -- not that I have the faintest idea what to say. "Your tone is quickly passing insulting and moving into shocking territory," The room has gone still, each set of eyes following the conversation as if it is a tennis match. "I am not only the composer and musical director of this production, but I am also Holland's uncle. I'll suggest you tread carefully here.

Robert, who slowly lowers his glasses down his nose, fixing a dark gaze on my boss. "Brian. If you're not going to be helpful, please feel free to step out." Brian leans back in his seat, grinning snidely at me before looking to Robert. "If this is as dire as you say, if" -- he sweeps his hands dramatically -- "you are unable to find a suitable musician in all of New York City, then let us consider how every department can step up to help you hire your subway busker. I think we should hear what Holland thinks about the idea." Robert doesn't give me a chance to reply -- not that I have the faintest idea what to say. "Your tone is quickly passing insulting and moving into shocking territory," The room has gone still, each set of eyes following the conversation as if it is a tennis match. "I am not only the composer and musical director of this production, but I am also Holland's uncle. I'll suggest you tread carefully here.

What’s on your mind?” you ask. “The [insert name of thing they’re working on],” they say. “So there are three different facets of that we could look at,” you offer. “The project side—any challenges around the actual content. The people side—any issues with team members/colleagues/other departments/bosses/customers/clients. And patterns—if there’s a way that you’re getting in your own way, and not showing up in the best possible way. Where should we start?

you have to battle him, too. Also, you have to fight bosses from the Department of Environmental Conservation and the Army Corps of Engineers- dodging fines from the DEC and hoping the Corps doesn’t find mystical endangered magic weeds in your yard. The game ends when you get your property fixed and you hold the flood back- or you get hauled away by the law while the neighbor chugs Bud Lite and flips you off. It was even better with the virtual reality goggles.

To work effectively with a highly dominant dog, the handler must gain the initiative in the relationship. However, this is not done simply by showing the dog who is boss. Attempts to physically punish a dominant dog into cooperative behavior normally only results in handler aggression and the dog and handler becoming suspicious of one another.

Eleanor Rose,” she informs me over her shoulder. “I’ll be your supervisor while you’re working with us in the Strategy Department.

Since they bought Exciteur, he’s been slashing unprofitable departments and promoting others. There’s been a lot of personnel turnover.

Frederica Bilson, Junior Professional Trainee, Strategy Department.

The boss walks in Papers shuffle, phone notifications Try their best to silence. The time now is 10:57am. He talks to the clerk about the climate Of work culture. There's not enough training, Not enough bodies filling the spaces. She replies in agreement Passing her work off to him. Soon he realizes. Phone notifications continue to go off. A sip of coffee is taken. The time now is 11:01 am. He hands in his resignation In search of a new department. I am but a fly on the wall Searching for a way out

We were discussing the performance-potential matrix that so many companies use for succession planning or “talent management.” McKinsey & Company originally developed it to help General Electric decide which businesses to invest in, and HR departments

Although corporate bosses were starting to embrace BlackBerry, Lazaridis and Balsillie knew they faced a challenge selling bulk orders to big businesses. Technology purchases were the domain of chief information officers (CIOs). These executives were conservative and frowned on technology that exposed internal communications. “The problem with going through IT is they had to approve everything. It would take a year,” says Lazaridis. “You had to test everything, approve it, and most of these [CIOs] didn’t want it anyway. It was just another thing to deal with. But once a CEO tried it, that was it.” The solution, Lazaridis and Balsillie decided, was an unorthodox plan to infiltrate Fortune 1000 companies. RIM made it easy for influential managers and executives to link the addictive BlackBerry system into their corporate e-mail without involving the IT department.

Jon Stone was more Joe’s friend than mine, though ‘friend’ probably wasn’t the right word. Jon was a private military contractor, which meant he was a mercenary. He was also a Princeton graduate and a former Delta Force operator. His primary client was the Department of Defense. Same boss, different pay grade. Pike

Physicians sell patients on a remedy. Lawyers sell juries on a verdict. Teachers sell students on the value of paying attention in class. Entrepreneurs woo funders, writers sweet-talk producers, coaches cajole players. Whatever our profession, we deliver presentations to fellow employees and make pitches to new clients. We try to convince the boss to loosen up a few dollars from the budget or the human resources department to add more vacation days.

Milken told his boss, Edwin Kantor, who was in charge of all fixed-income trading, that he wanted to create an autonomous unit, with its own sales force, its own traders and its own research people: the high-yield- and convertible-bond department. Selling these low-rated bonds, he explained, was more like selling stocks than it was like selling high-grade bonds. If a bond was rated triple A by a rating agency, institutions bought them based on that rating—not on the salesman’s pitch about the company. But to convince an investor to buy a bond with a C rating you had to tell the company’s story. You had to know the company’s management, its product, its balance sheet, its earnings trend and cash flow—just as you would in trying to sell the stock of a little-known company.

London in those years was a thieves’ paradise. There was no citywide police force: The London Metropolitan Police Department would be established only in 1829. The patchwork of local watchmen, marshals and constables that patrolled the city in Wild’s day proved eminently bribable: Thieves often sold their plunder directly to them, at an attractive discount, which kept them safe from the hangman’s noose. Capitalizing on prevailing conditions, Wild began to gather London’s foremost thieves around him. He set up shop in the parlor of a London tavern, where he presided over the boldly named “Office for the Recovery of Lost and Stolen Property.” Suppose an English gentleman awoke one morning to find his gold watch and silver snuff box missing. Calling on Wild in his “office,” he would be informed that Wild “had an idea where the goods might be found, or at least who it was that had possession of them,” and that they could soon be returned to their rightful owner—for a fee. “If the person questioned Wild’s integrity, or asked how he should know so much about the theft, Wild answered ‘that it was meerly Providential; being, by meer Accident, at a Tavern, or at a Friend’s House in the Neighbourhood, [he] heard that such a Gentleman had his House broken open, and such and such Goods Stolen, and the like.’ ” Needless to say, Wild knew exactly where the goods were, because they’d been stolen by one of his own employees. What he’d done, in short, was to perfect a kind of property-kidnapping for ransom. The system proved so effective that he did not hesitate to target some of the country’s wealthiest men and women.

Paperback 204 pages ISBN: 9780996871839 Available in print, digital and audiobook formats If you have ever experienced infighting, such as a team ora department pitting itself against another team or department; if you have ever worked for a micromanaging and overbearing boss; if you have ever navigated the changes that come with a merger or other significant restructuring process, then you have had a front-row seat to organizational drama. David Emerald’s 3 Vital Questions: Transforming Workplace Drama was written for you! “It is impossible to describe what a profound impact the 3 Vital Questions have had on my life, personally and professionally.” —Chris Nagel, Director of Leadership & Team Development, Cleveland

The corpus callosum, which connects the left and right hemispheres of the cortex, myelinates from 7 to 10 years of age. At age 10, a child’s thinking speeds up noticeably. Ask seven-year-olds a question and it will take a long time for them to respond. Sometimes you can almost see the question move up to the brain and the answer go slowly back down to the mouth. This really became clear to me at our dining table. Our family knows seven different graces to say before meals, and each of our three daughters wanted to choose grace. So we suggested that each daughter could choose grace before breakfast, before lunch, or before dinner. Our youngest daughter, then age six, chose grace before lunch. Lunch is the shortest meal time — we have to walk home, eat, clean up, and walk back to school. Every lunch when we asked her what grace we should say, she would be absolutely quiet for a very long time. She would look around the room, furl her brows, obviously thinking hard, and then announce which grace to say — and it was always the same one. I got a little angry. Was this a power trip? Was she trying to control us? After all, we couldn’t eat until she chose a grace. I finally realized that, because her corpus callosum connecting her left and the right hemispheres was not fully myelinated, the signal was going very slowly back and forth in considering which of the seven graces to say. She was thinking as fast as her brain would allow. The teenage brain The last connections to mature are those between the front and the back of the brain; these connections begin to myelinate at age 12 and continue through age 25. The back of the brain is the concrete present. Environmental stimuli from the senses activate the back of the brain, where a picture of the world is created, like a movie on a screen. This picture is then sent to the front of the brain, the executive centers — the “CEO” or boss of the brain. The frontal lobes place the concrete present — what is happening right now — in the larger context of past and future, plans, goals, and values. Even though teenagers may look like adults, their brains are still maturing. The teen’s brain, whose frontal connections are not fully myelinated, is like a company whose CEO is on vacation. Each department is moving full speed ahead without the benefit of knowing the big picture. Teens are very passionate; they are engulfed by their ideas. They can generate a plan that takes into account their immediate circumstances, but they don’t see the bigger picture.

Most human resources departments have become much more sensitized to sexual misconduct in recent years, and that’s where you should go if yours is one of them. If not, tell your boss or your boss’s boss. If you can’t bring yourself to do that, tell another trusted supervisor. Document what happened and what you have done about it, even if it’s just writing a note, dating it, and putting it in a file.

As America suffered from the Depression, Kansas City soared, thanks to the Ten-Year Plan. “In Kansas City,” said Conrad Mann, the president of the chamber of commerce, “we are building the greatest inland city the world has ever seen.” New skyscrapers sprouted from the ground every year, and jazz clubs rollicked into the morning, at a time when, as one agent put it, the rest of the country “couldn’t afford three dollars a night for a musician.” Pendergast liked to think generosity was at the core of his power. When a British parliamentarian named Marjorie Graves visited his Main Street office in 1933, he told her he helped “the poor through our organizations.” It was true that Tom’s Town was built on undervalued workers—immigrants, Black labor, the poor. “The Boss” hosted a fancy dinner for the needy every Christmas and kept quarters in his pockets for the homeless. By the early 1930s, with police brutality against the Black community on the rise, Pendergast seized control of the Kansas City Police Department, taking it back from the state of Missouri, which had assumed leadership in the Civil War era. Pendergast assigned staffing oversight to “Brother John” Lazia, the leader of the Fifth Democratic Ward and a charismatic crime boss, and when dozens more loyal Pendergast supporters were appointed to the force, The Kansas City Call reported that police brutality had declined. But Pendergast’s Ten-Year Plan funds rarely made it to Black communities, and the occasional gifts from his patronage system masked the need for lasting racial reforms.

Tom McGinnis, or McGirth, as he was more casually known due to his not-so-girlish figure, was the department’s chief of detectives, Miriam’s boss and perhaps the most egregious power-hungry ballbuster in the NYPD.

Organizations are constructed a bit like computer programs. When a company is tightly coupled, big decisions get made by the big boss and pushed down to the departments, often creating interdependencies between the various areas of the business. If a problem occurs at the departmental level, it has to go back to the boss who oversees all of the departments. Meanwhile, in a loosely coupled company, an individual manager or employee is free to make decisions or solve problems, safe in the knowledge that the consequences will not ricochet through other departments.

If the leaders up and down your company have traditionally led with control, a tightly coupled system may have come about naturally. If you are managing a department (or a team within a department) in a tightly coupled system and you decide you’d like to begin to lead your people with context, you may find that the tight coupling gets in your way. Since all the important decisions get made at the top, you might wish to give your employees decision-making power, but you can’t, because anything important has to be approved not just by you but by your boss and by her boss.

At one point the Fox News PR department dispatched an intern to strike up a relationship with me. We went out a couple of times in New York City—we went to the late great Coffee Shop restaurant in Union Square, we rode the subway uptown, we even spent a late evening on her rooftop. There were moments when I thought these were dates—but her flirtatiousness was all part of the ruse. Years later I found out the intern was assigned to take copious notes and feed information back to her bosses. One email I viewed, dated Tuesday, September 6, 2005, was delivered at 11: 30 p.m. and listed what I told her during our faux-date; who called me during dinner (a PR person from a rival network); and what I said on the phone. Early the next morning the young woman was hauled into Ailes’s office because he wanted a full debrief. She was also tasked with friending me on Facebook and scouring my page for any evidence of anti-Fox bias or other material that could be used against me.

Here’s what I reckon. In the olden days, there were institutional boundaries that kept us from getting overexcited. Our employers provided them, for instance. We worked a 9-to-5 day and weekends were off-limits. We didn’t take our phones home. We didn’t have home computers. We weren’t on call 24/7. We could whine if the boundaries were crossed and someone - a boss, the HR department or the Union - would fix the issue. The church ordained days of rest each week and the shops were closed on Sundays. Plane trips were once-in-a-lifetime experiences. We communicated with letters, written slowly and mindfully. No one experienced one-hour-or-less response times.

Crews that fight forest fires in Oregon are now so heavily Hispanic that in 2003, the Oregon Department of Forestry required that crew chiefs be bilingual. In 2006, the department started forcing out veterans. Jaime Pickering, who used to run a squad of 20 firefighters, says the rule means “job losses for Americans—the white people.” Zita Wilensky, a 16-year veteran, was the only white employee of Miami-Dade County Domestic Violence Unit. Her co-workers made fun of her and called her gringa and Americana. Miss Wilensky says her boss gave her 60 days to learn Spanish, and fired her when she failed to do so. It is increasingly common, therefore, for Americans to be penalized because they cannot speak Spanish, but employers who insist that workers speak English are guilty of discrimination. In 2001, the Equal Employment Opportunity Commission forced a small Catholic college in San Antonio to pay $2.4 million to housekeepers who were required to speak English at work. There are now about 45 million Hispanics in the country. What will the status of Spanish be when there are 130 million Hispanics, as the Census Bureau projects for 2050? In 2000, President Bill Clinton decided that the prohibition against discrimination because of “national origin” in the Civil Rights Act of 1964 meant that if a foreigner cannot speak to a government agency in his own language he is a victim. Executive Order 13166 required all local governments that receive federal money (all of them, essentially) to translate official documents into any language spoken by at least 3,000 people in the area or 10 percent of the local population. It also required interpreters for non-English speakers. In 2002, the Office of Management and Budget estimated that hospitals alone would spend $268 million every year implementing Executive Order 13166, and state departments of motor vehicles would spend $8.5 million. OMB estimated that communicating with food stamp recipients who don’t speak English would cost $25.2 million per year.

Even at Goldman, some bankers, including David Ryan, considered the bank’s likely profit excessive. Alex Turnbull, a Hong Kong–based Goldman banker whose father, Malcolm Turnbull, would later become Australia’s prime minister, also raised concerns internally. Turnbull wasn’t involved in the deal, but he knew how bond markets worked, and he sent an email to colleagues expressing disbelief about Goldman’s profits. The email led to a reprimand from Goldman’s compliance department, while Turnbull’s boss told him to keep his mouth shut if he ever wanted to get promoted. He left the bank almost two years later for reasons unrelated to 1MDB.

Five months later, Goldman launched Project Maximus, buying another $1.75 billion in bonds to finance 1MDB’s acquisition of power plants from the Malaysian casino-and-plantations conglomerate Genting Group. Again, the fund paid a high price, and, like Tanjong, Genting made payments to a Najib-linked charity. This time, $790.3 million disappeared into the look-alike Aabar. David Ryan, president of Goldman’s Asia operations, argued to lower the fee on the second bond, given how easy it had been to sell the first round. But he was overruled by senior executives, including Gary Cohn. While Goldman was working on the deal, Ryan was effectively sidelined; the bank brought in a veteran banker, Mark Schwartz, a proponent of the 1MDB business, as chairman in Asia, a post senior to Ryan’s. Goldman earned a little less than the first deal, making $114 million—still an enormous windfall. For bringing in the business, Leissner was paid a salary and bonuses in 2012 of more than $10 million, making him one of the bank’s top-remunerated employees. But that was just the tip of the iceberg. Unknown to his bosses at Goldman, and three months after the first bond, millions of dollars began to flow into a British Virgin Islands shell company controlled by Leissner, some of which he shared with Roger Ng, according to Department of Justice filings. Millions of dollars more moved through Leissner’s shell company to pay bribes to 1MDB officials. Over the next two years, more than $200 million in 1MDB money, raised by Goldman, would flow through accounts controlled by Leissner and his relatives. He could have taken his hefty Goldman salary and disavowed knowledge of the bribery carried out by Low and others. Perhaps he would have gotten away with it, as many Wall Street bankers do in countries far from headquarters. But he decided to take a risk by becoming a direct accomplice in the fraud, rather than just greasing its wheels. He had seen the kind of life Low was leading, and he must have thought that a mere $10 million wasn’t going to cut it, not if he wanted to buy super yachts and host parties himself. Soon he would be doing just that.

In an office, being feminine doesn’t mean being seductive. […] Even a flirtation, when it wears off, causes some bad feeling, and somebody is going to be moved into another department — or out of the company. Quite likely you! There are no hard-and- fast rules for fending off an outright pass, especially if it comes from the boss. Every intelligent woman has her own method of turning it off without wounding a sensitive male ego. An even cleverer woman knows how to prevent the pass in the first place. She’s charming, friendly, capable — and not seductive. If you can’t control your cleavage, your perfume, your walk, and your eyelashes — you’d better stay out of business.

Let’s raise the stakes. It requires more courage to say “I don’t read to my children because it’s not a priority.” If it’s true that it’s not a priority, then it’s true—even if that’s not politically correct to say. Be honest. Own that truth. Maybe you don’t enjoy reading with children. Maybe they don’t enjoy reading with you. Maybe you’d prefer to check your BlackBerry, or maybe you’d prefer to watch America’s Next Top Model. Maybe your spouse is already doing a bang-up job in this department. Maybe you honestly do think that the income you provide, the service you do for society, or the joy you gain by working during the entirety of your children’s waking hours is a bigger priority than interacting with them. There could be many good reasons for this. There are probably some bad ones, too. Nonetheless, it is a choice, and not a matter of lacking time. When you say “I don’t have time,” this puts the responsibility on someone else: a boss, a client, your family. Or else it puts the responsibility on some nebulous force: capitalism, society, the monster under the bed.

Learn: review key metrics (twenty minutes). What went well that week, and why? What went badly, and why? This will go best if you come up with a dashboard of key metrics to review. By “dashboard” I don’t mean some super sophisticated system set up by an IT department. I mean a spreadsheet with a few numbers on it.

Ask about turnover rates. The average turnover rate at US companies is between 11 and 12 percent. Some industries have lower rates and others much higher. Ask your interviewers how long they have worked for the company and the length of time people in the department you’re interested in have worked for the company. Ask about the history of the position you are interviewing for. Have other people been in this role, or is it newly created? If it’s an existing job, ask why the last person left,

Be the solution, not the problem One way you’ll be invaluable is learn to be a problem solver. That’s what Joseph was. He was solution oriented. Don’t go to your boss and say, “Our department is falling apart. This manager is about to quit. Bob cursed out Jim, and Bill keeps leaving early. Nobody paid our taxes last month. What do you want me to do?” That’s not the way to get promoted. If you present a problem, always present a solution as well. If you can’t present a solution, hold it until you can figure out something. A child can come tell me the building is on fire. That’s easy. That doesn’t take any skill. But I want somebody to tell me not only is the building on fire, but also the fire department is on the way, all the people are safe, the insurance company has been notified, and temporary quarters have been arranged. If you want to be invaluable to your organization, present your bosses with solutions, not problems.

On February 9th, 1942, the SS Normandie, a proud ocean liner and the pride of the French Merchant Marine, was being converted into a troop transport. A welder’s torch cut through a bulkhead and set afire a bundle of flammable rags and a stack of life jackets. The fire soon roared throughout the ship and since the internal fire protection system had been disabled, the only assistance available was from the New York City Fire Department. Fireboats pumped water onto the blaze until it caused this magnificent vessel to become unstable. I guess it never occurred to anyone that the water going into the ship, should have been pumped out! On February 10th, the ship rolled over onto its port side, sinking into the mud alongside Pier 88 in Manhattan. Investigations ensued with the thought being that this tragedy was caused by enemy sabotage. However, later findings indicated that the fire had been completely accidental. There are still some allegations contradicting this, and claims that the fire was indeed arson and involved “Lucky” Luciano, the Mafia boss who controlled the waterfront. From the time the fire started until the Normandie was righted in 1943, I watched what was happening to the now renamed USS Lafayette from a perfect vantage point at the top of the Palisades near North Street Park. It was the talk of the town and everyone continued to speculate as to who was at fault. “It must have been the Nazis,” was the conventional wisdom. The soldiers to whom I frequently talked, stationed at the searchlights and gun emplacements, were the ones who surely would know. Eventually, stripped of her superstructure, the ship was righted at great expense. There was talk of converting her into an aircraft carrier, or of cutting her down to become a smaller vessel. However, in the end she was sold for $161,680 to Lipsett, Inc., an American shipyard, where the once magnificent ship was reduced to scrap metal.

Sometimes even just a tiny bit of unilateral authority is enough to make people behave badly. Think about your last trip to the Department of Motor Vehicles. That’s why the first rule of building the kind of relationship with the people that will make them feel free at work is to lay down unilateral authority.

PUNCTUALITY RULES Being punctual to meetings and appointments not only reduces time wasting but is also a powerful way to demonstrate your respect for other people’s time. Do plan ahead by setting reminders in your calendar. Do arrive a few minutes early to meetings and appointments. Don’t start meetings late for late arrivals. Don’t derail your schedule by coming out late from meetings. If the meeting is running long, excuse yourself. Do be vigilant about being on time to appointments with your superiors. Don’t assume your team members know the importance of punctuality. Remind them frequently that punctuality increases productivity and reduces stress in the department. Be particularly vigilant about respecting your boss’s time, even if he is constantly wasting yours.

She had looked around the office one day and realised that there were no women above a certain pay grade. She spotted a pregnant woman in the company dining hall and asked the people at her table how long the company’s maternity leave was, and none of the five, including one department head, knew the answer because none of them had ever seen an employee go on maternity leave. She couldn’t picture herself at the company ten years down the road and resigned after some thought. Her boss grumbled, “This is why we don’t hire women.” She replied, “Women don’t stay because you make it impossible for us to stay.

An intolerance of bureaucracy Small companies feel different to big ones. I have worked at both. In large companies, if I am travelling for work I will be forced to use some admin staff to book a hotel with a corporate travel provider. Perhaps eight e-mails will be sent to me with various approval chains and updates, my boss will be asked to agree, a business reason is noted. Some systems will talk to others, and my assistant will orchestrate the whole thing. It will take perhaps 10 minutes of my time, 30 minutes of my assistant’s, and likely an hour of other people’s in back offices. All this to book a hotel stay for $200 that on the Hotel Tonight app I could book in around three seconds and for $100 cheaper. Why is it I can call an hour-long meeting with 20 people, costing perhaps $2,500 of time and nobody cares, but I need to ensure I use approved agents to get a hotel room? Every company, large and small, needs to reject bureaucracy and busy work. We worry a lot about seniority and protocol, but often it is an excuse. I love a memo sent out by Elon Musk, in which he says: ‘Anyone at Tesla can and should e-mail/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager’s manager without his permission, you can talk directly to a VP in another department, you can talk to me.’ He goes on to say, while realizing the challenge and opportunity ahead and what they have against them, ‘We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility’ (Bariso, 2017). Get better at knowing when to call and when to e-mail, when to pop over for a chat, which partner meetings to never accept. A lack of bureaucracy doesn’t mean chaos, it’s about focusing on the best way to make a difference and sometimes that means anarchically barging into a meeting to get someone to make a decision. I often think teams are too big. We’ve long heard about two pizza teams, but let’s be more flexible. Tom Peters talks about the need to recruit the very best talent and pay the world’s best compensation. Steve Jobs was widely reported to have stated that a small number of A+ people can outperform any large teams of B players (Keller and Meaney, 2017). I see a lot of time and energy spent bringing people into the loop, people being part of things to look important and not adding clear value.

Nikki knew that seniority in law enforcement was a double-edged sword. It often earned the respect of the department, but it also put them closer to retirement. In times of upper-level change, a senior officer butting heads with a new boss was a good way to get on the fast track to early retirement

He was so well-connected that he was even in line for a prestigious State Department posting in India as an American representative in international development. That is, until his old boss in the Jewish Affairs office was captured that spring day in 1960. Eichmann’s capture threatened all that. Von Bolschwing feared that he was next. So he went back to the one place he thought could best help him: the CIA.

This visit to Syracuse was for a trial, in which Teddy Roosevelt was the accused. Sued by the former head of the state Republican Party, Mr. William Barnes, for libel. The supposed offense that brought him here: while endorsing a nonpartisan candidate for governor more than a year earlier, Roosevelt had railed against two-party political boss rule, claiming Republican and Democratic political bosses had worked together to “secure the appointment to office of evil men whose activities so deeply taint and discredit our whole governmental system.” The result, he said, is a government “that is rotten throughout in almost all of its departments” and that this “invisible government...is responsible for the maladministration and corruption in the public offices” and the good citizens of the state would never “secure the economic, social and industrial reforms...until this invisible government of the party bosses working through the alliance between crooked business and crooked politics is rooted out of the government system.

Even in the early 1960s, my immediate boss in the US Army, a Jewish DA (Department of the Army) civilian, was told by a US Army Lieutenant Colonel not to expect a career in the US Army with his religion.

RESISTANCE AND SELF-MEDICATION Do you regularly ingest any substance, controlled or otherwise, whose aim is the alleviation of depression, anxiety, etc.? I offer the following experience: I once worked as a writer for a big New York ad agency. Our boss used to tell us: Invent a disease. Come up with the disease, he said, and we can sell the cure. Attention Deficit Disorder, Seasonal Affect Disorder, Social Anxiety Disorder. These aren't diseases, they're marketing ploys. Doctors didn't discover them, copywriters did. Marketing departments did. Drug companies did. Depression and anxiety may be real. But they can also be Resistance. When we drug ourselves to blot out our soul's call, we are being good Americans and exemplary consumers. We're doing exactly what TV commercials and pop materialist culture have been brainwashing us to do from birth. Instead of applying self-knowledge, self-discipline, delayed gratification and hard work, we simply consume a product. Many pedestrians have been maimed or killed at the intersection of Resistance and Commerce.

Lantech’s reinvention intervention answers one of the most fundamental questions about embracing change: Whose idea wins? The answer, of course, is that the best idea should win—not the boss’s idea, not the boss’s kid’s idea, not the strategy department’s idea, not the old idea, not the competition’s idea; only the best idea should win.

what the company said one year and what happened the next. We want to see not only whether managements are honest with shareholders but also whether they’re honest with themselves.” (If a company boss insists that all is hunky-dory when business is sputtering, watch out!) Nowadays, you can listen in on a company’s regularly scheduled conference calls even if you own only a few shares; to find out the schedule, call the investor relations department at corporate headquarters or visit the company’s website. Robert Rodriguez of FPA Capital Fund turns to the back page of the company’s annual report, where the heads of its operating divisions are listed. If there’s a lot of turnover in those names in the first one or two years of a new CEO’s regime, that’s probably a good sign; he’s cleaning out the dead wood. But if high turnover continues, the turnaround has probably devolved into turmoil.