Executive Director Quotes

We want to be open-minded enough to accept radical new ideas when they occasionally come along, but we don't want to be so open-minded that our brains fall out.

A good Board Of Directors team is one where ideas are flowing fluidly - and where each idea is met with an initial welcome, an intellectual challenge, an expression of gratitude, a rigorous scrutiny and a readiness for action.

In some cases, you can tell how somebody is being treated by their own boss from the way they are treating someone to whom they are a boss.

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

manic-depressive illness, we proposed to the executive director of the Philharmonic a program based on the lives and music of several composers who had suffered from the illness, including Robert Schumann, Hector Berlioz, and Hugo Wolf.

If life is a movie most people would consider themselves the star of their own feature. Guys might imagine they're living some action adventure epic. Chicks maybe are in a rose-colored fantasy romance. And homosexuals are living la vida loca in a fabulous musical. Still others may take the indie approach and think of themselves as an anti-hero in a coming of age flick. Or a retro badass in an exploitation B movie. Or the cable man in a very steamy adult picture. Some people's lives are experimental student art films that don't make any sense. Some are screwball comedies. Others resemble a documentary, all serious and educational. A few lives achieve blockbuster status and are hailed as a tribute to the human spirit. Some gain a small following and enjoy cult status. And some never got off the ground due to insufficient funding. I don't know what my life is but I do know that I'm constantly squabbling with the director over creative control, throwing prima donna tantrums and pouting in my personal trailor when things don't go my way. Much of our lives is spent on marketing. Make-up, exercise, dieting, clothes, hair, money, charm, attitude, the strut, the pose, the Blue Steel look. We're like walking billboards advertising ourselves. A sneak peek of upcoming attractions. Meanwhile our actual production is in disarray--we're over budget, doing poorly at private test screenings and focus groups, creatively stagnant, morale low. So we're endlessly tinkering, touching up, editing, rewriting, tailoring ourselves to best suit a mass audience. There's like this studio executive in our heads telling us to cut certain things out, make it "lighter," give it a happy ending, and put some explosions in there too. Kids love explosions. And the uncompromising artist within protests: "But that's not life!" Thus the inner conflict of our movie life: To be a palatable crowd-pleaser catering to the mainstream... or something true to life no matter what they say?

Let the workers in these plants get the same wages -- all the workers, all presidents, all executives, all directors, all managers, all bankers -- yes, and all generals and all admirals and all officers and all politicians and all government office holders -- everyone in the nation be restricted to a total monthly income not to exceed that paid to the soldier in the trenches!   Let all these kings and tycoons and masters of business and all those workers in industry and all our senators and governors and majors pay half of their monthly $30 wage to their families and pay war risk insurance and buy Liberty Bonds.   Why shouldn't they?   They aren't running any risk of being killed or of having their bodies mangled or their minds shattered. They aren't sleeping in muddy trenches. They aren't hungry. The soldiers are!   Give capital and industry and labor thirty days to think it over and you will find, by that time, there will be no war. That will smash the war racket -- that and nothing else.   Maybe

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

When we ask ourselves how America became the world’s greatest jailer, it is natural to focus on bright, shiny objects: national campaigns, federal legislation, executive orders from the Oval Office. But we should train our eyes, also, on more mundane decisions and directives, many of which took place on the local level. Which agency director did a public official enlist in response to citizen complaints about used syringes in back alleys? Such small choices, made daily, over time, in every corner of our nation, are the bricks that built our prison nation.

You're the Executive Director of the False Memory Syndrome Foundation - a foundation that says it wants to disseminate scientific information to the community regarding this syndrome but you can't, or won't, give me its signs and symptoms. That is confusing to me. I don't understand why there isn't a list." A Conversation With Pamela Freyd, Ph.D. Co-Founder And Executive Director, False Memory Syndrome Foundation, Inc., Part I, Treating Abuse Today, Vol. III, No. 3.

What is a club in any case? Not the buildings or the directors or the people who are paid to represent it. It’s not the television contracts, get-out clauses, marketing departments or executive boxes. It’s the noise, the passion, the feeling of belonging, the pride in your city. It’s a small boy clambering up stadium steps for the very first time, gripping his father’s hand, gawping at that hallowed stretch of turf beneath him and, without being able to do a thing about it, falling in love.

Practically speaking, when more than 90 percent of women got married and divorce was rare, discrimination in favor of men at work meant discrimination in favor of their wives at home. When workplace discrimination worked in favor of women at home, no one called it sexism. Why? It was working for women. Only when discrimination switched from working for women to working against women (because more women were working) did it get called sexism. For example: During the years I was on the board of directors of the National Organization for Women in New York City, the most resistant audiences I ever faced in the process of doing corporate workshops on equality in the workplace were not male executives—they were the wives of male executives.

Jury trials are really nothing more than poorly written stage plays. You’ve got two authors writing opposing narratives and a director who is paid not to care about either outcome. Hired actors sit on either end of the stage, while unwitting audience members strive to remain quiet. No applause should be rendered, no gasps of glory. Witnesses sit agape with fury as they stumble across their rehearsed lines. If only they had practiced just once more. If only they had more time or a dress rehearsal, then they would recite their packaged words with such eloquent delivery that the critics in the jury box would believe only them.

America likes to think Every one can recover from every thing, But about this, Especially, America is wrong.

If a Writer births the baby, then a Producer raises the child and sends it off to school.” ― Rona Edwards, I Liked It, Didn't Love It: Screenplay Development from the Inside Out

While nearly 80 percent of fifth graders report being engaged at school, that number drops to only 40 percent by the start of high school. And according to Brandon Busteed, executive director of education at Gallup, “Teachers are dead last among all professions Gallup studied in saying their ‘opinions count’ at work and their ‘supervisors create an open and trusting environment.’ 

A famous case involved U2 guitarist “The Edge,” who purchased 156 acres of wild chaparral but wanted to build five mansions on it. Needless to say there was going to be a significant disruption of the fragile habitat, and his building plans were rejected. The executive director of the Coastal Commission called it “one of the three worst projects that I’ve seen in terms of environmental devastation.

A solemn day. Barring a stay by Sup Ct, & with my final nod, Utah will use most extreme power & execute a killer. Mourn his victims. Justice. [...] I just gave the go ahead to Corrections Director to proceed with Gardner's execution. May God grant him the mercy he denied his victims. [...] We will be streaming live my press conference as soon as I'm told Gardner is dead. Watch it at www.attorneygeneral.Utah.gov/live.html.

The Oscar-nominated documentary The Act of Killing tells the story of the gangster leaders who carried out anti-communist purges in Indonesia in 1965 to usher in the regime of Suharto. The film’s hook, which makes it compelling and accessible, is that the filmmakers get Anwar —one of the death-squad leaders, who murdered around a thousand communists using a wire rope—and his acolytes to reenact the killings and events around them on film in a variety of genres of their choosing. In the film’s most memorable sequence, Anwar—who is old now and actually really likable, a bit like Nelson Mandela, all soft and wrinkly with nice, fuzzy gray hair—for the purposes of a scene plays the role of a victim in one of the murders that he in real life carried out. A little way into it, he gets a bit tearful and distressed and, when discussing it with the filmmaker on camera in the next scene, reveals that he found the scene upsetting. The offcamera director asks the poignant question, “What do you think your victims must’ve felt like?” and Anwar initially almost fails to see the connection. Eventually, when the bloody obvious correlation hits him, he thinks it unlikely that his victims were as upset as he was, because he was “really” upset. The director, pressing the film’s point home, says, “Yeah but it must’ve been worse for them, because we were just pretending; for them it was real.” Evidently at this point the reality of the cruelty he has inflicted hits Anwar, because when they return to the concrete garden where the executions had taken place years before, he, on camera, begins to violently gag. This makes incredible viewing, as this literally visceral ejection of his self and sickness at his previous actions is a vivid catharsis. He gagged at what he’d done. After watching the film, I thought—as did probably everyone who saw it—how can people carry out violent murders by the thousand without it ever occurring to them that it is causing suffering? Surely someone with piano wire round their neck, being asphyxiated, must give off some recognizable signs? Like going “ouch” or “stop” or having blood come out of their throats while twitching and spluttering into perpetual slumber? What it must be is that in order to carry out that kind of brutal murder, you have to disengage with the empathetic aspect of your nature and cultivate an idea of the victim as different, inferior, and subhuman. The only way to understand how such inhumane behavior could be unthinkingly conducted is to look for comparable examples from our own lives. Our attitude to homelessness is apposite here. It isn’t difficult to envisage a species like us, only slightly more evolved, being universally appalled by our acceptance of homelessness. “What? You had sufficient housing, it cost less money to house them, and you just ignored the problem?” They’d be as astonished by our indifference as we are by the disconnected cruelty of Anwar.

Jerome Miller, the former executive director of the National Center for Institutions and Alternatives, described the dynamic this way: “There are certain code words that allow you never to have to say ‘race,’ but everybody knows that’s what you mean and ‘crime’ is one of those. … So when we talk about locking up more and more people, what we’re really talking about is locking up more and more black men.”35 Another commentator noted, “It is unnecessary to speak directly of race [today] because speaking about crime is talking about race.”36

In the workplace, Japanese women have low participation and low pay. Participation declines steeply with increasing level of responsibility. Whereas women account for 49% of Japanese university students and 45% of entry-level job holders, they account for only 14% of university faculty positions (versus 33%–44% in the U.S., United Kingdom, Germany, and France), 11% of middle-level to senior management positions, 2% of positions on boards of directors, 1% of business executive committee members, and less than 1% of CEOs. At those higher levels Japan lags behind all major industrial countries except (again) South Korea.

And I did find it, in an impressive organization called the Mind Body Awareness (MBA) Project. MBA was doing mindfulness work (both meditation and yoga) with kids in juvenile hall and getting some solid results. I had seen the data on how many kids in juvie have their own fair share of ACEs (one study that came out later on looked at more than sixty thousand young people in the Florida juvenile justice system and found that 97 percent had experienced at least one ACE category and 52 percent four or more), so I figured it would be a good fit. After I met with MBA’s executive director, Gabriel Kram, and heard his story, I was even more

David Kaiser and Lovisa Stannow, respectively the Chair of the Board and Executive Director of Just Detention International (JDI), one of the most intrepid organizers against prison rape and for implementation of PREA, cites analyses in 2011 Bureau of Justice Statistics (BJS) reports, showing that there are over 216,600 cases of sexual abuse in prisons in a single year. They continue, “that’s almost 600 people a day—25 an hour.”[113] The most vulnerable among all groups are trans persons, the increasing number of mentally ill that have been taken in by the prisons, and also women. Nearly half of these violations, according to still more recent BJS studies, are committed by prison staff, the very ones, observes JDI pointedly, whose job it is to ensure their safety from such violation.

Anne Robertson, a Methodist pastor, writer, and executive director of the Massachusetts Bible Society, explains how the Greek origins of the words happiness and joy hold important meaning for us today. She explains that the Greek word for happiness is Makarios, which was used to describe the freedom of the rich from normal cares and worries, or to describe a person who received some form of good fortune, such as money or health. Robertson compares this to the Greek word for joy which is chairo. Chairo was described by the ancient Greeks as the “culmination of being” and the “good mood of the soul.” Robertson writes, “Chairo is something, the ancient Greeks tell us, that is found only in God and comes with virtue and wisdom. It isn’t a beginner’s virtue; it comes as the culmination. They say its opposite is not sadness, but fear.”1

TAT: I find I'm still left wanting to know how to tell if my patient has false memory syndrome. What's the test? How do I determine if my patient is suffering from this syndrome? Freyd: What are the tests if some body is suffering from " repressed memory syndrome?" TAT: Well, I can give you several symptom clusters - dissociative, cognitive, affective, somatic effects they're well documented. But, I'm asking you the question. You're telling me, David, as a clinician: you must be aware of the possibility your patients may have false memory syndrome. Okay, how should I be aware of that? How am I going to know? How do I test for it? Freyd: David, I'm going to ask Dr. Paul McHugh to talk to you because he is a clinician and I have stated from the beginning that I am not. TAT: I appreciate that, Pamela. But here's my issue with you not knowing. If I was talking to the Executive Director of the Muscular Dystrophy Association, who presumably is also not a clinician, I'll bet he or she could give me the signs and symptoms of muscular dystrophy. But in the case of false memory syndrome, so far no one seems to be able to say. Treating Abuse Today, 3(4), pp. 26-33

Don Chrisantos Michael Wanzala "Don CM Wanzala" (born April 13), popularly known as Don Santo (stylized as DON SANTO) is a Kenyan singer, rapper, songwriter, arranger, actor, author, content producer, Photo-Videographer, Creative Director (Blame It On Don), entrepreneur, record executive and Leader of the Klassik Nation and chairman and president of Global Media Ltd, based in Nairobi City in Kenya. ​ The genius of DON SANTO rests in his willingness to break from traditional formula and constantly push the envelope. He flips the method of the moment with undeniable swagger and bold African sensibility. As a songwriter, Santo revisits simple, but profound aspects of the human experience – love, lust, desire, joy, and pain that define classical art and drama. He applies his concept to rich, full vocals that exude his intended effect. It is this uncanny ability to compose classics and deliver electrifying live performances that define everything that is essential DON SANTO. In 2015, Santo won the East Africa Music Awards in the Artist of the year Category while his song "Sina Makosa" won the Song of The year. A believer in GOD, FAMILY & GOOD LIFE (Klassikanity).

For years I’ve been asking myself (and my readers) whether these propagandists—commonly called corporate or capitalist journalists—are evil or stupid. I vacillate day by day. Most often I think both. But today I’m thinking evil. Here’s why. You may have heard of John Stossel. He’s a long-term analyst, now anchor, on a television program called 20/20, and is most famous for his segment called “Give Me A Break,” in which, to use his language, he debunks commonly held myths. Most of the rest of us would call what he does “lying to serve corporations.” For example, in one of his segments, he claimed that “buying organic [vegetables] could kill you.” He stated that specially commissioned studies had found no pesticide residues on either organically grown or pesticide-grown fruits and vegetables, and had found further that organic foods are covered with dangerous strains of E. coli. But the researchers Stossel cited later stated he misrepresented their research. The reason they didn’t find any pesticides is because they never tested for them (they were never asked to). Further, they said Stossel misrepresented the tests on E. coli. Stossel refused to issue a retraction. Worse, the network aired the piece two more times. And still worse, it came out later that 20/20’s executive director Victor Neufeld knew about the test results and knew that Stossel was lying a full three months before the original broadcast.391 This is not unusual for Stossel and company.

. . . as a businessman, he thought the idea of having a centralized Health Service made a lot of sense, because ultimately it could be run as a business, with shareholders and a board of directors, and a chief executive, and that was the way to make sure it was efficient, to run it along business lines, i.e. with a view to making a profit. . . . in fact the Health Service, if properly managed, could turn out to be the most profitable business of all time, because health care was like prostitution, it was something for which the demand could never dry up; it was inexhaustible. He said that if someone could get himself appointed manager of a privatized Health Service, he would soon be just about the richest and most powerful man in the country.

Through the fall, the president’s anger seemed difficult to contain. He threatened North Korea with “fire and fury,” then followed up with a threat to “totally destroy” the country. When neo-Nazis and white supremacists held a rally in Charlottesville, Virginia, and one of them killed a protester and injured a score of others, he made a brutally offensive statement condemning violence “on many sides … on many sides”—as if there was moral equivalence between those who were fomenting racial hatred and violence and those who were opposing it. He retweeted anti-Muslim propaganda that had been posted by a convicted criminal leader of a British far-right organization. Then as now, the president’s heedless bullying and intolerance of variance—intolerance of any perception not his own—has been nurturing a strain of insanity in public dialogue that has been long in development, a pathology that became only more virulent when it migrated to the internet. A person such as the president can on impulse and with minimal effort inject any sort of falsehood into public conversation through digital media and call his own lie a correction of “fake news.” There are so many news outlets now, and the competition for clicks is so intense, that any sufficiently outrageous statement made online by anyone with even the faintest patina of authority, and sometimes even without it, will be talked about, shared, and reported on, regardless of whether it has a basis in fact. How do you progress as a culture if you set out to destroy any common agreement as to what constitutes a fact? You can’t have conversations. You can’t have debates. You can’t come to conclusions. At the same time, calling out the transgressor has a way of giving more oxygen to the lie. Now it’s a news story, and the lie is being mentioned not just in some website that publishes unattributable gossip but in every reputable newspaper in the country. I have not been looking to start a personal fight with the president. When somebody insults your wife, your instinctive reaction is to want to lash out in response. When you are the acting director, or deputy director, of the FBI, and the person doing the insulting is the chief executive of the United States, your options have guardrails. I read the president’s tweets, but I had an organization to run. A country to help protect. I had to remain independent, neutral, professional, positive, on target. I had to compartmentalize my emotions. Crises taught me how to compartmentalize. Example: the Boston Marathon bombing—watching the video evidence, reviewing videos again and again of people dying, people being mutilated and maimed. I had the primal human response that anyone would have. But I know how to build walls around that response and had to build them then in order to stay focused on finding the bombers. Compared to experiences like that one, getting tweeted about by Donald Trump does not count as a crisis. I do not even know how to think about the fact that the person with time on his hands to tweet about me and my wife is the president of the United States.

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

Treating Abuse Today 3(4) pp. 26-33 TAT: I see the agenda. But let's go back: one of the contentions the therapeutic community has about the Foundation's professed scientific credibility is your use of the term "syndrome." It seems to us that what's happening here is that based solely on anecdotal, unverified reports, the Foundation has started a public relations campaign rather than a bonafide research effort and simply announced to the world that an epidemic of this syndrome exists. The established scientific and clinical organizations are taking you on about this and it's that kind of thing that makes us feel like this effort is not really based on science. Do you have a response to that? Freyd: The response I would make regarding the name of the Foundation is that it will certainly be one of the issues brought up during our scientific meeting this weekend. But let me add that the term, "syndrome," in terms of it being a psychological syndrome, parallels, say, the rape trauma syndrome. Given that and the fact that there are seldom complaints over the use of the term "syndrome" for that, I think that it isn't "syndrome" that's bothering people as much as the term "false." TAT: No. Frankly it's not. It is the term "syndrome." The term false memory is almost 100 years old. It's nothing new, but false memory syndrome is newly coined. Here's our issue with your use of the word "syndrome." The rape trauma syndrome is a good example because it has a very well defined list of signs and symptoms. Having read your literature, we are still at a loss to know what the signs and symptoms of "false memory syndrome" are. Can you tell us succinctly? Freyd: The person with whom I would like to have you discuss that to quote is Dr. Paul McHugh on our advisory board, because he is a clinician. TAT: I would be happy to do that. But if I may, let me take you on a little bit further about this. Freyd: Sure, sure that's fair. TAT: You're the Executive Director of the False Memory Syndrome Foundation - a foundation that says it wants to disseminate scientific information to the community regarding this syndrome but you can't, or won't, give me its signs and symptoms. That is confusing to me. I don't understand why there isn't a list.

After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?

Anna Chapman was born Anna Vasil’yevna Kushchyenko, in Volgograd, formally Stalingrad, Russia, an important Russian industrial city. During the Battle of Stalingrad in World War II, the city became famous for its resistance against the German Army. As a matter of personal history, I had an uncle, by marriage that was killed in this battle. Many historians consider the battle of Stalingrad the largest and bloodiest battle in the history of warfare. Anna earned her master's degree in economics in Moscow. Her father at the time was employed by the Soviet embassy in Nairobi, Kenya, where he allegedly was a senior KGB agent. After her marriage to Alex Chapman, Anna became a British subject and held a British passport. For a time Alex and Anna lived in London where among other places, she worked for Barclays Bank. In 2009 Anna Chapman left her husband and London, and moved to New York City, living at 20 Exchange Place, in the Wall Street area of downtown Manhattan. In 2009, after a slow start, she enlarged her real-estate business, having as many as 50 employees. Chapman, using her real name worked in the Russian “Illegals Program,” a group of sleeper agents, when an undercover FBI agent, in a New York coffee shop, offered to get her a fake passport, which she accepted. On her father’s advice she handed the passport over to the NYPD, however it still led to her arrest. Ten Russian agents including Anna Chapman were arrested, after having been observed for years, on charges which included money laundering and suspicion of spying for Russia. This led to the largest prisoner swap between the United States and Russia since 1986. On July 8, 2010 the swap was completed at the Vienna International Airport. Five days later the British Home Office revoked Anna’s citizenship preventing her return to England. In December of 2010 Anna Chapman reappeared when she was appointed to the public council of the Young Guard of United Russia, where she was involved in the education of young people. The following month Chapman began hosting a weekly TV show in Russia called Secrets of the World and in June of 2011 she was appointed as editor of Venture Business News magazine. In 2012, the FBI released information that Anna Chapman attempted to snare a senior member of President Barack Obama's cabinet, in what was termed a “Honey Trap.” After the 2008 financial meltdown, sources suggest that Anna may have targeted the dapper Peter Orzag, who was divorced in 2006 and served as Special Assistant to the President, for Economic Policy. Between 2007 and 2010 he was involved in the drafting of the federal budget for the Obama Administration and may have been an appealing target to the FSB, the Russian Intelligence Agency. During Orzag’s time as a federal employee, he frequently came to New York City, where associating with Anna could have been a natural fit, considering her financial and economics background. Coincidently, Orzag resigned from his federal position the same month that Chapman was arrested. Following this, Orzag took a job at Citigroup as Vice President of Global Banking. In 2009, he fathered a child with his former girlfriend, Claire Milonas, the daughter of Greek shipping executive, Spiros Milonas, chairman and President of Ionian Management Inc. In September of 2010, Orzag married Bianna Golodryga, the popular news and finance anchor at Yahoo and a contributor to MSNBC's Morning Joe. She also had co-anchored the weekend edition of ABC's Good Morning America. Not surprisingly Bianna was born in in Moldova, Soviet Union, and in 1980, her family moved to Houston, Texas. She graduated from the University of Texas at Austin, with a degree in Russian/East European & Eurasian studies and has a minor in economics. They have two children. Yes, she is fluent in Russian! Presently Orszag is a banker and economist, and a Vice Chairman of investment banking and Managing Director at Lazard.

My typical day began at five o'clock in the morning when I would finish reading scripts by the side of Rebecca's bed until she woke up at seven. It was thrilling to find a script that I loved, something I desperately wanted to make. And when I found one, my day was made by seven A.M. If I didn't have a script to finish, I had notes to make on those I had read. And if I'd finished my notes, I went downstairs to exercise. After mornings with Rebecca, I'd arrive at the office at nine-thirty. The phone calls had started long before I got there. By ten o'clock I was in a staff meeting, and depending on the day of the week, it was either a production, marketing/distribution or business-affairs meeting. By eleven-thirty, I might be in a meeting with an executive about a particular movie or problem. By twelve, I was meeting with a director I was trying to seduce back to the studio. By twelve forty-five, I'd get in my car and drive across town to a lunch meeting with an agent, a producer, a writer or a movie star. While driving, I'd start to return the phone calls that had started before I ever arrived at my office. At two-thirty, I was back in the car, returning more phone calls, the calls from early morning, from mid-morning, plus East Coast and Europe calls that came in during lunch. At two forty-five, I was back in the office. Inevitably, there were people waiting to see me, executives with personal problems, political problems, and/or production problems. In between, I returned and made more phone calls. At three-thirty, there could be a meeting with someone I was trying to bring to the studio. At four-thirty, there was a script meeting with an executive, writer, producer and/or director. At five o'clock, there were selected dailies of the movies we were shooting. And if I hadn't finished watching them by six-thirty, the rest were put on tape for me to watch later at home. At six-thirty, I'd jump into my car and return more phone calls on my drive home. The call sheet numbered one hundred to one hundred and fifty calls a day. And I always felt it was very important to return every call. The lesson here is people remember when you don't call them back. I'd go home to be with Rebecca. If I didn't have a business dinner or a sneak preview of one of our movies, I had to go to a black-tie event. There was at least one of them a week, honoring someone from our industry. I went out of respect for the talent involved and my counterparts at the other studios. So Rebecca would keep me company while I washed off my makeup, put on new makeup, dressed in black tie, kissed her good-bye and shot out the door. That's where men really have it good: they just put on a tux and go. After I got home at ten-thirty, I would sit on the chair next to Rebecca's bed. Watching her sleep dissolved all the stress in my body. Then I would get up, either finish watching the dailies, or read a script, wash my face and fall into bed at eleven-thirty. But the part of my workday that made me the happiest was when I was closest to the actual making of a movie.

Yvonne Sell, the Hay Group’s director of the leadership and talent practice in the United Kingdom, who did the study, found such leaders are rare: only 18 percent of executives attained this level. Three-quarters of leaders with three or fewer strengths in people skills created negative climates, where people felt indifferent or demotivated. Lame leadership seems all too prevalent—more than half of leaders fell within this low-impact category.

Whether this is your first Star Wars adventure, or one of many over the years: Thank you. Thank you for your dedication to and passion for the Star Wars galaxy. Because of fans like you around the world, the Force will be with us, always. Dave Filoni Executive Producer and Supervising Director, Star Wars Rebels

Philip Zelikow, Executive Director Christopher A.Kojm, Deputy Executive Director Daniel Marcus

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

In May, Stanton graduated with five other formerly incarcerated adults from Project ReMADE, a 12-week program created by Stanford law students that aims to turn ex-convicts into entrepreneurs. The program matches former prisoners with Silicon Valley venture capitalists and business executives, and with students from Stanford's law and graduate business schools, who mentor the ex-inmates to become small-business owners. "Stanford brings social capital to people who don't have ... the networks that you and I and everyone else leans on and takes for granted," said Debbie Mukamal, executive director of the Stanford Criminal Justice Center, who oversees Project ReMADE. "We're here to open doors for them.

Once it had been simple. Civil rights supporters knew who their enemies were: special interests such as the real estate associations (who lobbied against the Mathias compromise for making something evil “palatable to the American people”). The lunatic far right (the executive director of the Liberty Lobby testified that King’s movement employed “mass brainwashing” just like “in Nazi Germany, Fascist Italy, Communist Russia, and Communist China”). The old-line racist Dixie gargoyles (they kept on rehearsing for a revival of Birth of a Nation: Senator George Smathers wondering why “when a colored boy rapes a white girl, he gets off easier”; Representative William C. Cramer raising the specter of the “Social Security widow in my district” forced to rent to a black man—and you could almost picture the lusty young buck he had in mind). This opposition was predictable. The curveball was the new opposition: the Pucinskis and the Rostenkowskis; the Jerry Fords, moderate Republicans who used to be the backbone of every civil rights vote. Now, the Dixie gargoyles were gloating, an ancient piece of Southern political folk wisdom was receiving its vindication: that once civil rights bills started affecting North as much as South, it wouldn’t just be Southerners filibustering civil rights bills.

Richard Dieter, executive director of the Death Penalty Information Center, said Tennessee is the first state to reintroduce the electric chair without giving prisoners an option.

Although a partner’s compensation depends in large part on the amount of business he brings to the Firm, no one goes out to knock on doors. The Firm waits for the phone to ring. And ring it does, not because McKinsey sells, but because McKinsey markets. It does this in several different ways, all of them designed to make sure that on the day a senior executive decides she has a business problem, one of the first calls she makes is to the local office of McKinsey. The Firm produces a steady stream of books and articles, some of them extremely influential, such as the famous In Search of Excellence by Peters and Waterman.* McKinsey also publishes its own scholarly journal, The McKinsey Quarterly, which it sends gratis to its clients, as well as to its former consultants, many of whom now occupy senior positions at potential clients. The Firm invites (and gets) a lot of coverage by journalists. Many McKinsey partners and directors are internationally known as experts in their fields.

Benefits of Improv To the Editor: Re “Inmate Improv,” by Anna Clark (Op-Ed, Dec. 31): It was not surprising to me that an improvisational theater workshop would help a prison inmate adjust to life after his release. Pretend play has been shown to improve the executive-function skills in preschool and school-age children. These skills include the ability to control emotions and behavior, resist impulses, and exercise self-control and discipline. As poor executive-function skills are associated with high dropout rates, drug use and crime, it would behoove all adults involved in child-rearing to encourage role-playing or “improv.” STEVEN ROSENBERG Fairfield, Conn., Dec. 31, 2014 The writer is director of the Elementary Reading Program at the University of Bridgeport School of Education.

The climate justice fight here in the U.S. and around the world is not just a fight against the [biggest] ecological crisis of all time,” Miya Yoshitani, executive director of the Oakland-based Asian Pacific Environmental Network (APEN), explains. “It is the fight for a new economy, a new energy system, a new democracy, a new relationship to the planet and to each other, for land, water, and food sovereignty, for Indigenous rights, for human rights and dignity for all people. When climate justice wins we win the world that we want. We can’t sit this one out, not because we have too much to lose but because we have too much to gain. . . . We are bound together in this battle, not just for a reduction in the parts per million of CO2, but to transform our economies and rebuild a world that we want today.

The definitive guide for beginning one’s own exciting tomato odyssey. —Chef Claud Mann, host of Dinner & a Movie on TBS (from the Foreword) It’s been over twenty years since the infancy of Tomatomania. Scott and I have worked hard to continue the excitement each year providing seedling starts, conducting educational lectures and Tomato Tastings. This continued energy has made Scott and Tomatomania the talk of the town. The hundreds of tomato varieties Tomatomania provides creates a hysteria among gardeners who can’t wait for Tomatomania events to open near their homes. As one of their original suppliers I learned and watched this hysteria grow to where it currently is today. The responses that Tomatomania received during the plant sale demanded multiple deliveries of fresh seedlings each day. —Steve Goto, expert tomato nurseryman, consultant, and lecturer Fruit geeks and tomatomaniacs rejoice! This lovely book has managed to capture the excitement, passion and deep understanding of all things tomato in its pages, going well beyond the 'how-to’ and into 'hell-yeah!' territory. For those of us who have held close the special tradition of springtime Tomatomania outings across California, we can now share their joy and subsequent bounty in all their glory. —Rick Nahmias, founder/executive director, Food Forward

A 50-deck PowerPoint presentation of the strategy may impress the board of directors, but it won’t impress the competition or angry customers. Execution is the only competitive advantage. Strategy can only be realized through execution.

We have an affordable housing crisis in the city,” says John Miller, executive director of Oregon Opportunity Network, “and when folks from out of town buy units and convert them into Airbnb units, that has negative effects on the neighborhood.

The group’s executive director, Michael Jacobson, was trained as a microbiologist at MIT, and a few years after the group started up, Jacobson’s interest in salt was ignited. He had just finished a project examining the preservatives, colorings, and chemical processing aids being used by food companies in making their products. As scary as some of these might have seemed, he spotted the far more tangible and pressing target of salt. He saw how the country’s rates

For most of the twentieth century, directors were paid largely in cash. Now, so that their interests will be aligned with those of shareholders, much of their pay is in stock. Boards of directors were once populated by corporate insiders, family members, and cronies of the C.E.O. Today, boards have many more independent directors, and C.E.O.s typically have less influence over how boards run. And S.E.C. reforms since the early nineteen-nineties have forced companies to be transparent about executive compensation.

prevents them from deducting their rent, employee salaries, or utility bills, forcing them to pay taxes on a far larger amount of income than other businesses with the same earnings and costs. They also say the taxes, which apply to medical and recreational marijuana sellers alike, are stunting their hiring, or even threatening to drive them out of business. The issue reveals a growing chasm between the 23 states, plus the District of Columbia, that allow medical or recreational marijuana and the federal bureaucracy, from national forests in Colorado where possession is a federal crime to federally regulated banks that turn away marijuana businesses, and the halls of the IRS. The tax rule, an obscure provision known as 280E, catches many marijuana entrepreneurs by surprise, often in the form of an audit notice from the IRS. Some marijuana businesses in Colorado, California, and other marijuana-friendly states have taken the IRS to tax court. This year, Allgreens, a marijuana shop in Colorado, successfully challenged an IRS policy that imposed about $30,000 in penalties for paying its payroll taxes in cash — common in an industry in which businesses cannot get bank accounts. “We’re talking about legal businesses, licensed businesses,’’ said Rachel Gillette, the executive director of Colorado’s chapter of the National Organization for the Reform of Marijuana Laws and the lawyer who represented Allgreens. “There’s no reason that they should be taxed out of existence by the federal government.

With the average tenure of sales directors being three years, it’s not too great a stretch to conclude that they spend their first 12 months finding out what’s broken, the next 12 months papering over the cracks, and the final 12 months shopping their CV for a new job.

In this instance, strength with control will bring about the desired result. One can describe forte piano as the sudden application of pressure and then release. It is the surprising occurrence of tension followed by immediate relaxation. It is like the blow of a rubber-headed hammer and the resultant bounce-off from the object hit. We are dealing with techniques and skill in this musical framework, and as directors we should be able to demonstrate vocally for our singers or instrumentally for our players. One can verbalize in an extended and elaborate procedure as to how a forte piano should be executed, but the skillful musical demonstration will accomplish the purpose immediately. I think of the fireworks at Disneyland on a summer evening. Always at the end of the show will be the beautiful starbursts—a sudden explosion of the missile high in the air, the immediate quiet spread of a colorful star-flower expanding in all its beauty. This is forte piano. There will be a coming again in the skies by the Lord Jesus Christ for his church. It will be sudden. Sudden, as revealed in Scripture. The prophets predicted it, Christ promised it, apostles proclaimed it, heaven preached it, and Christians continue to expect it. As he announced his death, so he prophetically told of his return. Three times, in the last chapter of Revelation, he affirms this. Surely I am coming quickly. Revelation 22:20 It will be a sudden time with the beginning of an immediate release from the tensions and pressures of life. Yes, that will be the final victory, because of Jesus Christ.

Elly Kleinman Siyum Hashas Elly Kleinman (born 1952) is an American business executive and philanthropist best known as the founder and CEO of The Americare Companies.[1] He is the Co-Chairman of OHEL Board of Directors, Chairman of Camp Kylie Board of Trustees and Former Trustee of the Maimonides Medical Center. In 2012 he was the Chairman of 12th Elly Kleinman Siyum HaShas

Hollywood Rule: RULE #1: You only need a license to do three things in the film business: blow up a building, wash someone’s hair, or drive a truck. You need no license, certification, documentation, or, for that matter, any filmmaking experience to be a writer, producer, director, actor, or even a studio executive. All you need is money.

handled, he was stunned into silence to the point where I wondered whether he was still connected. Finally, after clearing his throat, he talked with me about the specifics of all that it would entail. I told him that secrecy was the foremost priority. Over the next few months, the details were arranged. I went to Howie’s office two more times and met with the representatives from Sotheby’s. I met again with the executive directors of various Jewish charities; the sums they would receive obviously depended on the auction itself and how much money the collection would fetch. To that end, appraisers spent weeks cataloging and photographing the entire collection, estimating value, and establishing provenance. Eventually, a catalog was sent for my approval. The estimated value of the collection was mind-boggling even to me, but again it did not matter. When

One truth is clear. Strategy belongs to the President/CEO, Executive staff, and the Board of Directors.

One cannot examine the actions of the Secret Service on November 22, 1963, without concluding that the Service stood down on protecting President Kennedy. Indeed, the 120-degree turn into Dealey Plaza violates Secret Service procedures, because it required the presidential limousine to come to a virtual stop. The reduction of the president’s motorcycle escort from six police motorcycles to two and the order for those two officers to ride behind the presidential limousine also violates standard Secret Service procedure. The failure to empty and secure the tall buildings on either side of the motorcade route through Dealey Plaza likewise violates formal procedure, as does the lack of any agents dispersed through the crowd gathered in Dealey Plaza. Readers who are interested in a comprehensive analysis of the Secret Service’s multiple failures and the conspicuous violation of longstanding Secret Service policies regarding the movement and protection of the president on November 22, 1963, should read Vince Palamara’s Survivor’s Guilt: The Secret Service and the Failure to Protect. The difference in JFK Secret Service protection and its adherence to the services standard required procedures in Chicago and Miami would be starkly different from the arrangements for Dallas. Palamara established that Agent Emory Roberts worked overtime to help both orchestrate the assassination and cover up the unusual actions of the Secret Service in the aftermath. Roberts was commander of the follow-up car trailing the presidential limousine. Roberts covered up the escapades of his fellow secret servicemen at The Cellar, a club in downtown Ft. Worth, where agents, some directly responsible for the safety of President Kennedy during the motorcade, drank until dawn on November 22. He also ordered a perplexed agent Donald Lawton off the back of the presidential limousine while at Love Field, thus giving the assassins clearer, more direct shots and more time to get them off. Also, although Roberts recognized rifle fire being discharged in Dealey Plaza, he neglected to mobilize any of the agents under his watch to act. To mask the inactivity of his agents, Roberts, in sworn testimony, falsely increased the speed of the cars (from 9–11 mph to 20–25 mph) and the distance between them (from five feet to 20–25 feet).85 No analysis of the Secret Service’s actions on the day of the assassination can be complete without mentioning that Secret Service director James Rowley was a former FBI agent and close ally of FBI Director J. Edgar Hoover, as well as a crony of Lyndon Johnson. Hoover was one of Johnson’s closest associates. The FBI Director would take the unusual step of flying to Dallas for a victory celebration in 1948 when Johnson illegally stole his Senate seat through election fraud. Johnson and Hoover were neighbors in the Foxhall Road area of the District of Columbia. Hoover’s budget would virtually triple during the years LBJ dominated the appropriations process as Senate Majority Leader. Rowley was a protégé of the director and one of the few men who left the FBI on good terms with Hoover. Rowley’s first public service job in the Roosevelt administration was arranged for him by LBJ. The neglect of assigning even one Secret Service agent to secure Dealey Plaza, as well as cleaning blood and other relatable pieces of evidence from the presidential limousine immediately following the assassination, seizing Kennedy’s body from Parkland Hospital to prevent a proper, well-documented autopsy, failing to record Oswald’s interrogation—all were important pieces of the assassination deftly executed by Rowley.

The “foreign hand” was Avaaz.org, an organisation that promotes pro-democracy movements through the Internet, social media, phones and sometimes with the help of citizen journalists. Avaaz was co-founded in 2007 by Res Publica, a global civic advocacy group, and Moveon.org, an online community for Internet advocacy in the US. The founding team had social entrepreneurs from six countries, including president and executive director Ricken Patel, Tom Perriello, Tom Pravda, Eli Pariser, Andrea Woodhouse, Jeremy Heimans, and David Madden. By 2011, Avaaz had run a total of 750 pro-democracy campaigns worldwide. Widely regarded as the largest global political web movement in history, Avaaz’s website is blocked in China and Iran.

position an exploding seashell near where Fidel Castro snorkeled in Cuba. The iconic image of the hearings came when committee members passed around a pistol that the CIA had built to shoot poison darts and Senator Barry Goldwater pointed the gun into the air as he looked through its sights. CIA director William Colby tried to make clear that the weapon had never been used, but the image endured. Before the committee had even wrapped up its work, President Ford signed an executive order banning the government from carrying out assassinations of foreign heads of state or other foreign politicians.

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

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

it," John Hultquist, the senior manager of cyberespionage threat intelligence at iSight, told The New York Times. Similar to the value of personal data that could be obtained in the OPM breach, medical records also offer an attractive bounty to criminals looking to commit more targeted fraud or steal someone's identity.  “When someone has your clinical information, your bank account information, and your Social Security number, they can commit fraud that lasts a long time,” Pam Dixon, executive director of the World Privacy Forum, told Monitor correspondent Jaikumar Vijayan in March after the Premera Blue Cross breach. “The kind of identity theft that is on the table here is qualitatively and quantitatively different than what is typically possible when you lose your credit card or Social Security number.

Similar to the value of personal data that could be obtained in the OPM breach, medical records also offer an attractive bounty to criminals looking to commit more targeted fraud or steal someone's identity.  “When someone has your clinical information, your bank account information, and your Social Security number, they can commit fraud that lasts a long time,” Pam Dixon, executive director of the World Privacy Forum, told Monitor correspondent Jaikumar Vijayan in March after the Premera Blue Cross breach. “The kind of identity theft that is on the table here is qualitatively and quantitatively different than what is typically possible when you lose your credit card or Social Security number.” What's more, it often takes longer for victims to discover that medical data has been stolen than to realize that his or her credit card is being used. Consequently, medical data theft can lead to a variety of long-term problems including damaged credit, misdiagnosed illnesses, and unwarranted medical charges. Personal data has become such a valuable commodity that it's outpacing stolen credit cards on the black markets. 

Questioning cultures, by generating self-confidence, also tend to encourage adaptability in meeting new challenges. People who are comfortable with questions are nimble in adjusting to fluid change and limber in their thinking in the face of new data or realities. They can juggle demands without losing focus or energy. They are comfortable with ambiguity. Questioning leaders are likely to remain calm and clear-headed under high stress or during a crisis, and to remain unflappable when confronted by trying situations. Robert Hoffman, executive director of human resources and organizational development at Novartis, highlights this aspect of a questioning culture:

While Immelt said that he encouraged debate, meetings often lacked rigorous questioning. One executive recalled being in a board meeting in which Keith Sherin was presenting the quarterly financial results to the group. The Power business had missed badly, but little specific detail was provided on what went wrong. This executive braced for the reaction from the directors, but it never came—none of them asked what went wrong. When Flannery committed to renewing and shrinking the board of directors, it included half a dozen current or former CEOs, the former head of mutual fund giant Vanguard Group, the dean of New York University’s business school, as well as a former chair of the Securities and Exchange Commission. The seventeen independent directors got a mix of cash, stock, and other perks worth more than $300,000 a year. The terms had been even more generous when GE still made appliances; the company allowed directors to take home up to $30,000 worth of GE products in any three-year period. The company matched the directors’ gifts to charity, and upon leaving the board, a director could send $1 million in GE money to a charity. Some directors admitted to having been sold by Immelt’s sweeping optimism, even if they knew he wasn’t the best deal-maker. But they knew he had a hard job, was playing with a tough hand, and had survived multiple major crises. Plus, they liked him. Immelt said that he did his best to keep directors informed, noting that he required them to make trips to GE divisions on their own, but he also knew that the complexity of the business limited their input. As they’d done under Welch, the board usually tended to approve his recommendations and follow his lead. Some felt that Immelt manipulated the board, and it was whispered that members were chosen and educated to see the company through his visionary eyes. There was concern that the board didn’t entirely understand how GE worked, and that Immelt was just fine with that. Like many CEOs who are also their company’s chairman, he made sure that his board was aligned with him.

In the weeks and months after Immelt left GE in 2017, a parade of negative stories and embarrassing disclosures revealed major problems that sent the company’s stock into a long decline. Conversations about what happened inevitably shifted to blame, and Immelt was the obvious target. He had spent sixteen years at the top and, regardless of what Welch had left for him, he’d had plenty of time to fix it. But there was plenty of blame to go around. Perhaps most of it should be placed on the board of directors, the independent group that oversees the CEO. Board members claimed to have been unaware of problems and to have gotten bad guidance from external advisers, and they said they didn’t understand how the company went from good to bad seemingly overnight. Some directors had no experience in GE’s business lines, others had trouble staying awake during meetings, and many stumbled away from GE’s collapse wondering, How could we have known? It had been their job to know, however, and their job to ask the hard questions that weren’t fully answered, or were never asked at all. It was their job to oversee management, and it was their job to protect investors from fatal hubris. Still, the path ultimately leads back to Immelt. As chairman, he was also responsible for steering the board. There is no doubt that GE’s size and complexity, which grew exponentially under Immelt, made it difficult or even impossible to manage. The CEO of a company is responsible for its daily functions and for managing its operations, however vast. The chairman guides the board, which is responsible for overseeing management and the CEO. When the board chair and CEO are the same person, the top executive is essentially his own boss. It can only get worse with time if a chairman remakes the board to his own liking. Simply put, it is terrible governance to give so much power to a single person and so little voice to shareholders. That is one reason this governance structure has been slowly fading from corporate America since the Enron era.

The second is external, in our environment, such as other people, groups, physical spaces, nature, emotions, objects, and subtle realms often called psychic or spiritual. Subtle energy awareness is a normal human ability to internally and externally feel or perceive people, spaces, and things. I include this second type of subtle energy awareness of people, places, things, and other dimensions because it has historically been omitted from our Western psychological map or dismissed as if it were imagination or projection. Studies on highly sensitive people, mirror neurons, and what Dr. Dan Siegel, professor of psychiatry at UCLA and executive director of the Mindsight Institute, calls “attunement”2 in interpersonal neurobiology are beginning to validate this category of awareness within the paradigm of scientific materialism. When I ask a group of students, “How many of you have ever walked into a room and felt that someone is upset without looking at their body language?” usually three quarters of them will raise their hands. (It’s important to note that without the grounding of awake awareness—type five—many highly sensitive people can get overwhelmed by subtle energy because, without awake awareness, we are still experiencing sensations and events from the view of a small self within a separate physical body.)

Biology, physiology, and anatomy have less to do with our chairs than pharaohs, kings, and executives,” she writes. One kind of historical chair, called the “klismos” by historians, evolved primarily as an historical expression of status and rank. Setting a body higher than and apart from other people, in an individual structure with rigid, flat planes—a throne, if you will—evolved as a way of recognizing an individual’s power or leadership, with the earliest known models dating to ancient Egypt and southeastern Europe. Their use as an expression of authority continued through the Middle Ages and the Renaissance, and the endurance of this symbolism lives on as metaphor in many contemporary leadership titles; to chair the committee or the department, or to sit in the designated “director’s chair” on a film set, is still to hold a seat of power.

Bring the new executive in at a lower level initially and let the executive prove himself or herself. John gave himself the title “Director of Business Development and Operations” and only took on bigger titles after he had demonstrated his ability and value to existing teams. He employed the same technique when he hired Schrep, bringing him in as “Director of Engineering

Executives are there in part to add diversity to board debate through their detailed operational experience. They are not there to act as ciphers of the chief executive.

whether a firm’s senior executives and directors have been buying or selling shares. There can be legitimate reasons for an insider to sell—diversification, a bigger house, a divorce settlement—but repeated big sales are a bright red flag. A manager can’t legitimately be your partner if he keeps selling while you’re buying. Are they managers or promoters?      Executives should spend most of their time managing their company in private, not promoting it to the investing public. All too often, CEOs complain that their stock is undervalued no matter how high it goes—forgetting Graham’s insistence that managers should try to keep the stock price from going either too low or too high.8 Meanwhile, all too many chief financial officers give “earnings guidance,” or guesstimates of the company’s quarterly profits. And some firms are hype-o-chondriacs, constantly spewing forth press releases boasting of temporary, trivial, or hypothetical “opportunities.

The executive director of the United Nations World Food Program recently took up the popular saying that society is only seven meals away from anarchy.17

In Hollywood today, the simple truth is that there are two types of movie studios: Disney, and those that wish they were Disney. Understanding why studios have turned so aggressively toward franchises, sequels, and superheroes and away from originality, risks, and mid-budget dramas takes more than an appreciation for the financial pressures faced by executives like Michael Lynton and Amy Pascal. Just as Olympic swimmers can’t help but pace themselves against Michael Phelps, Sony and its competitors have for years been jealous of and frustrated by Disney. Hollywood is a herd industry. Its executives are constantly looking out the side window or at the rearview mirror and asking, “Why aren’t we doing that?” For those peering at Disney, that means slashing the number of movies made per year by two-thirds. It also means largely abandoning any type of film that costs less than $100 million, is based on an original idea, or appeals to any group smaller than all the moviegoers around the globe. Disney doesn’t make dramas for adults. It doesn’t make thrillers. It doesn’t make romantic comedies. It doesn’t make bawdy comedies. It doesn’t make horror movies. It doesn’t make star vehicles. It doesn’t adapt novels. It doesn’t buy original scripts. It doesn’t buy anything at film festivals. It doesn’t make anything political or controversial. It doesn’t make anything with an R-rating. It doesn’t give award-winning directors like Alfonso Cuarón or Christopher Nolan wide latitude to pursue their visions.

Iron Man‘s success more than made up for that July’s Incredible Hulk. The result of Marvel’s most difficult production right up to the present, the second Hulk film starred Ed Norton, who proved a terrible fit for Maisel and Feige’s philosophy that studio executives should be the ultimate creative authority. Undeniably one of the best actors of his generation, Norton is also famous in Hollywood for being “difficult” and highly opinionated, refusing to allow artistic choices he disagrees with and seeking to rewrite scripts he doesn’t like, which is what he did on The Incredible Hulk. The clashes intensified in post-production, and the director, Louis Letterier, sided with Norton over the studio. They both learned who has the ultimate power at Marvel, though, when Feige took control of editing. He excised many of the darkest scenes, including a suicide attempt meant to portray how much the scientist Bruce Banner wants to rid himself of the curse of transforming into the Hulk when he’s mad. The resulting movie was still darker and more dramatic than any other Marvel Studios production and not different enough from the Hulk movie of 2003. It grossed only $263 million at the box office and barely broke even, the worst performance for any Marvel Studios film to date. The Incredible Hulk never got a sequel, but the character has returned in Avengers films, played by the easygoing Mark Ruffalo. The usually cheerful Feige stated that the decision to recast the role was “rooted in the need for an actor who embodies the creativity and collaborative spirit of our other talented cast members.

We know who they are; we can name them; we can look at their pictures. But unfortunately, our government has made sure we cannot hold them accountable; they are untouchable unless you are willing to take the law into your own hands. Yes, we know them: Robert Mueller and James Comey, FBI Directors, Mary L. Schapiro and Mary Jo White, SEC Commissioners, Eric Holder and Lorretta Lynch, Attorney Generals, Senator Chuck Schumer, Congressmen Paul Ryan and all the directors and executives at a dozen Wall Street firms. We can see them;

He had given Bolshevism strong personal leadership without being a dictator who ruled by arbitrary command. The movement had arisen as his political following in Russian Marxism and developed for twenty years under his guidance and inspiration. Although not institutionalized in an office, his role of supreme leader had entered into the unwritten constitution of Bolshevism, its habitual modus operandi. Lenin had been the movement’s organizer, its chief strategist and tactician, the author of its distinctive version of Marxist ideology, and the authoritative interpreter of party doctrine. He had been the commander-in-chief of the party in the political struggles that led up to the revolutionary conquest of power, and in those that ensued after power was won. He had been the dominant policy-making personality of the ruling party and of the new Third International that came into being under its auspices. His unique authority enabled him to unify an extremely disputatious ruling group whose inner conflicts continually threatened to tear it apart into warring factions. As head of the Soviet government, moreover, Lenin was Bolshevism’s chief executive and director of its foreign relations.

became interested in the psychic world in 1830 while director of the Natural History Museum in Paris. He was fascinated with the pendulum and studied it for many years. Eventually, in 1834, he came to the conclusion that the movement of the pendulum was created by the unconscious will of the person using it. Chevreul found that when he stared at the pendulum he seemed to enter into an almost trancelike state. This made him conclude that “an intimate liaison established between the execution of certain movements and a mental act relating to it, even if the thought is not yet the intent to command the muscular organs.” 4

Strategic thinking is the director’s role. Planning is an exclusively executive role.

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

The truth is that the culture that surrounds us—and that persistently triggers new explosions of backlash outrage—is largely the product of business rationality. It is made by writers and actors, who answer to editors and directors and producers, who answer to senior vice presidents and chief executive officers, who answer to Wall Street bankers, who demand profits above all else.

Well written and easy to enjoy." executive director of Association of Science and Technology Museums

In 1956 a rather delicate assignment came my way. I visited Switzerland at the invitation of Nestle but with a very specific brief from the Ministry of Industries, Government of India. Industries and Commerce Minister, Manubhai Shah, wanted me to ask the executives at Nestle what they were up to in our country. Under the excuse of producing condensed milk, they were importing not just milk powder, but also sugar and the tin plate for the cans! On my arrival at the airport at Nestle’s headquarters at Vevey, a Nestle car, about a mile long, was waiting to whisk me off to the best hotel in town where they put me up. I met with Kreeber, one of their two managing directors, and some other officers. The discussions turned pretty heated. I told them that my government had given them a licence to set up a plant in India so that they would produce condensed milk from Indian milk, not from imported ingredients. The Managing Director told me that it was not possible to produce condensed milk from buffalo milk, which was available in India. I said to him, ‘If you don’t know how to make it, come to me. I will teach you because I believe we can make it out of buffalo milk. I know it is more complicated than making it from cow’s milk and there are problems, but they are not insurmountable problems.’ When I assured them that it could be done, they said that their experts would have to come and set up their plant. Then they wanted the entire share capital in their hands. In those days government allowed only 49 per cent share capital to foreigners; 51 per cent had to be Indian. Kreeber said they could not agree to that. So I showed them a way out of that too. I said that 49 per cent could be with Nestle Alimentana and 51 per cent could be owned by Nestle India and in this way the entire project could stay in their hands. I was, in fact, facilitating their entry here. Ultimately, the Director agreed to set up a plant in India. At this point I told him that they could bring in any number of foreign experts they liked but my government hoped that, in five years, Indians who would be trained for the purpose would replace these experts. Kreeber’s response to this was that the production of condensed milk was an extremely delicate procedure and they ‘could not leave it to the natives to make’. At this, I lost my temper. Getting to my feet, I thumped the table loudly and said: ‘Please remember that you are speaking to a damned “native”. If you are suggesting that even after five years of training, the “natives” are not fit to occupy any position of authority in Nestle you are insulting my country. My country knows how to do without you.’ And I stormed out of the meeting – which I hope was what any self-respecting Indian would have done.

Of course, to properly reward the “doers” you must correctly define what a doer is. This is central to the idea of execution. Simply put, a doer is a person who gets things done. Doing is meeting goals. Some goals are legitimately short-term goals that yield short-term results and are properly compensated on a short-term basis. But other goals are long-term and by definition we will not know if we have achieved those goals for some time. Consequently the people striving to meet those goals should be compensated on a long-term basis, with some portion of that long- term compensation based on achieving critical milestones toward the goal. And there are some goals that are so long- term that compensation should only be awarded when a person retires and his or her contributions to meeting those extremely long-term goals can be assessed. Leaders must take responsibility for setting the right rewards for doers. This is particularly true of boards of directors, many of which made egregiously bad calls in rewarding poor performance by the CEOs of their companies. Linked together as these behaviors are, rewarding the doers must be based on the correct metrics. For too long companies—and this often involved boards of directors— set “shareholder value” as one of the goals to be measured and rewarded in compensation plans. But the directors and CEOs who set shareholder value as a goal missed an essential point. Increasing shareholder value is an outcome, not a goal. If you set the right strategy with the right goals and execute well to implement the strategy and achieve the goals—growth in earnings per share, good cash flow, improved market share, for example—then shareholder value is the result. Get everything else right and shareholder value will take care of itself. EXPAND

Why is that so hard? Because “the one big bug we have as humans is that we are tribal,” answers Marina Gorbis, executive director at the Institute for the Future. “We always need the group to give us identity. We are wired that way. From the first campfire, human beings evolved as tribal beings.” And

Mark Liszewski, executive director of the Antique Automobile Club of America Museum (Hershey, Pennsylvania), remarked: “Instead of Ford versus Chevy, it’s Apple versus Android. And instead of customizing their ride, today’s teens customize their phones with covers and apps. You express yourself through your phone, whereas lately, cars have become more like appliances, with 100,000-mile warranties.

Promotions Every time your company gives someone a promotion, everyone else at that person’s organizational level evaluates the promotion and judges whether merit or political favors yielded it. If the latter, then the other employees generally react in one of three ways: 1. They sulk and feel undervalued. 2. They outwardly disagree, campaign against the person, and undermine them in their new position. 3. They attempt to copy the political behavior that generated the unwarranted promotion. Clearly, you don’t want any of these behaviors in your company. Therefore, you must have a formal, visible, defensible promotion process that governs every employee promotion. Often this process must be different for people on your own staff. (The general process may involve various managers who are familiar with the employee’s work; the executive process should include the board of directors.) The purpose of the process is twofold. First, it will give the organization confidence that the company at least attempted to base the promotion on merit. Second, the process will produce the information necessary for your team to explain the promotion decisions you made.

but as chairman of CHAMP I have been amazed by the extraordinary range of Nick’s contacts and friends, a network enabling him to gain access and knowledge about almost any project in whatever sector we may be considering. Nick has been a long and strong friend and a most effective non-executive director.

These groups have long been present in U.S. history. Above all, black and brown dissident groups—but also those from indigenous and Asian/Asian-American, as well as white communities—have arisen to challenge their communities’ dispossession. They are viewed by the state as in need of monitoring, control, even “neutralization,” to use FBI Director J. Edgar Hoover’s term for the destruction, division, defamation, and even death that the FBI’s Counter-Intelligence Program (COINTELPRO) unleashed upon dissident groups in the 1970s and 1980s. U.S. officials also have often had to wage a veritable civil war against low-wage workers, farmers, and others; so much so, in fact, that historian Howard Zinn has referred to the big business war on labor as “The Other Civil War.

It is, in a way, the telos of everything I have been describing so far. It is as though the enlightened youth of the Sixties had stepped straight from battling the pig in Chicago ’68 to a panel discussion on crowdfunding at this year’s South by Southwest, the annual festival in Austin, Texas, that has mutated from an indie-rock get-together into a tech-entrepreneur’s convention; a place where the hip share the streets with venture capitalists on the prowl. This combination might sound strange to you, but for a certain breed of Democratic politician it has become a natural habitat. At SXSW 2015, for example, Fetty Wap performed “Trap Queen,” the Zombies played hits from the ’60s, Snoop Dogg talked about his paintings—and Commerce Secretary Penny Pritzker swore in the new director of the U.S. Patent and Trademark Office, Michelle Lee. In case you’re keeping track, that’s a former subprime lender swearing in a former Google executive, before an audience of hard-rocking entrepreneurship fans.

But as he approached fifty, Kenny yearned to do something different. Someone told him that More Than Money—the same inheritors group Jeff Weissglass got involved with—was hiring an executive director. He landed the position and, in short order, discovered that his pregnant teens had at least one thing in common with these young heirs and heiresses: Society defined and stereotyped both groups by how much money they did or didn’t have. The foundations that funded adolescent pregnancy care assumed the girls were getting knocked up because they were poor, “which was not necessarily true,” Kenny says, whereas the inheritors were pegged as “entitled and spoiled and lazy—and there’s no basis for that.” The anti-inheritor bias proved so toxic that some of Kenny’s former colleagues shunned him after he took the new job. “They’re like, ‘What a sellout! What a cop-out! Why would you do that?’ ” he recalls. “What does it say about our culture that everyone wants to win the lottery in some way, shape, or form, and there’s a whole segment of our culture that hates people who win the big payout.” This is indeed a paradox. Oscar Mayer heir Chuck Collins gave away his $500,000 inheritance in 1986, when he was a young man. (Invested in the S&P 500, it would be worth about $14 million today.) He has since dedicated himself, through the Institute for Policy Studies, to educating the American public about inequality. His memoir, Born on Third Base, includes the following scene: Speaking to a crowd of about 350 people, he asks who among them feels rage toward the wealthiest 1 percent. Almost everyone raises a hand. He then asks, “How many of you wish you were in the wealthiest 1 percent?” They laugh, but again, almost everyone. “People are envious,” Kenny says. “And what you end up doing with envy is demeaning whoever it is that you envy, because they have what we think we deserve.” During his time at More Than Money, Kenny grew friendly with Paul Schervish, then the director of the Center on Wealth and Philanthropy, and when Schervish offered him the associate director job, Kenny jumped. He’d seen how inheritors grappled with their unearned fortunes. Now he wanted to better understand their parents. Havens was the numbers guy “and I was in charge of: ‘I’d like to know what these people are thinking, and nobody ever asks them.’ 

What often happens, especially in big companies, is that the executives get lost in the details of obsessive planning, creating strategies to hide the fact that they don’t have a clear objective. It’s like heading out to sea with a map but no destination. It is much more important to have a compass pointing to a concrete objective than to have a map. Joi Ito, director of the MIT Media Lab, encourages us to use the principle of “compass over maps” as a tool to navigate our world of uncertainty.

During the period, June 2006 – October 2008 the media company floated many shell companies across global jurisdictions such as Sweden, Netherlands, UK, Mauritius and Dubai (over 30) etc. to bring into India via illegal hawala route a sum of over USD 150 million dollars. This is clear case of violation of Income Tax Dept and ED provisions. After the execution of sham transactions many of these companies were closed. In some foreign companies, NDTV’s prominent faces Barkha Dutt, Vikram Chandra and Sonia Singh were also shareholders or directors. All these companies were just paper companies at some hotel address or some attorney addresses.

Soviet and Afghan Communists purposefully decimated the country’s educated elites, executing or exiling traditional leaders. By the time I turned up, this culling had left much of the field to radical preachers and armed opportunists.

the executive director of the WHO emergencies program, Dr. Michael Ryan, put his own spin on this observation. “Perfection is the enemy of the good when it comes to emergency management,” he said. “Speed trumps perfection, and the problem in society we have at the moment is everyone is afraid of making a mistake, everyone is afraid of the consequence of error. But the greatest error is not to move. The greatest error is to be paralyzed by the fear of failure.

Luke Montaine occupies the position of Director, Chief Executive & Financial Officer for Roadman Investments Corp., Chief Executive Officer & Director at Ord Mountain Resources Corp., Chief Operating Officer at Brand X Lifestyle Corp., Vice President-Finance & Associate at Element & Associates and Head-Corporate Development at West Mining Corp.

While many parents worry about the effect of divorce on children, Janet R. Johnston, Ph.D., executive director of the Judith Wallerstein Center for the Family in Transition, said in our interview that studies consistently find that children's exposure to unresolved conflict and verbal and physical abuse is a better predictor of children's adjustment than the marital status of their parents.

On Relationships – The end of Midsomar is harrowing but the director claims that it’s meant to be a breakup film. The man has the right concept although you have to question the execution (no pun intended). Contrast that heroine to Demi Moore’s Molly in the movie Ghost. When her lover dies, she spends the majority of the film in maudlin tears, holding on to the scraps of their affair. His ghost lingers near her, inaudible and invisible, staring in disbelief when she clings to the stub of a concert they once attended. He points out that she hated that concert so why keep that stub? Why cling to the detritus of an affair spent with a man too gutless to say he loved her? When a relationship is over, then it’s time to sell the ex’s possessions on Ebay. What can’t be sold should be donated to Goodwill—and don’t forget to get that slip of paper so you can claim the donation on your taxes! What Goodwill won’t accept, you give to your family, friends and loved ones. What they won’t take, you toss in the trash or, for the true cathartic effect, you pile in a heap on the lawn and burn it to ashes.

Ankur Teredesai, Ph.D., Professor of Computer Science and Executive Director of the Center for Data Science at the University of Washington, Co-founder and CTO of KenSci. Ankur has a unique perspective on the application of AI in health as he splits his time between academia and working with health organizations around the world in the use of AI to solve significant problems. His

What they do The products and services they provide Physical locations Job openings Contact numbers Biographies on the executives or board of directors Support forum Email naming conventions Special words or phrases that can help in password profiling Seeing people’s

As the cofounder and executive director, since 2003, of a nonprofit called Inspired Legacies, she has advised thousands of women, and hundreds of men and families and nonprofits, on philanthropic and financial matters. Her clients include several billionaires, and most have assets ranging from $10 million to $500 million. “Women are more intimidated by what they don’t know,” she says, “and doubt is cast on them: Are they crazy, or are they actually doing the right thing?