Example Senior Quotes

I won't say that all senior citizens who can't master technology should be publicly flogged, but if we made an example of one or two, it might give the others incentive to try harder.

For example, how much do you think a senior vice president of Microsoft who came from McKinsey knows about starting a company?

It was a happy day for me when that astronaut left the office, but in retrospect, I learned a lot from him. For example, that if you need to make a strong criticism, it’s a bad idea to lash out wildly; be surgical, pinpoint the problem rather than attack the person. Never ridicule a colleague, even with an offhand remark, no matter how tempting it is or how hilarious the laugh line. The more senior you are, the greater the impact your flippant comment will have. Don’t snap at the people who work with you. When you see red, count to 10.

If there are significant differences in the surveys to be found, they frequently suggest that whites, particularly white youth, are more likely to engage in illegal drug dealing than people of color.11 One study, for example, published in 2000 by the National Institute on Drug Abuse reported that white students use cocaine at seven times the rate of black students, use crack cocaine at eight times the rate of black students, and use heroin at seven times the rate of black students.12 That same survey revealed that nearly identical percentages of white and black high school seniors use marijuana. The National Household Survey on Drug Abuse reported in 2000 that white youth aged 12–17 are more than a third more likely to have sold illegal drugs than African American youth.13 Thus

When talliea are taken, companies wind up wondering why 99 percent of their senior employees ae white men. Then they blame us -- accusing women, for example, of having "opted out" to take care of their children. But in many cases I knew about, women left because they were sick of all the boorish ice-cream licking, real and metaphorical, not because they were seized by a sudden overpowering desire to take their babies to Gymboree class.

Sentimentality is “subjecting reason to desire,” as Dante says of carnal sinners in the Inferno, putting reason to the use of feeling rather than the right way around. Gluttons, for example, spend their intelligence in the service of their bellies; and so it is with the avaricious and those who cannot control their tempers or who are infantile about sex. Mere sentimentality is a pathetic thing. It is the vice of weak people, disdained rather than abhorred, an object of ridicule rather than wrath.

Our stories may not always be pleasant as they’re being lived. They can in fact be just the opposite, acquiring a warm hue only in retrospect. “I think this boils down to a philosophical question rather than a psychological one,” Tom Gilovich, a professor of psychology at Cornell, tells me. “Should you value moment-to-moment happiness more than retrospective evaluations of your life?” He says he has no answer for this, but the example he offers suggests a bias.

What I discovered was that senior executives often presided. They organized work, then waited to review it when it was done. You were a worker early in your career, but once you climbed to the top, your role was to preside over a process. Well, my kind of executives dig into the details, work the problems day to day, and lead by example, not title. They take personal ownership of and responsibility for the end result. They see themselves as drivers rather than as a box high on the organization chart.

Eliciting peak performance means going up against something or somebody. Let me give you a simple example. For years the performance of the Intel facilities maintenance group, which is responsible for keeping our buildings clean and neat, was mediocre, and no amount of pressure or inducement seemed to do any good. We then initiated a program in which each building’s upkeep was periodically scored by a resident senior manager, dubbed a “building czar.” The score was then compared with those given the other buildings. The condition of all of them dramatically improved almost immediately. Nothing else was done; people did not get more money or other rewards. What they did get was a racetrack, an arena of competition. If your work is facilities maintenance, having your building receive the top score is a powerful source of motivation. This is key to the manager’s approach and involvement: he has to see the work as it is seen by the people who do that work every day and then create indicators so that his subordinates can watch their “racetrack” take shape.

The big celebration, the wedding or housewarming, takes place not when the debt is discharged, but when it is undertaken. What is emphasized on TV, for example, is not the middle-aged man who has finally paid off his mortgage, but the young man who moves into his new home with his family, proudly waving the papers he has just signed and which will bind him for most of his productive years. After he has paid his debts—the mortgage, the college expenses for his children and his insurance—he is regarded as a problem, a “senior citizen” for whom society must provide not only material comforts but a new “purpose.

A similar discrepancy between objective proclaimed and objective practised can be observed in most organisations. For example, one could mistakenly believe that the principal objective of universities is to educate students. But for Ackoff, the principal objective of a university is to provide job security and increase the standard of living and quality of life of those members of the faculty and administration who make the critical decisions. Teaching is the price that faculty members must pay to share in the benefits provided. Like any price, they try to minimise it. Note that the more senior and politically powerful teaching members of the faculty are, the less teaching they do.

Neighbors turned surly; petty jealousies flared into denunciations made to the SA—the Storm Troopers—or to the newly founded Geheime Staatspolizei, only just becoming known by its acronym, Gestapo (GEheime STAatsPOlizei), coined by a post office clerk seeking a less cumbersome way of identifying the agency. The Gestapo’s reputation for omniscience and malevolence arose from a confluence of two phenomena: first, a political climate in which merely criticizing the government could get one arrested, and second, the existence of a populace eager not just to step in line and become coordinated but also to use Nazi sensitivities to satisfy individual needs and salve jealousies. One study of Nazi records found that of a sample of 213 denunciations, 37 percent arose not from heartfelt political belief but from private conflicts, with the trigger often breathtakingly trivial. In October 1933, for example, the clerk at a grocery store turned in a cranky customer who had stubbornly insisted on receiving three pfennigs in change. The clerk accused her of failure to pay taxes. Germans denounced one another with such gusto that senior Nazi officials urged the populace to be more discriminating as to what circumstances might justify a report to the police. Hitler himself acknowledged, in a remark to his minister of justice, “we are living at present in a sea of denunciations and human meanness.

A more recent concern relates to “financialization” and associated short-termism. Financialization is the growing importance of norms, metrics, and incentives from the financial sector to the wider economy. Some of the concerns expressed are that, for example, managers are increasingly awarded stock options to align their incentives with those of shareholders; companies are often explicitly managed to increase short-term shareholder value; and financial engineering, such as share buybacks and earnings management, has become a more important part of senior managers’ jobs. The end result is that rather than finance serving business, business serves finance: the tail wags the dog. What John Kay described as “obliquity,” the idea that making money was a consequence of, or a second-order benefit of, serving one’s customers and building good businesses, is driven out (Kay 2010).

astonishing number of senior leaders are systemically incapable of identifying their organization’s most glaring and dangerous shortcomings. This is not a function of stupidity, but rather stems from two routine pressures that constrain everybody’s thinking and behavior. The first is comprised of cognitive biases, such as mirror imaging, anchoring, and confirmation bias. These unconscious motivations on decision-making under uncertain conditions make it inherently difficult to evaluate one’s own judgments and actions. As David Dunning, a professor of psychology at Cornell University, has shown in countless environments, people who are highly incompetent in terms of their skills or knowledge are also terrible judges of their own performance. For example, people who perform the worst on pop quizzes also have the widest variance between how they thought they performed and the actual score that they earned.22

The attempt to develop a sense of humor and to see things in a humorous light is some kind of a trick learned while mastering the art of living. Yet it is possible to practice the art of living even in a concentration camp, although suffering is omnipresent. To draw an analogy: a man’s suffering is similar to the behavior of gas. If a certain quantity of gas is pumped into an empty chamber, it will fill the chamber completely and evenly, no matter how big the chamber. Thus suffering completely fills the human soul and conscious mind, no matter whether the suffering is great or little. Therefore the “size” of human suffering is absolutely relative. It also follows that a very trifling thing can cause the greatest of joys. Take as an example something that happened on our journey from Auschwitz to the camp affiliated with Dachau. We had all been afraid that our transport was heading for the Mauthausen camp. We became more and more tense as we approached a certain bridge over the Danube which the train would have to cross to reach Mauthausen, according to the statement of experienced traveling companions. Those who have never seen anything similar cannot possibly imagine the dance of joy performed in the carriage by the prisoners when they saw that our transport was not crossing the bridge and was instead heading “only” for Dachau. And again, what happened on our arrival in that camp, after a journey lasting two days and three nights? There had not been enough room for everybody to crouch on the floor of the carriage at the same time. The majority of us had to stand all the way, while a few took turns at squatting on the scanty straw which was soaked with human urine. When we arrived the first important news that we heard from older prisoners was that this comparatively small camp (its population was 2,500) had no “oven,” no crematorium, no gas! That meant that a person who had become a “Moslem” could not be taken straight to the gas chamber, but would have to wait until a so-called “sick convoy” had been arranged to return to Auschwitz. This joyful surprise put us all in a good mood. The wish of the senior warden of our hut in Auschwitz had come true: we had come, as quickly as possible, to a camp which did not have a “chimney”—unlike Auschwitz. We laughed and cracked jokes in spite of, and during, all we had to go through in the next few hours.

ISIS was forced out of all its occupied territory in Syria and Iraq, though thousands of ISIS fighters are still present in both countries. Last April, Assad again used sarin gas, this time in Idlib Province, and Russia again used its veto to protect its client from condemnation and sanction by the U.N. Security Council. President Trump ordered cruise missile strikes on the Syrian airfield where the planes that delivered the sarin were based. It was a minimal attack, but better than nothing. A week before, I had condemned statements by Secretary of State Rex Tillerson and U.N. Ambassador Nikki Haley, who had explicitly declined to maintain what had been the official U.S. position that a settlement of the Syrian civil war had to include Assad’s removal from power. “Once again, U.S. policy in Syria is being presented piecemeal in press statements,” I complained, “without any definition of success, let alone a realistic plan to achieve it.” As this book goes to the publisher, there are reports of a clash between U.S. forces in eastern Syria and Russian “volunteers,” in which hundreds of Russians were said to have been killed. If true, it’s a dangerous turn of events, but one caused entirely by Putin’s reckless conduct in the world, allowed if not encouraged by the repeated failures of the U.S. and the West to act with resolve to prevent his assaults against our interests and values. In President Obama’s last year in office, at his invitation, he and I spent a half hour or so alone, discussing very frankly what I considered his policy failures, and he believed had been sound and necessary decisions. Much of that conversation concerned Syria. No minds were changed in the encounter, but I appreciated his candor as I hoped he appreciated mine, and I respected the sincerity of his convictions. Yet I still believe his approach to world leadership, however thoughtful and well intentioned, was negligent, and encouraged our allies to find ways to live without us, and our adversaries to try to fill the vacuums our negligence created. And those trends continue in reaction to the thoughtless America First ideology of his successor. There are senior officials in government who are trying to mitigate those effects. But I worry that we are at a turning point, a hinge of history, and the decisions made in the last ten years and the decisions made tomorrow might be closing the door on the era of the American-led world order. I hope not, and it certainly isn’t too late to reverse that direction. But my time in that fight has concluded. I have nothing but hope left to invest in the work of others to make the future better than the past. As of today, as the Syrian war continues, more than 400,000 people have been killed, many of them civilians. More than five million have fled the country and more than six million have been displaced internally. A hundred years from now, Syria will likely be remembered as one of the worst humanitarian catastrophes of the twenty-first century, and an example of human savagery at its most extreme. But it will be remembered, too, for the invincibility of human decency and the longing for freedom and justice evident in the courage and selflessness of the White Helmets and the soldiers fighting for their country’s freedom from tyranny and terrorists. In that noblest of human conditions is the eternal promise of the Arab Spring, which was engulfed in flames and drowned in blood, but will, like all springs, come again.

gave up on the idea of creating “socialist men and women” who would work without monetary incentives. In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow. Even when bonuses and incentives were effective in changing behavior, they often created other problems. Central planning was just not good at replacing what the great eighteenth-century economist Adam Smith called the “invisible hand” of the market. When the plan was formulated in tons of steel sheet, the sheet was made too heavy. When it was formulated in terms of area of steel sheet, the sheet was made too thin. When the plan for chandeliers was made in tons, they were so heavy, they could hardly hang from ceilings. By the 1940s, the leaders of the Soviet Union, even if not their admirers in the West, were well aware of these perverse incentives. The Soviet leaders acted as if they were due to technical problems, which could be fixed. For example, they moved away from paying bonuses based on output targets to allowing firms to set aside portions of profits to pay bonuses. But a “profit motive” was no more encouraging to innovation than one based on output targets. The system of prices used to calculate profits was almost completely unconnected to the value of new innovations or technology. Unlike in a market economy, prices in the Soviet Union were set by the government, and thus bore little relation to value. To more specifically create incentives for innovation, the Soviet Union introduced explicit innovation bonuses in 1946. As early as 1918, the principle had been recognized that an innovator should receive monetary rewards for his innovation, but the rewards set were small and unrelated to the value of the new technology. This changed only in 1956, when it was stipulated that the bonus should be proportional to the productivity of the innovation. However, since productivity was calculated in terms of economic benefits measured using the existing system of prices, this was again not much of an incentive to innovate. One could fill many pages with examples of the perverse incentives these schemes generated. For example, because the size of the innovation bonus fund was limited by the wage bill of a firm, this immediately reduced the incentive to produce or adopt any innovation that might have economized on labor.

In the Westerville, Ohio, school district, for example, a union contract provision stipulated that a coin flip would be used to determine seniority if two teachers were hired on the same day. One might be a great teacher, the other awful; it makes no difference. That is how much importance unions place on teacher quality.

Luxor attack in 1997 in which Al-Jamaa Al-Islamiya killed fifty-eight tourists and four Egyptians outside a pharaonic temple. In the same year, an ambush near the Egyptian museum in downtown Cairo by the group took the lives of nine tourists. In 1995, eighteen Greek tourists had been killed close to the Pyramids. But the violence was not only directed at the ‘infidel Westerners’ (though they, and the tourism industry, were especially prized victims). Egyptians also suffered: between 1982 and 2000, more than 2,000 Egyptians died in terror attacks – from the speaker of parliament to a number of secular writers and commentators (for example, Farag Foda, a prominent and controversial writer, was assassinated in 1992, and in 1994 an assassination attempt was made against Egypt's Nobel Literature Laureate Naguib Mahfouz), to a series of senior police officers,39 and children caught up in the blasts.

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

We discovered, to give one example, that our client’s three top brokers handled the 10 biggest accounts. By sharing these big accounts out among more brokers, and by dedicating one senior and one junior broker to each of the three largest customers, we actually increased total sales from these accounts. Rather than divide up the pie more fairly, we increased the size of the pie. Thus, 80/20 gave us a jump-start in solving the client’s problem.

When you ask people about the best leader they ever had, one quality is always mentioned: they are good listeners. These leaders have learned to “sort by others.” When someone says, “It’s a beautiful day,” they respond by keeping the focus on the speaker. For example, they’ll respond, “It sounds like you’re pretty happy today.” Poor listeners “sort by self.” If you express a concern you have, they will express a concern they have. Our senior consulting partner, Laurie Hawkins, is a great listener. Clients tell me, “I had the greatest dinner with Laurie recently. He’s a wonderful person.” When I ask what they know about Laurie—whether he’s married or has kids—they seldom know. They loved being with Laurie because he kept the conversation focused on them. Test the power of listening by taking time to truly listen and focus on others.

At the beginning of the Cold War, George Kennan, a senior U.S. diplomat, advised his country to “contain” Soviet communism rather than capitulate to or crusade against it. Containment entailed not only military and economic strength, not only diplomacy, but also soft power—the attractiveness of a good example. Crucial, he wrote in 1947, was “the degree to which the United States can create among the peoples of the world generally the impression of a country which knows what it wants, which is coping successfully with the problem of its internal life and with the responsibilities of a World Power, and which has a spiritual vitality capable of holding its own among the major ideological currents of the time.”19 Kennan knew that the United States could do this, but knew that it might not, and he saw with a clear eye what would happen if it did not. He understood then what Americans should understand today: that their ability to negotiate their country’s internal divisions and their confidence in their constitutional democracy have consequences for the wider world. Now, as then, what happens within America is not just about America.

How Much Money Can We Afford To Give To Charity? Knowing how much money you can safely give to charity is challenging for everyone. Who doesn’t want to give more to make the world a better place? On the other hand, no one wants to become a charity case as a result of giving too much to charity. On average, Americans who itemize their deductions donate about three or four percent of their income to charity. About 20% give more than 10% of their income to charity. Here are some tips to help you find the right level of donations for your family: You can probably give more than you think. Focus on one, two or maybe three causes rather than scattering money here and there. Volunteer your time toward your cause, too. The money you give shouldn’t be the money you’d save for college or retirement. You can organize your personal finances to empower you to give more. Eliminating debt will enable you to give much more. The interest you may be paying is eating into every good and noble thing you’d like to do. You can cut expenses significantly over time by driving your cars for a longer period of time; buying cars—the transaction itself—is expensive. Stay in your home longer. By staying in your home for a very long time, your mortgage payment will slowly shrink (in economic terms)with inflation, allowing you more flexibility over time to donate to charity. Make your donations a priority. If you only give what is left, you won’t be giving much. Make your donations first, then contribute to savings and, finally, spend what is left. Set a goal for contributing to charity, perhaps as a percentage of your income. Measure your financial progress in all areas, including giving to charity. Leverage your contributions by motivating others to give. Get the whole family involved in your cause. Let the kids donate their time and money, too. Get your extended family involved. Get the neighbors involved. You will have setbacks. Don’t be discouraged by setbacks. Think long term. Everything counts. One can of soup donated to a food bank may feed a hungry family. Little things add up. One can of soup every week for years will feed many hungry families. Don’t be ashamed to give a little. Everyone can do something. When you can’t give money, give time. Be patient. You are making a difference. Don’t give up on feeding hungry people because there will always be hungry people; the ones you feed will be glad you didn’t give up. Set your ego aside. You can do more when you’re not worried about who gets the credit. Giving money to charity is a deeply personal thing that brings joy both to the families who give and to the families who receive. Everyone has a chance to do both in life. There Are Opportunities To Volunteer Everywhere If you and your family would like to find ways to volunteer but aren’t sure where and how, the answer is just a Google search away. There may be no better family activity than serving others together. When you can’t volunteer as a team, remember you set an example for your children whenever you serve. Leverage your skills, talents and training to do the most good. Here are some ideas to get you started either as a family or individually: Teach seniors, the disabled, or children about your favorite family hobbies.

respect for this, people don’t have respect for that. No manners these days.  She watched as the steam shot out of the spout and Cake lifted it gently off the heat, pouring the dark liquid into a cup that read Sweat is just your fat crying. She smiled a little and took it.  ‘You know,’ he said, ‘no pressure or anything, but there’s an open competition coming up and—’ Her phone started buzzing in her rucksack on the chair just inside the door, cutting him off. She put her coffee down, a little glad they didn’t have to have this conversation again. ‘Hold that thought,’ she said, unzipping it and fishing around under the hydration bladder. She pulled it out, held up a finger to signify that she’d just be a minute, and then took the call, stepping back into the gym. Behind her, Cake slurped on his coffee. ‘Roper,’ she said, lifting it to her ear, drawing in a lungful of stale sweat. ‘What is it?’ ‘Got a body,’ he said bluntly, the heavy night of drinking apparent in his gruff voice. No doubt he’d been woken up by a call from DCI Smith a few minutes before. He was grunting like he was trying to pull on a pair of trousers. ‘Washed up in the Lea this morning. Fresh one. Hour or two in the water at the most, supposedly.’ She pressed her lips together, rolling it over in her mind. ‘A body? Bit above our pay grade, isn’t it?’ Roper grumbled. He’d been a detective for years, but a few bad cases had him working larceny and assaults mostly. A body was usually reserved for the more senior investigators. ‘Maybe we’re moving up. Maybe it’s because Henley’s finally come to his senses and seen that we’re shining examples of what detectives should be in this goddamn city.’ ‘What’s the real reason?’ He sighed and she could almost smell the beer and whiskey on his breath. ‘It’s a homeless kid. Arms all tracked out. Drowned by the look of it.’ ‘So why’s this being kicked up to us and not being logged as accidental or—’ ‘Kid’s hands were zip-tied together and his fingernails have been ripped off.

Suppose You Were Asked To....?' It would help to give the person a cultural shock by forecasting a change in job profile. For example, if you are interviewing a Chartered Accountant for a senior financial post, ask him, "What if we ask you to head the marketing department in a year's time?" The answer will tell you his ability for 'change management'. The more a person is adaptable to change, the more the benefit for both the parties.

The more ambitious the OKR, the greater the risk of overlooking a vital criterion. To safeguard quality while pushing for quantitative deliverables, one solution is to pair key results—to measure “both effect and counter-effect,” as Grove wrote in High Output Management. When key results focus on output, Grove noted: [T]heir paired counterparts should stress the quality of [the] work. Thus, in accounts payable, the number of vouchers processed should be paired with the number of errors found either by auditing or by our suppliers. For another example, the number of square feet cleaned by a custodial group should be paired with a . . . rating of the quality of work as assessed by a senior manager with an office in that building.

Warren’s actions on Little Round Top on July 2 demonstrated clearly how a senior leader in the heat of crisis should recognize a threat, assess its danger, form a workable plan, and follow it through to execution. A century later, his decision making on July 2 became a standard example of sound command initiative used in U.S. Army leadership manuals.

her 2003 book Raising America, Ann Hulbert makes a virtuoso survey of twentieth-century child-rearing practices and finds many examples predating the present day. At the turn of the twentieth century, a time when more and more women were college-bound, child-rearing experts proclaimed that higher education was the perfect preparation for motherhood because children were endlessly interesting subjects of study and therefore infinitely worthy subjects of cultivation.

With the exception of a few supporters at Bell Laboratories who understood digital technology, AT&T continued to resist the idea. The most outspoken skeptics were some of AT&T’s most senior technical people. “After I heard the melodic refrain of ‘bullshit’ often enough,” Baran recalled, “I was motivated to go away and write a series of detailed memoranda papers, to show, for example, that algorithms were possible that allowed a short message to contain all the information it needed to find its own way through the network.” With each objection answered, another was raised and another piece of a report had to be written. By the time Baran had answered all of the concerns raised by the defense, communications, and computer science communities, nearly four years had passed and his volumes numbered eleven.

For example, the early Girl Scout handbooks preached an ethic of self-sacrifice and self-effacement. The chief obstacle to happiness, the handbook exhorted, comes from the overeager desire to have people think about you. By 1980, as James Davison Hunter has pointed out, the tone was very different. You Make the Difference: The Handbook for Cadette and Senior Girl Scouts was telling girls to pay more attention to themselves: “How can you get more in touch with you? What are you feeling?…Every option available to you through Senior Scouting can, in some way, help you to a better understanding of yourself…. Put yourself in the ‘center stage’ of your thoughts to gain perspective on your own ways of feeling, thinking and acting.”7

Over the past thirty years the orthodox view that the maximisation of shareholder value would lead to the strongest economic performance has come to dominate business theory and practice, in the US and UK in particular.42 But for most of capitalism’s history, and in many other countries, firms have not been organised primarily as vehicles for the short-term profit maximisation of footloose shareholders and the remuneration of their senior executives. Companies in Germany, Scandinavia and Japan, for example, are structured both in company law and corporate culture as institutions accountable to a wider set of stakeholders, including their employees, with long-term production and profitability their primary mission. They are equally capitalist, but their behaviour is different. Firms with this kind of model typically invest more in innovation than their counterparts focused on short-term shareholder value maximisation; their executives are paid smaller multiples of their average employees’ salaries; they tend to retain for investment a greater share of earnings relative to the payment of dividends; and their shares are held on average for longer by their owners. And the evidence suggests that while their short-term profitability may (in some cases) be lower, over the long term they tend to generate stronger growth.43 For public policy, this makes attention to corporate ownership, governance and managerial incentive structures a crucial field for the improvement of economic performance. In short, markets are not idealised abstractions, but concrete and differentiated outcomes arising from different circumstances.

In his first class of the day, correlated language arts, a class for students at least two years below their grade level in English, Boobie Miles spent the period working on a short research paper that he called “The Wonderful Life of Zebras.” He thumbed through various basic encyclopedia entries on the zebra. He ogled at how fast they ran (“Damn, they travel thirty miles”) and was so captivated by a picture of a zebra giving birth that he showed it to a classmate (“Want to see it have a baby, man?”). By the end of the class, Boobie produced the following thesis paragraph: Zebras are one of the most unusual animals in the world today. The zebra has many different kind in it nature. The habitat of the zebra is in wide open plain. Many zebras have viris types of relatives. He then went on to algebra I, a course that the average college-bound student took in ninth grade and some took in eighth. Because of his status as a special needs student, Boobie hadn’t taken the course until his senior year. He was having difficulty with it and his average midway through the fall was 71. After lunch it was on to creative writing, where Boobie spent a few minutes playing with a purple plastic gargoyle-looking monster. He lifted the fingers of the monster so it could pick its nose, then stuck his own fingers into its mouth. There were five minutes of instruction that day; students spent the remaining fifty-odd minutes working on various stories they were writing. They pretty much could do what they wanted. Boobie wrote a little and also explained to two blond-haired girls what some rap terms meant, that “chillin’ to the strength,” for example, meant “like cool to the max.” Boobie enjoyed this class. It gave him an unfettered opportunity to express himself, and the teacher didn’t expect much from him. His whole purpose in life, she felt, was to be a football player. “That’s the only thing kids like that have going for them, is that physical strength,” she said.

An excellent current day example of online executive presence is Dr. Anthony Fauci’s testimony to the Senate Health Committee on Tuesday May 12th, 2020. Providing his testimony virtually, Dr. Fauci was well groomed and dressed in a coat and tie, just as he would on a normal work day. His suit clearly was not a $8000 Brioni. Rather, it reflected a senior government official with a simpler taste who is more focused on the weightier issues of public health currently afflicting the US and the world. As the face of the National Institute of Allergy and Infectious Diseases, his suit not only signals deference to the institution he leads, but reflects a keen awareness for how his appearance could be perceived by everyone online. Even from home, the message in his persona was “I know my job, I’m prepared, and I take it seriously.” Rhetorically, imagine if he had appeared in a bathrobe looking like he had just gotten out of bed.

Shortly afterwards, at Cambridge, he noticed a medieval crumhorn hanging on the wall at a friend’s digs and began to seek out – and teach himself to play – examples of every type of instrument that time had consigned to oblivion: crumhorns, sackbuts, sorduns, shawms, rebecs, tabors, viols, citole, organetto, racketts and chalumeaux, and all the senior and junior members of the recorder family.

The payoffs for maintaining your unwanted condition can be put in three categories. While all three apply, one of them will be the senior payoff—the most influential—for the particular unwanted condition that is persisting. 1. You get to be right. For human beings, being right is a very big payoff, particularly when you are right about the way things “should” be. This validates your tacit ties to the Universal Human Paradigm. You also get to make somebody else wrong. The unwanted condition of never finding a relationship that works is an example of a racket. If this was your unwanted condition, you would probably swear up and down that you really want a working relationship. But you would never pick an appropriate partner—there’s too much payoff in being right about how relationships can’t work. Each failure would provide you more evidence that something is wrong with you, with your partner of the moment, and with marriage, relationships, and love in general. You would go from one relationship to another—frequently, from one marriage to another—involving yourself with the wrong person, over and over, to prove how hard you are trying to “make it work,” but in reality, you would be thoroughly invested in being right about how relationships can’t work. In short, you would be conning yourself, running a racket on anyone you were in a relationship with. In business, the middle manager who doesn’t say what he is thinking, because his ideas are never taken seriously, is running a racket. His payoff: He gets to be right about how difficult it is to advance in the company.

Take that well-known phenomenon of "speaking while female". A range of studies confirms the truth of a common female perception: that men often have trouble hearing women when they speak. A typical example occurs in meetings where there are very few women present. You make a point or an observation during a discussion. No one comments or appears to notice. Other participants caryy on with the conversation. Then a man, often senior but not necessarily, makes teh exact same point that you just made. But the response this time is very different. "Great idea Jack!" or I agree with what Jack says. " Or I just want to build on Jacks point." Suddenly Jack owns the insight.

First, the kind of situation Paul is facing here must not be confused with quite a different one. Suppose you are a Christian who, owing to your cultural background, has always engaged in social drinking. Now you move into a circle that is more socially conservative. Some senior saint comes up to you and says, “I have to tell you that I am offended by your drinking. Paul tells us that if anyone is offended by what you do, you must stop it. I’m offended; you must therefore stop your drinking.” How would you respond? This senior saint is simply manipulating you. He (or she) is not a person with a weak conscience who is in danger of tippling on the side because of your example, and thus wounding his weak conscience. Far from it. If he sees you drinking again he will likely denounce you in the most unrestrained terms. In his eyes, he is the stronger person, not the weaker. In other words, this case is not at all like the one the apostle had to deal with. Indeed, it might be wise to tell him, “I’m sorry to hear that you have such a weak conscience.” He will probably be so unclear as to what you mean that he may actually leave you alone for a couple of weeks.

One of the simplest ways to strengthen a headline is attachment of a Flag. The Flag is brief, as brief as a single word, stuck on the front of the headline, to reach out and grab the attention of certain specific prospects, by telegraphing that the message is specifically for them. This puts the “who is this for?” ahead of what is being advertised and sold. Here are examples of successful generic headlines with different kinds of flags attached. Headlines Before Attaching Flags Corns Gone in 5 Days or Money Back Guaranteed Weight Loss Up to 15 Pounds First 15 Days — With No Exercise How to Have Eager Prospects Calling and Begging for Next-Day Appointments 28 Days to Healthier Gums Headlines After Adding a Who-Is-This-For? Flag Waiters and Waitresses on Your Feet for Hours: Corns Gone In 5 Days or Money Back Disappointed Dieters: Guaranteed Weight Loss Up to 15 Pounds First 15 Days — with No Exercise Annuity Agents: How to Have Eager Prospects Calling and Begging for Next-Day Appointments Seniors: 28 Days to Healthier Gums Another form of flagging is to focus on the “ill to be cured” or “problem to be solved.” This is usually best done by posing a question, as in these examples: Same Headlines After Adding a Problem Flag Foot Pain? Corns Gone in 5 Days or Money Back Embarrassing Belly Bulge? Guaranteed Weight Loss Up to 15 Pounds First 15 Days — with No Exercise No One to Sell to? How to Have Eager Prospects Calling and Begging for Next-Day Appointments Blood on Your Toothbrush? 28 Days to Healthier Gums

Examples of publicly traded healthcare REITs include: • National Health Investors (NHI), which specializes in a variety of senior-related properties such as skilled nursing facilities and memory care facilities and has a yield of 5.01 percent. • Medical Properties Trust (MPW), which holds properties including women’s and children’s hospitals and community hospitals and yields 5.90 percent. • Physicians Realty Trust (DOC), which holds strategically located healthcare properties associated with hospitals or physician organizations and yields 5.25 percent.

The Obama Administration has been trying to indoctrinate the public with its climate ideology in many ways and through a variety of agencies. This includes material on agency websites, advocacy of climate “education,”470 exhibits in National Parks,471 and grants by the National Science Foundation. One example is the $700,000 NSF grant to The Civilians, a New York theatre company, to finance the production of a show entitled “The Great Immensity,”472 “a play and media project about our environmental challenges.”473 A second example is a $5.7 million grant to Columbia University to record “voicemails from the future” that paint a picture of an Earth destroyed due to climate change.474 A third example is a $4.9 million grant to the University of Wisconsin-Madison to create scenarios based on America’s climate actions on climate change including a utopian future where everyone rides bicycles and courts forcibly take property from the wealthy.475 The general approach pursued by the Administration for arts and education-related climate propaganda appears to be very similar to the similar propaganda campaigns by Soviet and Eastern European governments to promote their political ends.

With appropriate adjustments, the unelected officials of the shadow government, be they cabinet secretaries, generals, or corporate senior executives, respond to the same stimuli in roughly the same way ... Rumsfeld is an egregious example of a character type that seems to be magnetically drawn to the upper levels of the governmental corporate world. Actual competence is often less important than boundless self-confidence and a startling lack of reflectiveness about what one is actually doing. It is not corruption so much as bias confused with principle.

The week before Notes Day, all facilitators attended a training session to help them keep each meeting on track and make sure that everyone—the outgoing, the laid-back, and everyone in between—was heard from. Then, to make sure something concrete emerged, the Working Group designed a set of “exit forms” to be filled out by each session’s participants. Red forms were for proposals, blue forms were for brainstorms, and yellow forms were for something we called “best practices”—ideas that were not action items per se but principles about how we should behave as a company. The forms were simple and specific: Each session got its own set, tailored specifically to the topic at hand, that asked a specific question. For example, the session called “Returning to a ‘Good Ideas Come from Anywhere’ Culture,” had blue exit forms topped with this header: Imagine it’s 2017. We’ve broken down barriers so that people feel safe to speak up. Senior employees are open to new processes. What did we do to achieve this success? Underneath that question were boxes in which attendees could pencil in three answers. Then, after they wrote a general description of each idea, they were asked to go a few steps further. What “Benefits to Pixar” would these ideas bring? And what should be the “Next Steps” to make them a reality? Finally, there was space provided to specify “Who is the best audience for this idea?” and “Who should pitch this idea?

They tried to bury us. They didn’t know we were seeds.” —Mexican proverb There are some secrets we don’t share because they’re embarrassing. Like that time I met Naval Ravikant (page 546) by accidentally hitting on his girlfriend at a coffee shop? Oops. Or the time a celebrity panelist borrowed my laptop to project a boring corporate video, and a flicker of porn popped up—à la Fight Club—in front of a crowd of 400 people? Another good example. But then there are dark secrets. The things we tell no one. The shadows we keep covered for fear of unraveling our lives. For me, 1999 was full of shadows. So much so that I never wanted to revisit them. I hadn’t talked about this traumatic period publicly until April 29, 2015, during a Reddit AMA (Ask Me Anything). What follows is the sequence of my downward spiral. In hindsight, it’s incredible how trivial some of it seems. At the time, though, it was the perfect storm. I include wording like “impossible situation,” which was reflective of my thinking at the time, not objective reality. I still vividly recall these events, but any quotes are paraphrased. So, starting where it began . . . It’s the beginning of my senior year at Princeton University. I’m slated to graduate around June of 1999. Somewhere in the next six months, several things happen in the span of a few weeks. First, I fail to make it to final interviews for McKinsey consulting and Trilogy software, in addition to others. I have no idea what I’m doing wrong, and I start losing confidence after “winning” in the game of academics for so long. Second, a long-term (for

He [Hamlet] sees ghosts and listens to dreams. And when his ghost father tells him that he (Hamlet Senior) was killed by his brother and asks Hamlet Junior to avenge his death, in the right, honorable way, Hamlet says yes, yes, yes, he'll do it. But somehow he never gets round to it. Not like the other two young men in the play. The Norwegian Prince Fortinbras(...) has made his life [!!] pursuing the honor that his father lost when Hamlet Senior beat him in single combat. (...). When the lord chamberlain,Polonius, is killed, his son, Laertes, returns to the court immediately, demanding restitution, (...). So there is no shortage of examples of how young men are expected to and do act in this world where honor demands an eye for an eye, a tooth for a tooth, a life for a life. But Hamlet doesn't do it. Instead, he beats up on his girlfriend and he's cruel to his mother.

Obama was far more conservative than Richard Nixon, for example, and this has been the Democratic story since Boomers started voting en masse. The initial deregulatory impulse began under Carter, not Reagan; it was Clinton, not Bush I, who promised to “end welfare as we know it” and declared that the “era of big government is over”; it was Obama who made most of the Bush tax cuts permanent, and so on. But there have also been some odd spectacles on the Right: the provision of prescription drug benefits to seniors under Bush II (Medicare Part D; apparently the era of big government was not quite over), and substantial increases to Medicare and Social Security taxes under Reagan and that president’s decidedly statist salvation of the savings and loan industry. What accounts for these odd paradoxes? Shouldn’t Bush II have been the one taking an ax to welfare and Clinton been pushing Medicare Part D?

The cyber industry is riddled with faux experts and self-proclaimed scholars, Tallinn Manual 2.0 is a perfect example of what happens when cyber-upstarts try to proclaim authority on a topic they know nothing about.

A college student who wants to file a complaint of sexual assault within the campus disciplinary system informs a university employee such as an assistant dean for student life, or perhaps the Title IX coordinator. That person eventually forwards the complaint to a university disciplinary panel that may be composed of, for example, an associate dean with a master's degree in English literature, a professor of chemistry, and a senior majoring in anthropology. Unlike criminal prosecutors, members of the disciplinary panels do not have access to subpoena powers or to crime labs. They often have no experience in fact-finding, arbitration, conflict resolution, or any other relevant skill set. There is, to put it mildly, little reason to expect such panels to have the experience, expertise, and resources necessary to adjudicate a contested claim of sexual assault. Making matters worse, most campus tribunals ban attorneys for the parties (even in an advisory capacity), rules of procedure and evidence are typically ad hoc, and no one can consult precedents because records of previous disputes are sealed due to privacy considerations. Campus "courts" therefore have an inherently kangoorish nature. Even trained police officers and prosecutors too often mishandle sexual assault cases, so it's not surprising that the amateurs running the show at universities tend to have a poor record. And indeed, some victims' advocacy groups, such as the Rape, Abuse and Incest National Network (RAINN), oppose having the government further encourage the campus judicial system to primarily handle campus sexual assault claims, because that means not treating rape as a serious crime. A logical solution, if federal intervention is indeed necessary, would be for OCR [US Department of Education's Office of Civil Rights] to mandate that universities encourage students who complain of sexual assault to report the assault immediately to the police, and that universities develop procedures to cooperate with police investigations. Concerns about victims' well-being when prosecutors decline to pursue a case could also be adjudicated in a real court, as a student could seek a civil protective order against her alleged assailant. OCR could have mandated or encouraged universities to cooperate with those civil proceedings, which in some cases might warrant excluding an alleged assailant from campus.

The senior players, meanwhile, understood perfectly well, and as one recognised: ‘He always used us as an example, but he was always fair with us and everyone else.’ Pep was finding solutions to the team’s problems, relying on instinct and experience to motivate, inspire and get the best out of the youngsters.

there were many contacts during the campaign and the transition between Trump associates and Russians—in person, on the phone, and via text and email. Many of these interactions were with Ambassador Kislyak, who was thought to help oversee Russian intelligence operations in the United States, but they included other Russian officials and agents as well. For example, Roger Stone, the longtime Trump political advisor who claimed that he was in touch with Julian Assange, suggested in August 2016 that information about John Podesta was going to come out. In October, Stone hinted Assange and WikiLeaks were going to release material that would be damaging to my campaign, and later admitted to also exchanging direct messages over Twitter with Guccifer 2.0, the front for Russian intelligence, after some of those messages were published by the website The Smoking Gun. We also know now that in December 2016, Trump’s son-in-law and senior advisor, Jared Kushner, met with Sergey Gorkov, the head of a Kremlin-controlled bank that is under U.S. sanctions and tied closely to Russian intelligence. The Washington Post caused a sensation with its report that Russian officials were discussing a proposal by Kushner to use Russian diplomatic facilities in America to communicate secretly with Moscow. The New York Times reported that Russian intelligence attempted to recruit Carter Page, the Trump foreign policy advisor, as a spy back in 2013 (according to the report, the FBI believed Page did not know that the man who approached him was a spy). And according to Yahoo News, U.S. officials received intelligence reports that Carter Page met with a top Putin aide involved with intelligence. Some Trump advisors failed to disclose or lied about their contacts with the Russians, including on applications for security clearances, which could be a federal crime. Attorney General Jeff Sessions lied to Congress about his contacts and later recused himself from the investigation. Michael Flynn lied about being in contact with Kislyak and then changed his story about whether they discussed dropping U.S. sanctions. Reporting since the election has made clear that Trump and his top advisors have little or no interest in learning about the Russian covert operation against American democracy.

THE HORROR OF THE UNPROFESSIONAL I was surprised to learn that when Secretary of Defense Ashton Carter wanted to scold Russia for its campaign of airstrikes in Syria in the fall of 2015, the word he chose to apply was “unprofessional.” Given the magnitude of the provocation, it seemed a little strange—as though he thought there were an International Association of Smartbomb Deployment Executives that might, once alerted by American officials, hold an inquiry into Russia’s behavior and hand down a stern reprimand. On reflection, slighting foes for their lack of professionalism was something of a theme of the Obama years. An Iowa Democrat became notorious in 2014, for example, when he tried to insult an Iowa Republican by calling him “a farmer from Iowa who never went to law school.” Similarly, it was “unprofessionalism” (in the description of Thomas Friedman) that embarrassed the insubordinate Afghan-war General Stanley McChrystal, who made ill-considered remarks about the president to Rolling Stone magazine. And in the summer of 2013, when National Security Agency contractor Edward Snowden exposed his employer’s mass surveillance of email and phone calls, the aspect of his past that his detractors chose to emphasize was … his failure to graduate from high school.14 How could such a no-account person challenge this intensely social-science-oriented administration? But it was public school teachers who made the most obvious target for professional reprimand by the administration. They are, after all, pointedly different from other highly educated professions: Teachers are represented by trade unions, not proper professional associations, and their values of seniority and solidarity conflict with the cult of merit embraced by other professions. For years, the school reform movement has worked to replace or weaken teachers’ unions with remedies like standardized testing, charter schools, and tactical deployment of the cadres of Teach for America, a corps of enthusiastic graduates from highly ranked colleges who take on teaching duties in classrooms across the country after only minimal training.

On September 1, 1969, for example, members of the 196th Infantry Brigade in Quang Tin Province spotted a group of Vietnamese. Officers and sergeants, peering through binoculars, conferred about the situation. After about ten minutes of observation the senior officer, Captain David Janca, ordered his machine gunners to open fire and called in an artillery fire mission. A small patrol was then dispatched to the kill zone. “Upon arrival,” assistant machine gunner Robert Gray said later, “we found dead and wounded Vietnamese children.”28 Patrol member Welkie Louie described the scene: “I observed about four to six Vietnamese children lying in one pile, dead. About five meters from this position were two or three wounded Vietnamese children huddled together.”29 Afterward, artillery forward observer Robert Wolz told army investigators that he saw an official document in which “the dead were listed as VC.”30 Another report even referred to them as “NVA”—that is, North Vietnamese army troops.31 In death, this small group of children had morphed into guerrillas and then into uniformed enemy soldiers as the body count wound its way through the military’s statistics generation machine.

Xiaochen Fu is one of Richard’s former students at the Kennedy School and now a manager at the Bank of China. When she worked at Agricultural Bank of China, the third largest bank worldwide, she used this maxim to help the bank make its transition to the digital era. At a time when clients were increasingly using smartphones to conduct banking transactions, her bank still had more than 300,000 staff working at 25,000 branches around the country. Some branches found that fewer and fewer clients came in person. She and her staff were struggling to decide how they should adjust the number and location of their branches. “Then I remembered Professor Zeckhauser’s maxim. To find the extreme case, we went through regulations and procedures for all the services provided by a full-function bank branch, in order to identify which services would be very difficult or impossible to deliver online. (For example, the government forbids third-party couriers to deliver physical gold, so clients who want to buy physical gold products must go to branches.) After finding all such services, and considering the needs and preferences of clients served at different branches (for example, senior clients and rural area clients still prefer face-to-face financial services), it became much clearer which branches should be closed, and which ones should be saved. The planning project proved to be cost-efficient, and allowed the bank to adapt to the digital age and better meet the needs of our clients. I reckon that the maxim gave me not only the tools but also the courage to deal with such complicated conditions.” Xiaochen’s account identifies two critical benefits a maxim may bring. It can help you focus on how to approach a problem, and it can give you the courage to take action when you determine the best decision. This is true for many other maxims in this book.

The old man held out a paper scroll, not mere parchment. It was a clear sign of wealth and status. Not every noble family could afford to use paper for invitations. The very fact that Hadjar was being visited by the clan’s attorney, and not by a simple servant, spoke volumes. “Thank-” Hadjar reached out, almost closing his fingers around the scroll, but the old man suddenly loosened his grip. Caught in the wind, the invitation, decorated with monograms and tied with a scarlet ribbon, fell to the dirt at Hadjar’s feet. The old man didn’t apologize. He stood there, with his hand still outstretched, a sneer on his lips, radiating complete confidence in his superiority. A clear example that old age didn’t mean one also gained intelligence or wisdom. He’d lived long enough for his hair to turn gray, but not long enough to acquire a brain. He didn’t even realize how simply and blatantly he was being used. Hadjar, just as the old man had expected, bent down to pick up the invitation, dusted it off, and held it without putting it away in his spatial artifact, as was required by etiquette. “You didn’t have to bow to me, young man,” the old man grunted. This was quite a serious insult. Being the personal disciple of a great hero made Hadjar equal in status to the senior heirs of aristocratic families. He was at the very top of the social structure of Dahanatan. But Hadjar didn’t really care about any of that. The power he possessed was insignificant in his opinion, and ever since he’d eaten those first scraps in Primus’ dungeon, he’d stopped caring about whether he was a Prince or a circus freak. Titles didn’t matter. The important thing was that the old man was a servant, and Hadjar was almost an aristocrat. The lawyer’s words were akin to the old man throwing a glove in Hadjar’s face. Hadjar looked behind his visitor, at the dark carriage emblazoned with the white coat of arms of the Predatory Blades clan. Brustor would have to try a little harder. So far, his provocations weren’t even a match for the insults that Hadjar had received during his meetings with Emperor Morgan. Shocking the old man, Hadjar bowed deeply. “Only a silly young man,” he said, straightening back up, “doesn’t feel respect toward someone whose hair is whiter than his.

Are my junior-year grades the most important part of the transcript? Colleges want to see strong course work with good grades all the way through. But beyond that, the most important grades on a transcript are always your most recent grades. For example, if a student is applying under an early decision program in November of senior year, the most important grades are second-semester junior-year grades (and many times the college will also call your school for a progress report on how your senior year is going). For students applying under the regular admission schedule, the most important grades are those from the first semester of senior year. “What have you done for me lately?” is the relevant question for admission officers.

Some said that rather than making piecemeal amendments to the Constitution, a committee should be constituted to suggest comprehensive changes to be made to the Constitution once and for all. Citing a paper published by a senior researcher at the Indian Law Institute, H.N. Mukherjee said that words like 'sovereignty' and 'integrity' were vague and were susceptible to being misinterpreted by courts. H.V. Kamath cited the example of the Scottish Home Rule Party which was permitted to contest elections for seats in the House of Commons, and said that only speech which amounts to incitement ought to be outlawed.

D. Donovan, Senior Reviewer, Midwest Book Review writes: "Sea Creatures and Poems: Plus Some Other Fish Rhymes illustrates the fun that poetry can embrace, providing a zany collection for all ages that is both ocean-focused and whimsical. The operative description for both poems and pictures is "silly," and the book fulfills this promise with a series of engaging observations that belay the usual staid approaches of too many poetry books. Art combined with poetry is "a delicious combination," as Richard Merritts reflects in the collection's introduction. The poems inspired the author to add illustrations which are just as whimsically touched...and, also, quite artistically rendered. These aren't demanding works. Take "Pompano Pompano Pompano," for example. Its very short observation concludes with an ironic twist after identifying the "flat fish from Florida" outside of its normal sea environment. Succinct? Yes. But the poem really...snags readers, landing a winning insight on both the pompano and its ultimate fate. Readers trawling for humor will find plenty in this book. Even the poetry titles present original, fun observations, as in "By Jove, I Hooked a Snook." Aside from its delightful observations, the poems represent diverse structures, from free verse to rhyme: "From the depths of the sea;/Came a fish that could be;/From a prison did flee;/Dressed in stripes, so you see..." From redfish and ahi to the anglers who long for them, Sea Creatures and Poems will appeal to a wide audience, especially those who do not view poetry as an opportunity for philosophical and psychological analysis alone. Its blend of natural history info, inviting color illustrations, and accompanying fun insights is recommended for those who fish to those who enjoy eating or studying them, as well as poetry lovers who will appreciate the very different approaches, poetic variety, and whimsical inspections within. Libraries catering to these audiences will want to include it in their collections, but Sea Creatures and Poems will prove a delightful choice for adults who seek to instill in the young an appreciation for poetry's capability for fun and its diverse structural representations.

This time it was with FIFA, the organization that oversees soccer throughout the world and organizes the Women’s World Cup. FIFA, along with the Canadian Soccer Association, or CSA, planned to put every game of the 2015 Women’s World Cup on artificial turf, something that had never been proposed for a senior World Cup before, including all 20 men’s World Cups prior. Artificial turf has become a necessity in some climates where it’s hard to maintain grass or at venues that need to stand up to constant use. Where natural grass isn’t a viable option, artificial turf is the next-best alternative. But generally, soccer is supposed to be played on natural grass. Players report getting injured more and recovery time taking longer when they play on artificial turf. Some studies have supported this perception, while some have been inconclusive. But when Sydney Leroux posted a photo of her legs covered with bloody scrapes from slide tackling on artificial turf, it was a clear example of why there’s a consensus among soccer players. Kelley O’Hara responded to Leroux’s photo: “You should probs tweet that to FIFA.” It may be less of an issue in other sports, but in soccer, turf can be especially hard on a player’s body.

Israel’s closest ally, he told his astonished senior staff the following morning, was no longer an example to be emulated. It was a flashing red warning light to the rest of the free world that democracy was never to be taken for granted.

By D. Donovan, Senior Reviewer, Midwest Book Review "Historical fiction readers are in for a treat with When I Was Better, a love story set in Hungary and Canada which follows the journey of István and Teréza, who flee the Nazi and Soviet invasions and the Hungarian Revolution to finally make their home in Winnipeg in the 1960s. Maps and a cast of characters portend an attention to details that history buffs will appreciate, but the lively chapter headings that begin with "This is What Dying Feels Like" are the real draw, promising inviting scenarios that compel readers to learn more about the characters' lives and influences. Few other books about immigrant experience hold the descriptive power of When I Was Better: "Her world had transformed into a place of gestures and facial expressions, making her feel more vigilant now than she had ever been under Communism. No one understood her but Zolti. Already she ached for her language and the family she left behind." Rita Bozi's ability to capture not just the history and milieu of the times, but the life and passions of those who live it is a sterling example of what sets an extraordinary read apart from a mundane narration of circumstance and history. Her ability to depict the everyday experiences and insights of her protagonist bonds reader to the subject in an intimate manner that brings not just the era, but the psychology of its participants to life through inner reflection, influence and experience, and even dialogue: “Four lengths of sausage, please?” Teréza watched as the man pulled two small lengths from the hook and wrapped them in course paper. “I beg your pardon, sir, but would you kindly add in two more lengths?” “We got an aristocrat here? If you take four lengths, what d’you imagine the workers are gonna eat at the end of the day?” The account of a seven-year separation, Budapest and Winnipeg cultures and contrasts, and refugee experiences brings history to life through the eyes of its beholders. That which doesn't kill us, makes us stronger. This saying applies especially strongly to When I Was Better 's powerful story, highly recommended for historical fiction readers and library collections interested in powerfully compelling writing packed with insights: “Why is it so agonizing to be truthful?” István asked, not expecting an answer. “It depends on what truth you’re about to reveal. And how you expect it to be received. If you’re expecting an execution, you have two choices. Die for what you believe in or lie to save your life.” “So in the end, it all comes down to values.” István reached for the martini, took another sip. Bela smiled. “Without truth, there’s no real connection. The truth hurts, but love eventually heals what hurts.”" "With sharp insight and the gifts of a natural, Bozi's novel brilliantly chronicles the plight of an entire generation of Hungarians through the intimate portrait of two lovers tested by the political and personal betrayals that ripped through the heart of the twentieth century.

stockpiling of goods, runs on banks, and widespread urban discontent. This put Zhao seriously on the political defensive and under attack from the conservative Old Guard. Over the summer of 1988 a comprehensive plan to control inflation and stabilize the overheated economy was worked out by senior leaders Yao Yilin and Li Peng, as well as State Council think tank economists—which was presented to the Third Plenum of the Thirteenth Central Committee in September. As a result, prices were frozen, foreign trade was recentralized, a very tight fiscal policy forced on state banks, investment controls were put in place, and capital construction halted. Zhao himself came in for six-and-a-half hours of harsh criticism and was forced to make a self-criticism. This was the all-important backdrop to the dramatic demonstrations of the spring of 1989 (which were triggered by economic discontent as much as by political demands). Among the many other economic reforms stimulated during Deng’s tenure, two others deserve brief mention. The first concerned changes in the ownership structure, and the second concerned efforts to establish a regulatory structure (as distinct from an administrative structure) for qualitative oversight of economic activity. With regard to the first, a key part of creating the hybrid state-collective-private economy that Deng and his colleagues envisioned necessitated the creation of truly private enterprises and private ownership.56 Citizens in both rural and urban areas were permitted to purchase long-term leaseholds on property (often their homes) and to pass it from generation to generation. Another example of

Choice of profession also no longer guarantees a high social status. This is bound up, among other things, with fragmented processes of downward mobility within occupational groups. A senior teacher earns a relatively comfortable income and need not worry about the future; they may even be able to retire early. In the same school and in the same class, however, there is possibly also a younger teacher on a temporary contract who has to claim unemployment benefit during the summer vacation and has no prospects for permanent employment. (Many German states now rely on a growing number of flexible teachers who are no longer guaranteed permanent positions.) In the postal service, too, although there are still many permanent employees, newly hired staff generally are not offered any job security (cf. Chapter 5). Among certain occupational groups the differences can be tremendous, as with journalists, for example. Those who began working at major German publications like Stern, Spiegel or Die Zeit ten or twenty years ago could expect a secure future. In the big publishing houses today, on the other hand, not only have precarious jobs and poorly paid groups of online writers proliferated, but not even the established staff can feel secure any more. A growing share belong to the ‘media precariat’ and earn less than €30,000 per year.99 Another example is that of lawyers, formerly the very model of status and prosperity. This professional group now divides into those who continue to earn good money and enjoy a high social prestige while employed in large offices or working for corporations, and a growing flock of precarious self-employed legal professionals, who fail to gain a steady footing in an over-filled market.

This is exactly what Alan Mulally walked into when he took over as the new CEO at Ford in 2006. Ford was in serious trouble, and Mulally was brought in with the hope that he could save the company. Much as Chief Cauley had done at the CRPD, Mulally made it his first order of business at Ford to find out as much as he could about the current state of things from the people who worked there. The task, however, proved more difficult than he expected. To keep a pulse on the health of the organization, Mulally introduced weekly business plan reviews (BPRs). All his senior executives were to attend these meetings and present the status of their work against the company’s strategic plan, using simple color coding—green, yellow and red. Mulally knew that the company was having serious problems, so he was surprised to see that week after week every executive presented their projects as all green. Finally, he threw up his hands in frustration. “We are going to lose billions of dollars this year,” he said. “Is there anything that’s not going well here?” Nobody answered. There was a good reason for the silence. The executives were scared. Prior to Mulally, the former CEO would regularly berate, humiliate or fire people who told him things he didn’t want to hear. And, because we get the behavior we reward, executives were now conditioned to hide problem areas or missed financial targets to protect themselves from the CEO. It didn’t matter that Mulally said he wanted honesty and accountability; until the executives felt safe, he wasn’t going to get it. (For all the cynics who say there is no place for feelings at work, here was a roomful of the most senior people of a major corporation who didn’t want to tell the truth to the CEO because of how they felt.) But Mulally persisted. In every subsequent meeting he repeated the same question until, eventually, one person, Mark Fields, head of operations in the Americas, changed one slide in his presentation to red. A decision he believed would cost him his job. But he didn’t lose his job. Nor was he publicly shamed. Instead, Mulally clapped at the sight and said, “Mark, that is great visibility! Who can help Mark with this?” At the next meeting, Mark was still the only executive with a red slide in his presentation. In fact, the other executives were surprised to see that Fields still had his job. Week after week, Mulally would repeat his question, We are still losing tons of money, is anything not going well? Slowly executives started to show yellow and red in their presentations too. Eventually, it got to the point where they would openly discuss all the issues they were facing. In the process, Mulally had learned some tricks to help build trust on the team. To help them feel safe from humiliation, for example, he depersonalized the problems his executives faced. “You have a problem,” he would tell them. “You are not the problem.

Often they lived to a time scale to suit themselves. Many of the senior ones, of course, lived entirely in the past, but several were like the Professor of Anthropics, who had invented an entire temporal system based on the belief that all the other ones were a mere illusion. Many people are aware of the Weak and Strong Anthropic Principles. The Weak One says, basically, that it was jolly amazing of the universe to be constructed in such a way that humans could evolve to a point where they make a living in, for example, universities, while the Strong One says that, on the contrary, the whole point of the universe was that humans should not only work in universities but also write for huge sums books with words like “Cosmic” and “Chaos” in the titles.

One of my favorite examples of this occurred in the life of Moses in the Old Testament. Though born a Hebrew, he lived a life of privilege in the palace of Egypt until he was forty years old. But after killing an Egyptian, he was exiled to the desert for forty years. There God used him as a shepherd and father, and after four decades of faithful service in obscurity, Moses was called to leadership. Scripture says by that time he was the most humble man in the world. Bill Purvis, the senior pastor of a large church in Columbus, Georgia, said, “If you do what you can, with what you have, where you are, then God won’t leave you where you are, and He will increase what you have.

But was this really gambling from his point of view? We know from Nicholas’s private writings that he took confidence from comparisons with 1812. He constantly referred to his older brother’s war against Napoleon as a reason why it was possible for Russia to fight alone against the world. ‘If Europe forces me to go to war,’ he wrote in February, ‘I will follow the example of my brother Alexander in 1812, I will venture into uncompromising war against it, I will retreat if necessary to behind the Urals, and will not put down arms as long as the feet of foreign forces trample anywhere on Russian land.’43 This was not a reasoned argument. It was not based on any calculation of the armed forces at his disposal or any careful thought about the practical difficulties the Russians would face in fighting against the superior forces of the European powers, difficulties often pointed out by Menshikov and his other senior commanders, who had warned him several times not to provoke war with Turkey and the Western powers by invading the Danubian principalities. It was a purely emotional reaction, based on the Tsar’s pride and arrogance, on his inflated sense of Russian power and prestige, and perhaps above all on his deeply held belief that he was engaged in a religious war to complete Russia’s providential mission in the world. In all sincerity Nicholas believed that he had been called by God to wage a holy war for the liberation of the Orthodox from Muslim rule, and nothing would divert him from this ‘divine cause’. As he explained to Frederick William, the Prussian king, in March 1854, he was prepared to fight this war alone, against the Western powers, if they sided with the Turks:

Greg Aloi Singapore - How is a coach different from a consultant? The key difference is in the way that the coach does not do the work for the coachee (the one receiving the training). Greg Aloi The coach trains managers and senior managers so that they can perform their roles and responsibilities more efficiently in the organization, but does not do the job himself. That is, with an example, a coach will help the company to make it understand how the development of strategic management works and the consultant will develop that strategic plan himself.

There are numerous examples of successful cultures among our portfolio companies: the empowerment of branch managers that promotes responsible banking at Sweden’s Svenska Handelsbanken, for instance. Reckitt Benckiser, another holding, fosters an entrepreneurial spirit among its senior managers. Yet even if a strong culture is instilled in a company, it can take many years for its full effects to play out. That may be beyond Wall Street’s limited investment horizon. Long-term investors, however, would be wise to take heed.

Like any company, we have a corporate culture formed not only by our intentions but also as a result of our history. For Amazon, that history is fairly fresh and, fortunately, it includes several examples of tiny seeds growing into big trees. We have many people at our company who have watched multiple $10 million seeds turn into billion dollar businesses. That first-hand experience and the culture that has grown up around those successes is, in my opinion, a big part of why we can start businesses from scratch. The culture demands that these new businesses be high potential and that they be innovative and differentiated, but it does not demand that they be large on the day that they are born. I remember how excited we were in 1996 as we crossed $10 million in book sales. It wasn’t hard to be excited—we had grown to $10 million from zero. Today, when a new business inside Amazon grows to $10 million, the overall company is growing from $10 billion to $10.01 billion. It would be easy for the senior executives who run our established billion dollar businesses to scoff. But they don’t. They watch the growth rates of the emerging businesses and send emails of congratulations. That’s pretty cool, and we’re proud it’s a part of our culture.

After their first initiation, for example, boys or teens might be charged with assisting the warriors in the next higher age-grade. Under the command of the senior age-set, warriors often train together and get tasked with tribal defense or tactical raiding. After graduating from the warrior grade, men in their 30s typically attain the privilege of taking a wife and starting a family. Years later, fathers and grandfathers get initiated into a senior level, where they gain political authority as part of a council of elders who make decisions for the entire organization.51

Faith confession for your work performance score to be high, to be rewarded by your seniors, and to be promoted with a high salary: "I declare that God's favor and excellence are upon my work and that I am a shining example of diligence and dedication. I trust that my efforts will be rewarded and recognized by my seniors, leading to a high performance score and a promotion with a generous salary increase. I believe that God is my provider and that He desires to bless me with abundance and success in my career. I receive this blessing with gratitude and faith, knowing that God's hand is upon me." Remember to hold on to this confession with faith and patience, trusting that God's power and love are at work in your life. Keep seeking Him and His guidance, and believe that He is working for your good.

Here is a stark example. If you have time, I suggest watching the YouTube video of the January 2000 presentation by the president of Enron, Jeffrey Skilling, and his senior management on the launch of Enron Broadband.2 I dare you not to be impressed. The guys are poised, confident, and, at least to my eyes, extremely competent. It is hard to find fault with their strategy or vision, and their execution plan for broadband services seems spot on. However, in less than two years after this impressive presentation, Enron went bankrupt, and in 2006 Skilling was sent to prison for perpetrating a massive fraud.3 Except for a few short sellers, no professional analysts or investors could have guessed what was going on at Enron even though the management was quite open to the media and regularly gave interviews. I know what you are thinking. Am I building my entire case on an outlier like Enron? Let’s look at it another way. I assume you have read the interviews of many CEOs or company presidents. Did any mention that they don’t care for the customer, that they have stopped innovating, or that they hire people who have been rejected by other companies? Have you ever heard a company leader disparage their products or services or admit that their competition is doing a better job or that they are sick and tired of company politics?

In 1956 the senior petroleum exploration geologist for the USSR said, The overwhelming preponderance of geological evidence compels the conclusion that crude oil and natural petroleum gas have no intrinsic connection with biological matter originating near the surface of the Earth. They are primordial materials which have been erupted from great depths. But few people listened to those words. Raymond Learsy, in his 2005 book Over a Barrel, wrote, Nothing lasts: not fame, fortune, beauty, love, power, youth, or life itself. Scarcity rules. Accordingly, scarcity—or more accurately, the perception of scarcity—spells opportunity for manipulators. The best example of this is OPEC, which continues to extract obscene profits from a scarcity of its own creation. Learsy, though, leaves no doubt. He, and many others, the Russians included, are absolutely convinced. Oil is not scarce. We only fear that it is.

human tendency. However, it can also have a negative impact in certain environments. One example is senior managers who are clearly incompetent yet still manage to get promoted. If you haven’t already noticed, incompetent people are typically oblivious to their incompetence. They literally walk around with their head in the clouds believing they are the cleverest people in the world. On the oth

One study, for example, published in 2000 by the National Institute on Drug Abuse reported that white students use cocaine at seven times the rate of black students, use crack cocaine at eight times the rate of black students, and use heroin at seven times the rate of black students.12 That same survey revealed that nearly identical percentages of white and black high school seniors use marijuana. The National Household Survey on Drug Abuse reported in 2000 that white youth aged 12–17 are more than a third more likely to have sold illegal drugs than African American youth.13 Thus the very same year Human Rights Watch was reporting that African Americans were being arrested and imprisoned at unprecedented rates, government data revealed that blacks were no more likely to be guilty of drug crimes than whites and that white youth were actually the most likely of any racial or ethnic group to be guilty of illegal drug possession and sales. Any notion that drug use among blacks is more severe or dangerous is belied by the data; white youth have about three times the number of drug-related emergency room visits as their African American counterparts.14

Nash and her husband, Roy Stone, have worked for the Los Angeles library for a combined total of seventy-nine years. (Not long after I interviewed them, they both retired.) It was Nash’s purse that Glen Creason and Stone had been looking for immediately after the fire, when they discovered that the Patent Room had melted. Nash and Stone are library people. Besides being a senior librarian, Stone had been the head of the Librarians’ Guild for many years. He once confided to me that when he worked at a branch downtown, local drug dealers used to come to the library and ask him to help fill out their tax returns. He thought it was a perfect example of the rare role libraries play, to be a government entity, a place of knowledge, that is nonjudgmental, inclusive, and fundamentally kind.

Aside from the waste, fraud has a terribly demoralising effect on scientists. As we’ve seen, one reason that so many frauds manage to infiltrate the literature is that, in general, scientists are open-minded and trusting. The norm for peer reviewers is to be sceptical of how results are interpreted, but the thought that the data are fake usually couldn’t be further from their minds. The sheer prevalence of fraud, though, means that we all need to add a depressing option to our repertoire of reactions to questionable-looking papers: someone might be lying to us. Nor is it just other people’s papers that require this extra vigilance: fraud can happen on any scientist’s own doorstep. Because papers are rarely authored by lone researchers, a fraudulent co-author can sometimes tarnish the reputation of entire teams of innocent colleagues. In many cases the perpetrator is a junior lab member who drags their senior co-authors’ names through the mud, as in the case of Michael LaCour’s fake gay-marriage canvassing study. Sometimes it goes the other way, with established scientists recklessly jeopardising the careers of their subordinates (the report into Diederik Stapel’s fraud noted, for example, that no fewer than ten of his students’ PhD theses were reliant on his faked data). And we already saw the ultimate cost of reputational damage in the case of Yoshiki Sasai, who took his own life after finding himself involved in the STAP stem-cell scandal.

The more ambitious the OKR, the greater the risk of overlooking a vital criterion. To safeguard quality while pushing for quantitative deliverables, one solution is to pair key results, to measure both effect and counter effect, as Grove wrote in High Output Management. When key results focus on output, Grove noted, 'the paired counterparts should stress the quality of work, thus in Accounts Payable, the number of vouchers processed should be paired with the number of errors found either by auditing or by our suppliers. For another example, the number of square feet cleaned by a custodial group should be paired with by rating of the quality of work as assessed by a senior manager with an office in that building.' -- Let the quantity goal be three new features, the paired quality goal will be fewer than 5 bugs per feature in quality assurance testing. The result - developers will write cleaner code. If the quantity goal is 50 million dollars in Q1 sales, the quality goal can be 10 million dollars in maintenance contracts, because sustained retention by sales professionals will increase customer success and satisfaction.

One of the senior females is usually the alpha despite the presence of females in their prime, who would have no trouble winning a physical fight. We know about female physical strength from handgrip tests that we conducted with our chimpanzees. In contrast to women, whose handgrip strength begins to weaken only in their sixties, in female chimpanzees it drops off already after their mid-thirties.11 At that age, females become increasingly frail, yet they have no trouble holding on to their place on the social ladder. On the contrary, they often gain in status. Mama, for example, remained alpha until the day she died, at fifty-nine. She was nearly blind and walked unsteadily, yet she still enjoyed plenty of respect. Had Mama been a male, she’d have lost her position years before. In the wild, too, female chimpanzees achieve high status with age. They wait their turn for this moment in the sun, a process that has been described as “queuing.

For example, until the mid-2010s many senior executives in traditional companies cackled that Amazon’s business still showed no profits. They felt it was a low-margin activity propped up by a hyperinflated share price. And within their traditional way of understanding corporate performance, they were right. But seen through a different frame, they were utterly wrong. Jeff Bezos had reframed the idea of commercial growth, away from producing annual returns for shareholders (and handing about a third of the profits to governments in the form of tax) and toward reinvesting every penny of net income to establish adjacent business lines, from Kindle books to cloud services. People see it plain as day in hindsight, but the new frame was incomprehensible to many in the moment.

NNHS students discussed Americanness in their everyday interactions. For example, Mr Ford, a popular White teacher, made a jocular reference to the title of a popular television show when he told a classroom full of seniors who had not completed an assignment that they ‘should be called America’s biggest losers!’ A Mexican girl (Gen 3, Grade 12) retorted, ‘But we’re not even American!’ This kind of comment reflects Latinx students’ awareness that they were positioned as somehow un-American.

When a family of grandparents, the sons and wives, their grandsons who may also be married, live together, perhaps under the same roof and sharing the same hearth and kitchen, it is important that its members should be compatible to the greatest possible degree. Suppose a young man from a rural area went to agricultural college in Ludhiana and somehow met a medical student who, it may be adduced, came from a well-to-do urban family with servants who did the cooking and cleaning. They fall in love and marry. She gives up her training, as would normally be expected, to live with her husband’s family where she is expected to cook, clean, help on the farm and perhaps even lay a cow dung floor. This may be an extreme example but hopefully it demonstrates the importance of arranged marriages in an extended family culture and the sense of marrying within the occupational group. Even in a less contrasting situation a girl has to fit in with her mother-in-law who rules the kitchen, and with existing and therefore senior sisters-in-law.

Employment procedures that are unwittingly biased towards men are an issue in promotion as well as hiring. A classic example comes from Google, where women weren't nominating themselves for promotion at the same rate as men. This is unsurprising: women are conditioned to be modest, and are penalised when they step outside of this prescribed gender norm [...] their [Google] solution was not to fix the male-biased system: it was to fix the women. Senior women at Google started hosting workshops 'to encourage women to nominate themselves''.

The Phlegmatic-Sanguine Person (PHLEG-SAN) These people are mostly seen as introverts. They are most peaceful people who go forgo their rights in order to live peacefully with others. Their temperament combination makes them very ideal people to get along with. Strengths of the PHLEG-SAN person They are gentle people who are honored in any group they find themselves. They are also very thoughtful and diplomatic. They are dependable and will rarely let the secret confided to them by friends. They have self-control. They are rarely seen exchanging words with people. They prefer forfeiting their rights and living peacefully with people to demanding these, which may lead to married relations. They enjoy the quiet life. They are the types who tell jokes without laughing. while others are laughing, they remain quiet, as if the humor came from somewhere else. It seems all fields of work are open to them. For example, they are good accountants, registrars, ministers, mechanics, teachers, and counsellors. This group of people do not enjoy trading activities but can do them when motivated Weaknesses of the PHLEG-SAN person These types of people are almost similar to their counterpart- the SAN-PHLEG. They lack motivation. They need to be motivated else they will leave their responsibilities undone. They allow themselves to be instructed and directed by people around them. Thus here, they fall victim to the sin of negligence. They procrastinate and often come out late. As senior officers their trays are always full of pending letters. They build shells around themselves and avoid many people and activities that could be useful to them in future. They let golden opportunities to pass by peacefully. Unless they develop personal discipline, they may never develop their natural potential. They are fearful; they need little motivation to put them to action. They lead a too relaxed life; they can even fall asleep while waiting for friends at the reception. A person of this temperament can always move peacefully with the strong willed CHOL-MEL person.

They can attend the red team event to demonstrate their support, just as New York Police Department (NYPD) Commissioner Ray Kelly and his successor William Bratton made it a point to participate in every single tabletop exercise, described in chapter 4, that was conducted with senior commanders during his tenure. Red teams can also be rewarded for their work—for example, the CIA Red Cell has received the National Intelligence Meritorious Unit Citation on multiple occasions—or a proficient red teamer can conspicuously be promoted to a more senior position.

Many senior executives and those responsible for the development of strategic thinking often try their best to simplify and reduce strategic thinking to a “how-to” model—conforming to the familiar and habitual. Ultimately, this effort restricts their learning techniques to the surf domain and only reinforces planning. Most traditional, formal, and behavioral programs directed at improving strategy performance are stuck in the surf domain. For example,

But there is a lot of fuzziness in the notion of "intellectual contribution." In some academic units, for example, junior scholars are expected to list their department chairs or lab chiefs as coauthors on all their publications, whether or not these people have actually contributed anything to the paper. In fact, I have heard some senior academics argue that they should be listed as coauthors on anything written by anyone being paid out of their grants. The polite term for this is honorary authorship or gift authorship, a practice that is officially frowned upon by journal editors but that remains relatively common.

Part of making a market thick involves finding a time at which lots of people will participate at the same time. But gaming the system when the system is “first come, first served” can mean contriving to be earlier than your competitors. That’s why, for example, the recruitment of college freshmen to join fraternities and sororities is called “rush.” Back in the late 1800s, fraternities were mostly social clubs for college seniors. But in an effort to get a little ahead of their competitors in recruiting, some started “rushing” to recruit earlier and earlier. Fast-forward to today, when it is first-semester students who are the targets of fraternity and sorority rush.

Include “acts of kindness” in the holiday schedule. Helping in a homeless soup kitchen, volunteering at the local food bank, writing a thank you card to someone whose services or efforts you appreciate (the friendly baker, for example), singing carols in the neighborhood or at a senior home, participating in a gift drive, or putting together a box for Operation Christmas Child (see “Resources”) bring compassion to the season.

If there was any politician in America who reflected the Cold War and what it did to the country, it was Richard Nixon—the man and the era were made for each other. The anger and resentment that were a critical part of his temperament were not unlike the tensions running through the nation as its new anxieties grew. He himself seized on the anti-Communist issue earlier and more tenaciously than any other centrist politician in the country. In fact that was why he had been put on the ticket in the first place. His first congressional race in 1946, against a pleasant liberal incumbent named Jerry Voorhis, was marked by red-baiting so savage that it took Voorhis completely by surprise. Upon getting elected, Nixon wasted no time in asking for membership in the House Un-American Activities Committee. He was the committee member who first spotted the contradictions in Hiss’s seemingly impeccable case; in later years he was inclined to think of the case as one of his greatest victories, in which he had challenged and defeated a man who was not what he seemed, and represented the hated Eastern establishment. His career, though, was riddled with contradictions. Like many of his conservative colleagues, he had few reservations about implying that some fellow Americans, including perhaps the highest officials in the opposition party, were loyal to a hostile foreign power and willing to betray their fellow citizens. Yet by the end of his career, he became the man who opened the door to normalized relations with China (perhaps, thought some critics, he was the only politician in America who could do that without being attacked by Richard Nixon), and he was a pal of both the Soviet and Chinese Communist leadership. If he later surprised many long-standing critics with his trips to Moscow and Peking, he had shown his genuine diplomatic skills much earlier in the way he balanced the demands of the warring factions within his own party. He never asked to be well liked or popular; he asked only to be accepted. There were many Republicans who hated him, particularly in California. Earl Warren feuded with him for years. Even Bill Knowland, the state’s senior senator and an old-fashioned reactionary, despised him. At the 1952 convention, Knowland had remained loyal to Warren despite Nixon’s attempts to help Eisenhower in the California delegation. When Knowland was asked to give a nominating speech for Nixon, he was not pleased: “I have to nominate the dirty son of a bitch,” he told friends. Nixon bridged the gap because his politics were never about ideology: They were the politics of self. Never popular with either wing, he managed to negotiate a delicate position acceptable to both. He did not bring warmth or friendship to the task; when he made attempts at these, he was, more often than not, stilted and artificial. Instead, he offered a stark choice: If you don’t like me, find someone who is closer to your position and who is also likely to win. If he tilted to either side, it was because that side seemed a little stronger at the moment or seemed to present a more formidable candidate with whom he had to deal. A classic example of this came early in 1960, when he told Barry Goldwater, the conservative Republican leader, that he would advocate a right-to-work plank at the convention; a few weeks later in a secret meeting with Nelson Rockefeller, the liberal Republican leader—then a more formidable national figure than Goldwater—Nixon not only reversed himself but agreed to call for its repeal under the Taft-Hartley act. “The man,” Goldwater noted of Nixon in his personal journal at the time, “is a two-fisted four-square liar.

5. Empower others to act. Leaders seek to empower others and deploy them for action. They seek to remove obstacles that hamper action that is in line with the vision. The rebuilding of the wall was a monumental task that took many people; therefore, it required broadening the base of those committed to the vision. Nehemiah involved many people in the project. He placed people in areas about which they were passionate. For example, several worked on the wall in front of their homes (3:23), likely most burdened for that particular area of the wall. Ministry leaders must empower others to develop leaders. Leadership development must not be only the responsibility of the senior pastor or senior leadership team. Others must be invited to embrace the opportunity to invest their lives in creating and commissioning leaders. 6. Generate short-term wins. Change theorist William Bridges stated, “Quick successes reassure the believers, convince the doubters, and confound the critics.”7 Leaders are wise to secure early wins to leverage momentum. Nehemiah and those rebuilding the wall faced immediate and constant ridicule and opposition; therefore, it was necessary for Nehemiah to utilize short-term wins to maintain momentum. After the initial wave of criticism, Nehemiah noted that the wall was halfway complete (4:6). The reality of the progress created enough energy to overcome the onslaught of negativity. Ministry leaders can create short-term wins by beginning with a few people, by inviting others to be developed. As leaders are discipled, people in the church will take notice. People will begin to see that the church does more than produce programs and events.

Ariely’s book clearly gives empirical verification for what you and I know happens all the time. Here is a tiny example I hope you cannot relate to: Ariely says, “Over the course of many years of teaching, I have noticed that there typically seems to be a rash of deaths among students’ relatives at the end of the semester. It happens mostly in the week before final exams and before papers are due.” Guess which relative most often dies? Grandma. I am not making this stuff up. Mike Adams, a professor at Eastern Connecticut State University, has done research on this. He has shown that grandmothers are ten times more likely to die before a midterm and nineteen times more likely to die before a final exam. Worse, grandmothers of students who are not doing well in class are at even higher risk. Students who are failing are fifty times more likely to lose Grandma than nonfailing students. It turns out that the greatest predictor of mortality among senior citizens in our day ends up being their grandchildren’s GPAs. The moral of all this is, if you are a grandparent, do not let your grandchild go to college. It’ll kill you, especially if he or she is intellectually challenged.

20 percent of scientists in the U.S. Fish and Wildlife Service (USFWS) reported being directed to “inappropriately exclude or alter technical information” from scientific documents. In a survey of EPA scientists, 18 percent said they had experienced frequent or occasional edits during review of documents to “change the meaning of scientific findings.” One high-profile example investigated by the EPA’s Office of Inspector General involved the regulation of mercury emissions from coal-fired plants. In the process of preparing a proposed rule, EPA senior management instructed staffers to manipulate technical and scientific analysis in order to keep costs down for the electric utility industry.

The other caution has to do with coordinating what work is phased out as a result of lower staffing levels. Leaders often let any such phasing out proceed of its own accord because they have faith that when they eliminate layers in the organizational chart or increase leadership spans of control, people who feel the increased workload will wisely and naturally eliminate tasks that are non-value added or of reduced competitive importance. But this faith is misplaced if employees are not clear about the relative value of work or what the strategic trade-offs should be. If they do not know what work to eliminate, they may not eliminate any at all and instead pass it on to someone else. In this way the organization chart is like a square of jiggly jelly. If you squeeze the jelly from the top and the bottom, it is going to squelch out the sides, and if you squeeze from the sides, it is going to squelch out the top and the bottom. Increasing spans of control—giving leaders more responsibility—may soon result in more layers (for example, one firm created “senior technician” roles for technicians to fill as intermediaries for busy managers). Decreasing layers of the organizational chart may increase spans of control (for example, another company eliminated a layer of managers but then hired a couple of new directors to handle the additional workload when all the reports were reassigned to the next highest management level). The total headcount dollars are never reduced, just reapportioned.

On June 9, 2016, for example, a Russian lawyer met with senior Trump Campaign officials Donald Trump Jr., Jared Kushner, and campaign chairman Paul Manafort to deliver what the email proposing the meeting had described as "official documents and information that would incriminate Hillary.

On June 9, 2016, for example, a Russian lawyer met with senior Trump Campaign officials Donald Trump Jr., Jared Kushner, and campaign chairman Paul Manafort to deliver what the email proposing the meeting had described as "official documents and information that would incriminate Hillary." The materials were offered to Trump Jr. as "part of Russia and its government's support for Mr. Trump." The written communications setting up the meeting showed that the Campaign anticipated receiving information from Russia that could assist candidate Trump's electoral prospects, but the Russian lawyer's presentation did not provide such information.