Director Of Better Quotes

Don't you have anything better to fucking do other than babysit and eventually get killed by some psycho?" "No." Boyd said without hesitation. "I don't.

Well, I just don’t want you to think that this piece of shit is anything other than a pathetic, human defect. Nothing more. Not a monster, not a bogeyman. Nothing but another reason to feel better about yourself. Understand that it’s just a person - not worth devoting any nightmares to.

Other people’s lives seem better than yours because you’re comparing their director’s cuts with your behind the scenes.

Get rid of all the cleaners, rubbish collectors, bus drivers, supermarket checkout staff and secretaries, for example, and society will very quickly grind to a halt. On the other hand, if we woke up one morning to find that all the highly paid advertising executives, management consultants and private equity directors had disappeared, society would go on much as it did before: in a lot of cases, probably quite a bit better. So,

Seeing their cranky old camp director immortalized in stone, wearing a diaper and spewing water from his mouth, made her feel a little better.

It’s shameful that today’s mouthy political expositors aren’t better versed in Orwell. Can you imagine a theatre director who hasn’t studied Shakespeare?

Gods tend to be more interested in prophets, not profits, a-ha." There were some blank looks from his fellow directors. "Didn't quite get that one, old chap," said Stowley. "Prophets, I said, not profits," said Gilt. He waved his hand. "Don't worry yourselves, it will look better written down.

1. Scribbled secret notebooks, and wild typewritten pages, for yr own joy 2. Submissive to everything, open, listening 3. Try never get drunk outside yr own house 4. Be in love with yr life 5. Something that you feel will find its own form 6. Be crazy dumbsaint of the mind 7. Blow as deep as you want to blow 8. Write what you want bottomless from bottom of the mind 9. The unspeakable visions of the individual 10. No time for poetry but exactly what is 11. Visionary tics shivering in the chest 12. In tranced fixation dreaming upon object before you 13. Remove literary, grammatical and syntactical inhibition 14. Like Proust be an old teahead of time 15. Telling the true story of the world in interior monolog 16. The jewel center of interest is the eye within the eye 17. Write in recollection and amazement for yourself 18. Work from pithy middle eye out, swimming in language sea 19. Accept loss forever 20. Believe in the holy contour of life 21. Struggle to sketch the flow that already exists intact in mind 22. Dont think of words when you stop but to see picture better 23. Keep track of every day the date emblazoned in yr morning 24. No fear or shame in the dignity of yr experience, language & knowledge 25. Write for the world to read and see yr exact pictures of it 26. Bookmovie is the movie in words, the visual American form 27. In praise of Character in the Bleak inhuman Loneliness 28. Composing wild, undisciplined, pure, coming in from under, crazier the better 29. You're a Genius all the time 30. Writer-Director of Earthly movies Sponsored & Angeled in Heaven

I had this guy’s file pulled this morning, along with the rest of your neighbors. His name is Desperado.” Pause. A few seconds passed. He was waiting for my reaction. “Did you say Desperado?” I couldn’t stop the snort of laughter that bubbled to the surface. “Yeah,” the Director confirmed. “He changed his name when he turned eighteen. It was Melvin.” I was still laughing. “’Cause Desperado is so much better than Melvin.

People said this crop of youth was weak, but we knew differently. We knew they were so strong -- so much stronger than us, and equipped with better weapons, more effective tactics. They brought us to our knees with their softness, their consistent demand for the consideration of their feelings -- the way they could change all we thought would stay the same for the rest of our lives, be it stripping naked for male directors in undergraduate productions of The Bacchae, ignoring racist statements in supposedly great works of literature, or working for less when others were paid more. They had changed all that we hadn't been able to, and our defense was to call them soft.

Fear, hydra-headed fear, which is rampant in all of us, is a hang-over from lower forms of life. We are straddling two worlds, the one from which we have emerged and the one towards which we are heading. This is the deepest meaning of the word human, that we are a link, a bridge, a promise. It is in us that the life process is being carried to fulfillment. We have a tremendous responsibility, and it is the gravity of that which awakens our fears. We know that if we do not move forward, if we do not realize our potential being, we shall relapse, sputter out, and drag the world down with us. We carry Heaven and Hell within us; we are the cosmogonic builders. We have choice—and all creation is our range. For some it a terrifying prospect. It would be better, think they, if Heaven were above and Hell below—anywhere outside, but not within. But that comfort has been knocked from under us. There are no places to go to, either for reward or punishment. The place is always here and now, in your own person and according to your own fancy. The world is exactly what you picture it to be, always, every instant. It is impossible to shift the scenery about and pretend that you will enjoy another, a different act. The setting is permanent, changing with the mind and heart, not according to the dictates of an invisible stage director. You are the author, director and actor all in one: the drama is always going to be your own life, not some one else’s. A beautiful, terrible, ineluctable drama, like a suit made of your own skin. Would you want it otherwise? Could you invent a better drama?

Your head wants you to do something for a better future. Your heart wants you to do what you like in the present. They are like two directors of a company. If they are on the same page (what you enjoy doing in present is also good for your future), the company flourishes. They come on the same page when the auditor or observer of the company (your soul) is aware.

Even though I was appointed by the White House to be executive director of the U.S. Department of Agriculture’s agency in charge of the 2010 United States Dietary Guidelines, and even though I am a past president of the Society for Nutrition Education and Behavior, I still don’t think most nutrition education is very effective. People know that an apple is better for them than a Snickers bar, but . . . they eat the Snickers bar anyway.

What in the world do our clothes say about us when we put them on?" Rose said. "There's no real dignity in any of these costumes. If I'm a maid, I do what the owner of the house tells me to do. If I'm a nurse, I do whatever the doctor tells me to do. What are we as women, other than barnacles that attach themselves to higher life forms in some pathetic attempt to clean up messes? Tidy up what men have left behind - make the world a lovelier, better place for men. I would like to play a part in which I don't have a superior." The director told Rose that she should save her philosophical speculations until after work because they were causing the male actors to lose their erections.

Adam Kuambiana umerudi nyumbani ulikotoka, ukiongozwa na imani na mwanga wa wale uliowapenda na kuwapoteza. Hatuwezi kukumbuka kwamba umetutoka bila kukumbuka kwamba uliishi, na kwamba maisha yako yalitupa kumbukumbu nzuri tusizoweza kuzisahau haraka. Jumanne, siku ya kuuaga mwili uliokuwa ukitumiwa na wewe, wengine watasema Kwa heri lakini mimi nitasema Asante! Asante kwa sababu ya kipaji chako. Asante kwa sababu ya kujitahidi kwa kadiri ya uwezo wako wote, kutoa sauti kwa wale wote waliokuwa hawawezi kusikika. Asante kwa sababu ya kuacha dunia katika hali nzuri kuliko ulivyoikuta wakati ukiingia, na Asante kwa sababu ya maisha yako. Tukiendelea kuomboleza kifo cha Adam Kuambiana hapa duniani, wengine wanasherehekea kukutana naye huko mbinguni. Mchungaji wa uhai wa wote Mungu wa mbinguni ailaze roho yake mahali pema peponi: Yeye ni mwandishi wa hadithi ya maisha yetu na ndiye aliyeandika ukurasa wa mwisho wa hadithi ya Adam.

a study of Fortune 500 companies from research organization Catalyst found that those with the highest representation of women on their boards of directors performed significantly better than those with the lowest representation of women.

Sebastian Thrun, previously the director of the Stanford Artificial Intelligence Laboratory, and now the head of Google’s autonomous car lab, feels the benefits will be significant. “There are nearly 50 million auto accidents worldwide each year, with over 1.2 million needless deaths. AI applications such as automatic breaking or lane guidance will keep drivers from injuring themselves when falling asleep at the wheel. This is where artificial intelligence can help save lives every day.

After the curtain had fallen, a raucous display of malice had erupted from the gallery, and the ensuing scene, a quarter of an hour in which Hr'y's friends close to the stage attempted to applaud over the hoots and jeers of callous roughs in the shadows - a spectacle that culminated with the play's nervous director appearing on stage to quickly apologize for the production - is one of the better documented episodes in the many biographies of Hr'y's life. What's worth revisiting is the way he described it once he mustered the courage to put it all in a letter. The play had never really had a chance, he wrote. His 'extremely human' effort was met by a mob that responded with 'roars (like those of a cage of beasts at some infernal 'Zoo')

Evolution has been working toward optimizing the human genome for 3.85 billion years,” says NIH director Francis Collins, who is not an atheist. “Do we really think that some small group of human genome tinkerers could do better without all sorts of unintended consequences?

There are two kinds of directors; those who have the public in mind when they conceive and make their films and those who don't consider the public at all. For the former, cinema is an art of spectacle; for the latter, it is an individual adventure. There is nothing intrinsically better about one or the other; it's simply a matter of different approaches. For Hitchcock as for Renoir, as for that matter almost all American directors, a film has not succeeded unless it is a success, that is, unless it touches the public that one has had in mind right from the moment of choosing the subject matter to the end of production. While Bresson, Tati, Rossellini, Ray make films their own way and then invite the public to join the "game," Renoir, Clouzot, Hitchcock and Hawks make movies for the public, and ask themselves all the questions they think will interest their audience. Alfred Hitchcock, who is a remarkably intelligent man, formed the habit early--right from the start of his career in England--of predicting each aspect of his films. All his life he has worked to make his own tastes coincide with the public', emphasizing humor in his English period and suspense in his American period. This dosage of humor and suspense has made Hitchcock one of the most commercial directors in the world (his films regularly bring in four times what they cost). It is the strict demands he makes on himself and on his art that have made him a great director.

He was an editor for seven years before directing his first film, and his career stands as an argument for the theory that editors make better directors than cine-matographers do; the cinematographer is seduced by the look of a film, while the editor is faced with the task of making it work as a story.

It is enough for the present,” said the Director. “This is the courtesy of Deep Heaven: that when you mean well, He always takes you to have meant better than you knew. It will not be enough for always. He is very jealous. He will have you for no one but Himself in the end. But for tonight, it is enough.

2014 Maria Helena Semedo, an economist and deputy general director of climate and natural resources at the Food and Agriculture Organization, estimated that we have only about sixty years of farming left at our current rate of topsoil degradation before the soil is untenable for future food production. A sobering estimate.

Dr. Mary Atwater's story was so inspiring. Growing up, Dr. Atwater had a dream to one day be a teacher. But as a black person in the American South during the 1950s, she didn't have many great educational opportunities. It didn't help that she was also a girl, and a girl who loved science, since many believed that science was a subject only for men. Well, like me, she didn't listen to what others said. And also like me, Dr. Atwater had a father, Mr. John C. Monroe, who believed in her dreams and saved money to send her and her siblings to college. She eventually got a PhD in science education with a concentration in chemistry. She was an associate director at New Mexico State University and then taught physical science and chemistry at Fayetteville State University. She later joined the University of Georgia, where she still works as a science education researcher. Along the way, she began writing science books, never knowing that, many years down the road, one of those books would end up in Wimbe, Malawi, and change my life forever. I'd informed Dr. Atwater that the copy of Using Energy I'd borrowed so many times had been stolen (probably by another student hoping to get the same magic), so that day in Washington, she presented me with my own copy, along with the teacher's edition and a special notebook to record my experiments. "Your story confirms my belief in human beings and their abilities to make the world a better place by using science," she told me. "I'm happy that I lived long enough to see that something I wrote could change someone's life. I'm glad I found you." And for sure, I'm also happy to have found Dr. Atwater.

Edward Lasco was on the screened porch of his rented house in a comfortable but not elegant older section of the town where he'd lived for the past fifteen years when his wife, Elise, who six months before had left him and moved to a nearby city to work in a psychiatric hospital, came around the side of the house and stood beside the screen looking in. She had on a business outfit—natural linen suit, knee-high boots, dark glasses with at least three distinguishable colors tiered top to bottom in the lenses—and she carried a slick briefcase, thin and shiny. Her hair was shorter than he'd seen it, styled in a peculiar way so that it seemed it spots to jerk away from her head, to say, "I'm hair, boy, and you'd better believe it." Edward had come outside with a one-pint carton of skim milk and a ninety-nine-cookie package of Oreos and a just-received issue of InfoWorld, and he was entirely content with the prospect of eating his cookies and drinking his milk and reading his magazine, but when he saw Elise he was filled with a sudden, very unpleasant sense that he didn't want to see her. It'd been a good two and a half months since he'd talked to her, and there she was looking like an earnest TV art director's version of the modern businesswoman; it made him feel that his life was fucked, and this was before she'd said a word.

On Listening From a very young age, my parents taught me the most important lesson of my whole life: Listen to everybody before you make up your own mind. When you listen, you learn. You absorb like a sponge. Your life becomes so much better than when you are just trying to be listened to all the time. Steven Spielberg, film director and producer,

Another casualty of Feisal’s return to power was Abdullah Tariki, the general director of petroleum and mineral resources. Tariki is a well-known figure in global oil politics, mostly because in 1960 he cofounded, along with Venezuelan oil minister Juan Perez Alfonso, the Organization of Petroleum Exporting Countries, better known as the OPEC cartel.

Some people find illeism annoying (although it doesn’t bother Daniel Pink). But its existence as a style of speech and narration exemplifies the final step in the regret-reckoning process. Talking about ourselves in the third person is one variety of what social psychologists call “self-distancing.” When we’re beset by negative emotions, including regret, one response is to immerse ourselves in them, to face the negativity by getting up close and personal. But immersion can catch us in an undertow of rumination. A better, more effective, and longer-lasting approach is to move in the opposite direction—not to plunge in, but to zoom out and gaze upon our situation as a detached observer, much as a movie director pulls back the camera. After self-disclosure relieves the burden of carrying a regret, and self-compassion reframes the regret as a human imperfection rather than an incapacitating flaw, self-distancing helps you analyze and strategize—to examine the regret dispassionately without shame or rancor and to extract from it a lesson that can guide your future behavior.

The cases of great mathematicians with mental illness have enormous resonance for modern pop writers and filmmakers. This has to do mostly with the writers'/directors' own prejudices and receptivities, which in turn are functions of what you could call our era's particular archetypal template. It goes without saying that these templates change over time. The Mentally Ill Mathematician seems now in some ways to be what the Knight Errant, Mortified Saint, Tortured Artist, and Mad Scientist have been for other eras: sort of our Prometheus, the one who goes to forbidden places and returns with gifts we all can use but he alone pays for. That's probably a bit overblown, at least in some cases. But Cantor fits the template better than most. And the reason for this are a lot more interesting than whatever his problems and symptoms were.

a myth that the church has very successfully used to its advantage. Many people were under the same impression that there are tons of Scientologists in the film and television business and that we all help each other out. The real truth is that while the church would like you to believe it wields a tremendous amount of influence in Hollywood, that is simply not the case. Throughout my career I knew of one minor casting director who was a Scientologist, but other than that, no real movers and shakers. As a matter of fact, I think identifying myself publicly as a Scientologist probably hurt my career more than it helped it as far as perception was concerned. And while some of the courses the church offered provided me with better communication skills to help land roles, the time, money, and effort I invested certainly didn’t outweigh the benefit for me.

This question was fired at me by one Ulf Bronner, an assistant director, in his mid-thirties perhaps, and a strikingly ill-dressed man. Still, he was not dressed as shabbily as the cameramen; through my recent work for and with broadcasting companies I have discovered that they are the scruffiest-looking individuals in any form of employment, outdone only by press photographers. I have no idea why it should be thus, but as far as I can make out press photographers seem to wear the ragged cast-offs of television cameramen. Perhaps they imagine that nobody will ever see them, because after all the camera is in front of their faces. Whenever I come across an unflattering picture of someone in a magazine—they may be grimacing or similar—I frequently wonder what the photographer must have looked like. This Bronner fellow was better dressed than that, but not much.

Solzhenitsyn recounted a party conference in Moscow that ended with a tribute to Stalin. Everyone stood and clapped wildly for three minutes, then four, then five . . . and then no one dared to be the first to stop. After eleven minutes of increasingly stinging palms, a factory director on the platform finally sat down, followed by the rest of the grateful assembly. He was arrested that evening and sent to the gulag for ten years.278

We All Bleed Red We have a confirmed threat against the homeland and I for one am grateful for the Americans sitting in the Army conference room in Fort Stewart, Georgia. The display cubes and screens lets us see different locations, cities, departments of the armed forces. It also allows us to see three commonalities. (1) We are all different. I take such pleasure in seeing the diverse group we call the intelligence community. We are different races, nationalities, and ethnic groups. (2) This brings us to the second commonality…we are all Americans. Yes, we fuss, we have differences of opinions, but we are all Americans. (3) The third and most important commonality is the fact that we all bleed red. We are humankind. These are the bonds that unite us…bond us…make us better beings. I have not mentioned religion because my God allows me to respect other people’s belief. I just ask that as we work through this crisis that we hold dearly on to these three commonalities. The Director of National Intelligence

The Heian Period (794–1185) was Japan’s classical era, a time of peace and opulence, when the imperial court in Heian-kyō (“Capital of Peace and Tranquility”: later Kyoto) was the fountainhead of culture, and the arts flourished. Toward the end, however, political power slipped from the aristocracy to the warrior class, the decline of the imperial court led to the decay of the capital, and peace gave way to unrest. This was the part of the Heian Period that interested Akutagawa, who identified it with fin-de-siècle Europe, and he symbolized the decay with the image of the crumbling Rashōmon gate that dominates his story. Director Kurosawa Akira borrowed Akutagawa’s gate and went him one better, picturing it as a truly disintegrating structure, entirely bereft of its Heian lacquer finish, and suggestive of the moral decay against which his characters struggle. His film Rashōmon (1950) was based on two of Akutagawa’s stories, “Rashōmon” and “In a Bamboo Grove.” Both—themselves based on tales from the twelfth century—reach far more skeptical conclusions than the film regarding the dependability of human nature and its potential for good. (Jay Rubin)

There is no one way of seeing. Nor is there a right way of seeing. Yet simply to accept the notion that both the male and the female gaze are equally valid and equally to be valued in cinema (and in life) is to welcome with relief the rise of women directors. Needless to say, there are whole aspects of human experience that women are much better positioned to explore, including friendship between women, anxieties about women’s careers, women’s parenting and aging, women’s social concerns and, as in the work of Kathryn Bigelow, men as seen through women’s eyes. Likewise, though romance may be of equal concern to both sexes, a woman’s perspective will inevitably be different.

What in the world do our clothes say about us when we put them on?” Rose said. “There’s no real dignity in any of these costumes. If I’m a maid, I do what the owner of the house tells me to do. If I’m a nurse, I do whatever the doctor tells me to do. What are we as women, other than barnacles that attach themselves to higher life forms in some pathetic attempt to clean up messes? Tidy up what men have left behind—make the world a lovelier, better place for men. I would like to play a part in which I don’t have a superior.” The director told Rose that she should save her philosophical speculations until after work because they were causing the male actors to lose their erections.

Here then we see philosophy brought to a critical position, since it has to be firmly fixed, notwithstanding that it has nothing to support it in heaven or earth. Here it must show its purity as absolute director of its own laws, not the herald of those which are whispered to it by an implanted sense or who knows what tutelary nature. Although these may be better than nothing, yet they can never afford principles dictated by reason, which must have their source wholly a priori and thence their commanding authority, expecting everything from the supremacy of the the law and due respect for it, nothing from inclination, or else condemning the man to self-contempt and inward abhorrence.

The riots that shook Abadan led many Iranians to rally to the workers' cause, partly out of instinctive sympathy but also because of the grossly unequal terms under which the Anglo-Iranian Oil Company operated. In 1947, for example, the company reported an after-tax profit of £40 million-the equivalent of $112 million dollars-and gave Iran just £7 million. To make matters worse, it never complied with its commitment under the 1933 agreement with Reza Shah to give laborers better pay and more chance for advancement, nor had it built the schools, hospitals, roads, or telephone system it promised. Manucher Farmanfarmaian, who in 1949 became director of Iran's petroleum institute, was appalled by what he found at Abadan:

his administration had just finished “a top-to-bottom review of our strategy” in Afghanistan. Bush laid out renewed aims: “To help the people of that country to defeat the terrorists and establish a stable, moderate, and democratic state that respects the rights of its citizens, governs its territory effectively, and is a reliable ally in this war against extremists and terrorists.” He admitted, “Oh, for some that may seem like an impossible task. But it’s not impossible.”11 In fact, the war on the ground was deteriorating by the month. Its challenges had at last attracted the White House’s attention. Yet the Bush administration’s new strategy remained informed by undue optimism, not least because Afghanistan still looked much better than Iraq. Bush was defensive about the comparison.

Yes,” said the Director. “There is no escape. If it were a virginal rejection of the male, he would allow it. Such souls can bypass the male and go on to meet something far more masculine, higher up, to which they must make a yet deeper surrender. But your trouble has been what old poets called Daungier. We call it Pride. You are offended by the masculine itself: the loud, irruptive, possessive thing—the gold lion, the bearded bull—which breaks through hedges and scatters the little kingdom of your primness as the dwarfs scattered the carefully made bed. The male you could have escaped, for it exists only on the biological level. But the masculine none of us can escape. What is above and beyond all things is so masculine that we are all feminine in relation to it. You had better agree with your adversary quickly.

In 2012 Kurzweil was appointed a director of engineering at Google, and a year later Google launched a sub-company called Calico whose stated mission is ‘to solve death’.26 In 2009 Google appointed another immortality true-believer, Bill Maris, to preside over the Google Ventures investment fund. In a January 2015 interview, Maris said, ‘If you ask me today, is it possible to live to be 500, the answer is yes.’ Maris backs up his brave words with a lot of hard cash. Google Ventures is investing 36 per cent of its $2 billion portfolio in life sciences start-ups, including several ambitious life-extending projects. Using an American football analogy, Maris explained that in the fight against death, ‘We aren’t trying to gain a few yards. We are trying to win the game.’ Why? Because, says Maris, ‘it is better to live than to die’.27

tear. Short and nebbishy, he had a charmingly awkward persona that concealed a big ambition: to establish Condé Nast as the most prestigious magazine company in the world. Within a year of his father’s death in 1979, Si, in rapid succession, bought the most important publishing house in America, Random House, whose imprints included Alfred A. Knopf, the prestige literary house; oversaw the successful start-up of a pioneering health and fitness magazine, Self; and bought and revamped Gentleman’s Quarterly, better known as GQ. And he was always on the lookout for more. Si was the aesthete in the Newhouse family. He combined an eye for business opportunity with a passion for art, design, and high gloss. Intellectually insecure, he relied on the self-confident baron of taste and flair he had inherited from his father’s circle: Alexander Liberman, Condé Nast’s editorial director. Liberman—Russian-born, like Alexey Brodovitch, his

I do not believe in supporting bailouts without strong ramifications. It is a fool’s fantasy to think we can live in a globally connected economy and never have a situation arise where the government prudently steps in to prevent a failure that might lead to catastrophic ramifications. In most cases, I believe it would be much better to let bailed-out companies fail when they have mismanaged themselves, rather than waste taxpayer money propping up greedy idiots who are trying to salvage their own bonuses; however, there are exceptions to almost every rule. The wiser course would be to penalize the CEO or board of directors who drove the company to the brink of failure. The most obvious punishment would be the elimination of any “golden parachutes” or bonuses for the executive and seizure of all company-derived assets, including any attempts to hide company assets in the spouse’s name. When C-level executives come to the realization that managing a company is not a game and that there are serious consequences for their actions, we will see fewer instances of requests for bailouts.

I didn’t want you to apply just because I’m going to be in New York. Or hell, even worse, not apply because I’m going to be there. I was going to tell you in person. And then the scout shows up at the game tonight, and what was I supposed to do? My mom is freaking out; you’re freaking out.” He throws his hands in the air in frustration. “I’ve totally fucked this up.” It hits me then, the truth of the situation. He made his decision about Columbia on his own, and he wanted me to be able to do the same. Of course. Hell, if it hadn’t been for the storm bringing us together like it did, I probably would have turned down NYU rather than risk going off to New York with him, and that’s the truth. I drop my gaze to the ground and take a deep breath, cursing myself for being such an idiot. “No, you haven’t,” I say at last, raising my eyes to meet his confused ones. “Haven’t what?” “Fucked it up.” I take a tentative step toward him. “I get it now. God, Ryder. Why do you have to be so perfect?” “Perfect? I’ve been in love with you for so long now, and I’ve never managed to get it right, not once.” I have to bite my lip to keep from grinning. “News flash--I think you’ve finally got it this time.” His smile makes my heart leap. “Do you have any idea what was going through my head when you first told me about NYU? I couldn’t believe it. It was like…like a gift fell right into my lap. Like winning the lottery. All this time I thought going off to New York would mean leaving you behind. And now--” “Now we both better get in,” I finish for him, though it probably wasn’t what he was going to say. I mean, he’s a shoo-in for Columbia. Perfect grades, high SATs, and a superstar quarterback the likes of which the Ivy League rarely sees. He’s every college admissions director’s dream. But me? If I get into NYU, it’ll be by the skin of my teeth. Because they want geographic diversity or something lame like that. I’m nothing special. “Where will you go if you don’t get into NYU?” he asks. “Where else?” I say. “Ole Miss, with Lucy and Morgan.” “Then Ole Miss is my backup too. Here’s the thing, Jem. I’m going wherever you’re going--whether it’s New York or Oxford. I’m not missing my chance this time.

Thirty-nine-year-old moderately successful Human Resources Director. Interests include regency romances, reality TV, and baking large novelty birthday cakes for other people’s children. Hobbies include drinking Tia Maria and eating Turkish delight in the bath and dining out with her mum and dad. Wanted to be a ballerina but didn’t end up with a ballerina body; however, has been told she is an impressive dirty dancer when drunk. Knows her wine, so please just hand the wine list over. Godmother to nine children, member of two book clubs, Social Club Manager for the Australian Payroll Officers’ Association. Suffers from a severe blushing problem but is not shy and will probably end up better friends with your friends than you, which you’ll find highly irritating after we break up. Has recently become so worried about meeting the love of her life and having children before she reaches menopause that she has cried piteously in the middle of the night. But otherwise is generally quite cheerful and has on at least three separate occasions that she knows of been described as ‘Charming’. Yep, that about summed it up. What a catch.

I get it now. God, Ryder. Why do you have to be so perfect?” “Perfect? I’ve been in love with you for so long now, and I’ve never managed to get it right, not once.” I have to bite my lip to keep from grinning. “News flash--I think you’ve finally got it this time.” His smile makes my heart leap. “Do you have any idea what was going through my head when you first told me about NYU? I couldn’t believe it. It was like…like a gift fell right into my lap. Like winning the lottery. All this time I thought going off to New York would mean leaving you behind. And now--” “Now we both better get in,” I finish for him, though it probably wasn’t what he was going to say. I mean, he’s a shoo-in for Columbia. Perfect grades, high SATs, and a superstar quarterback the likes of which the Ivy League rarely sees. He’s every college admissions director’s dream. But me? If I get into NYU, it’ll be by the skin of my teeth. Because they want geographic diversity or something lame like that. I’m nothing special. “Where will you go if you don’t get into NYU?” he asks. “Where else?” I say. “Ole Miss, with Lucy and Morgan.” “Then Ole Miss is my backup too. Here’s the thing, Jem. I’m going wherever you’re going--whether it’s New York or Oxford. I’m not missing my chance this time.

Where do the biggest movie star of his generation and a revered director (and great actor in his own right) stay when they are visiting someone? Would you believe the local Holiday Inn? Hoping to forge a better connection to Chris, Clint Eastwood and Bradley Cooper came to see me and the rest of the family in early spring of 2014, before they started filming American Sniper. The unpretentiousness of their visit and their genuine goodwill floored me. It was a great omen for the movie. Bubba and I picked them up at the local airport and brought them home; within minutes Bubba had Bradley out in the back playing soccer. Meanwhile, Clint and I talked inside. He reminded me of my grandfather with his courtly manners and gracious ways. He was very funny, with a quiet, quick wit and dry sense of humor. After dinner--it was an oryx Chris had killed shortly before he died--Bradley took Bubba to the Dairy Queen for dessert. Even in small-town Texas, he couldn’t quite get away without being recognized, and when someone asked for his photo, he stepped aside to pose. Bubba folded his arms across his chest and scanned the area much as his dad would have: on overwatch. I guess I didn’t really understand how unusual the situation was until later, when I dropped them off at the Holiday Inn. I watched them walk into the lobby and disappear. That’s Clint Eastwood and Bradley Cooper! Awesome!

Modern culture rejects this belief in a great cosmic plan. We are not actors in any larger-than-life drama. Life has no script, no playwright, no director, no producer – and no meaning. To the best of our scientific understanding, the universe is a blind and purposeless process, full of sound and fury but signifying nothing. During our infinitesimally brief stay on our tiny speck of a planet, we fret and strut this way and that, and then are heard of no more. Since there is no script, and since humans fulfil no role in any great drama, terrible things might befall us and no power will come to save us or give meaning to our suffering. There won’t be a happy ending, or a bad ending, or any ending at all. Things just happen, one after the other. The modern world does not believe in purpose, only in cause. If modernity has a motto, it is ‘shit happens’. On the other hand, if shit just happens, without any binding script or purpose, then humans too are not confined to any predetermined role. We can do anything we want – provided we can find a way. We are constrained by nothing except our own ignorance. Plagues and droughts have no cosmic meaning – but we can eradicate them. Wars are not a necessary evil on the way to a better future – but we can make peace. No paradise awaits us after death – but we can create paradise here on earth and live in it for ever, if we just manage to overcome some technical difficulties.

It is a painful irony that silent movies were driven out of existence just as they were reaching a kind of glorious summit of creativity and imagination, so that some of the best silent movies were also some of the last ones. Of no film was that more true than Wings, which opened on August 12 at the Criterion Theatre in New York, with a dedication to Charles Lindbergh. The film was the conception of John Monk Saunders, a bright young man from Minnesota who was also a Rhodes scholar, a gifted writer, a handsome philanderer, and a drinker, not necessarily in that order. In the early 1920s, Saunders met and became friends with the film producer Jesse Lasky and Lasky’s wife, Bessie. Saunders was an uncommonly charming fellow, and he persuaded Lasky to buy a half-finished novel he had written about aerial combat in the First World War. Fired with excitement, Lasky gave Saunders a record $39,000 for the idea and put him to work on a script. Had Lasky known that Saunders was sleeping with his wife, he might not have been quite so generous. Lasky’s choice for director was unexpected but inspired. William Wellman was thirty years old and had no experience of making big movies—and at $2 million Wings was the biggest movie Paramount had ever undertaken. At a time when top-rank directors like Ernst Lubitsch were paid $175,000 a picture, Wellman was given a salary of $250 a week. But he had one advantage over every other director in Hollywood: he was a World War I flying ace and intimately understood the beauty and enchantment of flight as well as the fearful mayhem of aerial combat. No other filmmaker has ever used technical proficiency to better advantage. Wellman had had a busy life already. Born into a well-to-do family in Brookline, Massachusetts, he had been a high school dropout, a professional ice hockey player, a volunteer in the French Foreign Legion, and a member of the celebrated Lafayette Escadrille flying squad. Both France and the United States had decorated him for gallantry. After the war he became friends with Douglas Fairbanks, who got him a job at the Goldwyn studios as an actor. Wellman hated acting and switched to directing. He became what was known as a contract director, churning out low-budget westerns and other B movies. Always temperamental, he was frequently fired from jobs, once for slapping an actress. He was a startling choice to be put in charge of such a challenging epic. To the astonishment of everyone, he now made one of the most intelligent, moving, and thrilling pictures ever made. Nothing was faked. Whatever the pilot saw in real life the audiences saw on the screen. When clouds or exploding dirigibles were seen outside airplane windows they were real objects filmed in real time. Wellman mounted cameras inside the cockpits looking out, so that the audiences had the sensation of sitting at the pilots’ shoulders, and outside the cockpit looking in, allowing close-up views of the pilots’ reactions. Richard Arlen and Buddy Rogers, the two male stars of the picture, had to be their own cameramen, activating cameras with a remote-control button.

Rebecca Wallace-Segall, who teaches creative-writing workshops for kids and teens as director of Writopia Lab in New York City, says that the students who sign up for her classes “are often not the kids who are willing to talk for hours about fashion and celebrity. Those kids are less likely to come, perhaps because they’re less inclined to analyze and dig deep—that’s not their comfort zone. The so-called shy kids are often hungry to brainstorm ideas, deconstruct them, and act on them, and, paradoxically, when they’re allowed to interact this way, they’re not shy at all. They’re connecting with each other, but in a deeper zone, in a place that’s considered boring or tiresome by some of their peers.” And these kids do “come out” when they’re ready; most of the Writopia kids read their works at local bookstores, and a staggering number win prestigious national writing competitions. If your child is prone to overstimulation, then it’s also a good idea for her to pick activities like art or long-distance running, that depend less on performing under pressure. If she’s drawn to activities that require performance, though, you can help her thrive. When I was a kid, I loved figure skating. I could spend hours on the rink, tracing figure eights, spinning happily, or flying through the air. But on the day of my competitions, I was a wreck. I hadn’t slept the night before and would often fall during moves that I had sailed through in practice. At first I believed what people told me—that I had the jitters, just like everybody else. But then I saw a TV interview with the Olympic gold medalist Katarina Witt. She said that pre-competition nerves gave her the adrenaline she needed to win the gold. I knew then that Katarina and I were utterly different creatures, but it took me decades to figure out why. Her nerves were so mild that they simply energized her, while mine were constricting enough to make me choke. At the time, my very supportive mother quizzed the other skating moms about how their own daughters handled pre-competition anxiety, and came back with insights that she hoped would make me feel better. Kristen’s nervous too, she reported. Renée’s mom says she’s scared the night before a competition. But I knew Kristen and Renée well, and I was certain that they weren’t as frightened as I was

I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while de-emphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I've said this earlier but it's worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, 'I hope you will let it go,' about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to be almost darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay. Whatever your politics, it is wrong to dismiss the damage to the norms and traditions that have guided the presidency and our public life for decades or, in many cases, since the republic was founded. It is also wrong to stand idly by, or worse, to stay silent when you know better, while a president so brazenly seeks to undermine public confidence in law enforcement institutions that were established to keep our leaders in check...without these checks on our leaders, without those institutions vigorously standing against abuses of power, our country cannot sustain itself as a functioning democracy. I know there are men and women of good conscience in the United States Congress on both sides of the aisle who understand this. But not enough of them are speaking out. They must ask themselves to what, or to whom, they hold a higher loyalty: to partisan interests or to the pillars of democracy? Their silence is complicity - it is a choice - and somewhere deep down they must know that. Policies come and go. Supreme Court justices come and go. But the core of our nation is our commitment to a set of shared values that began with George Washington - to restraint and integrity and balance and transparency and truth. If that slides away from us, only a fool would be consoled by a tax cut or different immigration policy.

He took a breath. He could feel his anxiety fade; he could feel himself returning to who he was. 'But would you sing with me?' Every morning for the past two months, they had been singing with each other in preparation for Duets. In the film, his character and the character's wife led an annual Christmas pageant, and both he and the actress playing his wife would be performing their own vocals. The director had sent him a list of songs to work on, and Jude had been practicing with him: Jude took the melody, and he took the harmony. 'Sure,' Jude said. 'Our usual?' For the past week, they'd been working on 'Adeste Fideles,' which he would have to sing a cappella, and for the past week, he'd been pitching sharp at the exact same point, at 'Venite adoremus,' right in the first stanza. He'd wince every time he did it, hearing the error, and Jude would shake his head at him and keep going, and he'd follow him until the end. 'You're overthinking it,' Jude would say. 'When you go sharp, its because you're concentrating too hard on staying on key; just don't think about it, Willem, and you'll get it.' That morning, though, he felt certain he'd get it right. He gave Jude the bunch of herbs, which he was still holding, and Jude thanked him, pinching its little purple flowers between his fingers to release its perfume. 'I think it's a kind of perilla,' he said, and held his fingers up for Willem to smell. 'Nice,' he said, and they smiled at each other. And so Jude began, and he followed, and he made it through without going sharp. And at the end of the song, just after the last note, Jude immediately began singing the next song on the list, 'For Unto Us a Child Is Born,' and after that, 'Good King Wenceslas,' and again and again, Willem followed. His voice wasn't as full as Jude's, but he could tell in those moments that it was good enough, that it was maybe better than good enough: he could tell it sounded better with Jude's, and he closed his eyes and let himself appreciate it. They were still singing when the doorbell chimed with their breakfast, but as he was standing, Jude put his hand on his wrist, and they remained there, Jude sitting, he standing, until they had sung the last words of the song, and only after they had finished did he go to answer the door. Around him, the room was redolent of the unknown herb he'd found, green and fresh and yet somehow familiar, like something he hadn't known he had liked until it had appeared, suddenly and unexpectedly, in his life.

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.

Devon Franklin Oprah: One of the things that you say that really struck me is that if we look at our life as a movie and God as the director of our movie, then we use our faith to help propel us forward in trusting in the director, correct? Devon Franklin: Yes. Absolutely. Because what I realized is that sometimes we, in the most difficult times in our story, we begin to lose faith. Oprah: And start to think we’re in control of things. But all it takes is one wrong turn and we quickly remember that’s just not true. Here is what I love. You say: “The truth is, you and I are in control of only two things: how we prepare for what might happen, and how we respond to what just happened. The moment when things actually do happen belongs to God.” Devon: Amen. Oprah: Brilliant. Brilliant. Devon: It’s true. Because what happens is, the moments when things happen in our life, we don’t control. In a moment, life can change for the better or what in the moment may seem for the worse. So our job is to prepare. Oprah: Prepare for only two things. Devon: That’s right. Oprah: Prepare for what might happen. And then how we respond to what has happened. Devon: That’s right. Because so many times what keeps us in that valley of depression, what keeps us in that valley of frustration, is our response to a moment and not recognizing that it is exactly that. It’s a moment. It’s one scene of your movie. And what makes a great movie are scenes that are put together of great conflict. Oprah: Okay. You also say: “The key is remembering your story. The spiritual journey parallels the steps involved in bringing a movie from the initial idea to theatrical release.” Devon: Yes. Oprah: So you start with the kernel of an idea, a process known as development and production. And development begins when you have the first vision of what you can be, correct? Devon: Exactly. You can’t write a movie unless you know what the movie is supposed to be about. That’s what development is. Sometimes we get so frustrated in our lives, but we have to go back and say, “Wait a minute. Do I understand what the big idea of my life is supposed to be?” If my life is a story, then I have to know the point of my story. And sometimes what happens when we start developing a movie, the producers may have one vision of what the movie is supposed to be and the studio has another version and then the movie becomes nothing because there’s no clarity. So with our life, we have to have clarity of what we’re supposed to do. What do we believe we’re called to do in this life? And then that way it gives our whole development process more shape.

The translucent, golden punch tastes velvety, voluptuous and not off-puttingly milky. Under its influence, I stage a party for my heroines in my imagination, and in my flat. It's less like the glowering encounter I imagined between Cathy Earnshaw and Flora Poste, and more like the riotous bash in Breakfast at Tiffany's. Not everyone is going to like milk punch. So there are also dirty martinis, and bagels and baklava, and my mother's masafan, Iraqi marzipan. The Little Mermaid is in the bath, with her tail still on, singing because she never did give up her soaring voice. Anne Shirley and Jo March are having a furious argument about plot versus character, gesticulating with ink-stained hands. Scarlett is in the living room, her skirts taking up half the space, trying to show Lizzy how to bat her eyelashes. Lizzy is laughing her head off ut Scarlett has acquired a sense of humour, and doesn't mind a bit. Melanie is talking book with Esther Greenwood, who has brought her baby and also the proofs of her first poetry collection. Franny and Zooey have rolled back the rug and are doing a soft shoe shuffle in rhinestone hats. Lucy Honeychurch is hammering out some Beethoven (in this scenario I have a piano. A ground piano. Well, why not?) Marjorie Morningstar is gossiping about directors with Pauline and Posy Fossil. They've come straight from the shows they're in, till in stage make-up and full of stories. Petrova, in a leather aviator jacket, goggles pushed back, a chic scarf knotted around her neck, is telling the thrilling story of her latest flight and how she fixed an engine fault in mid-air. Mira, in her paint-stained jeans and poncho, is listening, fascinated, asking a thousand questions. Mildred has been persuaded to drink a tiny glass of sherry, then another tiny glass, then another and now she and Lolly are doing a wild, strange dance in the hallway, stamping their feet, their hair flying wild and electric. Lolly's cakes, in the shape of patriarchs she hates, are going down a treat. The Dolls from the Valley are telling Flora some truly scandalous and unrepeatable stories, and she is firmly advising them to get rid of their men and find worthier paramours. Celie is modelling trousers of her own design and taking orders from the Lace women; Judy is giving her a ten-point plan on how to expand her business to an international market. She is quite drunk but nevertheless the plan seems quite coherent, even if it is punctuated by her bellowing 'More leopard print, more leopard print!' Cathy looks tumultuous and on the edge of violent weeping and just as I think she's going to storm out or trash my flat, Jane arrives, late, with an unexpected guest. Cathy turns in anticipation: is it Heathcliff? Once I would have joined her but now I'm glad it isn't him. It's a better surprise. It's Emily's hawk. Hero or Nero. Jane's found him at last, and has him on her arm, perched on her glove; small for a bird of prey, he is dashing and patrician looking, brown and white, observing the room with dark, flinty eyes. When Cathy sees him, she looks at Jane and smiles. And in the kitchen is a heroine I probably should have had when I was four and sitting on my parents' carpet, wishing it would fly. In the kitchen is Scheherazade.

Mike Morrison, vice president and dean of the University of Toyota, likes to ask employees: “What’s on the other side of your card?” In other words, the front of your business card may read “Managing Director,” but you may better identify with “big picture thinker” or “educator” or “calm under fire.” This kind of information—or even a few simple details like where a person lives, what his or her favorite hobby is—cuts through the red tape to get somewhere more meaningful, and it can more immediately and effectively forge a connection between two people.

WHOM DO YOU SPEND MORE time with: your best friend or your Blackberry? Thought so. Technology allows you to be constantly connected, but that doesn’t mean you have to stay available to everyone at all times. To give yourself time to recharge, get in the habit of setting aside time to literally unplug, says Linda Lantieri, director of The Inner Resilience Program, an organization focused on building emotional strength in school teachers. “I try not to turn on my computer at least one day a weekend,” says Lantieri. “At the end of a stressful week, I need to shift out of work mode in order to be present during my time off.” If taking a technology break isn’t an option, set some boundaries for yourself, like not viewing work e-mails after 8 p.m., or avoiding social networking sites on the weekend. By limiting your online distractions, you’ll be better able to engage with the friends and family who are physically—not virtually—with you, and make time for activities you enjoy, like reading or playing a sport, which help you recharge and beat burnout.

The Right Intake Protein, protein, protein. Is there any other food group that causes so much angst? Have too little and you may be in trouble, have too much and you may be in greater trouble. Proteins are the main building blocks of the body making muscles, organs, skin and also enzymes. Thus, a lack of protein in your diet affects not only your health (think muscle deficiency and immune deficiency) but also your looks (poor skin and hair). On the other hand, excess protein can be harmful. “High protein intake can lead to dehydration and also increase the risk of gout, kidney afflictions, osteoporosis as well as some forms of cancer,” says Taranjeet Kaur, metabolic balance coach and senior nutritionist at AktivOrtho. However, there are others who disagree with her. "In normal people a high-protein natural diet is not harmful. In people who are taking artificial protien supplements , the level of harm depends upon the kind of protein and other elements in the supplement (for example, caffiene, etc.) For people with a pre- existing, intestinal, kidney or liver disease, a high-protein diet can be harmful," says leading nutritionist Shikha Sharma, managing director of Nutri-Health.  However, since too much of anything can never be good, the trick is to have just the right amount of protein in your diet.  But how much is the right amount? As a ballpark figure, the US Institute of Medicine recommends 0.8 gm of protein per kilogram of body weight. This amounts to 56 gm per day for a 70 kg man and 48 gm per day for a 60 kg woman.  However, the ‘right’ amount of protein for you will depend upon many factors including your activity levels, age, muscle mass, physical goals and the current state of health. A teenager, for example, needs more protein than a middle-aged sedentary man. Similarly, if you work out five times a day for an hour or so, your protein requirement will go up to 1.2-1.5 gm per kg of body weight. So if you are a 70kg man who works out actively, you will need nearly 105 gm of protein daily.   Proteins are crucial, even when you are trying to lose weight. As you know, in order to lose weight you need to consume fewer calories than what you burn. Proteins do that in two ways. First, they curb your hunger and make you feel full. In fact, proteins have a greater and prolonged satiating effect as compared to carbohydrates and fats. “If you have proteins in each of your meals, you have lesser cravings for snacks and other such food items,” says Kaur. By dulling your hunger, proteins can help prevent obesity, diabetes and heart disease.   Second, eating proteins boosts your metabolism by up to 80-100 calories per day, helping you lose weight. In a study conducted in the US, women who increased protein intake to 30 per cent of calories, ended up eating 441 fewer calories per day, leading to weight loss. Kaur recommends having one type of protein per meal and three different types of proteins each day to comply with the varied amino acid requirements of the body. She suggests that proteins should be well distributed at each meal instead of concentrating on a high protein diet only at dinner or lunch. “Moreover, having one protein at a time helps the body absorb it better and it helps us decide which protein suits our system and how much of it is required by us individually. For example, milk may not be good for everyone; it may help one person but can produce digestive problems in the other,” explains Kaur. So what all should you eat to get your daily dose of protein? Generally speaking, animal protein provides all the essential amino acids in the right ratio for us to make full use of them. For instance, 100 gm of chicken has 30 gm of protein while 75gm of cottage cheese (paneer) has only 8 gm of proteins (see chart). But that doesn’t mean you need to convert to a non-vegetarian in order to eat more proteins, clarifies Sharma. There are plenty of vegetarian options such as soya, tofu, sprouts, pulses, cu

Nothing suits a director any better than to hop on a train with his company and go somewhere, no matter where it is, as long as he can get away from the studio. —William Fox, December 27, 1917

Below are just a few of the infinite questions that, if asked with high emotion and a deep desire to seek out constructive answers, will stimulate new thoughts to resolve your job and career challenges. By asking courageous questions, your brain will come up with seemingly miraculous answers so that you’ll better manage negativity and fear. And when you better manage negativity and fear, you’ll be in a much better state of mind to pursue and land your next job. How have others effectively dealt with this problem in the past? How do I turn this problem into an adventure and meet this challenge with a positive outlook? What can I learn from this, and how can I enjoy the process? What resources are available to me in the community that will assist me in getting a new job? What do I need to research to gain better control of my future? Whom can I recruit for my job transition campaign “board of directors” that will advise me and support my efforts in a positive way? How can I be a hero to myself and others by meeting this challenge head-on with confidence and self-respect? Am I spending more time on the solution than on the problem? Am I displaying leadership qualities to the members of my family so they can be proud of me? What do I have to read to make myself a more educated job campaigner? How can I make those I love more comfortable and at ease with my situation? Whom do I have to meet so I can achieve my goals quickly?

The language they used to talk about the issues showed that they thought of them as their own. “Is there a way, other than Braintrust notes, that we could do a better job of teaching our directors the importance of an emotional arc?” asked one person. “I feel like I should be formally sharing my experience with other people,” said another. I could not have been prouder.

ahead of ICAO audit By Tarun Shukla | 527 words New Delhi: India's civil aviation regulator has decided to restructure its safety board and hire airline safety professionals ahead of an audit by the UN's aviation watchdog ICAO (International Civil Aviation Organization). The Directorate General of Civil Aviation (DGCA) announced its intent, and advertised the positions on its website. ICAO told the Indian regulator recently that it would come down to India to conduct an audit, its third in just over a decade, Mint reported on 12 February. Previous ICAO audits had highlighted the paucity of safety inspectors in DGCA. After its 2006 and 2012 audits, ICAO had placed the country in its list of 13 worst-performing nations. US regulator Federal Aviation Authority followed ICAO's 2012 audit with its own and downgraded India, effectively barring new flights to the US by Indian airlines. FAA is expected to visit India in the summer to review its downgrade. The result of the ICAO and FAA audits will have a bearing on the ability of existing Indian airlines to operate more flights to the US and some international destinations and on new airlines' ability to start flights to these destinations. The regulator plans to hire three directors of safety on short-term contracts to be part of the accident investigation board, according to the information on DGCA's website. This is first time the DGCA is hiring external staff for this board, which is critical to ascertain the reasoning for any crashes, misses or other safety related events in the country. These officers, the DGCA said on its website, must have at least 12 years of experience in aviation, specifically on the technical aspects, and have a degree in aeronautical engineering. DGCA has been asked by international regulators to hire at least 75 flight inspectors. It has only 51. India's private airlines offer better pay and perks to inspectors compared with DGCA. The aviation ministry told DGCA in January to speed up the recruitment and do whatever was necessary to get more inspectors on board, a government official said, speaking on condition of anonymity. DGCA has also announced it will hire flight operations inspectors as consultants on a short-term basis for a period of one year with a fixed remuneration of `1.25 lakh per month. "There will be a review after six months and subsequent continuation will be decided on the basis of outcome of the review," DGCA said in its advertisement. The remuneration of `1.25 lakh is higher than the salary of many existing DGCA officers. In its 2006 audit, ICAO said it found that "a number of final reports of accident and serious incident investigations carried out by the DGCA were not sent to the (member) states concerned or to ICAO when it was applicable". DGCA had also "not established a voluntary incident reporting system to facilitate the collection of safety information that may not otherwise be captured by the state's mandatory incident reporting system". In response, DGCA "submitted a corrective action plan which was never implemented", said Mohan Ranganthan, an aviation safety analyst and former member of government appointed safety council, said of DGCA. He added that the regulator will be caught out this time. Restructuring DGCA is the key to better air safety, said former director general of civil aviation M.R. Sivaraman. Hotel industry growth is expected to strengthen to 9-11% in 2015-16: Icra By P.R. Sanjai | 304 words Mumbai: Rating agency Icra Ltd on Monday said Indian hotel industry revenue growth is expected to strengthen to 9-11% in 2015-16, driven by a modest increase in occupancy and small increase in rates. "Industry wide revenues are expected to grow by 5-8% in 2014-15. Over the next 12 months, Icra expects RevPAR (revenue per available room) to improve by 7-8% driven by up to 5% pickup in occupancies and 2-3% growth in average room rates (ARR)," Icra said. Further, margins are expected to remain largely flat for 2014-15 while

You are really a manipulator. There’s no better word, and you’re twisting and manipulating people to get the totality, which exists only in your mind. What I’ve said to producers, what I’ve said to lots of people is, “Don’t worry about that. I’ve seen the movie. I’m the only one who has seen the movie, and I know what the movie is, and that’s what I’m getting on film. I’m getting as close as I can to the movie I’ve already seen.

This is key to an idea I introduced earlier in the book: The director, or leader, can never lose the confidence of his or her crew. As long as you have been candid and had good reasons for making your (now-flawed-in-retrospect) decisions, your crew will keep rowing. But if you find that the ship is just spinning around—and if you assert that such meaningless activity is, in fact, forward motion—then the crew will balk. They know better than anyone when they are working hard but not going anywhere. People want their leaders to be confident. Andrew doesn’t advise being confident merely for confident’s sake. He believes that leadership is about making your best guess and hurrying up about it so if it’s wrong, there’s still time to change course.

We liked his work and sensibility but sensed it would be wise to try him out on a short first to determine not only whether he had filmmaking chops but also if he could work well with others. The first sign of trouble? The film he delivered clocked in at twelve minutes—more of a “medium” than a “short.” But length is flexible; the real problem was that although the director was extraordinarily creative, he was unable to settle on a spine for a story. The piece meandered, lacked focus, and thus packed no emotional punch. It wouldn’t be the first time we would find someone who was able to invent wildly creative elements but was unable to solve the problems of story—the central and most important creative challenge. So we pulled the plug. Some might have lost sleep over the two million dollars we expended on this experiment. But we consider it money well spent. As Joe Ranft said at the time, “Better to have train wrecks with miniature trains than with real ones.

Sometimes,” Catmull says, “if it were a big enough of a gut punch he’d go for a walk with the director. Steve was this incredibly intelligent, strong-willed person who made things happen, but at the same time he enabled people. He was always big on going for walks with people. So he would take the director out on a walk, where you talked more slowly, you think through things … just talking, just a friendly back-and-forth talking. His goal was just to help them make a better movie. It always made it easier for the director to move forward. It wasn’t ever like ‘Oh, you screwed up.’ It was ‘What are we gonna do to move forward?’ The past can be a lesson, but the past is gone. He believed that.” This kind of one-on-one mentoring was something Steve learned over time. “Early on, if somebody didn’t measure up Steve wouldn’t hide it,” says Catmull. “That kind of behavior wasn’t something I ever saw during his last ten years. Instead, he would take you off in private, and turn what could have been an embarrassing thing into something that actually became very productive and bonding. He learned; he had taken the mistakes that he made, internalized and processed them, and made some changes.

In The New Biographical Dictionary of Film, David Thomson argues that Brennan should have won awards for even better performances in To Have and Have Not (1944), My Darling Clementine (1946), Red River (1948), The Far Country (1955), and Rio Bravo (1959). Thomson counts no less than twenty-eight high caliber Brennan performances in still more films, including These Three (1936), Fury (1936), Meet John Doe (1941), and Bad Day At Black Rock (1955). Brennan worked with Hollywood’s greatest directors—John Ford, Howard Hawks, William Wyler, King Vidor, and Fritz Lang—while also starring in Jean Renoir’s Hollywood directorial debut, Swamp Water (1941). To discuss Brennan’s greatest performances is also to comment on the work of Gary Cooper, Henry Fonda, Dana Andrews, Spencer Tracy, John Wayne, Humphrey Bogart, Lauren Bacall, Anne Baxter, Barbara Stanwyck, Lana Turner, Linda Darnell, Ginger Rogers, Loretta Young, and many other stars.

January 15: Fox holds a press party for Yves Montand, who has been cast (at Arthur Miller’s suggestion) to replace Gregory Peck in Let’s Make Love. Marilyn seems in better health and ready to work. Group photographs are taken of Miller, Simone Signoret (Montand’s wife), Montand, Marilyn, and Frankie Vaughan, a popular British singer, and Milton Berle, who also appears in Let’s Make Love. Marilyn is photographed with producer Buddy Adler, gossip columnist Dorothy Kilgallen, and director George Cukor. Marilyn and Miller join Montand and Signoret for dinner. The couples occupy adjoining bungalows in the Beverly Hills Hotel.

Fulgham told the bureau’s director that if they gave him the authority to distribute control, he would cut the number of people needed from more than four hundred to just thirty employees and deliver Sentinel for $20 million in a bit over a year.

Will they achieve a uniformity in censorship methods among the various regimes?” “Not uniformity. They will create a system in which the methods support and balance one another in turn....” The Director General invites you to examine the planisphere hanging on the wall. The varied color scheme indicates: the countries where all books are systematically confiscated; the countries where only books published or approved by the State may circulate; the countries where existing censorship is crude, approximate, and unpredictable; the countries where the censorship is subtle, informed, sensitive to implications and allusions, managed by meticulous and sly intellectuals; the countries where there are two networks of dissemination: one legal and one clandestine; the countries where there is no censorship because there are no books, but there are many potential readers; the countries where there are no books and nobody complains about their absence; the countries, finally, in which every day books are produced for all tastes and all ideas, amid general indifference. “Nobody these days holds the written word in such high esteem as police states do,” Arkadian Porphyrich says. “What statistic allows one to identify the nations where literature enjoys true consideration better than the sums appropriated for controlling it and suppressing it? Where it is the object of such attentions, literature gains an extraordinary authority, inconceivable in countries where it is allowed to vegetate as an innocuous pastime, without risks. To be sure, repression must also allow an occasional breathing space, must close an eye every now and then, alternate indulgence with abuse, with a certain unpredictability in its caprices; otherwise, if nothing more remains to be repressed, the whole system rusts and wears down. Let’s be frank: every regime, even the most authoritarian, survives in a situation of unstable equilibrium, whereby it needs to justify constantly the existence of its repressive apparatus, therefore of something to repress. The wish to write things that irk the established authorities is one of the elements necessary to maintain this equilibrium. Therefore, by a secret treaty with the countries whose social regime is opposed to ours, we have created a common organization, with which you have intelligently agreed to collaborate, to export the books banned here and import the books banned there.” “This would seem to imply that the books banned here are allowed there, and vice versa....” “Not on your life. The books banned here are superbanned there, and the books banned there are ultrabanned here. But from exporting to the adversary regime one’s own banned books and from importing theirs, each regime derives at least two important advantages: it encourages the opponents of the hostile regime and it establishes a useful exchange of experience between the police services.” “The

Many choral directors want to teach literacy skills but feel they are too pressed for time; instead, they choose to spend valuable time polishing repertoire for the upcoming concert.

However, if you do not believe your clients, they may sense your doubt and never fully trust you. As Bruce Goderez (1986), director of a PTSD inpatient unit says, "It is important for the clinician and counselor to be willing to be made a fool." In other words, it is better that you believe a client who is lying or distorting the truth than to disbelieve a hurting trauma survivor who may never seek help again if your attitude is one of disbelief or disdain. Even if that client were to continue in therapy, they would never fully trust you.

For some time now, the conventional wisdom at most agencies has been to partner with experts in specific fields—social networking, gaming, mobile, or any other discipline—in order to “get the best people for the job.” But given the success of AKQA, R/GA, and so many other innovators, perhaps it can be argued that to be truly holistic in our approach, it’s better to grow innovations from one’s own stem cells, so to speak, than to try to graft on capabilities on an ad-hoc basis. Some would no doubt argue that it makes the most economic sense to hire experts to execute as needed, rather than taking on more overhead in an increasingly competitive marketplace. But it should be pointed out that it’s hard to have the original ideas themselves if your own team doesn’t have a firm grasp of the technologies. Without a cross-disciplinary team of in-house experts, who knows what opportunities you—and by extension, your clients—may miss. “It comes down to the brains that you have working with you to make it a reality,” John Butler, cofounder of Butler, Shine, Stern & Partners, tells me. “The history of the ad agency is the Bernbach model—the writer and art director sitting in a room together coming up with an idea,” he says, referring to legendary adman Bill Bernbach, cofounder of DDB and the man who first combined copywriters and art directors as two-person teams. Now, all that’s changed. “[Today, there are] fifteen people sitting in a room. Media is as much a part of the creative department as a writer or an art director. And we have account planners—we call them ‘connection planners’—in the room throwing around ideas,” he says. “That facilitates getting to work that is about the experience, about ways to compel consumers to interact with your brand in a way that they become like free media” by actively promoting the brand for you. If his team worked on the old Bernbach model, Butler adds, they would never have created something like those cool MINI billboards that display messages to drivers by name that I described in the last chapter. The idea actually spun out of a discussion about 3-D glasses for print ads. “Someone in the interactive group said, ‘We can probably do that same thing with [radio frequency identification] technology.’” By using transmitters built into the billboards, and building RFID chips into MINI key fobs, “when a person drives by, it will recognize him and it will spit out a message just for him.” He adds with considerable understatement: “Through having those capabilities, in-house engineers, technical guys who know the technology and what’s available, we were able to create something that was really pretty cool.

Jean Renoir, working on his first American picture, created beautiful, lush shots of the Georgia swamp, although much of the film was made in the studio. But Brennan remembered the cottonmouths and was grateful that he had a double in scenes with snakes, since one of the reptiles (they were not defanged) bit one of the trainers. Like other cast members, Brennan found Renoir “wonderful.” “Oh, what a gentleman,” he recalled. “Oh, I just loved the guy. He was so gentle and nice.” During one take, Walter turned to the director and said, “How was that, Gene?” Renoir said, “[I]t was good. I liked it. I have tears in my eyes.” Walter said, “Oh, I thought it was lousy.” A perplexed Renoir, whose understanding of English was imperfect, called for an interpreter. When he agreed to let Brennan do the scene again, he had to admit the retake was better.

Brennan often cited Goodbye, My Lady as one of his favorite films. Certainly it was a labor of love in the close collaboration with the director, William Wellman, better known for his action films and for The Ox-Bow Incident (1943). Skeeter (Brandon DeWilde) lives with his none too ambitious uncle Jesse (Brennan) in a swamp, where they find a strange dog with a hyena-like laugh. (It is, in fact a basenji, bred in Africa). Jesse realizes the dog must have escaped from a very different environment, but Skeeter adopts the dog without thinking about the consequences should the dog’s true owner show up. Much of the picture is taken up with Skeeter training the dog to hunt better than other hounds. The deliberate and careful way Wellman paces the film makes it utterly absorbing, even as Brennan delivers one of his best understated performances. With its emphasis on rapport with nature and the land and taking responsibility for other animals, the inspirational script serves as Walter Brennan’s credo. And when the dog’s owner shows up, Skeeter has to learn how to let go of his creation, making for an ending far more real than those of most family films. Sidney Poitier has a small role as a neighbor, and though this story is set in Georgia, there is no evidence of segregation. To the contrary, Poitier’s character appears quite at home with his white neighbors, with whom he shares a bond with the land and its creatures.

It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood.

Every aspect of job performance gets better as we age,” Peter Cappelli, the director of the Wharton Center for Human Resources, reported after he began to investigate the stereotypes that often surround older workers. “I thought the picture might be more mixed, but it isn’t. The juxtaposition between the superior performance of older workers and the discrimination against them in the workplace just really makes no sense.

To truly understand the US's policies, we need look no further than the US's own post-WW II policy statements, as well-articulated by George Kennan, serving as the State Department's Director of Policy Planning, in 1948: "{W}e have about 50% of the world's wealth but only 6.3 of its population. This disparity is particularly great as between ourselves and the peoples of Asia. In this situation, we cannot fail to be the object of envy and resentment. Our real task in the coming period is to devise a pattern of relationships, which will permit us to maintain this position of disparity without positive detriment to our national security....We need no deceive ourselves that we can afford today the luxury of altruism and world benefaction.... In the face of this situation we would be better off to...cease to talk about vague- and for the Far East- unreal objectives such as human rights, the raising of the living standards, and democratization. The day is not far off when we are going to have to deal in straight power concepts. The less we are hampered by idealistic slogans, the better." And the US's "straight power" plays since WW II have succeeded in allowing itself, with only 5% of the world's population, to monopolize about 25% of its resources. In other words, far from advancing the "lofty" and "benign" goals of freedom and democracy, as the New York Times's editorial would have us believe, the US has been waging war around the globe to protect its own unjust share of resources. However, the US has needed the perceived threat of the USSR, or other like enemy, to justify this. Keenan recognized this fact as well, when he said: "Were the Soviet Union to sink tomorrow under the waters of the ocean, the American military-industrial establishment would have to go on, substantially unchanged, until some other adversary could be invented. Anything else would be an unacceptable shock to the American economy.".

In addition to seeking help on an ad hoc basis, I believe it’s a good idea to be systematic about learning from others. I advise entrepreneurs to have a personal board of advisers or “board of directors” who can proffer advice and help you fill the gaps in your knowledge. For example, I have a set of informal advisers who help me learn about the areas that matter to me, including very specific topics like virality or people management. If you’re serious about someday blitzscaling a company, you should think of your mentors as a board of directors. Regularly report to them on your progress, and ask them how you can do better.

change. I’m sure we’ll need your help from time to time, and maybe one of these days we’ll be able to return the favor.” Higgins felt that bubble of word vomit rise in his throat and spill out of his mouth before he could help himself. “Beirut,” he said. There was a change in the atmosphere as soon as the word slipped out, but he hammered on. “You lost a lot of Marines.” “Higgins.” Zyga’s voice was sharp. Stokes’ voice was colored with sadness as he said, “I keep telling myself we could’ve done something to prevent it.” “That’s why you’re here,” Higgins said. “When Director Thatcher told me about this program, I jumped at the chance to help build a better relationship between the Marine Corps and the CIA. My colleagues aren’t thrilled at the idea of getting into bed with your lot, but I have a great deal of respect for what you do. That’s why I’m here. Like the CIA, some of us in the Marine Corps are planning for the future. Terrorism will only grow in the coming years. Beirut was just the beginning. Lucky for me, your bosses and I agree.” He looked from one team member to another. “I heard about your first mission, and I’m glad it was a success. I’m glad you all made it out of there alive.” “Major Stokes will be stopping by every so often to check on our progress and offer additional advice and support,” Decker said. “I know it’s a bit unorthodox, but this man has seen it all. Don’t let his dumb grunt act fool you. His help will be invaluable to us as we move forward.” “Now we just need to get the Feds on board.” Stokes laughed, and the room joined him. “Good luck with that,” Abrams called out. “They hate us more than you do.” “That they do,” Stokes said. “They’ve been working on their program since the late ‘70s. Same sort of deal. If you can get into the mind of a killer, really understand how your enemy works, then you have a better chance of catching him before he hurts anyone else. We’re usually sent in after it’s too late. I want to change that.” “Might put you out of a job,” Higgins joked. Stokes laughed again. “Honestly, I don’t think that’d be so bad. Maybe I’ll join up with you. Maybe in a perfect world.” “In a perfect world, there wouldn’t be a need for any of us,” Higgins said. “You’re exactly right, Mr. Higgins.” “Doctor,” Higgins corrected automatically. His face flushed. “Ignore him,” Abrams said, reaching across Spencer to whack Higgins in the stomach. “He thinks just because he has two doctorates that he’s better than us.” “I do not,” Higgins mumbled. He felt his face grow even hotter. Stokes held up a hand in surrender. “You earned those degrees, Dr. Higgins. Wear them with pride.” Higgins shot a look at Abrams while the rest of the room continued to chuckle. Thatcher looked down at his watch. “It seems my time is up here,” he said. “I assume you can find your way back, Major?” “I’ll try not to steal any secrets on the way out.” “See that you don’t,” Thatcher said, shaking Stokes’s hand again before exiting the room. Everyone took their turn introducing themselves to Major Stokes, except Higgins, who hung back to observe how this new player interacted with everyone in the room. Where Higgins lacked interpersonal skills, Stokes excelled in the area. He could joke with Abrams in one breath and rein it in to speak in serious undertones with Spencer in the next. He and Johnson exchanged battle scars, and when it came to York, Stokes found a fellow intellectual to converse with. Higgins detected no condescension or disrespect in his voice even though she was the only woman in the room. As the personal introductions were finishing up, Stokes broke off from the group and walked over to where Higgins was still seated at the front of the room and sat down next to him. “More of an observer than a talker, right?” “You could say that.” “Should I be worried?” Higgins smiled.

From a distance, the BrainTrust appears to be a routine huddle. Up close, it’s more like a painful medical procedure—specifically, a dissection that spotlights, names, and analyzes the film’s flaws in breathtaking detail. A BrainTrust meeting is not fun. It is where directors are told that their characters lack heart, their storylines are confusing, and their jokes fall flat. But it’s also where those movies get better. “The BrainTrust is the most important thing we do by far,” said Pixar president Ed Catmull. “It depends on completely candid feedback.

Such a wonderful face, their mother's. As a younger woman she'd been beautiful than Laurel, more so than any of her daughters, with the possible exception of Daphne. She certainly wouldn't have had directors pushing her towards character roles. But one thing you could bank on was that beauty- the sort that came with youth- didn't last, and their mother had grown old. Her skin had sagged, spots had appeared, along with mysterious puckers and discolorations; her bones had seemed to subside as the rest of her shrank and her hair frayed to nothing. But still that face remained, every aspect bright with mischief, even now. Her eyes, though tired, had the glint of one who never stopped expecting to be amused, and her mouth turned up at the corners as if she'd just remembered a joke. It was the sort of face that drew strangers, that enchanted them and made them want to know her better. The way she had of making you feel, with a slight twitch of the jaw, that she too had suffered as you did, that everything would be better now simply for having come within her orbit: that was her real beauty - her presence, her joy, her magnetism. That, and her splendid appetite for make-believe.

The burden of proof is on the company to show that you are better off if it does not pay a dividend. If the firm has consistently outperformed the competition in good markets and bad, the managers are clearly putting the cash to optimal use. If, however, business is faltering or the stock is underperforming its rivals, then the managers and directors are misusing the cash by refusing to pay a dividend. Companies that repeatedly split their shares—and hype those splits in breathless press releases—treat their investors like dolts. Like Yogi Berra, who wanted his pizza cut into four slices because “I don’t think I can eat eight,” the shareholders who love stock splits miss the point. Two shares of a stock at $50 are not worth more than one share at $100. Managers who use splits to promote their stock are aiding and abetting the worst instincts of the investing public, and the intelligent investor will think twice before turning any money over to such condescending manipulators.10

Take another example. Michael Crichton, the director and producer of movie Jurassic Park, worked on the movie and alongside that, he wrote novels and one more non-fiction book. What’s happening here?

They talked disconcertedly about the possibility that they might have to kill the dog while attacking the guerrillas. Then the trucks stopped briefly and the dog decided he had better things to do and jumped out. Cheers erupted in the C.I.A.’s Global Response Center. After the wave of emotion subsided, at least one officer in the room thought to himself: That was weird. The C.I.A. officers named the dog “Lucky.” It turned out to be not an unusual nickname for other Afghan and Pakistani dogs at the sites of drone-launched Hellfire strikes. The animals’ hearing was so acute that they sometimes seemed to detect Predators overhead or picked up the whine of missile launches when humans could not, and then got out of the way.30

A potential girlfriend likes a man with a plan. The less thinking and brainstorming she has to do the better. Have you ever taken a cruise or been on a guided vacation? All you have to do is show up and be entertained. You want to be your girlfriend's entertainment director. Show her a fun time on a consistent basis and she will have no reason to spend time with another guy.

The healing message Sevens need to hear and believe is God will take care of you. I know, easier said than done. It will take courage, determination, honesty, the help of a counselor or a spiritual director, and understanding friends to help Sevens confront painful memories and to encourage them to stay with afflictive feelings as they arise in the present moment. If Sevens cooperate with the process, they’ll grow a deep heart and become a truly integrated person. Ten Paths to Transformation for Sevens Practice restraint and moderation. Get off the treadmill that tells you more is always better. You suffer from “monkey mind.” Develop a daily practice of meditation to free yourself from your tendency to jump from one idea, topic or project to the next. Develop and practice the spiritual discipline of solitude on a regular basis. Unflinchingly reflect on the past and make a list of the people who have hurt you or whom you have hurt; then forgive them and yourself. Make amends where necessary. Give yourself a pat on the back whenever you allow yourself to feel negative emotions like anxiety, sadness, frustration, envy or disappointment without letting yourself run away to escape them. It’s a sign you’re starting to grow up! Bring yourself back to the present moment whenever you begin fantasizing about the future or making too many plans for it. Exercise daily to burn off excess energy. You don’t like being told you have potential because it means you’ll feel pressure to buckle down and commit to cultivating a specific talent, which will inevitably limit your options. But you do have potential, so what career or life path would you like to commit yourself to for the long haul? Take concrete steps to make good on the gifts God has given you. Get a journal and record your answers to questions like “What does my life mean? What memories or feelings am I running from? Where’s the depth I yearn to have that will complement my intelligence?” Don’t abandon this exercise until it’s finished. Make a commitment that when a friend or partner is hurting, you will try to simply be present for them while they are in pain without trying to artificially cheer them up.

Mounir Mahjoubi, the former secretary of state for digital affairs in the Macron administration, encouraged her to apply for the director position of La French Tech, a role that would have her speaking on behalf of France and working to ensure that the government is a better partner to start-ups in their growth.

One incident from Yasuko’s days in the village elementary school was indelibly etched in her memory. She was the head of her class for two or three years in a row, including the time when it happened. Just before graduation the principal asked the pupils how many would go on to attend middle school. Of the twenty pupils from Sunada and Tsukigata only three were able to do so. Those three raised their hands. The other pupils—children of poor tenant farmers, small-time candy store owners, and barkeepers—turned around to look at them, their faces vivid with envy. With everyone’s eyes focused on them the three blushed a little but, as might be expected, they looked proud. Not only was each of the three inferior to Yasuko in grades, they—except for the assistant class leader—were from the bottom half of the class. At that moment Yasuko was assailed by a strange and incomprehensible feeling. She felt she could not bear to explain it away convincingly even within her own heart. Pupils who were much, much worse than she were going on to a higher school! She understood of course that it was because their families had “money,” but understanding alone was not enough to make Yasuko accept it. Similar things had happened a number of times. For instance, when a Hokkaido government director came to inspect their school it was really Yasuko who as head of the class should have delivered the congratulatory address. However, since she did not even have a different kimono to change into, a rich child took her place. The lack of clothes and money also led to her being absent from athletic meets and excursions. But at such times Yasuko, unlike Okei, assumed a scornful expression. She smiled faintly while listening to the rich child read the congratulatory address; and said that only those with nothing better to do wanted to take part in excursions and athletic meets. Unlike Yasuko, Okei often cried at such times, saying it was a terribly cruel and unfair way to treat fellow schoolmates.

Peter Navarro, the director of the Office of Trade and Manufacturing Policy, said about working for Trump, “My function, really, as an economist is to try to provide the underlying analytics that confirm his intuition. And his intuition is always right in these matters.

For the first time, I felt that I had found something really better than myself, and was happy,” Mead later remembered. At Barnard she had friends by choice rather than by chance, a circle of ten or so young women who included the future U.S. poet laureate Léonie Adams. Each year they would adopt a derogatory name as a badge of honor, perhaps something hurled at them by West Side townies or by a professor outraged at some boneheaded behavior or radical political pose. The one that really stuck was the Ash Can Cats, a good label for a group of freethinking, adventurous women, disheveled but intellectually fashionable, half of them Jewish, and all equally acquainted with Bolshevism and the poetry of Edna St. Vincent Millay—bluestockings with bobs. The group apartment on West 116th Street was abuzz with impromptu aphorisms, the tinkle of overturned gin bottles, and campus gossip about affairs with older men and, sometimes, older women. By the summer of 1921, Mead informed the Philadelphia Daily Vacation Bible School that she would no longer be able to serve as director for Bible studies during the long vacation.

I’ve always maintained that film directors understand architecture a hundred times better than architects do.

So how do you think scripts should be read? How can they be read? When I was trying to write the stage directions for publication—in those final few weeks of scramble before we opened—I got really worried about all this. I remember in rehearsals we’d delete chunks of the script because the actors were communicating something effortlessly with a look, so didn’t need the lines I’d written. This script was created for a particular group of actors, but others need to inhabit the roles too. The reader needs to visualize the characters, as does the director. When you’re reading a script for the first time, what are you looking for? JOHN: As a director, the first time you read a new script is very precious. It’s the closest you’re ever going to be to an audience watching a production of this script for the first time. Reading a finished script should allow us access to the story, its characters, and the themes the playwright is exploring. A script can make us laugh and cry. It can take us through the joy of its story and also make us feel deep despair for the suffering of its characters. A script builds towards a fully realized production and an experience that can be shared with the audience.   As a playwright, how much of this full experience do you imagine when you are writing a script? Do you speak the characters’ lines out loud as you type them? JACK: I do worse than that, I move like them. Which, when you’re working in well-known coffee shops and sandwich retailers, can lead to you attracting some strange looks. I find myself twisting into the character and gesticulating like them. It’s all very embarrassing.   The thing that was perhaps most interesting about the process of writing this particular script is that I have never spent more time with actors—ever. Through the weeks of workshops and then weeks of rehearsals we were all in those rooms together for so long, all of us, from the design team to the sound team to the lights. I don’t think any of us have experienced anything like that—I think it probably works out at eight months or so, all in all. What effect would you say that had on what was created? I’m sure it made it all a lot better, but more than that do you think it somehow changed the tone of what we did?

There’s a great Pixar video about telling stories. The video—“Pixar in a Box”—featured Pete Docter, director of the films Inside Out, Up, and Monsters, Inc. According to Docter, the power of story is that “it has an ability to connect with people on an emotional level.” He gives a bit of advice that I think is worth keeping in mind when you create a compelling story: Write what you know. Says Docter, even though you may be writing a story about explosions or monsters or car chases, “put something into it that talks about your own life—how you feel…. Something from your own life will make that story come alive.” Every good story has three elements: Characters. In a work situation, that might be you, your teammates, your customers or clients, and your boss. Who is in the story? Get your audience to feel an emotional investment in the characters. Plot. This could be, for example, the process of digitally transforming your business. A good plot keeps your audience engaged, wondering what’s coming up next. Story arc. This is the movement of the story from beginning to middle to end. You’ve got a problem and, through much trial and tribulation, you find a solution and become the hero of your team. Every story you tell—even if you’re writing about a technical problem, or starting your own business, or whatever it might be—needs to have these three elements. If you do this right, then people will care about your story. They don’t care about features, they care about the benefits of your idea—how what you’re pitching makes them better, smarter, more successful, happier, more fulfilled, more respected, and so on. They want to feel like a hero. And if you can make your audience feel like heroes, they will be engaged in your story and deeply connect with it on an emotional level.

Here’s a little thought experiment: Let’s take three radically disruptive technologies and mash them together. Bitcoin. Uber. Self-driving cars. What happens when you mash the three together? The self-owning car. A car that pays for its Toyota lease, its insurance, and its gas, by giving people rides. A car that is not owned by a corporation. A car that is a corporation. A car that is a shareholder and owner of its own corporation. A car that exists as an autonomous financial entity with no human ownership. This has never happened before, and that’s just the beginning. Audience member gasps: "Oh shit!" I can guarantee you that one of the first distributed autonomous corporations is going to be a fully autonomous, artificial-intelligence-based ransomware virus that will go out and rob people online of their bitcoin, and use that money to evolve itself to pay for better programming, to buy hosting, and to spread. That’s one vision of the future. Another vision of the future is a digital autonomous charity. Imagine a system that takes donations from people, and using those donations it monitors social media like Twitter and Facebook. When a certain threshold is reached and it sees 100,000 people talking about a natural disaster, like a typhoon in the Philippines, it can marshal the donations and automatically fund aid in that area, without a board of directors, without shareholders. One hundred percent of donations goes directly to charitable causes. Anyone can see the rules by which that autonomous altruistic charity works. We are beginning to approach things we have never seen before. This is not just a currency. Now, let’s look at how the bitcoin community is addressing this incredible potential with their design choices and metaphors. Oh boy, it’s a mess.

brain health specifically took me to neurologist Dr. Richard Isaacson, the director of the Alzheimer’s Prevention Clinic at Weill Cornell

You guys need to get your act together, because if you don't, then the board's going to have to step in and resolve the issue," the directors warned them. "It would be better if you could work together to define your roles in a complementary way and leverage your strengths. You better give that a real hard try.

The worst film of a good director is better than the best film of a bad director.

The director shook his head. “The world would be a better place if people stopped voting for folksy candidates they could have a beer with and started voting for people smarter than they are.” Peters

Now, a third and final trait, one which, in my eyes, best describes socialists of all schools and shades, is a profound opposition to personal liberty and scorn for individual reason, a complete contempt for the individual. They unceasingly attempt to mutilate, to curtail, to obstruct personal freedom in any and all ways. They hold that the State must not only act as the director of society, but must further be master of each man, and not only master, but keeper and trainer. [“Excellent.”] For fear of allowing him to err, the State must place itself forever by his side, above him, around him, better to guide him, to maintain him, in a word, to confine him. They call, in fact, for the forfeiture, to a greater or less degree, of human liberty, [Further signs of assent.] to the point where, were I to attempt to sum up what socialism is, I would say that it was simply a new system of serfdom.