Effect Of Company Quotes

Perhaps all the questions we ask of love, to measure, test, probe, and save it, have the additional effect of cutting it short. Perhaps the reason we are unable to love is that we yearn to be loved, that is, we demand something (love) from our partner instead of delivering ourselves up to him demand-free and asking for nothing but his company.

Does he love me? Does he love anyone more than me? Does he love me more than I love him? Perhaps all the questions we ask of love, to measure, test, probe, and save it, have the additional effect of cutting it short. Perhaps the reason we are unable to love is that we yearn to be loved, that is, we demand something (love) from our partner instead of delivering ourselves up to him demand-free and asking for nothing but his company.

Falsehood flies, and truth comes limping after it, so that when men come to be undeceived, it is too late; the jest is over, and the tale hath had its effect: like a man, who hath thought of a good repartee when the discourse is changed, or the company parted; or like a physician, who hath found out an infallible medicine, after the patient is dead.

Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.

A board-established and led vision is a critical element of effective corporate governance. It provides direction, inspires stakeholders, and guides the company towards a successful future.

Effective risk management and compliance are essential for protecting the company's assets and reputation.

It is completely selfless love: Tereza did not want anything of Karenin; She did not ever ask him to love her back. Nor has she ever asked herself the questions that plague human couples: Does he love me? Does he love anybody more than me? Does he love me more than I love him? Perhaps all the questions we ask of love, to measure, test, probe, and save it, have the additional effect of cutting it short. Perhaps the reason we are unable to love is that we yearn to be loved, that is, we demand something (love) from our partner instead of delivering ourselves to him demand-free and asking for nothing but his company.

Effective board meetings encourage active participation from all board members, fostering a culture of open communication and respectful debate.

Effective two-way communication is responsible for building the trust in a company and keeping the employees happy.

Steve Jobs has a saying that A players hire A players. But B players hire C players, and C players hire D players. It doesn't take long to get to F players. This trickle-down effect causes bozo explosions in companies.

We need a moderately-priced stock market… The market, like the Lord, helps those who help themselves. But, unlike the Lord, the market does not forgive those who know not what they do. For the investor, a too-high purchase price for the stock of an excellent company can undo the effects of a subsequent decade of favorable business developments.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

Remember to act always as if you were at a symposium. When the food or drink comes around, reach out and take some politely; if it passes you by don't try pulling it back. And if it has not reached you yet, don't let your desire run ahead of you, be patient until your turn comes. Adopt a similar attitude with regard to children, wife, wealth and status, and in time, you will be entitled to dine with the gods. Go further and decline these goods even when they are on offer and you will have a share in the gods' power as well as their company. That is how Diogenes, Heraclitus and philosophers like them came to be called, and considered, divine.

If the company is going to thrive financially, then the board must inquire about the effectiveness of financial controls and risk management practices.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

Ours is a system of corporate socialism, where companies capitalize their profits and socialize their losses…in effect, they tax you for their accidents, bungling, boondoggles, and mismanagement, just like a government. We should be able to deselect them.

you can’t put something as dumb as a hauler bot in charge of security for anything without spending even more money for expensive company-employed human supervisors. So they made us smarter. The anxiety and depression were side effects.

Facebook also has a fundamental characteristic that has proven key to its appeal in country after country—you only see friends there.

It's called the Infinity Effect.

You can’t sell it outside if you can’t sell it inside.

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

You can't effectively run a company without having clarity on it's key performance indicators.

Effective board governance hinges on the board's active oversight of company performance and its contribution to strategic decisions.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

For this reason the gentleman will employ a man on a distant mission and observe his degree of loyalty, will employ him close at hand and observe his degree of respect. He will hand him troublesome affairs and observe how well he manages them, will suddenly ask his advice and observe how wisely he answers. He will exact some difficult promise from him and see how well he keeps it, turn over funds to him and see with what benevolence he dispenses them, inform him of the danger he is in and note how faithful he is to his duties. He will get him drunk with wine and observe how well he handles himself, place him in mixed company and see what effect beauty has upon him. By applying these nine tests, you may determine who is the unworthy man.

A successful blitz requires a well-thought-out strategy and flawless execution. Similarly, effective corporate governance involves developing and implementing sound strategies that align with the company's goals and values.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

The first step to solving any problem is to accept one’s own accountability for creating it.

True leaders live their values everywhere, not just in the workplace.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

And it wasn’t like the company was afraid of GrayCris, but they had to teach them a lesson. (The lesson was: if you’re going to fuck with something bigger and meaner than you, use a quick targeted attack and then run away really fast. (This is the way I always try to operate, too.)

When constructs were first developed, they were originally supposed to have a pre-sentient level of intelligence, like the dumber variety of bot. But you can’t put something as dumb as a hauler bot in charge of security for anything without spending even more money for expensive company-employed human supervisors. So they made us smarter. The anxiety and depression were side effects.

Because, sir, teaching young gentlemen has a dismal effect upon the soul.It exemplifies the badness of established, artificial authority. The pedagogue has almost absolute authority over pupils: he often beats them and insensibly he loses the sense of respect due to them as fellow human beings.He does them harm, but the harm they do him is far greater. He may easily become the all-knowing tyrant, always right, always virtuous; in any event he perpetually associates with his inferiors, the king of his company; and in a surprising short time alas this brands him with the mark of Cain. Have you ever known a schoolmaster fit to associate with grown men?

Mark has the most long-term perspective I’ve ever seen. This guy is uber uber uber on the long-term view.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

AI allows companies and municipalities to now simulate strategy before implementation. And that has profound effects on productivity.

to whatever extent the Hell’s Angels may or may be latent sadomasochists or repressed homosexuals is to me--after nearly a year in the constant company of outlaw motorcyclists--almost entirely irrelevant. There are literary critics who insist that Ernest Hemingway was a tortured queer and that Mark Twain was haunted to the end of his days by a penchant for interracial buggery. It is a good way to stir up a tempest in the academic quarterlies, but it won’t change a word of what either man wrote, nor alter the impact of their work on the world they were writing about. Perhaps Manolete was a hoof fetishist, or suffered from terrible hemorrhoids as a result of long nights in Spanish horn parlors…but he was a great matador, and it is hard to see how any amount of Freudian theorizing can have the slightest effect on the reality of the thing he did best.

Clare is good, spiky company, and she is the very best companion to have in a bad situation. Trouble brings out the cheer beneath her darkness, unlike everyday life, which tends to have the opposite effect

Facebook’s goal of showing people only what they were interested in seeing resulted, within a decade, in the effective end of shared civic reality. And this choice, combined with the company’s financial incentive to continually trigger heightened emotional responses in its users, ultimately solidified the current norm in news media consumption: today we mostly consume news that corresponds with our ideological alignment, which has been fine-tuned to make us feel self-righteous and also mad.

Values are deeply held personal beliefs that form your own priority code for living.

Values are the individual biases that allow you to decide which actions are true for you alone.

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

It may well be that the chemist or physiologist is right when he decides that he will become a better chemist or physiologist if he concentrates on his subject at the expense of his general education. But in the study of society exclusive concentration on a speciality has a peculiarly baneful effect: it will not merely prevent us from being attractive company or good citizens but may impair our competence in our proper field—or at least for some of the most important tasks we have to perform. The physicist who is only a physicist can still be a first class physicist and a most valuable member of society. But nobody can be a great economist who is only an economist—and I am even tempted to add that the economist who is only an economist is likely to become a nuisance if not a positive danger.

company leaders need to provide their company with a self-organizing and semi-autonomous immune system. Effective risk management isn't about a siloed approach focusing on isolated threats. We have to think more broadly. Effective risk management requires a holistic approach that transcends a siloed focus on isolated threats. In today's interconnected business landscape, risks are rarely confined to a single department or function. Instead, they often ripple across the organization, impacting multiple areas simultaneously.

The more people stared at their phones, the more money these companies made. Period. The people in Silicon Valley did not want to design gadgets and websites that would dissolve people’s attention spans. They’re not the Joker, trying to sow chaos and make us dumb. They spend a lot of their own time meditating and doing yoga. They often ban their own kids from using the sites and gadgets they design, and send them instead to tech-free Montessori schools. But their business model can only succeed if they take steps to dominate the attention spans of the wider society. It’s not their goal, any more than ExxonMobil deliberately wants to melt the Arctic. But it’s an inescapable effect of their current business model.

Telling effective stories is not easy. The difficulty lies not in telling the story, but in convincing everyone else to believe it. Much of history revolves around this question: how does one convince millions of people to believe particular stories about gods, or nations, or limited liability companies? Yet when it succeeds, it gives Sapiens immense power, because it enables millions of strangers to cooperate and work towards common goals.

Before you can be effective in communication with ANYONE else, you must know who YOU are. It begins with you. Believe me when I say, I don't need anyone's approval in this classroom ... I'm great company for myself. Me, myself, and I ... we laugh a lot. (Said on the first week of class each phase, somewhat rewording each time, but the gist is always there).

But like the best empire builders, he was both very determined and very skeptical. It’s like [former Intel CEO] Andy Grove says, ‘only the paranoid survive.

This thrilled Zuckerberg, whose primary measure of the service’s success was how often users returned.

Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.

A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.

Gratitude lifted my baseline mood up from being constantly seared by the pain of existence to living a largely satisfying life. Joy returned for the first time in a long time. I laughed easily, enjoyed the company of friends, hated myself less. I felt mostly like I had before my recent meltdown…effective, happyish.

I don’t understand. Half the population in the world goes through this every month. If a pharmaceutical company were to develop an effective pill specifically for menstrual cramps, not the ‘pain medication’ that makes you sick, they would make a fortune.

A visionary company is like a great work of art. Think of Michelangelo’s scenes from Genesis on the ceiling of the Sistine Chapel or his statue of David. Think of a great and enduring novel like Huckleberry Finn or Crime and Punishment. Think of Beethoven’s Ninth Symphony or Shakespeare’s Henry V. Think of a beautifully designed building, like the masterpieces of Frank Lloyd Wright or Ludwig Mies van der Rohe. You can’t point to any one single item that makes the whole thing work; it’s the entire work—all the pieces working together to create an overall effect—that leads to enduring greatness.

Local fog in Venice has a name: nebbia. It obliterates all reflections ... and everything that has a shape: buildings, people, colonnades, bridges, statues. Boat services are canceled, airplanes neither arrive, nor take off for weeks, stores are closed and mail ceases to litter one’s threshold. The effect is as though some raw hand had turned all those enfilades inside out and wrapped the lining around the city... the fog is thick, blinding, and immobile... this is a time for reading, for burning electricity all day long, for going easy on self-deprecating thoughts of coffee, for listening to the BBC World Service, for going to bed early. In short, a time for self-oblivion, induced by a city that has ceased to be seen. Unwittingly, you take your cue from it, especially if, like it, you’ve got company. Having failed to be born here, you at least can take some pride in sharing its invisibility...

Victorian rigidities were such that ladies were not even allowed to blow out candles in mixed company, as that required them to pucker their lips suggestively. They could not say that they were going "to bed"--that planted too stimulating an image--but merely that they were "retiring." It became effectively impossible to discuss clothing in even a clinical sense without resort to euphemisms. Trousers became "nether integuments" or simply "inexpressibles" and underwear was "linen." Women could refer among themselves to petticoats or, in hushed tones, stockings, but could mention almost nothing else that brushed bare flesh.

There is no room for "DRAMA" in our lives. The term has become over-used and trivialized. However, the effects are very serious. "Drama" needlessly interrupts important matters. It's toxic, and destroys everything and everyone it touches. That kind of misery loves company but you can always decline the invitation.

Almost as an article of faith, some individuals believe that conspiracies are either kooky fantasies or unimportant aberrations. To be sure, wacko conspiracy theories do exist. There are people who believe that the United States has been invaded by a secret United Nations army equipped with black helicopters, or that the country is secretly controlled by Jews or gays or feminists or black nationalists or communists or extraterrestrial aliens. But it does not logically follow that all conspiracies are imaginary. Conspiracy is a legitimate concept in law: the collusion of two or more people pursuing illegal means to effect some illegal or immoral end. People go to jail for committing conspiratorial acts. Conspiracies are a matter of public record, and some are of real political significance. The Watergate break-in was a conspiracy, as was the Watergate cover-up, which led to Nixon’s downfall. Iran-contra was a conspiracy of immense scope, much of it still uncovered. The savings and loan scandal was described by the Justice Department as “a thousand conspiracies of fraud, theft, and bribery,” the greatest financial crime in history. Often the term “conspiracy” is applied dismissively whenever one suggests that people who occupy positions of political and economic power are consciously dedicated to advancing their elite interests. Even when they openly profess their designs, there are those who deny that intent is involved. In 1994, the officers of the Federal Reserve announced they would pursue monetary policies designed to maintain a high level of unemployment in order to safeguard against “overheating” the economy. Like any creditor class, they preferred a deflationary course. When an acquaintance of mine mentioned this to friends, he was greeted skeptically, “Do you think the Fed bankers are deliberately trying to keep people unemployed?” In fact, not only did he think it, it was announced on the financial pages of the press. Still, his friends assumed he was imagining a conspiracy because he ascribed self-interested collusion to powerful people. At a World Affairs Council meeting in San Francisco, I remarked to a participant that U.S. leaders were pushing hard for the reinstatement of capitalism in the former communist countries. He said, “Do you really think they carry it to that level of conscious intent?” I pointed out it was not a conjecture on my part. They have repeatedly announced their commitment to seeing that “free-market reforms” are introduced in Eastern Europe. Their economic aid is channeled almost exclusively into the private sector. The same policy holds for the monies intended for other countries. Thus, as of the end of 1995, “more than $4.5 million U.S. aid to Haiti has been put on hold because the Aristide government has failed to make progress on a program to privatize state-owned companies” (New York Times 11/25/95). Those who suffer from conspiracy phobia are fond of saying: “Do you actually think there’s a group of people sitting around in a room plotting things?” For some reason that image is assumed to be so patently absurd as to invite only disclaimers. But where else would people of power get together – on park benches or carousels? Indeed, they meet in rooms: corporate boardrooms, Pentagon command rooms, at the Bohemian Grove, in the choice dining rooms at the best restaurants, resorts, hotels, and estates, in the many conference rooms at the White House, the NSA, the CIA, or wherever. And, yes, they consciously plot – though they call it “planning” and “strategizing” – and they do so in great secrecy, often resisting all efforts at public disclosure. No one confabulates and plans more than political and corporate elites and their hired specialists. To make the world safe for those who own it, politically active elements of the owning class have created a national security state that expends billions of dollars and enlists the efforts of vast numbers of people.

Part of the debtor mentality is a constant, frantically suppressed undercurrent of terror. We have one of the highest debt-to-income ratios in the world, and apparently most of us are two paychecks from the street. Those in power -- governments, employers -- exploit this, to great effect. Frightened people are obedient -- not just physically, but intellectually and emotionally. If your employer tells you to work overtime, and you know that refusing could jeopardize everything you have, then not only do you work the overtime, but you convince yourself that you're doing it voluntarily, out of loyalty to the company; because the alternative is to acknowledge that you are living in terror. Before you know it, you've persuaded yourself that you have a profound emotional attachment to some vast multinational corporation: you've indentured not just your working hours, but your entire thought process.

A board of three is ideal. Your board should never exceed five people, unless your company is publicly held. (Government regulations effectively mandate that public companies have larger boards—the average is nine members.) By far the worst you can do is to make your board extra large. When unsavvy observers see a nonprofit organization with dozens of people on its board, they think: “Look how many great people are committed to this organization! It must be extremely well run.” Actually, a huge board will exercise no effective oversight at all; it merely provides cover for whatever microdictator actually runs the organization. If you want that kind of free rein from your board, blow it up to giant size. If you want an effective board, keep it small.

She waited for a man who would marvel her with his intellect, wit and physique, all at the same time. Someone who would beguile her, unnerve her, possess her, and claim her and then make her jealous with deceit and accusations. Someone who wouldn’t bore her after a few hours of company. Someone who wouldn’t be distracted by someone younger than her - even at that age, she had her insecurities........ She waited for a man who would be worth a chase and a challenge, who would beguile her and ravage her, and be true to her. She was no fool. She knew the limitations of affectation and ceremonial overtures between husband and wife. She knew the limits of compatibility, being put off by a few of her suitors instantly. She knew that love was not a guarantee to lifetime of happiness. She knew the importance of money and it’s effect on men. She knew the value of having the best in jewelry, clothes and company, for a person was judged accordingly, and if one wished to be a success, one had to look the part. And that required continuity of resources, not affection. But still she waited. She waited for a man who would surprise her beyond her expectations. She waited for a man who would be magical. She waited for a man who would never come.

What I am describing here is entirely realistic. It is possible to find out one’s own truth in the partial, non-neutral company of such a (therapeutic) companion. In that process one can shed one’s symptoms, free oneself of depression, regain joy in life, break out of the state of constant exhaustion, and experience a resurgence of energy, once that energy is no longer required for the repression of one’s own truth. The point is that the fatigue characteristic of such depression reasserts itself every time we repress strong emotions, play down the memories stored in the body, and refuse them the attention they clamor for. Why

It seems so dreadful to be a bachelor, to become an old man struggling to keep one's dignity while begging for an invitation whenever one wants to spend an evening in company, having to carry one's meal home in one's hand, unable to expect anyone with a lazy sense of calm confidence, able only with difficulty and vexation to give a gift to someone, having to say good night at the front door, never being able to run up a stairway beside one's wife, to lie ill and have only the solace of the view from one's window when one can sit up, to have only side doors in one's room leading into other people's living rooms, to feel estranged from one’s family, with whom one can keep on close terms only by marriage, first by the marriage of one's parents, then, when the effect of that has worn off, by one's own, having to admire other people's children and not even being allowed to go on saying: “I have none myself,” never to feel oneself grow older since there is no family growing up around one, modeling oneself in appearance and behavior on one or two bachelors remembered from our youth.

80 percent of products, or customers or employees, are only contributing 20 percent of profits; that there is great waste; that the most powerful resources of the company are being held back by a majority of much less effective resources; that profits could be multiplied if more of the best sort of products could be sold, employees hired, or customers attracted (or convinced to buy more from the firm).

Philosophy is a bitter medicine with many fearsome side effects, but if you are able to stomach it, it can cure your soul of the many ills and infirmities of ignorance. Given the choice, most men prefer not to take it, and many of those who do soon find that they cannot carry on with it. In the end, they choose what is more pleasant over what is more wholesome, and prefer the society of those who encourage them in their follies to that of those who admonish and improve them. You, on the other hand, appear to be minded otherwise, for when a young men sets for himself the highest standards of education and conduct, he naturally shuns the company of mindless nobodies and boldly seeks out that of the singular men who are prepared to teach him and challenge him and exhort him to virtue. In time, by his strivings, he will come to realize that it is from the hardest toil and noblest deeds that the purest and most persisting pleasures are to be had, and, taking pity on other men, and thinking also of the gods, he will do everything in his power to share this precious secret.

Give serious thought to why your company should care about your strategy. Specifically, find problems that the board wants to be solved. What are senior managers scared of? Part of becoming a credible strategic thinker is learning effective approaches to selling ideas for your situation. You’ll know that you’re getting better at selling (or pitching) strategy when managers start coming to you when there is strategic thinking to be done.

Right before the election, Russia placed three thousand advertisements on Facebook, and promoted them as memes across at least 180 accounts on Instagram. Russia could do so without including any disclaimers about who had paid for the ads, leaving Americans with the impression that foreign propaganda was an American discussion. As researchers began to calculate the extent of American exposure to Russian propaganda, Facebook deleted more data. This suggests that the Russian campaign was embarrassingly effective. Later, the company told investors that as many as sixty million accounts were fake.

So what steps can a regulator take when it has established that there is a problem? In very extreme cases it can remove a drug from the market (although in the US, technically drugs usually stay on the market, with the FDA advising against their use). More commonly it will issue a warning to doctors through one of its drug safety updates, a ‘Dear Doctor’ letter, or by changing the ‘label’ (confusingly, in reality, a leaflet) that comes with the drug. Drug-safety updates are sent to most doctors, though it’s not entirely clear whether they are widely read. But, amazingly, when a regulator decides to notify doctors about a side effect, the drug company can contest this, and delay the notice being sent out for months, or even years.

It is a completely selfless love: Tereza did not want anything of Karenin; she did not ever ask him to love her back. Nor had she ever asked herself the questions that plague human couples: Does he love me? Does he love anyone more than me? Does he love me more than I love him? Perhaps all the questions we ask of love, to measure, test, probe, and save it, have the additional effect of cutting it short. Perhaps the reason we are unable to love is that we yearn to be loved, that is, we demand something (love) from our partner instead of delivering ourselves up to him demand-free and asking for nothing but his company.

A monopoly granted either to an individual or to a trading company, has the same effect as a secret in trade or manufactures. The monopolists, by keeping the market constantly understocked by never fully supplying the effectual demand, sell their commodities much above the natural price, and raise their emoluments, whether they consist in wages or profit, greatly above their natural rate. The price of monopoly is upon every occasion the highest which can be got. The natural price, or the price of free competition, on the contrary, is the lowest which can be taken, not upon every occasion indeed, but for any considerable time together. The

optimism in a leader, especially in challenging times, is so vital. Pessimism leads to paranoia, which leads to defensiveness, which leads to risk aversion. Optimism sets a different machine in motion. Especially in difficult moments, the people you lead need to feel confident in your ability to focus on what matters, and not to operate from a place of defensiveness and self-preservation. This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist.

1. Myth: Without God, life has no meaning. There are 1.2 billion Chinese who have no predominant religion, and 1 billion people in India who are predominantly Hindu. And 65% of Japan's 127 million people claim to be non-believers. It is laughable to suggest that none of these billions of people are leading meaningful lives. 2. Myth: Prayer works. Studies have now shown that inter-cessionary prayer has no effect whatsoever of the health or well-being of the subject. 3. Myth: Atheists are immoral. There are hundreds of millions of non-believers on the planet living normal, decent, moral lives. They love their children, care about others, obey laws, and try to keep from doing harm to others just like everyone else. In fact, in predominantly non-believing countries such as in northern Europe, measures of societal health such as life expectancy at birth, adult literacy, per capita income, education, homicide, suicide, gender equality, and political coercion are better than they are in believing societies. 4. Myth: Belief in God is compatible with science. In the past, every supernatural or paranormal explanation of phenomena that humans believed turned out to be mistaken; science has always found a physical explanation that revealed that the supernatural view was a myth. Modern organisms evolved from lower life forms, they weren't created 6,000 years ago in the finished state. Fever is not caused by demon possession. Bad weather is not the wrath of angry gods. Miracle claims have turned out to be mistakes, frauds, or deceptions. We have every reason to conclude that science will continue to undermine the superstitious worldview of religion. 5. Myth: We have immortal souls that survive death. We have mountains of evidence that makes it clear that our consciousness, our beliefs, our desires, our thoughts all depend upon the proper functioning of our brains our nervous systems to exist. So when the brain dies, all of these things that we identify with the soul also cease to exist. Despite the fact that billions of people have lived and died on this planet, we do not have a single credible case of someone's soul, or consciousness, or personality continuing to exist despite the demise of their bodies. 6. Myth: If there is no God, everything is permitted. Consider the billions of people in China, India, and Japan above. If this claim was true, none of them would be decent moral people. So Ghandi, the Buddha, and Confucius, to name only a few were not moral people on this view. 7. Myth: Believing in God is not a cause of evil. The examples of cases where it was someone's belief in God that was the justification for their evils on humankind are too numerous to mention. 8. Myth: God explains the origins of the universe. All of the questions that allegedly plague non-God attempts to explain our origins still apply to the faux explanation of God. The suggestion that God created everything does not make it any clearer to us where it all came from, how he created it, why he created it, where it is all going. In fact, it raises even more difficult mysteries: how did God, operating outside the confines of space, time, and natural law 'create' or 'build' a universe that has physical laws? We have no precedent and maybe no hope of answering or understanding such a possibility. What does it mean to say that some disembodied, spiritual being who knows everything and has all power, 'loves' us, or has thoughts, or goals, or plans? 9. Myth: There's no harm in believing in God. Religious views inform voting, how they raise their children, what they think is moral and immoral, what laws and legislation they pass, who they are friends and enemies with, what companies they invest in, where they donate to charities, who they approve and disapprove of, who they are willing to kill or tolerate, what crimes they are willing to commit, and which wars they are willing to fight.

As CEO, you should have an opinion on absolutely everything. You should have an opinion on every forecast, every product plan, every presentation, and even every comment. Let people know what you think. If you like someone’s comment, give her the feedback. If you disagree, give her the feedback. Say what you think. Express yourself. This will have two critically important positive effects:   Feedback won’t be personal in your company. If the CEO constantly gives feedback, then everyone she interacts with will just get used to it. Nobody will think, “Gee, what did she really mean by that comment? Does she not like me?” Everybody will naturally focus on the issues, not an implicit random performance evaluation.   People will become comfortable discussing bad news. If people get comfortable talking about what each other are doing wrong, then it will be very easy to talk about what the company is doing wrong. High-quality company cultures get their cue from data networking routing protocols: Bad news travels fast and good news travels slowly. Low-quality company cultures take on the personality of the Wicked Witch of the West in The Wiz: “Don’t nobody bring me no bad news.

The brain-disease model takes control over people’s fate out of their own hands and puts doctors and insurance companies in charge of fixing their problems. Over the past three decades psychiatric medications have become a mainstay in our culture, with dubious consequences. Consider the case of antidepressants. If they were indeed as effective as we have been led to believe, depression should by now have become a minor issue in our society. Instead, even as antidepressant use continues to increase, it has not made a dent in hospital admissions for depression. The number of people treated for depression has tripled over the past two decades, and one in ten Americans now take antidepressants.24

Our analyses of the FDA data showed relatively little difference between the effects of antidepressants and the effects of placebos. Indeed, the effects were so small that they did not qualify as clinically significant. The drug companies knew how small the effect of their medications were compared to placebos, and so did the FDA and other regulatory agencies. The companies found various ways to make the data seem more favorable to their products, and the FDA helped them keep their negative data secret. In fact, in some instances, the FDA urged the companies to keep negative data hidden, even when the companies wanted to reveal them. My colleagues and I hadn't really discovered anything new. We had merely revealed their 'dirty little secret'.

In 2005 Rick Santorum, a senator from AccuWeather’s home state of Pennsylvania and a recipient of Myers family campaign contributions, introduced a bill that would have written this idea into law. The bill was a little vague, but it appeared to eliminate the National Weather Service’s website or any other means of communication with the public. It allowed the Weather Service to warn people about the weather just before it was about to kill them, but at no other time—and exactly how anyone would be any good at predicting extreme weather if he or she wasn’t predicting all the other weather was left unclear. Pause a moment to consider the audacity of that maneuver. A private company whose weather predictions were totally dependent on the billions of dollars spent by the U.S. taxpayer to gather the data necessary for those predictions, and on decades of intellectual weather work sponsored by the U.S. taxpayer, and on international data-sharing treaties made on behalf of the U.S. taxpayer, and on the very forecasts that the National Weather Service generated, was, in effect, trying to force the U.S. taxpayer to pay all over again for what the National Weather Service might be able to tell him or her for free.

No one could have handled the stress that Michael was under perfectly, but optimism in a leader, especially in challenging times, is so vital. Pessimism leads to paranoia, which leads to defensiveness, which leads to risk aversion. Optimism sets a different machine in motion. Especially in difficult moments, the people you lead need to feel confident in your ability to focus on what matters, and not to operate from a place of defensiveness and self-preservation. This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist. —

The key is to take a larger project or goal and break it down into smaller problems to be solved, constraining the scope of work to solving a key problem, and then another key problem. This strategy, of breaking a project down into discrete, relatively small problems to be resolved, is what Bing Gordon, a cofounder and the former chief creative officer of the video game company Electronic Arts, calls smallifying. Now a partner at the venture capital firm Kleiner Perkins, Gordon has deep experience leading and working with software development teams. He’s also currently on the board of directors of Amazon and Zynga. At Electronic Arts, Gordon found that when software teams worked on longer-term projects, they were inefficient and took unnecessary paths. However, when job tasks were broken down into particular problems to be solved, which were manageable and could be tackled within one or two weeks, developers were more creative and effective.

Operational effectiveness: necessary but not sufficient Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But they work in very different ways. A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at a lower cost, or do both. The arithmetic of superior profitability then follows: delivering greater value allows a company to charge higher average unit prices; greater efficiency results in lower average unit costs. Ultimately, all differences between companies in cost or price derive from the hundreds of activities required to create, produce, sell, and deliver their products or services, such as calling on customers, assembling final products, and training employees. Cost is generated by performing activities, and cost advantage arises from performing particular activities more

The hamster friend said being able to do front rolls didn't make the hamster as good as Bruce Lee, which was not a true statement and not an untrue statement, because the word 'good' is meaningless until defined within a context and a goal, and hamsters when enjoying the company of other hamsters rarely define or think about contexts and goals, because to do so would make them aware of certain things about the universe that would make them feel a kind of emptiness or 'neutrality of emotion' that is usually desirable only in situations where the hamster wants to stop his or her self-perpetuating cycle of negative thinking, in order to fight severe depression or crippling loneliness. In a situation of severe depression or crippling loneliness caused by a period of time of uncontrollable negative thinking this 'kind of emptiness'--effected by an understanding (of the arbitrary nature of the universe) that is attained by thinking comprehensively about context, goals, and meaning--can be used to neutralize the hamster's automatic and self-perpetuating pattern of negative thoughts, at which point the hamster can form new thoughts, that will cause new behaviors, that will cause new patterns of thought, with which the hamster can better function in life and in relationships with other hamsters.

a stunning glimpse of Buddy, at a later date by innumerable years, quite bereft of my dubious, loving company, writing about this very party on a very large, jet-black, very moving, gorgeous typewriter. He is smoking a cigarette, occasionally clasping his hands and placing them on the top of his head in a thoughtful, exhausted manner. His hair is gray; he is older than you are now, Les! The veins in his hands are slightly prominent in the glimpse, so I have not mentioned the matter to him at all, partially considering his youthful prejudice against veins showing in poor adults’ hands. So it goes. You would think this particular glimpse would pierce the casual witness’s heart to the quick, disabling him utterly, so that he could not bring himself to discuss the glimpse in the least with his beloved, broadminded family. This is not exactly the case; it mostly makes me take an exceedingly deep breath as a simple, brisk measure against getting dizzy. It is his room that pierces me more than anything else. It is all his youthful dreams realized to the full! It has one of those beautiful windows in the ceiling that he has always, to my absolute knowledge, fervently admired from a splendid reader’s distance! All round about him, in addition, are exquisite shelves to hold his books, equipment, tablets, sharp pencils, ebony, costly typewriter, and other stirring, personal effects. Oh, my God, he will be overjoyed when he sees that room, mark my words! It is one of the most smiling, comforting glimpses of my entire life and quite possibly with the least strings attached. In a reckless manner of speaking, I would far from object if that were practically the last glimpse of my life.

Somehow the realization that nothing was to be hoped for had a salutary effect upon me. For weeks and months, for years, in fact, all my life I had been looking forward to something happening, some intrinsic event that would alter my life, and now suddenly, inspired by the absolute hopelessness of everything, I felt relieved, felt as though a great burden had been lifted from my shoulders. At dawn I parted company with the young Hindu, after touching him for a few francs, enough for a room. Walking toward Montparnasse I decided to let myself drift with the tide, to make not the least resistance to fate, no matter in what form it presented itself. Nothing that had happened to me thus far had been sufficient to destroy me; nothing had been destroyed except my illusions. I myself was intact. The world was intact. Tomorrow there might be a revolution, a plague, an earthquake; tomorrow there might not be left a single soul to whom one could turn for sympathy, for aid, for faith. It seemed to me that the great calamity had already manifested itself, that I could be no more truly alone than at this very moment. I made up my mind that I would hold on to nothing, that I would expect nothing, that henceforth I would live as an animal, a beast of prey, a rover, a plunderer. Even if war were declared, and it were my lot to go, I would grab the bayonet and plunge it, plunge it up to the hilt. And if rape were the order of the day then rape I would, and with a vengeance. At this very moment, in the quiet dawn of a new day, was not the earth giddy with crime and distress? Had one single element of man's nature been altered, vitally, fundamentally altered, by the incessant march of history? By what he calls the better part of his nature, man has been betrayed, that is all. At the extreme limits of his spiritual being man finds himself again naked as a savage. When he finds God, as it were, he has been picked clean: he is a skeleton. One must burrow into life again in order to put on flesh. The word must become flesh; the soul thirsts. On whatever crumb my eye fastens, I will pounce and devour. If to live is the paramount thing, then I will live, even if I must become a cannibal. Heretofore I have been trying to save my precious hide, trying to preserve the few pieces of meat that hid my bones. I am done with that. I have reached the limits of endurance. My back is to the wall; I can retreat no further. As far as history goes I am dead. If there is something beyond I shall have to bounce back. I have found God, but he is insufficient. I am only spiritually dead. Physically I am alive. Morally I am free. The world which I have departed is a menagerie. The dawn is breaking on a new world, a jungle world in which the lean spirits roam with sharp claws. If I am a hyena I am a lean and hungry one: I go forth to fatten myself.

When conventional medicine fails, when we must confront pain and death, of course we are open to other prospects for hope. And, after all, some illnesses are psychogenic. Many can be at least ameliorated by a positive cast of mind. Placebos are dummy drugs, often sugar pills. Drug companies routinely compare the effectiveness of their drugs against placebos given to patients with the same disease who had no way to tell the difference between the drug and the placebo. Placebos can be astonishingly effective, especially for colds, anxiety, depression, pain, and symptoms that are plausibly generated by the mind. Conceivably, endorphins -the small brain proteins with morphine-like effects - can be elicited by belief. A placebo works only if the patient believes it’s an effective medicine. Within strict limits, hope, it seems, can be transformed into biochemistry.

The first Embassy to Afghanistan by a western power left the Company's Delhi Residency on 13 October 1808, with the Ambassador accompanied by 200 calvary, 4,000 infantry, a dozen elephants and no fewer than 600 camels. It was dazzling, but it was also clear from this attempt to reach out to the Afghans that the British were not interested in cultivating Shah Shuja's friendship for its own sake, but were concerned only to outflank their imperial rivals: the Afghans were perceived as mere pawns on the chessboard of western diplomacy, to be engaged or sacrificed at will. It was a precedent that was to be followed many other times, by several different powers, over the years and decades to come; and each time the Afghans would show themselves capable of defending their inhospitable terrain far more effectively than any of their would-be manipulators could possibly have suspected.

Her hands felt their way blindly along the ridges and canyons and defiles of the spine, the firm root-spread hillocks of the withers. She rolled her bony knuckles all along the fallen tree of scar tissue at the crest of the back, prying up its branches, loosening its teeth. And it must be having some effect: when she walked Pelter these days he wasn't the sour fellow he used to be, he was sportive, even funny. She had walked him this morning until the rising sun snagged in the hackberry thicket. As they swung around the barn, she took a carrot from her pocket and gave him the butt and noisily toothed the good half herself. He curvetted like a colt, squealed, and cow-kicked alarmingly near her groin. Okay, okay, she said, and handed it over. She was glad there was no man around just then to tell her to show that horse who was boss. When they were back in the stall and she turned to leave, she found he had taken he whole raincoat in his mouth and was chewing it--the one she was wearing. She twisted around with difficulty and pried it out of his mouth. He eyed her ironically. Just between us, is this the sort of horse act I really ought to discipline? she asked him, smoothing out her coat. I simply incline to your company, he replied.

If we accept 'what seems to be' as 'what is', then we can't inquire. I mean, if what seems to be were perfectly coherent, then I'd say 'all right, why question it?' But since it is highly incoherent, I would say there is a good reason to question it. That would be common sense in ordinary areas of life. It does seem that all that is happening—we all want to do things and we can't do what we want. Something else seems to happen which stops us. Some of the people who are running corporations are getting interested in this question because they have the same problem. I know some people who are working in this area, and they find that when their boards get together they can't seem to agree and they can't get the results they intend. That's one of the reasons they are sinking a bit. A fellow named Peter Senge has written a book called The Fifth Discipline. He has analysed some of these questions. I don't say that he's got to the bottom of it, but it's interesting. His analysis shows that very often there are problems because people are not following the effect of their thoughts—that when they think something and something is done, it then spreads out to other companies, and then it comes back a bit later as if it were something else independent.

There is nothing more difficult than understanding human mentality. My master's present mental state is very far from clear; is he feeling angry or lighthearted, or simply seeking solace in the scribblings of some dead philosopher? One just can't tell whether he's mocking the world or yearning to be accepted into its frivolous company, whether he is getting furious over some piddling little matter or holding himself aloof from worldly things. Compared to such complexities, cats are truly simple. If we want to eat, we eat; if we want to sleep, we sleep; when we are angry, we are angry utterly; when we cry, we cry with all the desperation of extreme commitment to our grief. Thus we never keep things like diaries. For what would be the point? No doubt human beings like my two-faced master find it necessary to keep diaries in order to display in a darkened room that true character so assiduously hidden from the world. But among cats both our four main occupations (walking, standing, sitting and lying down) and such incidental activities as excreting waste are pursued quite openly. We live our diaries, and consequently have no need to keep a daily record as a means of maintaining our real characters. Had I the time to keep a diary, I'd use that time to better effect; sleeping on the veranda.

A woman named Cynthia once told me a story about the time her father had made plans to take her on a night out in San Francisco. Twelve-year-old Cynthia and her father had been planning the “date” for months. They had a whole itinerary planned down to the minute: she would attend the last hour of his presentation, and then meet him at the back of the room at about four-thirty and leave quickly before everyone tried to talk to him. They would catch a tram to Chinatown, eat Chinese food (their favourite), shop for a souvenir, see the sights for a while and then “catch a flick” as her dad liked to say. Then they would grab a taxi back to the hotel, jump in the pool for a quick swim (her dad was famous for sneaking in when the pool was closed), order a hot fudge sundae from room service, and watch the late, late show. They discussed the details over and over again before they left. The anticipation was part of the whole experience. This was all going according to plan until, as her father was leaving the convention centre, he ran into an old college friend and business associate. It had been years since they had seen each other, and Cynthia watched as they embraced enthusiastically. His friend said, in effect: “I am so glad you are doing some work with our company now. When Lois and I heard about it we thought it would be perfect. We want to invite you, and of course Cynthia, to get a spectacular seafood dinner down at the Wharf!” Cynthia’s father responded: “Bob, it’s so great to see you. Dinner at the wharf sounds great!” Cynthia was crestfallen. Her daydreams of tram rides and ice cream sundaes evaporated in an instant. Plus, she hated seafood and she could just imagine how bored she would be listening to the adults talk all night. But then her father continued: “But not tonight. Cynthia and I have a special date planned, don’t we?” He winked at Cynthia and grabbed her hand and they ran out of the door and continued with what was an unforgettable night in San Francisco. As it happens, Cynthia’s father was the management thinker Stephen R. Covey (author of The Seven Habits of Highly Effective People) who had passed away only weeks before Cynthia told me this story. So it was with deep emotion she recalled that evening in San Francisco. His simple decision “Bonded him to me forever because I knew what mattered most to him was me!” she said.5 One simple answer is we are unclear about what is essential. When this happens we become defenceless. On the other hand, when we have strong internal clarity it is almost as if we have a force field protecting us from the non-essentials coming at us from all directions. With Rosa it was her deep moral clarity that gave her unusual courage of conviction. With Stephen it was the clarity of his vision for the evening with his loving daughter. In virtually every instance, clarity about what is essential fuels us with the strength to say no to the non-essentials. Stephen R. Covey, one of the most respected and widely read business thinkers of his generation, was an Essentialist. Not only did he routinely teach Essentialist principles – like “The main thing is to keep the main thing the main thing” – to important leaders and heads of state around the world, he lived them.6 And in this moment of living them with his daughter he made a memory that literally outlasted his lifetime. Seen with some perspective, his decision seems obvious. But many in his shoes would have accepted the friend’s invitation for fear of seeming rude or ungrateful, or passing up a rare opportunity to dine with an old friend. So why is it so hard in the moment to dare to choose what is essential over what is non-essential?

In 1970, Alix Kates Shulman, a wife, mother, and writer who had joined the Women's Liberation Movement in New York, wrote a poignant account of how the initial equality and companionship of her marriage had deteriorated once she had children. "[N]ow I was restricted to the company of two demanding preschoolers and to the four walls of an apartment. It seemed unfair that while my husband's life had changed little when the children were born, domestic life had become the only life I had." His job became even more demanding, requiring late nights and travel out of town. Meanwhile it was virtually impossible for her to work at home. "I had no time for myself; the children were always there." Neither she nor her husband was happy with the situation, so they did something radical, which received considerable media coverage: they wrote up a marriage agreement... In it they asserted that "each member of the family has an equal right to his/her own time, work, values and choices... The ability to earn more money is already a privilege which must not be compounded by enabling the larger earner to buy out of his/her duties and put the burden on the one who earns less, or on someone hired from outside." The agreement insisted that domestic jobs be shared fifty-fifty and, get this girls, "If one party works overtime in any domestic job, she/he must be compensated by equal work by the other." The agreement then listed a complete job breakdown... in other worde, the agreement acknowledged the physical and the emotional/mental work involved in parenting and valued both. At the end of the article, Shulman noted how much happier she and her husband were as a result of the agreement. In the two years after its inception, Shulman wrote three children's books, a biography and a novel. But listen, too, to what it meant to her husband, who was now actually seeing his children every day. After the agreement had been in effect for four months, "our daughter said one day to my husband, 'You know, Daddy, I used to love Mommy more than you, but now I love you both the same.

Italy still has a provincial sophistication that comes from its long history as a collection of city states. That, combined with a hot climate, means that the Italians occupy their streets and squares with much greater ease than the English. The resultant street life is very rich, even in small towns like Arezzo and Gaiole, fertile ground for the peeping Tom aspect of an actor’s preparation. I took many trips to Siena, and was struck by its beauty, but also by the beauty of the Siennese themselves. They are dark, fierce, and aristocratic, very different to the much paler Venetians or Florentines. They have always looked like this, as the paintings of their ancestors testify. I observed the groups of young people, the lounging grace with which they wore their clothes, their sense of always being on show. I walked the streets, they paraded them. It did not matter that I do not speak a word of Italian; I made up stories about them, and took surreptitious photographs. I was in Siena on the final day of the Palio, a lengthy festival ending in a horse race around the main square. Each district is represented by a horse and jockey and a pair of flag-bearers. The day is spent by teams of supporters with drums, banners, and ceremonial horse and rider processing round the town singing a strange chanting song. Outside the Cathedral, watched from a high window by a smiling Cardinal and a group of nuns, with a huge crowd in the Cathedral Square itself, the supporters passed, and to drum rolls the two flag-bearers hurled their flags high into the air and caught them, the crowd roaring in approval. The winner of the extremely dangerous horse race is presented with a palio, a standard bearing the effigy of the Virgin. In the last few years the jockeys have had to be professional by law, as when they were amateurs, corruption and bribery were rife. The teams wear a curious fancy dress encompassing styles from the twelfth to the eighteenth centuries. They are followed by gangs of young men, supporters, who create an atmosphere or intense rivalry and barely suppressed violence as they run through the narrow streets in the heat of the day. It was perfect. I took many more photographs. At the farmhouse that evening, after far too much Chianti, I and my friends played a bizarre game. In the dark, some of us moved lighted candles from one room to another, whilst others watched the effect of the light on faces and on the rooms from outside. It was like a strange living film of the paintings we had seen. Maybe Derek Jarman was spying on us.

the fact is, our relationships to these corporations are not unambiguous. some memebers of negativland genuinely liked pepsi products. mca grew up loving star wars and didn't mind having his work sent all over the united states to all the "cool, underground magazines" they were marketing to--why would he? sam gould had a spiritual moment in the shower listening to a cd created, according to sophie wong, so that he would talk about tylenol with his independent artist friends--and he did. many of my friends' daughters will be getting american girl dolls and books as gifts well into the foreseeable future. some skateboarders in washington, dc, were asked to create an ad campaign for the east coast summer tour, and they all love minor threat--why not use its famous album cover? how about shilling for converse? i would have been happy to ten years ago. so what's really changed? the answer is that two important things have changed: who is ultimately accountable for veiled corporate campaigns that occasionally strive to obsfucate their sponsorship and who is requesting our participation in such campaigns. behind converse and nike sb is nike, a company that uses shit-poor labor policies and predatory marketing that effectively glosses over their shit-poor labor policies, even to an audience that used to know better. behind team ouch! was an underground-savvy brainreservist on the payroll of big pharma; behind the recent wave of street art in hip urban areas near you was omd worldwide on behalf of sony; behind your cool hand-stenciled vader shirt was lucasfilm; and behind a recent cool crafting event was toyota. no matter how you participated in these events, whether as a contributor, cultural producer, viewer, or even critic, these are the companies that profited from your attention.

Thus engaged, with her right elbow supported by her left hand, Madame Defarge said nothing when her lord came in, but coughed just one grain of cough. This, in combination with the lifting of her darkly defined eyebrows over her toothpick by the breadth of a line, suggested to her husband that he would do well to look round the shop among the customers, for any new customer who had dropped in while he stepped over the way. The wine-shop keeper accordingly rolled his eyes about, until they rested upon an elderly gentleman and a young lady, who were seated in a corner. Other company were there: two playing cards, two playing dominoes, three standing by the counter lengthening out a short supply of wine. As he passed behind the counter, he took notice that the elderly gentleman said in a look to the young lady, "This is our man." "What the devil do you do in that galley there?" said Monsieur Defarge to himself; "I don't know you." But, he feigned not to notice the two strangers, and fell into discourse with the triumvirate of customers who were drinking at the counter. "How goes it, Jacques?" said one of these three to Monsieur Defarge. "Is all the spilt wine swallowed?" "Every drop, Jacques," answered Monsieur Defarge. When this interchange of Christian name was effected, Madame Defarge, picking her teeth with her toothpick, coughed another grain of cough, and raised her eyebrows by the breadth of another line. "It is not often," said the second of the three, addressing Monsieur Defarge, "that many of these miserable beasts know the taste of wine, or of anything but black bread and death. Is it not so, Jacques?" "It is so, Jacques," Monsieur Defarge returned. At this second interchange of the Christian name, Madame Defarge, still using her toothpick with profound composure, coughed another grain of cough, and raised her eyebrows by the breadth of another line. The last of the three now said his say, as he put down his empty drinking vessel and smacked his lips. "Ah! So much the worse! A bitter taste it is that such poor cattle always have in their mouths, and hard lives they live, Jacques. Am I right, Jacques?" "You are right, Jacques," was the response of Monsieur Defarge. This third interchange of the Christian name was completed at the moment when Madame Defarge put her toothpick by, kept her eyebrows up, and slightly rustled in her seat. "Hold then! True!" muttered her husband. "Gentlemen--my wife!" The three customers pulled off their hats to Madame Defarge, with three flourishes. She acknowledged their homage by bending her head, and giving them a quick look. Then she glanced in a casual manner round the wine-shop, took up her knitting with great apparent calmness and repose of spirit, and became absorbed in it. "Gentlemen," said her husband, who had kept his bright eye observantly upon her, "good day. The chamber, furnished bachelor- fashion, that you wished to see, and were inquiring for when I stepped out, is on the fifth floor. The doorway of the staircase gives on the little courtyard close to the left here," pointing with his hand, "near to the window of my establishment. But, now that I remember, one of you has already been there, and can show the way. Gentlemen, adieu!" They paid for their wine, and left the place. The eyes of Monsieur Defarge were studying his wife at her knitting when the elderly gentleman advanced from his corner, and begged the favour of a word. "Willingly, sir," said Monsieur Defarge, and quietly stepped with him to the door. Their conference was very short, but very decided. Almost at the first word, Monsieur Defarge started and became deeply attentive. It had not lasted a minute, when he nodded and went out. The gentleman then beckoned to the young lady, and they, too, went out. Madame Defarge knitted with nimble fingers and steady eyebrows, and saw nothing.

There are certain men who are sacrosanct in history; you touch on the truth of them at your peril. These are such men as Socrates and Plato, Pericles and Alexander, Caesar and Augustus, Marcus Aurelius and Trajan, Martel and Charlemagne, Edward the Confessor and William of Falaise, St. Louis and Richard and Tancred, Erasmus and Bacon, Galileo and Newton, Voltaire and Rousseau, Harvey and Darwin, Nelson and Wellington. In America, Penn and Franklin, Jefferson and Jackson and Lee. There are men better than these who are not sacrosanct, who may be challenged freely. But these men may not be. Albert Pike has been elevated to this sacrosanct company, though of course to a minor rank. To challenge his rank is to be overwhelmed by a torrent of abuse, and we challenge him completely. Looks are important to these elevated. Albert Pike looked like Michelangelo's Moses in contrived frontier costume. Who could distrust that big man with the great beard and flowing hair and godly glance? If you dislike the man and the type, then he was pompous, empty, provincial and temporal, dishonest, and murderous. But if you like the man and the type, then he was impressive, untrammeled, a man of the right place and moment, flexible or sophisticated, and firm. These are the two sides of the same handful of coins. He stole (diverted) Indian funds and used them to bribe doubtful Indian leaders. He ordered massacres of women and children (exemplary punitive operations). He lied like a trooper (he was a trooper). He effected assassinations (removal of semi-military obstructions). He forged names to treaties (astute frontier politics). He was part of a weird plot by men of both the North and South to extinguish the Indians whoever should win the war (devotion to the ideal of national growth ) . He personally arranged twelve separate civil wars among the Indians (the removal of the unfit) . After all, those were war years; and he did look like Moses, and perhaps he sounded like him.

Several years ago I was lecturing in British Columbia. Dr [Simon] Wessely was speaking and he gave a thoroughly enjoyable lecture on M.E. and CFS. He had the hundreds of staff physicians laughing themselves silly over the invented griefs of the M.E. and CFS patients who according to Dr Wessely had no physical illness what so ever but a lot of misguided imagination. I was appalled at his sheer effectiveness, the amazing control he had over the minds of the staid physicians….His message was very clear and very simple. If I can paraphrase him: “M.E. and CFS are non-existent illnesses with no pathology what-so-ever. There is no reason why they all cannot return to work tomorrow. The next morning I left by car with my crew and arrived in Kelowna British Columbia that afternoon. We were staying at a patient’s house who had severe M.E. with dysautanomia and was for all purposes bed ridden or house bound most of the day. That morning she had received a phone call from her insurance company in Toronto. (Toronto is approximately 2742 miles from Vancouver). The insurance call was as follows and again I paraphrase: “Physicians at a University of British Columbia University have demonstrated that there is no pathological or physiological basis for M.E. or CFS. Your disability benefits have been stopped as of this month. You will have to pay back the funds we have sent you previously. We will contact you shortly with the exact amount you owe us”. That night I spoke to several patients or their spouses came up to me and told me they had received the same message. They were in understandable fear. What is important about this story is that at that meeting it was only Dr Wessely who was speaking out against M.E. and CFS and how … were the insurance companies in Toronto and elsewhere able to obtain this information and get back to the patients within a 24 hour period if Simon Wessely was not working for the insurance industry… I understand that it was also the insurance industry who paid for Dr Wessely’s trip to Vancouver.

When an independent company undertakes to travel across the plains, they are generally too independent for their own safety and good. There never was and never will be a people in heaven nor on earth, in time nor in eternity, that can be considered truly and entirely independent of counsel and direction. Our independent companies entertain the same mistaken views of independence as people generally do of the independence of a Republican Government. Man in his ignorance is impatient of control, and when he finds himself from under its influence he supposes that he is then independent, or, in other words, that he is a free man. Independence so viewed and so employed, either individually or collectively, religiously or politically, must open a wide arena of action for all the evil, selfish and malignant qualities of depraved men, introducing distraction into every ramification of society, destroying confidence, checking the onward progress of industry and universal prosperity, and bringing in famine, pestilence and destruction everywhere. . . . Individual self-government lies at the root of all true and effective government, whether in heaven or on earth. Those who govern should be wiser and better than the governed, that the lesser may be blessed of the greater. Were this so, then the people would willingly repose their dearest interests to the trusts of their rulers or leaders, and with a feeling of pleasure bow to and carry out to the letter their instructions and conclusions on all matters that pertained to the general good. This will apply to great kingdoms and mighty nations, to small companies of immigrants crossing the plains, or to the home circle. A Republican Government in the hands of a wicked people must terminate in woe to that people, but in the hands of the righteous it is everlasting, while its power reaches to heaven.

Roosevelt fought hard for the United States to host the opening session [of the United Nations]; it seemed a magnanimous gesture to most of the delegates. But the real reason was to better enable the United States to eavesdrop on its guests. Coded messages between the foreign delegations and their distant capitals passed through U.S. telegraph lines in San Francisco. With wartime censorship laws still in effect, Western Union and the other commercial telegraph companies were required to pass on both coded and uncoded telegrams to U.S. Army codebreakers. Once the signals were captured, a specially designed time-delay device activated to allow recorders to be switched on. Devices were also developed to divert a single signal to several receivers. The intercepts were then forwarded to Arlington Hall, headquarters of the Army codebreakers, over forty-six special secure teletype lines. By the summer of 1945 the average number of daily messages had grown to 289,802, from only 46,865 in February 1943. The same soldiers who only a few weeks earlier had been deciphering German battle plans were now unraveling the codes and ciphers wound tightly around Argentine negotiating points. During the San Francisco Conference, for example, American codebreakers were reading messages sent to and from the French delegation, which was using the Hagelin M-209, a complex six-wheel cipher machine broken by the Army Security Agency during the war. The decrypts revealed how desperate France had become to maintain its image as a major world power after the war. On April 29, for example, Fouques Duparc, the secretary general of the French delegation, complained in an encrypted note to General Charles de Gaulle in Paris that France was not chosen to be one of the "inviting powers" to the conference. "Our inclusion among the sponsoring powers," he wrote, "would have signified, in the eyes of all, our return to our traditional place in the world." In charge of the San Francisco eavesdropping and codebreaking operation was Lieutenant Colonel Frank B. Rowlett, the protégé of William F. Friedman. Rowlett was relieved when the conference finally ended, and he considered it a great success. "Pressure of work due to the San Francisco Conference has at last abated," he wrote, "and the 24-hour day has been shortened. The feeling in the Branch is that the success of the Conference may owe a great deal to its contribution." The San Francisco Conference served as an important demonstration of the usefulness of peacetime signals intelligence. Impressive was not just the volume of messages intercepted but also the wide range of countries whose secrets could be read. Messages from Colombia provided details on quiet disagreements between Russia and its satellite nations as well as on "Russia's prejudice toward the Latin American countries." Spanish decrypts indicated that their diplomats in San Francisco were warned to oppose a number of Russian moves: "Red maneuver . . . must be stopped at once," said one. A Czechoslovakian message indicated that nation's opposition to the admission of Argentina to the UN. From the very moment of its birth, the United Nations was a microcosm of East-West spying. Just as with the founding conference, the United States pushed hard to locate the organization on American soil, largely to accommodate the eavesdroppers and codebreakers of NSA and its predecessors.

Oscar’s breath warmed the back of her head, his lips brushing against her hair, loosened from a braid. He drew a lock away from her neck and kissed the skin just beneath her earlobe, against the throb of her quickening pulse. Like the blackness outside the dome of lamplight, there seemed to be nothing more in the world than his lips, his touch, and the flood of heat consuming her. With a gentle nudge, Oscar turned her toward him. He looked at her the way he had in the Grampains meadow-as if she was the most fascinating woman he’d ever seen. Under his gaze she felt fascinating, too. Capivating…wanted. He traced her jaw with his lips, kissing the angle of her neck ever so tenderly, as though he weren’t certain she wanted him, too. Camille closed the inch of space left between them, her body pressing against his. The muscles in his chest and arms tightened. He was wanted, and she needed to show him how much. No one was there to watch, no one to judge, or tell her the lips caressing her were unworthy of tasting her skin. With those very thoughts, Oscar’s grip loosened. His lips retreated. “This isn’t right,” he whispered, catching his breath. Camille stared at him, her hurt and disappointment plain on her face. “You’re engaged, Camille.” He looked around the room. His eyes rested on the bed. “I shouldn’t be here.” All of a sudden, Camille completely and fully detested Randall. Good, sweet, well-meaning Randall infuriated her with his mere existence, with his big sapphire ring and his marriage proposal and his bright, wealthy future as the savior of Rowen & Company. She didn’t want any of it if it meant she couldn’t have Oscar’s kisses, the return of his hands, and his body pressed close to her own. “I want you here,” she said, the words unable to express the desires stampeding her mind. Oscar licked his lips but stepped toward the doorway. “I can’t. If you’re going to marry Randall-“ Camille hushed him. “No, don’t. Please, don’t.” She didn’t want to hear Randall’s name coming from Oscar’s lips, not when she so desperately wanted to kiss them. “He’s not here. And you are, and…what if you stayed?” she asked, unable to believe the words had come from her mouth. He lost the tense hold of his shoulders and stared at her with disbelief. “Nothing improper, of course,” she added quickly. “What if you just stayed until…until I fell asleep?” Citrus and cloves charged through her sense with their dizzying effect as Oscar stepped back inside the room. He tilted his head and looked sideways at her. “Just until you fall asleep?” She nodded, her throat too tight with nerves to speak.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.