Executive Director Quotes

To be successful, a Board of Directors must foster a culture of respect and appreciation.

The business landscape is a constantly evolving ecosystem. Changes in the macro environment, such as technological disruptions or changing consumer preferences, can rapidly alter the competitive landscape. A high-performing board needs to be adept at strategic foresight.

The business environment is constantly evolving. Economic fluctuations, technological disruptions, regulatory shifts, and competitive pressures demand that companies be able to adjust their goals and strategies.

By mastering the art of corporate governance, board members and executives can unlock the full potential of their organizations, driving innovation, growth, and social impact.

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.

Effective corporate governance ensures that the vision and strategy are aligned, with the board of directors playing a crucial role in defining the vision and overseeing the development and execution of the strategy.

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.

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

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?

You wouldn't want to ever have a disconnect between your brain and your hands. That's called paralysis. In the same way, if there's a disconnect between the Board and the Executives, the result is paralysis.

Board of Directors members should each bring something unique to the table; and they should share their uniqueness with the rest of the board to inform key decisions.

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.

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.

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.

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.

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

What’s key today is synthesizing Information: Making sense of complex data to identify patterns and trends.

Strategic thinking is not just about planning for the future; it's about shaping it.

Ensuring the company's sustainable success requires integrating value creation considerations into all aspects of board oversight.

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

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

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).

Some people maintain that designating addiction as a brain disease rather than a behavioral disorder gives addicts, whether they are using alcohol, crack, heroin, meth, or prescription drugs, an excuse to relapse. Alan I. Leshner, former director of NIDA who is now the chief executive officer of the American Association for the Advancement of Science, agrees that addicts should not be let off the hook. “The danger in calling addiction a brain disease is people think that makes you a hapless victim,” wrote Dr. Leshner in Issues in Science and Technology in 2001. “But it doesn’t. For one thing, since it begins with a voluntary behavior, you do, in effect, give it to yourself.

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.

Musk still tended to drive the young engineers mad with his work demands and blunt criticism. “I remember being in a meeting once brainstorming about a new product—a new-car site,” said Doris Downes, the creative director at Zip2. “Someone complained about a technical change that we wanted being impossible. Elon turned and said, ‘I don’t really give a damn what you think,’ and walked out of the meeting. For Elon, the word no does not exist, and he expects that attitude from everyone around him.” Periodically, Musk let loose on the more senior executives as well. “You would see people come out of the meetings with this disgusted look on their face,” Mohr, the salesman, said. “You don’t get to where Elon is now by always being a nice guy, and he was just so driven and sure of himself.

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.

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.

Democracy is on the ropes, with double- and triple-blows punching at it from crass consumerism, commonplace fascism and runaway capitalism. All of this leaves young people in the cross-hairs of politicians, executive directors, funders, and evaluators, each of whom is ready and eager to pull the trigger. By doing this, they lay waste to the present as well as the future, sacrificing children and youth to line their own pockets, perpetuate their missions, and dismantle society as we have known it.

A few weeks later, the United States Steel Corporation was formed. It was a testament to the power of Morgan, and the entirely unregulated securities market, that he could go from a handshake to a public company in less than eight weeks. As the syndicate manager, Morgan’s firm deposited $25 million to execute the mechanics of the transaction. Morgan’s role was to organize the consolidation, sell shares to the public, and serve on its board of directors. Morgan himself was not a major shareholder of any of the consolidations he sponsored or underwrote. His compensation generally came in the form of fees for arranging these massive transactions. U.S. Steel combined every major steel consolidation of the previous three years, along with Carnegie Steel, into a superconsolidation. On March 29, when the shares were brought to market, U.S. Steel became the first company to be valued at over $1 billion.

At the same time, many of the pioneering venture capitalists were not moneymen but graduates of the semiconductor industry. One of the eight men who had formed Fairchild Semiconductor, Eugene Kleiner, would found the venture capital firm Kleiner Perkins in 1972, not coincidentally the year after the Intel IPO. In the same year, Don Valentine, a former Fairchild sales executive, founded Sequoia Capital. Kleiner Perkins and Sequoia would become as intrinsic to Silicon Valley as the entrepreneurs themselves—the equivalent of the grand Hollywood studios, with the entrepreneurs analogous to actors, directors, and producers. Over the next forty-five years, several of America’s most valuable corporations, including three of the top four, would be funded early on by Kleiner Perkins or Sequoia or both. This birth of venture capital—a rebirth, really—was a return to the most American of roots, older than its founders’ democracy. The organizers of the Virginia Company had called upon “adventurers” to risk capital. A few years later, the Merchant Adventurers in London coffeehouses had agreed to finance the voyage of a large molasses ship known as the Mayflower. Three hundred fifty years later, an improved concept of venture capital was being applied to the next era of American discovery.

The easiest way to find the experts is to ask. Almost every Angel Group has a point of contact who knows most members and their backgrounds. Usually, this is the Deal Flow Manager, Executive Director or one of the founders of the group. Reach out to one of these people and ask for advice about your pitch, one-pager or something else completely. “Hi, I am in the process of fundraising. We are a SaaS company in the ed-tech space. I was curious if I could ask you a few questions about…

What people are saying about WAR EAGLES ​5 out of 5 stars! WW2 with a dash of fantasy! I really enjoyed stepping back in time as the race for air travel was developing. One could truly feel the passion these pilots and engineers had for these magnificent machines. The twist of stepping back into a land of Vikings and dinosaurs was very well executed. Well done to both the author and the narrator. ​ Reminiscent of Golden Age Sci Fi This audio book reminded me of some of the 40's and 50's era tales, but what it happens to be is an alternative timeline World War II era fun adventure story. Think of a weird mash-up of a screw-up Captain America wanna-be mixed with the Land of the Lost mixed with Avatar where Hitler is the real villain and you might come close. At any rate, it's load of good fun and non stop action. But don't get distracted for a minute or you'll miss something! There are american pilots, Polish spies, Vikings, giant prehistoric eagles and, of course, Nazis! What more could you ask for to while away an afternoon? Our hero even gets the (Viking) girl! Put your feet up an get lost in what might have been.... 4 out of 5 stars! it's Amelia Earnhart meets WWII This is not an accurate historical fiction book, but rather an action-packed book set an historical time. I normally listen to my books at a higher speed, however the amount of drama and action in this book I had to slow it down. I like the storyline and the narrator however, the sound effects throughout the book did kind of throw me since I'm not used to that and most audible books. still I would recommend this is a good read.​ 5 out of 5 stars! I Would Like to See this on the Silver Screen Back in the late 1930s, the director of King Kong started planning War Eagles as his next block buster film. Then World War II intervened and the project languished for decades. It helps to know this background to fully appreciate this novel. It’s a big cinematic adventure waiting to find the screen. The heroes are larger than life, but more importantly, the images are bigger and more vivid than the mighty King Kong who reinvented the silver screen. And what are those images you may ask? Nazis developing super-science weapons for a sneak attack on America, Viking warriors riding gargantuan eagles in a time-forgotten land of dinosaurs, and of course, those same Vikings fighting Nazis over the skyline of New York City. This book is a heck of a lot of fun. It starts a little bit slow but once the Vikings enter the story it chugs along at a heroic pace. There is a ton of action and colorful confrontations. Narrator William L. Hahn pulls out all the stops adding theatrical sound effects to his wide repertoire of voices which adds a completely appropriate cinematic feel to the entire story. If you’re looking for some genuinely heroic fantasy, you should try War Eagles. Wonderful story War Eagles is a really good adventure story. ​5 out of 5 stars!

Even if you know nothing about the process of filmmaking…you can sense the fear, excitement, and risk that went into a scene like that. For the writer to conceive it, for the director to facilitate it, for the actors to execute it, and for the editor to hinge it to the flow of a thousand other moments with as much gambled on them.

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

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.

The Christian Coalition, like many evangelical organizations of the day, was concerned with abortion, homosexuality, and other, as they saw it, moral issues, but it rocketed to success as a powerful lobbying arm under the control of Ralph Reed, who was hired as executive director in 1990. Reed, who was president of his College Republicans chapter, had spent his undergraduate years writing columns for the student newspaper about such topics as “Black genocide,” decrying a high rate of abortions in the African American community. This angle was and continues to be an important strategy for evangelicals to reach out to churchgoing African Americans in order to bring them into supporting the pro-life position and into voting for conservative issues.

What I found most interesting about Session C was the unique window it provided the CEO into the business. It was "boundaryless" before the word came into favor as a GE company value. It was functionally agnostic and part of a more extensive system managed by the top executive with ties to the board of directors, corporate and operating executives, and various management levels. No one could claim outright ownership for it, but everyone was intimately involved.

George Bush's father (George H.W. Bush) came in as C.I.A. director the month following the Welch assassination. As Director he presided over the agency as they mounted a campaign throughout western Europe trying to make me appear to be a security threat, a traitor, a Soviet agent, a Cuban agent. All those sorts of things which led to my expulsion from five different NATO countries in the late 1970s. In fact it was all based on lies, and to think that I was responsible for the death of any C.I.A. people for their exposure is absolutely false. No one, as far as I know, of all those people who were exposed as C.I.A. people along with their operations, was ever even harassed or threatened. What happened was, their operations were disrupted and that was the purpose of what we were doing. We were right to do it then because the U.S. policy at the time, executed by the C.I.A., was to support murderous dictatorships around the world as in Vietnam, as in Greece, as in Chile, Argentina, Uruguay, Brazil; and that's only to name a few. We opposed that use of the U.S. intelligence service for those dirty operations- and I'm talking about regimes now that tortured and disappeared people by the thousands.

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.

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.

In a preemptive strike, the lead director asked each director privately to identify one step or action that the chief executive ought to take in the next twelve months to best set the company up for recovery and then success. After compiling the directors’ proposals on a single sheet of paper and appending his own suggestions, the lead director circulated the draft among all the directors for comment or change. Once the document was finalized, the lead director then met the chief executive in a neutral city to present the directors’ specific ideas for action. The director explained to the CEO that the board’s idea list was intended to help him succeed, not to pester him with gratuitous criticism or demand tactical changes. The lead director added that his personal intervention came with the blessing of every member of the board, and he asked the CEO to report his progress in meeting the directors’ recommendations to all board meetings during the coming year.

Not ‘Wall Street financiers’ or bankers, but large owners and executives in their self-financing corporations hold the keys of economic power. Not the politicians of the visible government, but the chief executives who sit in the political directorate, by fact and by proxy, hold the power and the means of defending the privileges of their corporate world.

This group of capitalists has cornered and exploited the world’s resources and the staples required for civilized living; they have been able to do this because they have owned and controlled the world’s wealth through their interlocking directorates and have retained it in their own hands. They have made possible the vast differences existing between the very rich and the very poor; they love money and the power which money gives; they have stood behind governments and politicians; they have controlled the electorate; they have made possible the narrow nationalistic aims of selfish politics; they have financed the world businesses and controlled oil, coal, power, light and transportation; they control publicly or sub rosa the world’s banking accounts. The responsibility for the widespread misery to be found today in every country in the world lies predominantly at the door of certain major interrelated groups of business-men, bankers, executives of international cartels, monopolies, trusts and organizations and directors of huge corporations who work for corporate or personal gain.

I was one to one with a big nurse. Afraid to move and ask, ‘Whose blood is it so cold?’ … drop by drop … inside my small body. But the blood from the looks of these opposite men was not cold. It was hot, even very hot, pumping into my head. One man, another, and one more, some older than others, some even with temples of grey hair. But what united them all was the interest in a ten-year-old girl.” (-- Angelika Regossi, “Love in Communism. A Young Woman’s Adult Story”. Chapter 1: The Girl Felt a Woman) “We sat together, at the bottom of the trench, on the cold and dry ground. The sun slowly was going down, and the first signs of the cold September evening appeared. Tanya pulled out the matches and lit the cigarette butts, and we started to smoke; two small girls of seven and five. We thought that nobody was seeing us making the fumes. Suddenly, I saw Tanya’s sister go out to the balcony of their flat, looking around the yard. When she noticed the fumes from the trench, she screamed at the whole yard, ‘Tanya! Tanya! I see you. Come immediately home!’ ‘Why! Am I cold?’ shouted back Tanya, pressing the cigarette butt in the trench soil. ‘No! You want to eat!’ screamed her sister. They both imitated a joke about a caring mother. Tanya stood up, climbed out of the trench, and left. I remained sitting alone, and it was getting dark. I also wanted to go home, wash my hands and eat. When suddenly, I heard a soft man’s voice from the darkness, ‘Let me help you to get out of the trench, little girl.’” (-- Angelika Regossi, “Love in Communism. A Young Woman’s Adult Story”. Chapter 2: The Paedophile Play) “In the USSR, at schools, sometimes was carried a medical check-up for teenage girls from fourteen to seventeen years old, till the end of their school life. It was a very psychologically traumatic and humiliating experience because of the process itself, and because the results were reported to the school director, parents, and sometimes, even to the police. The girls were tested for virginity, but the boys were not.” (-- Angelika Regossi, “Love in Communism. A Young Woman’s Adult Story”. Chapter 3: Long Ten Years) “At that time, execution was allowed in the USSR, also for women. The maximum that prisoners could get was fifteen years. After that, capital punishment was the last measure. Mainly, the execution took place in the prison corridor by shooting the back of the inmate when he or she was taken to go somewhere, or in the prison yard. Executions were usually done by policemen.” (-- Angelika Regossi, “Love in Communism. A Young Woman’s Adult Story”. Chapter 4: Prison for Woman)

Irwin Winkler did not share the credit of “Producer.” He had the power to do that because he had control of the book’s movie rights. Barbara De Fina’s credit was changed to “Executive Producer.” Additionally, once CAA (Scorsese's talent agency) got into it, her profit participation points on the movie were decreased. Recounting the situation thirty years after the fact, De Fina fumes. 'Winkler just — I mean, I — and everyone else that had been working on it. And then he wasn’t even there. He visited the set a few times, got his picture taken in the director’s chair.'

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?

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.

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.

At an event on fire management hosted by the Berkeley Center for New Media in 2021, one of the speakers was Margo Robbins, the executive director of a council that facilitates burning on Yurok lands. Robbins used a pre-burn and post-burn photo to demonstrate the role of burning in the very mountains I had gazed at as a child. With my untrained eye, I saw the first photo as a nondescript “natural area” like one you’d see on the side of a park trail. Robbins, though, described it in terms of process: Because the area hadn’t been burned, the hazel (a serotinous plant, meaning that it is fire-adapted) was currently producing branches that would be useless for Yurok basket making. On top of that, other unburned brush was encroaching on the hazel, to the extent that animals would not be able to eat the nuts off it and the plant would eventually stop producing. Last, she pointed to a young Douglas fir tree, an ambassador of the forest. “This fir tree is starting to encroach on what is supposed to be an oak woodland savannah,” she said (emphasis added).

Paige Goepfert is a managing director of the Andersen Private Client Services team and works with ultra-high-net-worth families, family offices, business owners, and executives on tax planning and income tax compliance. Paige says that, “before considering the tax implications of a family office, family office principals are well served to think about the catalysts for and objectives of their family office. The structure, including how the management services are going to be provided and the type of entity formed for the management company, will determine the tax impact. “A common mistake I see is when families initially contemplate forming a family office solely because of the tax benefits they hope to obtain. While there may be tax benefits from a family office structure, anticipated tax benefits should not be the catalyst for setting up a family office . . . We [also] sometimes see families stuck in a certain mindset even when their goals and tax laws are constantly changing. For example, an older family member may feel like they have already given too much to the next generation or their grandchildren and, on principle, will not consider what they are leaving

Meet one of the leading creative directors Roger Hooks, Jr. He is a renowned “S&P 500 Creative Executive”, who has successfully established his name in the creative industry. He possesses a boasted portfolio in package design of Pacific-Rim makers of entertainment PC peripherals and add-on cards with category best sellers up in down the aisles of Fry's Electronics, Micro Center, Ritz Camera, Best Buy, and Good Guys in their brick-and Mortar Hey-Day. Also, he is a Platinum Award winner in copywriting, a Gold Award winner in advertising campaigns, and a Gold Award winner in special events. So, if you are searching for a professional creative strategist, you must contact Roger Hooks, Jr. Feel free to reach out.

There are two key aspects of the European model of co-management. First, it gives workers the right to elect a certain share of seats on the board of directors, which as we have seen is responsible for setting a company’s overarching vision and strategy—what to produce and where, how much to invest in new machinery, whether to pursue mergers and acquisitions, and so on—and which appoints the CEO and other executives who are responsible for implementing this strategy.[

So here we are today, where we have toxicologists and experts in food safety who disagree with the AHA’s position on the safety of polyunsaturated fats, and, because the AHA’s vast influence gives it control over nutrition thought, these professionals have trouble getting necessary work funded. Meanwhile, the AHA continues to actively promote seed oils, and it continues to support those, like Dr. Walter Willett, who dismiss or discredit experts like Dr. Chris Ramsden who are producing evidence to the contrary. In other words, the AHA is effectively blocking progress in medical science, and, perhaps most egregiously, it is promoting a diet that’s actively harming our cardiovascular health. In the beginning, however, the association’s culture was very different. When the AHA was founded in 1924, it was supported only with annual dues from a small collection of doctors concerned about the growing problem of heart disease. Heart attacks skyrocketed after World War I, and the organization felt the pressure of knowing there was so much to learn but such little funding to do the necessary research. In 1942, AHA executive director H. M. “Jack” Marvin, a New Haven, Connecticut, cardiologist, made an ambitious proposal to solve the AHA’s “chronic fiscal problems.” Lack of funds stood in the way of two of the organization’s highest-priority goals: sponsoring research and establishing public health and lay education programs. Without fundraising, the organization would be limited to utilizing the small pool of government funds to achieve its goals. And that pool had just grown a little too crowded for the AHA’s tastes.

Hal Gregersen, the executive director of the MIT Leadership Center, confirmed my suspicions with actual research. In interviews with five hundred well-established entrepreneurs and inventors, he found that about a third attributed their innovative ability to the early support of either Montessori teachers, or teachers in what Gregersen deemed Montessori-like schools.

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.

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

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.

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 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

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

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.

On Thursday, February 19, 2015, two months after the United States and Cuba announced a willingness to re-establish normal diplomacy, after over 5 decades of hostile relations, the United States House Minority leader and eight fellow Democratic Party lawmakers went to Havana to meet with the Cuban Vice President Miguel Díaz-Canel. On February 27th, Cuban Foreign Ministry Director for North America, Josefina Vidal, and her delegation met at the State Department in Washington, D.C. Although most Cubans and many Americans have a positive view towards improving diplomatic relations, there are conservative legislators in both the U.S. House and Senate that have not joined in the promotion and necessary détente and good will in easing the normalization of relations between the two countries. On May 29, 2015, by Executive Order, President Obama took a first step by removing Cuba from the list of “State Sponsors of Terrorism.” Since then President Trump has been determined to overturn most of what has been passed by the former administration. On June 16, 2017 President Trump moved to reverse many of President Obama’s policies towards Cuba. According to the CATO Institute the alleged justification for this reversal is that it will pressure the Cuban government to make concessions on human rights and political policies towards the Island Nation. Apparently Trump’s new restrictions will impose limits on travel and how U.S. Companies will be able to do business in Cuba. Although the final say regarding the normalization between the two countries is in the hands of politicians representing their various constituencies. The United States has long worked and traded with other Communist nations. Recently additional pressure has been applied by corporations that, quite frankly, are fed up with the slowness of the process. The idea that everything hinges on the fact Cuba is a Communist country, run by a dictatorship, does not take into account the plight of the individual Cuban citizens. The United States may wish for a different government; however it is up to Cuba to decide what form of government they will eventually have.

Eighty years ago on July 2, 1937 Amelia Earhart, the first female aviator to fly solo across the Atlantic Ocean, disappeared while attempting to circumnavigate the world in a Lockheed Model 10- Electra. Her expedition, sponsored by Purdue University, a public research university located in West Lafayette, Indiana, was brought to an end when this daring woman aviator and her navigator and navigator Fred Noonan disappeared near Howland Island in the central part of the Pacific Ocean. Since that time it was generally assumed that she had crashed at sea and simply disappeared beneath the waves of an unforgiving ocean. All the speculation ended on Sunday July 9, 2017 when Shawn Henry, a former executive assistant director for the FBI, brought world attention on the “History Channel” to a photograph that apparently shows Earhart and Noona on the dock of Jaluit Atoll, overlooking the SS Kaoshu towing a barge, with what looks like the Electra they had been flying. The intensive research and analysis that Shawn Henry and his team conducted presents compelling evidence and leaves no doubt but that Amelia Earhart and Fred Noonan had survived the crash. The team’s research also presents evidence that Amelia Earhart was held as a prisoner of war on the island of Saipan by the Japanese and died while in their custody.

As America’s first movie sweetheart, Pickford was savvy enough to leave her name off the executive producer and director credits in order to play to the public’s perception of her as a sweet, innocent young girl, but industry insiders knew that she called all the shots.

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.

I cherish this book review from the former Executive Director of Contemplative Outreach: A beautiful book. This elegant and authentic memoir of a faith-filled woman shows how it is possible to be very successful and yet vulnerable enough to completely depend on the indwelling Spirit. -Gail Fitzpatrick-Hopler

In the time of Google, knowledge isn’t the differentiator. Social emotional health is,” declares Michelle Kinder, the executive director of Momentous. “Kids need to know how to think, not just what to think.

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.

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

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.

Directors and management need to spearhead the strategy shift from transactions to relationships and create the culture, structure, and incentives necessary to execute the strategy. What

When approximately 80% of the environmental impact is predetermined at the concept and design stage there is clearly action to take. As Kate Krebbs, executive director of the National Recycling Coalition (NRC) in the USA says, “Waste is a design flaw.

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.

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.

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.

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

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

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.