Execution And Planning Quotes

Whenever I am in a difficult situation where there seems to be no way out, I think about all the times I have been in such situations and say to myself, "I did it before, so I can do it again.

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

A good plan violently executed now is better than a perfect plan executed at some indefinite time in the future.

Every minute you spend in planning saves 10 minutes in execution; this gives you a 1,000 percent Return on Energy!

Today is a new day and it brings with it a new set of opportunities for me to act on. I am attentive to the opportunities and I seize them as they arise. I have full confidence in myself and my abilities. I can do all things that I commit myself to. No obstacle is too big or too difficult for me to handle because what lies inside me is greater than what lies ahead of me. I am committed to improving myself and I am getting better daily. I am not held back by regret or mistakes from the past. I am moving forward daily. Absolutely nothing is impossible for me.

The elegance under pressure is the result of fearlessness.

Success in life is not how well we execute Plan A; it's how smoothly we cope with Plan B.

It’s a big raised platform at the end of the square, with steps running up to it.” Like a stage?” Evanlyn suggested. “Maybe they’re planning to put on a play?” Or an execution,” Horace said.

God doesn't work on our timetable. He has a plan that He will execute perfectly and for the highest, greatest good of all, and for His ultimate glory.

Silence can be a plan rigorously executed the blueprint to a life It is a presence it has a history a form Do not confuse it with any kind of absence

The success of a strategy largely depends on it's implementation. You can have a good strategy, you can have a winning game plan, but ultimately you and your team have to implement the strategy and execute and put the game plan into action if your business is going to succeed.

In the ill-judged execution of the well-judged plan of things the call seldom produces the comer, the man to love rarely coincides with the hour for loving

A good plan, violently executed now, is better than a perfect plan next week. —George S. Patton

It is one thing to conceive a good plan, and another to execute it

In the ill-judged execution of the well-judged plan of things the call seldom produces the comer, the man to love rarely coincides with the hour for loving. Nature does not often say 'See!' to her poor creature at a time when seeing can lead to happy doing; or reply 'Here!' to a body's cry of 'Where?' till the hide-and-seek has become an irksome, outworn game. We may wonder whether at the acme and summit of the human progress these anachronisms will be corrected by a finer intuition, a close interaction of the social machinery than that which now jolts us round and along; but such completeness is not to be prophesied, or even conceived as possible. Enough that in the present case, as in millions, it was not the two halves of a perfect whole that confronted each other at the perfect moment; part and counterpart wandered independently about the earth in the stupidest manner for a while, till the late time came. Out of which maladroit delay sprang anxieties, disappointments, shocks, catastrophes -- what was called a strange destiny.

plan, organize, integrate, motivate, and measure.

In the ill-judged execution of the well-judged plan of things the call seldom produces the comer, the man to love rarely coincides with the hour for loving. Nature does not often say 'See!' to her poor creature at a time when seeing can lead to happy doing; or reply 'Here!' to a body's cry of 'Where?' till the hide-and-seek has become an irksome outworn game.

Breeze chuckled. "He was completely insane, you know. The worse things got, the more he'd joke. I remember how chipper he was the very day after one of our worst defeats, when we lost most of our skaa army to that fool Yeden. Kell walked in, a spring in his step, making one of his inane jokes." "Sounds insensitive," Allrianne said. Ham shook his head. "No. He was just determined. He always said that laughter was something the Lord Ruler couldn't take from him. He planned and executed the overthrow of a thousand-year empire—and he did it as a kind of . . . penance for letting his wife die thinking that he hated her. But, he did it all with a smirk on his lips. Like every joke was his way of slapping fate in the face." "We need what he had," Elend said.

A plan depends as much upon execution as it does upon concept.

Sometimes I wish," she starts, staring blankly out at the road in front of them, "I didn't have to have everything figured out. I wish I could turn off the part of my brain that needs perfectly executed plans, you know?

The Navy is a master plan designed by geniuses for execution by idiots. If you are not an idiot, but find yourself in the Navy, you can only operate well by pretending to be one. All the shortcuts and economies and common-sense changes that your native intelligence suggests to you are mistakes. Learn to quash them. Constantly ask yourself, "How would I do this if I were a fool?" Throttle down your mind to a crawl. Then you will never go wrong.

Make a plan that truly reflects your goals and interests, and you'll be more likely to execute. Why pretend you're going to work out every single day when you know you're only going to do it three times a week?

Be creative while inventing ideas, but be disciplined while implementing them.

To control one's own destiny takes a mastermind. To execute the plans takes a fool.

A good plan, violently executed now, is better than a perfect plan next week.

If you can't manage yourself, you can't manage your time. Discipline and self-control are what get you on track to execute your plans by managing your time effectively!

If a boy finds he can make a few articles with his hands, it tends to make him rely on himself. And the planning that is necessary for the execution of the work is a discipline and an education of great value to him.

I guess that sometimes, even when we can see something is very wrong, it doesn't mean that God isn't at work executing a much greater plan.

Make failure a concentration of the will—the will to want to continue moving forward and the will to have the ability to execute anything you set your mind to do. Failure stops procrastination because it will make us execute the journey God has planned for us to achieve our goals.

For I am the kind of dangerous dreamer who executes all his reveries, wishes, words, promises, plans. The wildest and the lightest. A wish for me is not a game: it's a creation.

Don't limit yourself to someone else's opinion of your capabilities. Be you. Dream, plan, execute!

inside each of us are two separate personas. There’s the leader/planner/manager who plans to change his or her ways. And there’s the follower/doer/employee who must execute the plan.

This is how change happens. Not with a whisper and a wish like in those tales of yours, but with a well-executed plan—and, yes, a bit of blood, but that’s the way of the world, isn’t it?

In life, the question is not if you will have problems, but how you are going to deal with your problems. If the possibility of failure were erased, what would you attempt to achieve? The essence of man is imperfection. Know that you're going to make mistakes. The fellow who never makes a mistake takes his orders from one who does. Wake up and realize this: Failure is simply a price we pay to achieve success. Achievers are given multiple reasons to believe they are failures. But in spite of that, they persevere. The average for entrepreneurs is 3.8 failures before they finally make it in business. When achievers fail, they see it as a momentary event, not a lifelong epidemic. Procrastination is too high a price to pay for fear of failure. To conquer fear, you have to feel the fear and take action anyway. Forget motivation. Just do it. Act your way into feeling, not wait for positive emotions to carry you forward. Recognize that you will spend much of your life making mistakes. If you can take action and keep making mistakes, you gain experience. Life is playing a poor hand well. The greatest battle you wage against failure occurs on the inside, not the outside. Why worry about things you can't control when you can keep yourself busy controlling the things that depend on you? Handicaps can only disable us if we let them. If you are continually experiencing trouble or facing obstacles, then you should check to make sure that you are not the problem. Be more concerned with what you can give rather than what you can get because giving truly is the highest level of living. Embrace adversity and make failure a regular part of your life. If you're not failing, you're probably not really moving forward. Everything in life brings risk. It's true that you risk failure if you try something bold because you might miss it. But you also risk failure if you stand still and don't try anything new. The less you venture out, the greater your risk of failure. Ironically the more you risk failure — and actually fail — the greater your chances of success. If you are succeeding in everything you do, then you're probably not pushing yourself hard enough. And that means you're not taking enough risks. You risk because you have something of value you want to achieve. The more you do, the more you fail. The more you fail, the more you learn. The more you learn, the better you get. Determining what went wrong in a situation has value. But taking that analysis another step and figuring out how to use it to your benefit is the real difference maker when it comes to failing forward. Don't let your learning lead to knowledge; let your learning lead to action. The last time you failed, did you stop trying because you failed, or did you fail because you stopped trying? Commitment makes you capable of failing forward until you reach your goals. Cutting corners is really a sign of impatience and poor self-discipline. Successful people have learned to do what does not come naturally. Nothing worth achieving comes easily. The only way to fail forward and achieve your dreams is to cultivate tenacity and persistence. Never say die. Never be satisfied. Be stubborn. Be persistent. Integrity is a must. Anything worth having is worth striving for with all your might. If we look long enough for what we want in life we are almost sure to find it. Success is in the journey, the continual process. And no matter how hard you work, you will not create the perfect plan or execute it without error. You will never get to the point that you no longer make mistakes, that you no longer fail. The next time you find yourself envying what successful people have achieved, recognize that they have probably gone through many negative experiences that you cannot see on the surface. Fail early, fail often, but always fail forward.

All obstructions to the execution of the laws, all combinations and associations, under whatever plausible character, with the real design to direct, control, counteract, or awe the regular deliberation and action of the constituted authorities, are destructive of this fundamental principle, and of fatal tendency. They serve to organize faction, to give it an artificial and extraordinary force; to put, in the place of the delegated will of the nation the will of a party, often a small but artful and enterprising minority of the community; and, according to the alternate triumphs of different parties, to make the public administration the mirror of the ill-concerted and incongruous projects of faction, rather than the organ of consistent and wholesome plans digested by common counsels and modified by mutual interests.

You aren't battling your ability to stick to a diet, execute a business plan, repair a broken marriage and rebuild your life, hit your goals, or win over a bad manager- you are battling your feelings about doing it. You are more than capable of doing the work to change anything for the better, despite how you feel. Feelings are merely suggestions, ones you can ignore. To change you must do the same, you must ignore how you feel, and just do it anyway.

Business management books often stress “centralized planning and decentralized execution.” That is too top-down for my taste. I believe in a centralized vision, coupled with decentralized planning and execution. In

Plans are just dreams until they're executed.

the number-one thing that you will have to sacrifice to be great, to achieve what you are capable of, and to execute your plans, is your comfort.

When efforts that are wisely executed, the situation and condition don't affect the performance.

You can plan forever but at some point you have to execute.

If it must be enjoyed, then it must be done. And if it must be done, then it must be done well. If it is done well, it is enjoyed well.

His plan has good points and bad points...as any plan would at this stage. A plan depends as much upon execution as it does upon concept.

The elimination of profit, whatever methods may be resorted to for its execution, must transform society into a senseless jumble.

What careful planning, what painstaking attention to detail, goes into extinguishing a man's life! Far more than the hit-or-miss, haphazard circumstances of igniting it. ("New York Blues")

It doesn’t take a genius to plan a perfect assault,” Galloran said. “The trouble tends to show up during the execution.

To control one’s own destiny takes a mastermind. To execute the plans takes a fool.

Plan your next action and next action will plan your life trajectory

Whatever begun with planning, ends in a victory.

in most cases one type of man is needed to plan ahead and an entirely different type to execute the work.

life can be organized like a business plan. First you take an inventory of your gifts and passions. Then you set goals and come up with some metrics to organize your progress toward those goals. Then you map out a strategy to achieve your purpose, which will help you distinguish those things that move you toward your goals from those things that seem urgent but are really just distractions. If you define a realistic purpose early on and execute your strategy flexibly, you will wind up leading a purposeful life. You will have achieved self-determination, of the sort captured in the oft-quoted lines from William Ernest Henley’s poem “Invictus”: “I am the master of my fate / I am the captain of my soul.

The action plan is a statement of intentions rather than a commitment. It must not become a straitjacket. It should be revised often, because every success creates new opportunities. So does every failure.

You can learn a lot about business by watching sports. Some of the strategies you see being executed in a sports game can actually be translated into business terms and executed to achieve business success.

Don’t mistake activity for achievement. To produce results, tasks must be well organized and properly executed; otherwise, it’s no different from children running around the playground—everybody is doing something, but nothing is being done; lots of activity, no achievement.

I have always thought that one man of tolerable abilities may work great changes, and accomplish great affairs among mankind, if he forms a good plan, and then makes the execution of that plan his sole study and business.

Pimps make the best librarians. Psycho killers, the worst. Ditto con men. Gangsters, gunrunners, bank robbers- adept at crowd control, at collaborating with a small staff, at planning with deliberation and executing with contained fury- all possess the librarian's basic skill set.

The worst plan executed quickly and violently is better than the best plan not executed at all.

The Six Steps to Success: 1) Define Success 2) Devise a Plan 3) Execute and Overcome Adversity 4) Measure Results with Key Metrics 5) Revise the Plan 6) Work Hard

Classically, the ability to invent and execute plans was believed to be limited to only three species: chimpanzees, gorillas, and human beings. Now

Antidemocracy, executive predominance, and elite rule are basic elements of inverted totalitarianism. Antidemocracy does not take the form of overt attacks upon the idea of government by the people. Instead, politically it means encouraging what I have earlier dubbed “civic demobilization,” conditioning an electorate to being aroused for a brief spell, controlling its attention span, and then encouraging distraction or apathy. The intense pace of work and the extended working day, combined with job insecurity, is a formula for political demobilization, for privatizing the citizenry. It works indirectly. Citizens are encouraged to distrust their government and politicians; to concentrate upon their own interests; to begrudge their taxes; and to exchange active involvement for symbolic gratifications of patriotism, collective self-righteousness, and military prowess. Above all, depoliticization is promoted through society’s being enveloped in an atmosphere of collective fear and of individual powerlessness: fear of terrorists, loss of jobs, the uncertainties of pension plans, soaring health costs, and rising educational expenses.

...when my sons were the ages of those two leaping boys, they were so intimate it would have been hard to disentangle their separate natures. They used to play together without pause from the moment they opened their eyes in the morning to the moment they closed them again. Their play was a kind of shared trance in which they created whole imaginary worlds, and they were forever involved in games and projects whose planning and execution were as real to them as they were invisible to everyone else: sometimes I would move or throw away some apparently inconsequential item, only to be told that it was a sacred prop in the ongoing make-believe, a narrative which seemed to run like a magic river through our household, inexhaustible, and which they could exit and re-enter at will, moving over that threshold which no one else could see into another element. And then one day the river dried up: their shared world of imagination ceased, and the reason was that one of them - I can't even recall which one it was - stopped believing in it. In other words, it was nobody's fault; but all the same it was brought home to me how much of what was beautiful in their lives was the result of a shared vision of things that strictly speaking could not have been said to exist.

I have always thought that one man of tolerable abilities may work great changes, and accomplish great affairs among mankind if he first forms a good plan, and, cutting off all amusements or other employments that would divert his attention, makes the execution of that same plan his sole study and business.

I have always thought that one man of tolerable abilities may work great changes, and accomplish great affairs among mankind, if he first forms a good plan, and, cutting off all amusements or other employments that would divert his attention , makes the execution of that same plan his sole study and business.

Companies should not gamble with leverage. Companies shouldn't gamble on borrowed money. If a company is going to borrow and leverage other peoples money, it should be going toward something profitable, stable and safe. Executives can't predict the future with any certainty, but they can do their research and due diligence. And they can be methodical and strategic as opposed to reckless.

If Republicans care about the Constitution, they have to find the courage to say no or lose their constituencies and ultimately their cause. They have to say no to the anticonstitutional views of Supreme Court nominees such as Ruth Bader Ginsburg and Sonia Sotomayor and to un-Constitutional executive orders by presidents like Barack Obama, and that means they have to be prepared to obstruct them by any constitutional means necessary. Nor should they be cowed by a corrupt anti-Republican press. No candidate was ever vilified more by the media than Donald Trump, and he won.

Pimps make the best librarians. Psycho killers, the worst. Ditto conmen. Gangsters, gun runners, bank robbers – adept at crowd control, at collaborating with a small staff, at planning with deliberation and executing with contained fury – all possess the librarian’s basic skill set. Scalpers and loan sharks certainly have a role to play. But even they lack that something, the je ne sais quoi, the elusive it. What would a pimp call it? Yes: the love.

But the term code-script is, of course, too narrow. The chromosome structures are at the same time instrumental in bringing about the development they foreshadow. They are law-code and executive power – or, to use another simile, they are architect’s plan and builder’s craft – in one.

When you make a plan, what do you have to gain from being welded to the expectations inherent in it? Nothing. When you are free from its expectations you are “in a dance” with life where you can simply execute the plan, and deal with what happens. If it succeeds, you can celebrate. If it fails, you can re-calibrate. Don’t expect victory or defeat. Plan for victory, learn from defeat.

In summary, procrastination may arise from problems in each of the nine executive functions—(1) inhibition, (2) self-monitoring, (3) planning and organization, (4) activity shifting, (5) task initiation, (6) task monitoring, (7) emotional control, (8) working memory, and (9) general orderliness.

Do not wait for the boy to grow up before you begin to treat him as an equal. A proper amount of confidence, and words of encouragement and advice . . . give him to understand that you trust him in many ways, helps to make a man of him long before he is a man in either stature or years. . . . If a boy finds he can make a few articles with his hands, it tends to make him rely on himself. And the planning that is necessary for the execution of the work is a discipline and an education of great value to him.

Most of the big problems we encounter in organizations or society are ambiguous and evolving. They don’t look like burning-platform situations, where we need people to buckle down and execute a hard but well-understood game plan. To solve bigger, more ambiguous problems, we need to encourage open minds, creativity, and hope.

d. In designing your organization, remember that the 5-Step Process is the path to success and that different people are good at different steps. Assign specific people to do each of these steps based on their natural inclinations. For example, the big-picture visionary should be responsible for goal setting, the taste tester should be assigned the job of identifying and not tolerating problems, the logical detective who doesn’t mind probing people should be the diagnoser, the imaginative designer should craft the plan to make the improvements, and the reliable taskmaster should make sure the plan gets executed. Of course, some people can do more than one of these things—generally people do two or three well. Virtually nobody can do them all well. A team should consist of people with all of these abilities and they should know who is responsible for which steps.

Alliances are useful in some situations. In others, they are absolutely vital. But they must always be approached with caution. Unity of that sort is based on mutual advantage. While that advantage exists the alliance may stand firm. But needs change, and advantages fade, and a day may come when one ally sees new benefits to be gained in betraying another. The warrior must be alert to such changes if he is to anticipate and survive an anannounced blow. Fortunately, the signs are usually evident in time for defense to be planned and executed. There is also always the possibility that changes will serve to meld the allies even more closely together. It is rare, but it can happen.

Brainstorm your big idea(s). (2 hrs) Identify your product, customer, competition, and sales/marketing strategy. (2 hrs) Identify your plan for operations, management, capitalization, and finances. (4 hrs) Create a life plan. (4 hrs) Validate your business idea. (8 hrs) Type up your finished business plan. (4 hrs) Execute and follow through on your plan.

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed. In this view, people often (but not always) take on risky projects because they are overly optimistic about the odds they face. I will return to this idea several times in this book—it probably contributes to an explanation of why people litigate, why they start wars, and why they open small businesses.

In fact, Lincoln and Stanton had already heard similar complaints. After dispatching investigators to look into General Grant’s behavior, however, they had concluded that his drinking did not affect his unmatched ability to plan, execute, and win battles. A memorable story circulated that when a delegation brought further rumors of Grant’s drinking to the president, Lincoln declared that if he could find the brand of whiskey Grant used, he would promptly distribute it to the rest of his generals!

Executives are paralyzed by the muddle. Few employees deep down in the company even know what the strategy is. And a closer look reveals that most plans don’t contain a strategy at all but rather a smorgasbord of tactics that individually make sense but collectively don’t add up to a unified, clear direction that sets a company apart—let alone makes the competition irrelevant. Does this sound like the strategic plans in your company?

The left and right sides of the brain also process the imprints of the past in dramatically different ways.2 The left brain remembers facts, statistics, and the vocabulary of events. We call on it to explain our experiences and put them in order. The right brain stores memories of sound, touch, smell, and the emotions they evoke. It reacts automatically to voices, facial features, and gestures and places experienced in the past. What it recalls feels like intuitive truth—the way things are. Even as we enumerate a loved one’s virtues to a friend, our feelings may be more deeply stirred by how her face recalls the aunt we loved at age four.3 Under ordinary circumstances the two sides of the brain work together more or less smoothly, even in people who might be said to favor one side over the other. However, having one side or the other shut down, even temporarily, or having one side cut off entirely (as sometimes happened in early brain surgery) is disabling. Deactivation of the left hemisphere has a direct impact on the capacity to organize experience into logical sequences and to translate our shifting feelings and perceptions into words. (Broca’s area, which blacks out during flashbacks, is on the left side.) Without sequencing we can’t identify cause and effect, grasp the long-term effects of our actions, or create coherent plans for the future. People who are very upset sometimes say they are “losing their minds.” In technical terms they are experiencing the loss of executive functioning. When something reminds traumatized people of the past, their right brain reacts as if the traumatic event were happening in the present. But because their left brain is not working very well, they may not be aware that they are reexperiencing and reenacting the past—they are just furious, terrified, enraged, ashamed, or frozen. After the emotional storm passes, they may look for something or somebody to blame for it. They behaved the way they did way because you were ten minutes late, or because you burned the potatoes, or because you “never listen to me.” Of course, most of us have done this from time to time, but when we cool down, we hopefully can admit our mistake. Trauma interferes with this kind of awareness, and, over time, our research demonstrated why.

Branches or types are characterized by the plan of their structure, Classes, by the manner in which that plan is executed, as far as ways and means are concerned, Orders, by the degrees of complication of that structure, Families, by their form, as far as determined by structure, Genera, by the details of the execution in special parts, and Species, by the relations of individuals to one another and to the world in which they live, as well as by the proportions of their parts, their ornamentation, etc.

New Rule: Not everything in America has to make a profit. If conservatives get to call universal health care "socialized medicine," I get to call private, for-profit health care "soulless vampire bastards making money off human pain." Now, I know what you're thinking: "But, Bill, the profit motive is what sustains capitalism." Yes, and our sex drive is what sustains the human species, but we don't try to fuck everything. It wasn't that long ago when a kid in America broke his leg, his parents took him to the local Catholic hospital, the nun stuck a thermometer in his ass, the doctor slapped some plaster on his ankle, and you were done. The bill was $1.50; plus, you got to keep the thermometer. But like everything else that's good and noble in life, some bean counter decided that hospitals could be big business, so now they're not hospitals anymore; they're Jiffy Lubes with bedpans. The more people who get sick, and stay sick, the higher their profit margins, which is why they're always pushing the Jell-O. Did you know that the United States is ranked fiftieth in the world in life expectancy? And the forty-nine loser countries were they live longer than us? Oh, it's hardly worth it, they may live longer, but they live shackled to the tyranny of nonprofit health care. Here in America, you're not coughing up blood, little Bobby, you're coughing up freedom. The problem with President Obama's health-care plan isn't socialism. It's capitalism. When did the profit motive become the only reason to do anything? When did that become the new patriotism? Ask not what you could do for your country, ask what's in it for Blue Cross Blue Shield. And it's not just medicine--prisons also used to be a nonprofit business, and for good reason--who the hell wants to own a prison? By definition, you're going to have trouble with the tenants. It's not a coincidence that we outsourced running prisons to private corporations and then the number of prisoners in America skyrocketed. There used to be some things we just didn't do for money. Did you know, for example, there was a time when being called a "war profiteer" was a bad thing? FDR said he didn't want World War II to create one millionaire, but I'm guessing Iraq has made more than a few executives at Halliburton into millionaires. Halliburton sold soldiers soda for $7.50 a can. They were honoring 9/11 by charging like 7-Eleven. Which is wrong. We're Americans; we don't fight wars for money. We fight them for oil. And my final example of the profit motive screwing something up that used to be good when it was nonprofit: TV news. I heard all the news anchors this week talk about how much better the news coverage was back in Cronkite's day. And I thought, "Gee, if only you were in a position to do something about it.

One also hears a great deal about how this awful joint tenure of the executive mansion was a good thing in that it conferred 'experience' on the despised and much-deceived wife. Well, the main 'experience' involved the comprehensive fouling-up of the nation's health-care arrangements, so as to make them considerably worse than they had been before and to create an opening for the worst-of-all-worlds option of the so-called HMO, combining as it did the maximum of capitalist gouging with the maximum of socialistic bureaucracy. This abysmal outcome, forgiven for no reason that I can perceive, was the individual responsibility of the woman who now seems to think it entitles her to the presidency.

You’ve always felt everything so intensely,” she said after a moment’s pause. “And that was something I did love about you. How much you loved your family, how you would do anything for them. But you kept your heart closed off. You didn’t trust anyone, and I don’t blame you—you took everything on yourself, and you kept so many secrets, because you thought you had to. But when you opened up the Institute for the war council, you made yourself trust other people to help you execute a plan. You didn’t hide; you let yourself be open to being hurt or betrayed so you could lead them. And when you came to me in the Silent City and you stopped me breaking the rune—” Her voice shook. “You told me to trust not just you but in the intrinsic goodness of the world. That was my worst point, my darkest point, and you were there, despite everything, with your heart open. You were there to bring me home.” He laid his fingers against the bare skin of her arm, where her parabatai rune had once been. “You brought me back too,” he said with a sort of awe. “I’ve loved you all my life, Emma. And when I felt nothing, I realized— without that love, I was nothing. You’re the reason I wanted to break out of the cage. You made me understand that love creates far more joy than any pain it causes.

Here’s the point. If I had waited until the songs were finished, this thing might never have happened. If I had merely tinkered with these songs for all the years it took to finally record them, chances are I would have moved on to other things and never given it a try. It wouldn’t have grown into what it was meant to be. You can think and plan and think some more, but none of that is half as important as doing something, however imperfect or incomplete it is. Intention trumps execution, remember? Sometimes you book the tour before the songs are written. Sometimes you stand at the altar and say “I do” without any clue how you and your wife are going to make it. Sometimes you move to Nashville with no money in the bank and no real prospects. Sometimes you start with nothing and hope it all works out. Not sometimes—every time. All you really have is your willingness to fail, coupled with the mountain of evidence that the Maker has never left nor forsaken you.

There are three kinds of time for us to deal with; each presents problems that can be solved with skill and practice. First there is long time: the drawn-out, years-long kind of time that must be managed with patience and gentle guidance. Our handling of long time should be mostly defensive—this is the art of not reacting impulsively, of waiting for opportunity. Next there is forced time: the short-term time that we can manipulate as an offensive weapon, upsetting the timing of our opponents. Finally there is end time, when a plan must be executed with speed and force. We have waited, found the moment, and must not hesitate.

My recommendation is to keep up the good work. I’m changing your title to senior executive assistant, and giving you a three percent raise effective next payday. Congratulations.” Wow, three percent. I could move up that early retirement plan to age seventy-five now, instead of eighty. Lucky me. Thank you,” I said. “That’s very generous.” You’re quite welcome.” Ms. Saunders nodded and grabbed a gold-plated letter opener to begin attacking her stack of mail. I turned to leave. Didn’t want to outstay my welcome. Damn it!” she exclaimed, and I turned back around. She winced and nodded at the letter opener that she’d dropped to her desktop. “Damn thing slipped. I’m probably going to need stitches now. Can you be a dear and fetch the first-aid kit for me?” She held her left index finger and frowned at the steady flow of blood oozing out. A few small drops of red splashed onto the other letters spread out on the desk. I felt woozy. And suddenly dizzy. I blinked. When I opened my eyes, I was no longer standing by the door about to leave. I was crouched down next to Ms. Saunders’s imported black leather chair, grasping her wrist tightly…… and sucking noisily on her fingertip. I shrieked and let go of her, staggering backward. I grabbed at her desk to keep from falling, but I dropped on my butt, anyhow, taking most of the contents of the top of her desk with me. She held her injured finger far away from her and stared at me, wide-eyed, with a mixture of shock and disgust. I scrambled to my feet and wiped my mouth with the back of my hand. What in the holy hell just happened? I… I… uh… I’m so sorry,” I managed. “I don’t know what… I wouldn’t normally do something… I just…” Ms. Saunders pulled her hand close to her chest, perhaps to protect it from further abuse. Get out,” she said quietly. Yeah, I’ll get back to work. Again, I’m so, so sorry. Would you like me to bring you a cup of coffee?” No, not to your desk,” she said evenly, but her volume increased with every word. “Get out of here, you freak. I don’t care what you’ve heard, I’m not into women. You’re fired. Now get out of here before I call security.” But… my job review—” Get out!” she yelled.

A definite pessimist believes the future can be known, but since it will be bleak, he must prepare for it. Perhaps surprisingly, China is probably the most definitely pessimistic place in the world today. When Americans see the Chinese economy grow ferociously fast (10% per year since 2000), we imagine a confident country mastering its future. But that’s because Americans are still optimists, and we project our optimism onto China. From China’s viewpoint, economic growth cannot come fast enough. Every other country is afraid that China is going to take over the world; China is the only country afraid that it won’t. China can grow so fast only because its starting base is so low. The easiest way for China to grow is to relentlessly copy what has already worked in the West. And that’s exactly what it’s doing: executing definite plans by burning ever more coal to build ever more factories and skyscrapers. But with a huge population pushing resource prices higher, there’s no way Chinese living standards can ever actually catch up to those of the richest countries, and the Chinese know it. This is why the Chinese leadership is obsessed with the way in which things threaten to get worse. Every senior Chinese leader experienced famine as a child, so when the Politburo looks to the future, disaster is not an abstraction. The Chinese public, too, knows that winter is coming. Outsiders are fascinated by the great fortunes being made inside China, but they pay less attention to the wealthy Chinese trying hard to get their money out of the country. Poorer Chinese just save everything they can and hope it will be enough. Every class of people in China takes the future deadly seriously.

New York or California? Chicago or D.C.? I could go now, too, I thought. I had a car just as much as she did. I could go to the five spots on the map, and even if I didn't find her, it would be more fun than another boiling summer in Orlando. But no. It's like breaking into SeaWorld. It takes an immaculate plan, and then you execute it brilliantly, and then—­nothing. And then it's just SeaWorld, except darker. She'd told me: the pleasure isn't in doing the thing; the pleasure is in planning it. And that's what I thought about as I stood beneath the showerhead: the planning. She sits in the minimall with her notebook, planning. Maybe she's planning a road trip, using the map to imagine routes. She reads the Whitman and highlights "I tramp a perpetual journey," because that's the kind of thing she likes to imagine herself doing, the kind of thing she likes to plan. But is it the kind of thing she likes to actually do? No. Because Margo knows the secret of leaving, the secret I have only just now learned: leaving feels good and pure only when you leave something important, something that mattered to you. Pulling life out by the roots. But you can't do that until your life has grown roots.

It is better to lose health like a spendthrift than to waste it like a miser. It is better to live and be done with it, than to die daily in the sick-room. By all means begin your folio; even if the doctor does not give you a year, even if he hesitates about a month, make one brave push and see what can be accomplished in a week. It is not only in finished undertakings that we ought to honour useful labour. A spirit goes out of the man who means execution, which outlives the most untimely ending. All who have meant good work with their whole hearts, have done good work, although they may die before they have the time to sign it. Every heart that has beat strong and cheerfully has left a hopeful impulse behind it in the world, and bettered the tradition of mankind. And even if death catch people, like an open pitfall, and in mid-career, laying out vast projects, and planning monstrous foundations, flushed with hope, and their mouths full of boastful language, they should be at once tripped up and silenced: is there not something brave and spirited in such a termination? and does not life go down with a better grace, foaming in full body over a precipice, than miserably straggling to an end in sandy deltas? When the Greeks made their fine saying that those whom the gods love die young, I cannot help believing they had this sort of death also in their eye. For surely, at whatever age it overtake the man, this is to die young. Death has not been suffered to take so much as an illusion from his heart. In the hot-fit of life, a-tiptoe on the highest point of being, he passes at a bound on to the other side. The noise of the mallet and chisel is scarcely quenched, the trumpets are hardly done blowing, when, trailing with him clouds of glory, this happy-starred, full-blooded spirit shoots into the spiritual land.

Now there are two "functions" in a democracy: The specialized class, the responsible men, carry out the executive function, which means they do the thinking and planning and understand the common interests. Then, there is the bewildered herd, and they have a function in democracy too. Their function in a democracy, he said, is to be "spectators," not participants in action. But they have more of a function than that, because it's a democracy. Occasionally they are allowed to lend their weight to one or another member of the specialized class. In other words, they're allowed to say, "We want you to be our leader" or "We want you to be our leader." That's because it's a democracy and not a totalitarian state. That's called an election. But once they've lent their weight to one or another member of the specialized class they're supposed to sink back and become spectators of action, but not participants. That's in a properly functioning democracy.

The Atonist nobility knew it was impossible to organize and control a worldwide empire from Britain. The British Isles were geographically too far West for effective management. In order to be closer to the “markets,” the Atonist corporate executives coveted Rome. Additionally, by way of their armed Templar branch and incessant murderous “Crusades,” they succeeded making inroads further east. Their double-headed eagle of control reigned over Eastern and Western hemispheres. The seats of Druidic learning once existed in the majority of lands, and so the Atonist or Christian system spread out in similar fashion. Its agents were sent from Britain and Rome to many a region and for many a dark purpose. To this very day, the nobility of Europe and the east are controlled from London and Rome. Nothing has changed when it comes to the dominion of Aton. As Alan Butler and Stephen Dafoe have proven, the Culdean monks, of whom we write, had been hired for generations as tutors to elite families throughout Europe. In their book The Knights Templar Revealed, the authors highlight the role played by Culdean adepts tutoring the super-wealthy and influential Catholic dynasties of Burgundy, Champagne and Lorraine, France. Research into the Templars and their affiliated “Salt Line” dynasties reveals that the seven great Crusades were not instigated and participated in for the reasons mentioned in most official history books. As we show here, the Templars were the military wing of British and European Atonists. It was their job to conquer lands, slaughter rivals and rebuild the so-called “Temple of Solomon” or, more correctly, Akhenaton’s New World Order. After its creation, the story of Jesus was transplanted from Britain, where it was invented, to Galilee and Judea. This was done so Christianity would not appear to be conspicuously Druidic in complexion. To conceive Christianity in Britain was one thing; to birth it there was another. The Atonists knew their warped religion was based on ancient Amenism and Druidism. They knew their Jesus, Iesus or Yeshua, was based on Druidic Iesa or Iusa, and that a good many educated people throughout the world knew it also. Their difficulty concerned how to come up with a believable king of light sufficiently appealing to the world’s many pagan nations. Their employees, such as St. Paul (Josephus Piso), were allowed to plunder the archive of the pagans. They were instructed to draw from the canon of stellar gnosis and ancient solar theologies of Egypt, Chaldea and Ireland. The archetypal elements would, like ingredients, simply be tossed about and rearranged and, most importantly, the territory of the new godman would be resituated to suit the meta plan.

Elide said quietly, “Marion was my mother’s name. She died defending Aelin Galathynius from her assassin. My mother bought Aelin time to run—to get away so she could one day return to save us all. My uncle, Vernon, watched and smiled as my father, the Lord of Perranth, was executed outside our castle. Then he took my father’s title and lands and home. And for the next ten years, my uncle locked me in the highest tower of Perranth Castle, with only my nursemaid for company. When I broke my foot and ankle, he did not trust healers enough to let them treat it. He kept bars on the tower windows to keep me from killing myself, and shackled my ankles to keep me from running. I left for the first time in a decade when he shoved me into a prison wagon and dragged me down to Morath. There, he made me work as a servant—for the humiliation and terror he delights in. I planned and dreamed of escaping every day. And when the time came … I took my chance. I did not know about the ilken, had only heard rumors of fell things being bred in the mountains beyond the Keep. I have no lands, no money, no army to offer Aelin Galathynius. But I will find her—and help her in whatever way I can. If only to keep just one girl, just one, from ever enduring what I did.

A prohibition on the hoarding or possession of gold was integral to the plan to devalue the dollar against gold and get people spending again. Against this background, FDR issued Executive Order 6102 on April 5, 1933, one of the most extraordinary executive orders in U.S. history. The blunt language over the signature of Franklin Delano Roosevelt speaks for itself: I, Franklin D. Roosevelt . . . declare that [a] national emergency still continues to exist and . . . do hereby prohibit the hoarding of gold coin, gold bullion, and gold certificates within the . . . United States by individuals, partnerships, associations and corporations.... All persons are hereby required to deliver, on or before May 1, 1933, to a Federal reserve bank . . . or to any member of the Federal Reserve System all gold coin, gold bullion and gold certificates now owned by them.... Whoever willfully violates any provision of this Executive Order . . . may be fined not more than $10,000 or . . . may be imprisoned for not more than ten years. The people of the United States were being ordered to surrender their gold to the government and were offered paper money at the exchange rate of $20.67 per ounce. Some relatively minor exceptions were made for dentists, jewelers and others who made “legitimate and customary” use of gold in their industry or art. Citizens were allowed to keep $100 worth of gold, about five ounces at 1933 prices, and gold in the form of rare coins. The $10,000 fine proposed in 1933 for those who continued to hoard gold in violation of the president’s order is equivalent to over $165,000 in today’s money, an extraordinarily large statutory fine. Roosevelt followed up with a

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

The only thing that [Amaranta] did not keep in mind in her fearsome plan was that in spite of her pleas to God she might die before Rebeca. That was, in fact, what happened. At the final moment, however, Amaranta did not feel frustrated, but, on the contrary, free of all bitterness because death had awarded her the privilege of announcing itself several years ahead of time. She saw it on one burning afternoon sewing with her on the porch a short time after Meme had left for school. She saw it because it was a woman dressed in blue with long hair, with a sort of antiquated look, and with a certain resemblance to Pilar Ternera during the time when she had helped with the chores in the kitchen. Fernanda was present several times and did not see her, in spite of the fact that she was so real – so human and on one occasion asked of Amaranta the favor of threading a needle. Death did not tell her when she was going to die or whether her hour was assigned before that of Rebeca, but ordered her to begin sewing her own shroud on the next sixth of April. She was authorized to make it as complicated and as fine as she wanted, but just as honestly executed as Rebeca's, and she was told that she would die without pain, fear, or bitterness at dusk on the day that she finished it. Trying to waste the most time possible, Amaranta ordered some rough flax and spun the thread herself. She did it so carefully that the work alone took four years. Then she started the sewing. As she got closer to the unavoidable end she began to understand that only a miracle would allow her to prolong the work past Rebeca's death, but the very concentration gave her the calmness that she needed to accept the idea of frustration.

It is so rare to have a new tent appear that Celia considers canceling her performances entirely in order to spend the evening investigating it. Instead she waits, executing her standard number of shows, finishing the last a few hours before dawn. Only then does she navigate her way through nearly empty pathways to find the latest edition to the circus. The sign proclaims something called the Ice Garden. and Celia smiles at the addendum below which contains an apology for any thermal inconvenience. Despite the name, she is not prepared for what awaits her inside the tent. It is exactly what the sign described. But it is so much more than that. There are no stripes visible on the walls, everything is sparkling and white. She cannot tell how far it stretches, the size of the tent obscured by cascading willows and twisting vines. The air itself is magical. Crisp and sweet in her lungs as she breathes, sending a shiver down to her toes that is caused by more than the forewarned drop in temperature. There are no patrons in the tent as she explores, circling alone around trellises covered in pale roses and a softly bubbling, elaborately carved fountain. And everything, save for occasional lengths of whet silk ribbon strung like garlands, is made of ice. Curious, Celia picks a frosted peony from its branch, the stem breaking easily. But the layered petals shatter, falling from her fingers to the ground, disappearing in the blades of ivory grass below. When she looks back at the branch, an identical bloom has already appeared. Celia cannot imagine how much power and skill it would take not only to construct such a thing but to maintain it as well. And she longs to know how her opponent came up with the idea. Aware that each perfectly structured topiary, every detail down to the stones that line the paths like pearls, must have been planned.

Your rival has ten weak points, whereas you have ten strong ones. Although his army is large, it is not irresistible. “Yuan Shao is too caught up in ceremony and show while you, on the other hand, are more practical. He is often antagonistic and tends to force things, whereas you are more conciliatory and try to guide things to their proper courses, giving you the advantage of popular support. His extravagance hinders his administrative ability while your better efficiency is a great contribution to the government, granting you the edge of a well-structured and stable administration. On the outside he is very kind and giving but on the inside he is grudging and suspicious. You are just the opposite, appearing very exacting but actually very understanding of your followers’ strengths and weaknesses. This grants you the benefit of tolerance. He lacks commitment where you are unfaltering in your decisions, promptly acting on your plans with full faith that they will succeed. This shows an advantage in strategy and decisiveness. He believes a man is only as good as his reputation, which contrasts with you, who looks beyond this to see what kind of person they really are. This demonstrates that you are a better judge of moral character. He only pays attention to those followers close to him, while your vision is all-encompassing. This shows your superior supervision. He is easily misled by poor advice, whereas you maintain sound judgment even if beset by evil council. This is a sign of your independence of thought. He does not always know what is right and wrong but you have an unwavering sense of justice. This shows how you excel in discipline. He has a massive army, but the men are poorly trained and not ready for war. Your army, though much smaller, is far superior and well provisioned, giving you the edge in planning and logistics, allowing you to execute effectively. With your ten superiorities you will have no difficulty in subduing Yuan Shao.

From Bourcet he learnt the principle of calculated dispersion to induce the enemy to disperse their own concentration preparatory to the swift reuniting of his own forces. Also, the value of a 'plan with several branches', and of operating in a line which threatened alternative objectives. Moreover, the very plan which Napoleon executed in his first campaign was based on one that Bourcet had designed half a century earlier. Form Guibert he acquired an idea of the supreme value of mobility and fluidity of force, and of the potentialities inherent in the new distribution of an army in self-contained divisions. Guibert had defined the Napoleonic method when he wrote, a generation earlier: 'The art is to extend forces without exposing them, to embrace the enemy without being disunited, to link up the moves or the attacks to take the enemy in flank without exposing one's own flank.' And Guibert's prescription for the rear attack, as the means of upsetting the enemy's balance, became Napoleon's practice. To the same source can be traced Napoleon's method of concentrating his mobile artillery to shatter, and make a breach at, a key point in the enemy's front. Moreover, it was the practical reforms achieved by Guibert in the French army shortly before the Revolution which fashioned the instrument that Napoleon applied. Above all, it was Guibert's vision of a coming revolution in warfare, carried out by a man who would arise from a revolutionary state, that kindled the youthful Napoleon's imagination and ambition. While Napoleon added little to the ideas he had imbibed, he gave them fulfilment. Without his dynamic application the new mobility might have remained merely a theory. Because his education coincided with his instincts, and because these in turn were given scope by his circumstances, he was able to exploit the full possibilities of the new 'divisional' system. In developing the wider range of strategic combinations thus possible Napoleon made his chief contribution to strategy.

Such is Fascist planning-the planning of those who reject the ideal postulates of Christian civilization and of the older Asiatic civilization which preceded ti and from which it derived-the planning of men whose intentions are avowedly bad. Let us now consider examples of planning by political leaders who accept the ideal postulates, whose intentions are good. The first thing to notice is that none of these men accepts the ideal postulates whole-heartedly. All believe that desirable ends can be achieved by undesirable means. Aiming to reach goals diametrically opposed to those of Fascism, they yet persist in taking the same roads as are taken by the Duces and Fuehrers. They are pacifists, but pacifists who act on the theory that peace can be achieved by means of war; they are reformers and revolutionaries, but reformers who imagine that unfair and arbitrary acts can produce social justice, revolutionaries who persuade themselves that the centralization of power and the enslavement of the masses can result in liberty for all. Revolutionary Russia has the largest army in the world; a secret police, that for ruthless efficiency rivals the German or the Italian; a rigid press censorship; a system of education that, since Stalin "reformed" it, is as authoritarian as Hitler's; an all-embracing system of military training that is applied to women and children as well as men; a dictator as slavishly adored as the man-gods of Rome and Berlin; a bureaucracy, solidly entrenched as the new ruling class and employing the powers of the state to preserve its privileges and protect its vested interests; an oligarchical party which dominates the entire country and within which there is no freedom even for faithful members. (Most ruling castes are democracies so far as their own members are concerned. Not so the Russian Communist Party, in which the Central Executive Committee acting through the Political Department, can override or altogether liquidate any district organization whatsoever.) No opposition is permitted in Russia. But where opposition is made illegal, it automatically goes underground and becomes conspiracy. Hence the treason trials and purges of 1936 and 1937. Large-scale manipulations of the social structure are pushed through against the wishes of the people concerned and with the utmost ruthlessness. (Several million peasants were deliberately starved to death in 1933 by the Soviet planners.) Ruthlessness begets resentment; resentment must be kept down by force. As usual the chief result of violence is the necessity to use more violence. Such then is Soviet planning-well-intentioned, but making use of evil means that are producing results utterly unlike those which the original makers of the revolution intended to produce.

Our safety lies in repentance. Our strength comes of obedience to the commandments of God. My beloved brethren and sisters, I accept this opportunity in humility. I pray that I may be guided by the Spirit of the Lord in that which I say. I have just been handed a note that says that a U.S. missile attack is under way. I need not remind you that we live in perilous times. I desire to speak concerning these times and our circumstances as members of this Church. You are acutely aware of the events of September 11, less than a month ago. Out of that vicious and ugly attack we are plunged into a state of war. It is the first war of the 21st century. The last century has been described as the most war-torn in human history. Now we are off on another dangerous undertaking, the unfolding of which and the end thereof we do not know. For the first time since we became a nation, the United States has been seriously attacked on its mainland soil. But this was not an attack on the United States alone. It was an attack on men and nations of goodwill everywhere. It was well planned, boldly executed, and the results were disastrous. It is estimated that more than 5,000 innocent people died. Among these were many from other nations. It was cruel and cunning, an act of consummate evil. Recently, in company with a few national religious leaders, I was invited to the White House to meet with the president. In talking to us he was frank and straightforward. That same evening he spoke to the Congress and the nation in unmistakable language concerning the resolve of America and its friends to hunt down the terrorists who were responsible for the planning of this terrible thing and any who harbored such. Now we are at war. Great forces have been mobilized and will continue to be. Political alliances are being forged. We do not know how long this conflict will last. We do not know what it will cost in lives and treasure. We do not know the manner in which it will be carried out. It could impact the work of the Church in various ways. Our national economy has been made to suffer. It was already in trouble, and this has compounded the problem. Many are losing their employment. Among our own people, this could affect welfare needs and also the tithing of the Church. It could affect our missionary program. We are now a global organization. We have members in more than 150 nations. Administering this vast worldwide program could conceivably become more difficult. Those of us who are American citizens stand solidly with the president of our nation. The terrible forces of evil must be confronted and held accountable for their actions. This is not a matter of Christian against Muslim. I am pleased that food is being dropped to the hungry people of a targeted nation. We value our Muslim neighbors across the world and hope that those who live by the tenets of their faith will not suffer. I ask particularly that our own people do not become a party in any way to the persecution of the innocent. Rather, let us be friendly and helpful, protective and supportive. It is the terrorist organizations that must be ferreted out and brought down. We of this Church know something of such groups. The Book of Mormon speaks of the Gadianton robbers, a vicious, oath-bound, and secret organization bent on evil and destruction. In their day they did all in their power, by whatever means available, to bring down the Church, to woo the people with sophistry, and to take control of the society. We see the same thing in the present situation.

What the turbulent months of the campaign and the election revealed most of all, I think, was that the American people were voicing a profound demand for change. On the one hand, the Humphrey people were demanding a Marshall Plan for our diseased cities and an economic solution to our social problems. The Nixon and Wallace supporters, on the other hand, were making their own limited demands for change. They wanted more "law and order," to be achieved not through federal spending but through police, Mace, and the National Guard. We must recognize and accept the demand for change, but now we must struggle to give it a progressive direction. For the immediate agenda, I would make four proposals. First, the Electoral College should be eliminated. It is archaic, undemocratic, and potentially very dangerous. Had Nixon not achieved a majority of the electoral votes, Wallace might have been in the position to choose and influence our next President. A shift of only 46,000 votes in the states of Alaska, Delaware, New Jersey, and Missouri would have brought us to that impasse. We should do away with this system, which can give a minority and reactionary candidate so much power and replace it with one that provides for the popular election of the President. It is to be hoped that a reform bill to this effect will emerge from the hearings that will soon be conducted by Senator Birch Bayh of Indiana. Second, a simplified national registration law should be passed that provides for universal permanent registration and an end to residence requirements. Our present system discriminates against the poor who are always underregistered, often because they must frequently relocate their residence, either in search of better employment and living conditions or as a result of such poorly planned programs as urban renewal (which has been called Negro removal). Third, the cost of the presidential campaigns should come from the public treasury and not from private individuals. Nixon, who had the backing of wealthy corporate executives, spent $21 million on his campaign. Humphrey's expenditures totaled only $9.7 million. A system so heavily biased in favor of the rich cannot rightly be called democratic. And finally, we must maintain order in our public meetings. It was disgraceful that each candidate, for both the presidency and the vice-presidency, had to be surrounded by cordons of police in order to address an audience. And even then, hecklers were able to drown him out. There is no possibility for rational discourse, a prerequisite for democracy, under such conditions. If we are to have civility in our civil life, we must not permit a minority to disrupt our public gatherings.