Directors Duties Quotes

The computer programmer is a creator of universes for which he alone is the lawgiver. No playwright, no stage director, no emperor, however powerful, has ever exercised such absolute authority to arrange a stage or field of battle and to command such unswervingly dutiful actors or troops.

The director’s task is to recreate life, its movement, its contradictions, its dynamic and conflicts. It is his duty to reveal every iota of the truth he has seen, even if not everyone finds that truth acceptable. Of course an artist can lose his way, but even his mistakes are interesting provided they are sincere. For they represent the reality of his inner life, of the peregrinations and struggle into which the external world has thrown him.

What is patriotism? Let us begin with what patriotism is not. It is not patriotic to dodge the draft and to mock war heroes and their families. It is not patriotic to discriminate against active-duty members of the armed forces in one’s companies, or to campaign to keep disabled veterans away from one’s property. It is not patriotic to compare one’s search for sexual partners in New York with the military service in Vietnam that one has dodged. It is not patriotic to avoid paying taxes, especially when American working families do pay. It is not patriotic to ask those working, taxpaying American families to finance one’s own presidential campaign, and then to spend their contributions in one’s own companies. It is not patriotic to admire foreign dictators. It is not patriotic to cultivate a relationship with Muammar Gaddafi; or to say that Bashar al-Assad and Vladimir Putin are superior leaders. It is not patriotic to call upon Russia to intervene in an American presidential election. It is not patriotic to cite Russian propaganda at rallies. It is not patriotic to share an adviser with Russian oligarchs. It is not patriotic to solicit foreign policy advice from someone who owns shares in a Russian energy company. It is not patriotic to read a foreign policy speech written by someone on the payroll of a Russian energy company. It is not patriotic to appoint a national security adviser who has taken money from a Russian propaganda organ. It is not patriotic to appoint as secretary of state an oilman with Russian financial interests who is the director of a Russian-American energy company and has received the “Order of Friendship” from Putin. The point is not that Russia and America must be enemies. The point is that patriotism involves serving your own country. The

Diversity is key where my casting duties are concerned. And as a casting director, I will always assemble multi-cultural ensembles. Always.

Corporate governance involves its fair share of external pressures, but upholding fiduciary duties ensures responsible decision-making.

This director could say many things about duty, and self-respect, and dignity, but she knew none of these meant much in the post-modern world.

I mean, to talk about "corporate greed" is like talking about "military weapons" or something like that―there just is no other possibility. A corporation is something that is trying to maximize power and profit: that's what it is. There is no "phenomenon" of corporate greed, and we shouldn't mislead people into thinking there is. It's like talking about "robber's greed" or something like that―it's not a meaningful thing, it's misleading. A corporation's purpose is to maximize profit and market share and return to investors, and all that kind of stuff, and if its officers don't pursue that goal, for one thing they are legally liable for not pursuing it. There I agree with Milton Friedman [right-wing economist] and those guys: if you're a C.E.O., you must do that―otherwise you're in dereliction of duty, in fact dereliction of duty. And besides that, if you don't do it, you'll get kicked out by the shareholders or the Board of Directors, and you won't be there very long anyway.

Constant complaints were being made of incompetent attendants, and some dozen women did double duty, and then were blamed for breaking down. If any hospital director fancies this a good and economical arrangement, allow one used up nurse to tell him it isn't, and beg him to spare the sisterhood, who sometimes, in their sympathy, forget that they are mortal, and run the risk of being made immortal, sooner than is agreeable to their partial friends.

But there is always a danger that the priest qualified to seriously direct religious will be overwhelmed by the demand for his services. His first duty, if he wants to be an effective director, is to see to his own interior life and take time for prayer and meditation, since he will never be able to give to others what he does not possess himself.

Here is a typical story about Mr. John Jones. Mr. Jones works in an office. He had hoped for a little raise but his hope, as hopes often are, was disappointed. The salaries of some of his colleagues were raised but not his. Mr. Jones could not take it calmly. He worried and worried and finally suspected that Director Brown was responsible for his failure in getting a raise. We cannot blame Mr. Jones for having conceived such a suspicion. There were indeed some signs pointing to Director Brown. The real mistake was that, after having conceived that suspicion, Mr. Jones became blind to all signs pointing in the opposite direction. He worried himself into firmly believing that Director Brown was his personal enemy and behaved so stupidly that he almost succeeded in making a real enemy of the director. The trouble with Mr. John Jones is that he behaves like most of us. He never changes his major opinions. He changes his minor opinions not infrequently and quite suddenly; but he never doubts any of his opinions, major or minor, as long as he has them. He never doubts them, or questions them, or examines them critically—he would especially hate critical examination, if he understood what that meant. Let us concede that Mr. John Jones is right to a certain extent. He is a busy man; he has his duties at the office and at home. He has little time for doubt or examination. At best, he could examine only a few of his convictions and why should he doubt one if he has no time to examine that doubt? Still, don’t do as Mr. John Jones does. Don’t let your suspicion, or guess, or conjecture, grow without examination till it becomes ineradicable. At any rate, in theoretical matters, the best of ideas is hurt by uncritical acceptance and thrives on critical examination. 2. A mathematical example. Of all quadrilaterals with

Part of what kept him standing in the restive group of men awaiting authorization to enter the airport was a kind of paralysis that resulted from Sylvanshine’s reflecting on the logistics of getting to the Peoria 047 REC—the issue of whether the REC sent a van for transfers or whether Sylvanshine would have to take a cab from the little airport had not been conclusively resolved—and then how to arrive and check in and where to store his three bags while he checked in and filled out his arrival and Post-code payroll and withholding forms and orientational materials then somehow get directions and proceed to the apartment that Systems had rented for him at government rates and get there in time to find someplace to eat that was either in walking distance or would require getting another cab—except the telephone in the alleged apartment wasn’t connected yet and he considered the prospects of being able to hail a cab from outside an apartment complex were at best iffy, and if he told the original cab he’d taken to the apartment to wait for him, there would be difficulties because how exactly would he reassure the cabbie that he really was coming right back out after dropping his bags and doing a quick spot check of the apartment’s condition and suitability instead of it being a ruse designed to defraud the driver of his fare, Sylvanshine ducking out the back of the Angler’s Cove apartment complex or even conceivably barricading himself in the apartment and not responding to the driver’s knock, or his ring if the apartment had a doorbell, which his and Reynolds’s current apartment in Martinsburg most assuredly did not, or the driver’s queries/threats through the apartment door, a scam that resided in Claude Sylvanshine’s awareness only because a number of independent Philadelphia commercial carriage operators had proposed heavy Schedule C losses under the proviso ‘Losses Through Theft of Service’ and detailed this type of scam as prevalent on the poorly typed or sometimes even handwritten attachments required to explain unusual or specific C-deductions like this, whereas were Sylvanshine to pay the fare and the tip and perhaps even a certain amount in advance on account so as to help assure the driver of his honorable intentions re the second leg of the sojourn there was no tangible guarantee that the average taxi driver—a cynical and ethically marginal species, hustlers, as even their smudged returns’ very low tip-income-vs.-number-of-fares-in-an-average-shift ratios in Philly had indicated—wouldn’t simply speed away with Sylvanshine’s money, creating enormous hassles in terms of filling out the internal forms for getting a percentage of his travel per diem reimbursed and also leaving Sylvanshine alone, famished (he was unable to eat before travel), phoneless, devoid of Reynolds’s counsel and logistical savvy in the sterile new unfurnished apartment, his stomach roiling in on itself in such a way that it would be all Sylvanshine could do to unpack in any kind of half-organized fashion and get to sleep on the nylon travel pallet on the unfinished floor in the possible presence of exotic Midwest bugs, to say nothing of putting in the hour of CPA exam review he’d promised himself this morning when he’d overslept slightly and then encountered last-minute packing problems that had canceled out the firmly scheduled hour of morning CPA review before one of the unmarked Systems vans arrived to take him and his bags out through Harpers Ferry and Ball’s Bluff to the airport, to say even less about any kind of systematic organization and mastery of the voluminous Post, Duty, Personnel, and Systems Protocols materials he should be receiving promptly after check-in and forms processing at the Post, which any reasonable Personnel Director would expect a new examiner to have thoroughly internalized before reporting for the first actual day interacting with REC examiners, and which there was no way in any real world that Sylvanshine could expect

Some judicial officials began to notice the unusual frequency of deaths among the inmates of institutions and some prosecutors even considered asking the Gestapo to investigate the killings. However, none went so far as Lothar Kreyssig, a judge in Brandenburg who specialized in matters of wardship and adoption. A war veteran and a member of the Confessing Church, Kreyssig became suspicious when psychiatric patients who were wards of the court and therefore fell within his area of responsibility began to be transferred from their institutions and were shortly afterwards reported to have died suddenly. Kreyssig wrote Justice Minister Gortner to protest against what he described as an illegal and immoral programme of mass murder. The Justice Minister's response to this and other, similar, queries from local law officers was to try once more to draft a law giving effective immunity to the murderers, only to have it vetoed by Hitler on the grounds that the publicity would give dangerous ammunition to Allied propaganda. Late in April 1941 the Justice Ministry organized a briefing of senior judges and prosecutors by Brack and Heyde, to try to set their minds at rest. In the meantime, Kreyssig was summoned to an interview with the Ministry's top official, State Secretary Roland Freisler, who informed him that the killings were being carried out on Hitler's orders. Refusing to accept this explanation, Kreyssig wrote to the directors of psychiatric hospitals in his district informing them that transfers to killing centres were illegal, and threatening legal action should they transport any of their patients who came within his jurisdiction. It was his legal duty, he proclaimed, to protect the interests and indeed the lives of his charges. A further interview with Gortner failed to persuade him that he was wrong to do this, and he was compulsorily retired in December 1941.

The Japanese psychiatrist Kimura Bin, director of the Psychiatric Hos- pital of Kyoto and translator of Binswanger, sought to deepen Heidegger’s anal- ysis of temporality in Being and Time with reference to a classification of the fundamental types of mental illness. To this end he made use of the Latin for- mula post festum (literally, “after the celebration”), which indicates an irreparable past, an arrival at things that are already done. Post festum is symmetrically dis- tinguished from ante festum (“before the celebration”) and intra festum (“during the celebration”). Post festum temporality is that of the melancholic, who always experiences his own “I” in the form of an “I was,” of an irrecoverably accomplished past with respect to which one can only be in debt. This experience of time corresponds in Heidegger to Dasein’s Being-thrown, its finding itself always already abandoned to a factual situation beyond which it can never venture. There is thus a kind of constitutive “melancholy” of human Dasein, which is always late with respect to itself, having always already missed its “celebration.” Ante festum temporality corresponds to the experience of the schizophrenic, in which the direction of the melancholic’s orientation toward the past is in- verted. For the schizophrenic, the “I” is never a certain possession; it is always something to be attained, and the schizophrenic therefore always lives time in the form of anticipation. “The ‘I’ of the schizophrenic,” Kimura Bin writes, “is not the ‘I’ of the ‘already been’; it is not tied to a duty. In other words, it is not the post festum ‘I’ of the melancholic, which can only be spoken of in terms of a past and a debt. . . . Instead, the essential point here is the problem of one’s own possibility of being oneself, the problem of the certainty of becoming oneself and, therefore, the risk of possibly being alienated from oneself” (Kimura Bin 1992: 79). In Being and Time, the schizophrenic’s temporality corresponds to the primacy of the future in the form of projection and anticipation. Precisely because its experience of time originally temporalizes itself on the basis of the future, Dasein can be defined by Heidegger as “the being for whom, in its very Being, Being is always at issue” and also as “in its Being always already anticipat- ing itself.” But precisely for this reason, Dasein is constitutively schizophrenic; it always risks missing itself and not being present at its own “celebration.

We design and oversee workplace medical surveillance programs, assess employee fitness for duty, manage disability, and provide medical director services.

Robert was the owner and the Executive Director for 99 Red Balloons Japan Inc and entertainment and event company that provided entertainers decorations for promotions, special events, advertising, and for English language instruction at primary schools. Robert duties as included all facets to the business preparation of English teaching personnel management Web site development and promotion as well as advertising copy and design of company brochures.

10 Ideas For Transforming Advertising 1. No cranberry bagels at meetings. No exceptions. 2. While on duty, copywriters required to wear those Peruvian knit hats with the funny earflaps. 3. Reinstatement of the three martini lunch. After a 6-month trial period, optional upgrade to four. 4. Confiscate all computers and baseball caps from art directors. 5. Use of the following terms will be considered justifiable cause for termination: ecosystem, conversation, engagement, landscape, seared ahi tuna, and quirky. 6. When making presentations, account planners must dress up as pirates and hop around on one foot. 7. Breakthrough idea for tv spots: Animals that talk! 8. Criminalize all products containing pomegranates or acai berries. 9.  Increase touch points from 360 degrees to 380 degrees. 10. Require Sir Martin Sorrell to walk around with his weenie out.

When a manager has a criminal record or a history of cheating investors or even just feels above the law, I stop right there. Crooks don’t suddenly sprout a sense of fiduciary duty. When a piece of evidence might or might not tag a bad guy, I use it only if it hints at other investment defects. Glamorous hype stocks are more likely to be scams, but I avoid them because they are usually overpriced and prone to raising capital constantly. Intricate corporate structures make analysis difficult, even if nothing bad is going on. To spot bad guys, look for the fraud triangle: pressure, opportunity, and rationalization. Philosopher Hannah Arendt had it right that “most evil is done by people who never make up their minds to be good or evil.” Watch for when massive option grants or hefty fees compel people to try too hard. Pride can be a dominant motive when an audience believes in someone’s magical powers. Charismatic promoters often suppress the boards of directors, auditors, and other naysayers that might prevent them from doing what they want. They cluster in industries and geographies where capital is abundantly available with little scrutiny or accountability. Lax accounting standards are also a draw. Don’t buy anything someone is pushing hard. By avoiding the bad-guy stocks—and it’s a short list—I slash the possibility of a disastrous outcome but scarcely reduce my opportunity set.

Hayek echoed Robbins’s description of the Common Room as a place where, despite sharp political differences, the ambiance was friendly, an atmosphere that suited his own tastes well (Hayek 1994, 81). Some examples of the kind of collegial repartee that was characteristic of the School was a “Mock Trial” of economists that Director Beveridge organized in June 1933 (reported in the Economist, June 17, 1933) or Beveridge’s address (titled “My Utopia”) before the School’s Cosmopolitan Club at the beginning of the Michaelmas term in 1934. In the latter Beveridge (1936) spoke of an “elaborate apparatus” that had been invented by “John Maynard von Hayek” which had apparently solved the problem of making money neutral: “So far as I can make out, it automatically changes the air and so affects the blood pressure of bankers and businessmen, as prices rise or fall in relation to productive efficiency” (135). There were also regular events to mark the end of term, all dutifully entered by Hayek into his appointment book: the Christmas party at the end of Michaelmas term and the Strawberry Tea at the end of summer term.

There were outlaw bikers and meth labs close by. Berenson was readier to believe that. Stories about the badlands were legion. But a pained echo in a chance remark about Dean’s daughter led her to believe that the kid was in some way the problem. She was fourteen years old. Berenson put two and two together and made five. She figured maybe the kid was hanging with the bikers or experimenting with crystal and causing big problems at home. Then she revised her opinion. The quality problems up at Highland Park became common knowledge inside the company. Berenson knew that Dean had a difficult split responsibility. As a director of the corporation he had a fiduciary duty to see it do well. But he also had a parallel responsibility to the Pentagon to make sure New Age sold it only the good stuff. Berenson figured

Outside, the events were moving with the same feverish speed as in the previous night. The voices of horror, fearful harangue and exhortations, soaked in Islamic fundamentalists’ terminology, filled the air. Crowds were being goaded to gather in mosques. People were being mobilised from villages, from outlying areas and from the heart of the city. No civil authority seemed to exist. The passivity was unbelievable. The Director-General of Police later on told me that it had taken him more than six hours to get the Deputy Inspector-General out from his house for duty.

One important duty of public company directors is to oversee strategic planning, but in Waterloo it seemed like an afterthought. RIM’s board paid “limited attention” to strategic planning according to Protiviti. In 2009, the year Apple started taking big bites out of BlackBerry’s market share and RIM was betting heavily on Storm phones, the board’s Strategic Planning Committee met exactly once, for less than two hours, according to Protiviti. As RIM stepped up acquisitions of technology companies to bolster BlackBerry services, directors had little time to assess some deals. According to Protiviti, directors sometimes learned about deals during the same meeting they were asked for approval. Elsewhere, the board’s audit committee was asked to review financial press releases after publication. RIM’s employee count soared 53 percent to 12,800 in 2009. The surge of new hires was so great that “a number” of new executives were not vetted or approved by the board, Protiviti said. The report attributed the board’s inactivity to a lack by some directors of “sufficient understanding of the company’s business” and excessive deference to Balsillie and Lazaridis. “For these and other reasons, there has been some hesitancy for directors to question or challenge management,” the report concluded.

it is our duty, our obligation, to make sure some good comes from unimaginable bad. This is our duty regardless of race or religion or ideology. It is our obligation to refuse to let darkness win.

Bob, a former marine, was a bit old-school as director, not given to what he saw as touchy-feely stuff. In the grueling days immediately after September 11, 2001, for example, his wife had prodded Bob to be sure his people were holding up under the stress. Early the next morning, or so I was told, he dutifully telephoned key members of his staff—whose offices were all within a ten-second walk of his—asking, “How’re you doing?” When each offered the perfunctory reply of “Fine, sir,” he replied, “Good,” and hung up.

Rakesh Roshan Rakesh Roshan is a producer, director, and actor in Bollywood films. A member of the successful Roshan film family, Mr. Roshan opened his own production company in 1982 and has been producing Hindi movies ever since. His film Kaho Naa…Pyaar Hai won nine Filmfare awards, including those for best movie and best director. When I remember Diana and her activities in the last years of her life, I strongly feel that God sends some special people into this world to perform some special duties. Diana was one of these special people. Advancing on this godly path of love and goodness, Diana was blossoming like a flower, and with her captivating fragrance she started infusing new life in our dangerously sick garden--which was apparently at the brink of a precipice. The irony is that the cruel winds of autumn ruthlessly blew away this rare flower and deprived the world of its soothing fragrance. Diana, Princess of Wales, is no longer present in this world, but Diana, the queen of millions of hearts, is immortal and will live forever. My heart breaks when I think of her last journey, her funeral, which was brilliantly covered all over the world. One could see the whole of England in tears, and the eyes of all the television viewers were also flooded. Thousands of men, women, and children had lined up along the entire route from the palace to the church where the services were held. All the fresh flowers available in the United Kingdom were there on the passage. All eyes were tearful, and one could clearly hear the sobs of people. There were heartrending scenes of people paying tribute to their departed darling. Last, I would like to write here a translation in English of a poem written in Urdu. We hope you will come back…dear friend But why this pervading sadness…dear friend The familiar flavor in the atmosphere is singing… You are somewhere around…dear friend Please come back, Diana; this sinking world desperately needs a savior.

new president of the United States demanded my loyalty—to him, personally—over my duties as FBI director to the American people.

his lifetime NRA membership in a blistering letter. It’s worth reading the whole text to get a sense of the totality of Bush’s fury: I was outraged when, even in the wake of the Oklahoma City tragedy, Mr. Wayne LaPierre, executive vice president of N.R.A., defended his attack on federal agents as “jack-booted thugs.” To attack Secret Service agents or A.T.F. people or any government law enforcement people as “wearing Nazi bucket helmets and black storm trooper uniforms” wanting to “attack law abiding citizens” is a vicious slander on good people. Al Whicher, who served on my [U.S. Secret Service] detail when I was Vice President and President, was killed in Oklahoma City. He was no Nazi. He was a kind man, a loving parent, a man dedicated to serving his country—and serve it well he did. In 1993, I attended the wake for A.T.F. agent Steve Willis, another dedicated officer who did his duty. I can assure you that this honorable man, killed by weird cultists, was no Nazi. John Magaw, who used to head the U.S.S.S. and now heads A.T.F., is one of the most principled, decent men I have ever known. He would be the last to condone the kind of illegal behavior your ugly letter charges. The same is true for the F.B.I.’s able Director Louis Freeh. I appointed Mr. Freeh to the Federal Bench. His integrity and honor are beyond question. Both John Magaw and Judge Freeh were in office when I was President. They both now serve in the current administration. They both have badges. Neither of them would ever give the government’s “go ahead to harass, intimidate, even murder law abiding citizens.” (Your words) I am a gun owner and an avid hunter. Over the years I have agreed with most of N.R.A.’s objectives, particularly your educational and training efforts, and your fundamental stance in favor of owning guns. However, your broadside against Federal agents deeply offends my own sense of decency and honor; and it offends my concept of service to country. It indirectly slanders a wide array of government law enforcement officials, who are out there, day and night, laying their lives on the line for all of us. You have not repudiated Mr. LaPierre’s unwarranted attack. Therefore, I resign as a Life Member of N.R.A., said resignation to be effective upon your receipt of this letter. Please remove my name from your membership list. Sincerely, [signed] George Bush

Are they important?” the officer asked. “What?” “The broken buildings.” “They’re classical ruins, sir. And yes, they’re important.” “Why?” “They’re irreplaceable. They’re history. They’re… It’s our duty as soldiers to protect them, sir. If we don’t, the enemy will use that against us.” “Are you a historian, Lieutenant?” “I’m an archeologist. Director of the London Museum.

First, fidelity. The dictionary defines fidelity as a strict and continuing faithfulness to an obligation, trust, or duty. To my mind, that word on our shield reminds us that the FBI must abide two obligations at the same time. First, the FBI must be independent of all political forces or interests in this country. In a real sense, it must stand apart from other institutions in American life. But, second, at the same time, it must be part of the United States Department of Justice, and constrained by the rule of law and the checks and balances built into our brilliant design by our nation’s founders.

Andy and I also had private meetings with Dr. Henderson. In this setting we could confidentially divulge personal issues. The day of my individual meeting with the Professor, he made sure I was satisfied with my Valet's performance. He asked about Andy’s handling of different situations throughout our assignment. He wanted to know whether or not Andy performed his Valet duties to the best of his abilities. Of course I provided an excellent account of Andy's conduct and mentioned that he handled every situation with excellent skill, understanding and positivity. My comments were a report card on his performance which would be presented, officially, to the Bahriji and E.R.O.S. Board of Directors.

According to the director of the Church Chancellery in Berlin, pastors who held office could continue to do so only if they stood “in steadfast loyalty to Führer, Volk and Reich.” The wording of the oath was: “I swear that I will be faithful and obedient to Adolf Hitler, the Führer of the German Reich and people, that I will conscientiously observe the laws and carry out the duties of my office, so help me God.”[12] Whoever declined to take the oath was to be dismissed. There

if you’d like.” True, her discussion with the orphanage director hadn’t been fruitful—not directly so—but it had given her practice. “I need to fix this.” He sounded dutiful as he angled to face her. “They’ve had him only a few months. If they’ll just agree to speak with Geraldine, I’m sure they’ll understand. She’s a caring, decent person. And she’s Calvin’s real mother. How in good conscience could they say no?” “They couldn’t,” Lily agreed.

The ability to make rational decisions is limited, or bounded, by the extent of people’s information. To broaden employees’ understanding, a firm should promote a tradition of teamwork and interdependence and develop future leaders by rotating them among work assignments in different departments and geographic locations. In order to reduce structural secrecy, there may be short-term opportunity costs, but the long-term benefits are significant.12 Firms must think about long-term greed and what it means. Through actions and training, leaders must explain the pressures on short-term thinking and how the firm resolves the conflicts of short- and long-term goals. Potentially conflicting or confusing organizational goals, such as putting clients first while also having a duty to shareholders, require strong signals from leadership as to what is acceptable and unacceptable behavior. These nuances cannot be left to statements of principles; they must be modeled by leaders’ actions each day. Leaders must understand that external influences can shape the culture. For example, there are competitive, technological, and regulatory pressures. Responses to them can have unintended consequences, including drifting from principles. This can increase the probability of an organizational failure. An organization needs to understand to what extent models impact behavior, decisions made by business leaders, and organizational culture. For example, boards of directors of public companies should ask questions if earnings per share (EPS) estimates are too consistent with analysts’ estimates. They should ask whether the firm is managing to models or to what is in the best long-term interests of the firm. Leaders get too much credit and too much blame. Leaders need to uphold the firm’s shared values—and that is a key component to leadership.13 But too little emphasis is given to the organizational elements that shape behavior or provide an environment for leadership or change. An organization’s structure, incentives, and values last longer and have more impact than those of individual leaders. Usually when there is a change or loss or failure there is a tendency to blame one thing or one person, when typically there are complex organizational cultural reasons. It is the duty of leaders and board members to examine what is responsible, not who is responsible.

Directors’ duties are both to work within the meaning and spirit of the laws and to behave in an ethical manner to their clients.

I spent a lot of time thinking about the title of this book. In one sense, it came out of a bizarre dinner meeting at the White House, where a new president of the United States demanded my loyalty—to him, personally—over my duties as FBI director to the American people.