Executive Producer Quotes

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

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

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

The less an organization has to do to produce results, the better it does its job.

Darcy: 'I certainly have not the talent which some people possess, of conversing easily with those I have never seen before. I cannot catch their tone of conversation, or appear interested in their concerns, as I often see done.' Elizabeth:'My fingers do not move over this instrument in the masterly manner which I see so many women's do. They have not the same force or rapidity, and do not produce the same expression. But then I have always supposed it to be my own fault -- because I would not take the trouble of practicing. It is not that I do not believe my fingers as capable as any other woman's of superior execution.

Two hundred people, of course, can do a great deal more work than one man. But it does not follow that they produce and contribute more.

Ever since I became an executive producer of 30 Rock, people have asked me, 'Is it hard for you, being the boss?' And, 'Is it uncomfortable for you to be the person in charge?' You know, in that same way they say, 'Gosh, Mr. Trump, is it awkward for you to be the boss of all these people?

It's not about the young or the old; it's about anyone who takes something from his or her imagination and makes it real. --Thom Beers, Executive Producer

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

Good executives focus on opportunities rather than problems. Problems have to be taken care of, of course; they must not be swept under the rug. But problem solving, however necessary, does not produce results. It prevents damage. Exploiting opportunities produces results.

When, instead, your goal is to focus on the process and stay in the present, then there are no mistakes and no judging. You are just learning and doing. You are executing the activity, observing the outcome, and adjusting yourself and your practice energy to produce the desired result. There are no bad emotions, because you are not judging anything.

Perhaps,' said Darcy, 'I should have judged better, had I sought an introduction, but I am ill qualified to recommend myself to strangers.' 'Shall we ask your cousin the reason of this?' said Elizabeth, still addressing Colonel Fitzwilliam. 'Shall we ask him why a man of sense and education, and who has lived in the world, is ill qualified to recommend himself to strangers?' 'I can answer your question,' said Fitzwilliam, 'without applying to him. It is because he will not give himself the trouble.' 'I certainly have not the talent which some people possess,' said Darcy, 'of conversing easily with those I have never seen before. I cannot catch their tone of conversation, or appear interested in their concerns, as I often see done.' 'My fingers,' said Elizabeth, 'do not move over this instrument in the masterly manner which I see so many women's do. They have not the same force or rapidity, and do not produce the same expression. But then I have always supposed it to be my own fault -- because I would not take the trouble of practising. It is not that I do not believe my fingers as capable as any other woman's of superior execution.' Darcy smiled, and said, 'You are perfectly right. You have employed your time much better. No one admitted to the privilege of hearing you, can think any thing wanting. We neither of us perform to strangers.

There was only one, and it said, “Kate Mulgrew, this is Rick Berman, the executive producer of Star Trek: Voyager, and I simply wanted to say welcome aboard, Captain. I’ll see you on the bridge Monday morning.

Joss was lonely kid who thought that if he could just crack the code, people would understand what an awesome person he was and love him for it. As Buffy executive producer and Angel cocreator David Greenwalt said, 'If JossWhedon had had one good day in high school, we wouldn't be here'.

Cognitive flexibility is an important executive function that reflects our ability to shift thinking and to produce a steady flow of creative thoughts and answers as opposed to a regurgitation of the usual responses. The trait correlates with high-performance levels in intellectually demanding jobs. So if you have an important afternoon brainstorming session scheduled, going for a short, intense run during lunchtime is a smart idea.

Consider an AI that has hedonism as its final goal, and which would therefore like to tile the universe with “hedonium” (matter organized in a configuration that is optimal for the generation of pleasurable experience). To this end, the AI might produce computronium (matter organized in a configuration that is optimal for computation) and use it to implement digital minds in states of euphoria. In order to maximize efficiency, the AI omits from the implementation any mental faculties that are not essential for the experience of pleasure, and exploits any computational shortcuts that according to its definition of pleasure do not vitiate the generation of pleasure. For instance, the AI might confine its simulation to reward circuitry, eliding faculties such as a memory, sensory perception, executive function, and language; it might simulate minds at a relatively coarse-grained level of functionality, omitting lower-level neuronal processes; it might replace commonly repeated computations with calls to a lookup table; or it might put in place some arrangement whereby multiple minds would share most parts of their underlying computational machinery (their “supervenience bases” in philosophical parlance). Such tricks could greatly increase the quantity of pleasure producible with a given amount of resources.

Effective executives concentrate on the few major areas where superior performance will produce outstanding results.

Every good-to-great company had Level 5 leadership during the pivotal transition years. • “Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves. • Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure. • Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. • Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. • Level 5 leaders display a workmanlike diligence—more plow horse than show horse. • Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite—they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.

Executives might make the final decisions about what would be produced, but engineers would provide most of the ideas for new products. After all, engineers were the people who really knew the state of the art and who were therefore best equipped to prophesy changes in it.

When St Genesius, the patron saint of actors, refused to act in a Roman play that ridiculed Christianity, the legend goes, the producers executed him. It reminds some people of Broadway today.

income inequality” was actually the issue, why is there such outrage at the oil and pharmaceutical company executives who at least keep us warm at night and heal our sick as they take our money, but not a protester to be found questioning the career politicians who produce nothing and yet have somehow become multimillionaires just about all?

As the show's executive producer, I envisioned something akin to "Gilligan's Island" meets Lord of the Flies meets Ten Little Indians mets "The Real World." "Survivor" marks a return to a core element of adventure: staying alive.

And though you understand the pecking order and respect the judge—and even if the judge says “Great argument, Counselor Kaling, the court concurs”—you also just want to not have to plead your case all the time. I wanted to be the judge, jury, and executive producer. (See what I did there?)

Michaels himself, still the show’s executive producer, says the reason why Saturday Night Live has succeeded is because he works hard to force people to become a team. The secret to making that happen, he says, is giving everyone a voice and finding people willing to be sensitive enough to listen to one another.

I have seen the consequences of attempting to shortcut this natural process of growth often in the business world, where executives attempt to “buy” a new culture of improved productivity, quality, morale, and customer service with strong speeches, smile training, and external interventions, or through mergers, acquisitions, and friendly or unfriendly takeovers. But they ignore the low-trust climate produced by such manipulations. When these methods don’t work, they look for other Personality Ethic techniques that will—all the time ignoring and violating the natural principles and processes on which a high-trust culture is based.

Believing in no ultimate Judge who will separate the sheep from the goats, they take it upon themselves to mete out perfect justice. They believe that every moral grievance must be immediately redressed until we have perfected society. The tens of millions of people starved to death, executed, imprisoned, and aborted under communism testify to the harsh reality of this kind of human judgment. Such utopian visions have no basis for grace or mercy. Despite the well-known track record of horrors produced by this kind of godless mindset, we are seeing it return in the form of a redefined “justice” that goes by the name “social justice.” As we will see, it isn’t just at all.

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

Every free action has two causes which concur in producing it, one moral, namely the will which determines it, the other physical, namely the power which executes it.

Success in branding will come when you position your business with the correct marketing and press execution, build authority, and produce results amid an ever-evolving landscape.

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

Executives and producers start filing in. I lock eyes with one of them, the one I trust most out of these people I don’t trust.

My fingers", said Elizabeth, "do not move over this instrument in the masterly manner which I see so many women's do. They have not the same force or rapidity, and do not produce the same expression. But then I have always supposed it to be my own fault--because I will not take the trouble of practising. It is not that I do not believe MY fingers as capable as any other woman's of superior execution." Darcy smiled and said, "You are perfectly right. You have employed your time much better. No one admitted to the privilege of hearing you can think anything wanting. We neither of us perform to strangers.

The truly important events on the outside are not the trends. They are changes in the trends. These determine ultimately success or failure of an organization and its efforts. Such changes, however, have to be perceived; they cannot be counted, defined, or classified. The classifications still produce the expected figures—as they did for the Edsel. But the figures no longer correspond to actual behavior.

One of the things that sets Interstellar apart from other sci-fi movies is its lineup of executive producers. There’s Jordan Goldberg (Batman, Inception), Jake Myers (The Revenant), and Thomas Tull (Jurassic World). And then there’s Kip Thorne, emeritus Feynman Professor of Theoretical Physics at the California Institute of Technology in Pasadena. Not many theoretical physicists moonlight as film producers.

the very beginning of time until the year 2003,” says Google Executive Chairman Eric Schmidt, “humankind created five exabytes of digital information. An exabyte is one billion gigabytes—or a 1 with eighteen zeroes after it. Right now, in the year 2010, the human race is generating five exabytes of information every two days. By the year 2013, the number will be five exabytes produced every ten minutes … It’s no wonder we’re exhausted.

Michael Connelly is the author of twenty-nine previous novels, including #1 New York Times bestsellers The Wrong Side of Goodbye and The Crossing. His books, which include the Harry Bosch series and Lincoln Lawyer series, have sold more than sixty million copies worldwide. Connelly is a former newspaper reporter who has won numerous awards for his journalism and his novels and is the executive producer of Bosch, starring Titus Welliver. He spends his time in California and Florida.

When the laws regulating human society are so formed as to come into collision with the nature of things, and in particular with the fundamental realities of human nature, they will end by producing an impossible situation which, unless the laws are altered, will issue in such catastrophes as war, pestilence and famine. Catastrophes thus caused are the execution of universal law upon arbitrary enactments which contravene the facts; they are thus properly called by theologians, judgments of God.

The origin of the caste system, formulated by the great legislator Manu, was admirable. He saw clearly that men are distinguished by natural evolution into four great classes: those capable of offering service to society through their bodily labor (Sudras); those who serve through mentality, skill, agriculture, trade, commerce, business life in general (Vaisyas); those whose talents are administrative, executive, and protective-rulers and warriors (Kshatriyas); those of contemplative nature, spiritually inspired and inspiring (Brahmins). “Neither birth nor sacraments nor study nor ancestry can decide whether a person is twice-born (i.e., a Brahmin);” the Mahabharata declares, “character and conduct only can decide.” 281 Manu instructed society to show respect to its members insofar as they possessed wisdom, virtue, age, kinship or, lastly, wealth. Riches in Vedic India were always despised if they were hoarded or unavailable for charitable purposes. Ungenerous men of great wealth were assigned a low rank in society. Serious evils arose when the caste system became hardened through the centuries into a hereditary halter. Social reformers like Gandhi and the members of very numerous societies in India today are making slow but sure progress in restoring the ancient values of caste, based solely on natural qualification and not on birth. Every nation on earth has its own distinctive misery-producing karma to deal with and remove; India, too, with her versatile and invulnerable spirit, shall prove herself equal to the task of caste-reformation.

Unfortunately, the executive, judicial, and legislative branches of government have become increasingly concerned with their image and their political parties, have drifted away from strict interpretations of the Constitution, and have substituted their own ideologies for the original vision. As a result, our government produces massively complicated taxation schemes, impossibly intricate and uninterpretable health care laws, and other intrusive measures instead of being a watchful guardian of our rights. Instead of providing an environment that allows diligent people to thrive on the basis of their own hard work and entrepreneurship, our government has taken on the role of trying to care for everyone’s needs and redistributing the fruits of everyone’s labors in a way consistent with its own ideology.

We are dealing, then, with an absurdity that is not a quirk or an accident, but is fundamental to our character as people. The split between what we think and what we do is profound. It is not just possible, it is altogether to be expected, that our society would produce conservationists who invest in strip-mining companies, just as it must inevitably produce asthmatic executives whose industries pollute the air and vice-presidents of pesticide corporations whose children are dying of cancer. And these people will tell you that this is the way the "real world" works. The will pride themselves on their sacrifices for "our standard of living." They will call themselves "practical men" and "hardheaded realists." And they will have their justifications in abundance from intellectuals, college professors, clergymen, politicians. The viciousness of a mentality that can look complacently upon disease as "part of the cost" would be obvious to any child. But this is the "realism" of millions of modern adults. There is no use pretending that the contradiction between what we think or say and what we do is a limited phenomenon. There is no group of the extra-intelligent or extra-concerned or extra-virtuous that is exempt. I cannot think of any American whom I know or have heard of, who is not contributing in some way to destruction. The reason is simple: to live undestructively in an economy that is overwhelmingly destructive would require of any one of us, or of any small group of us, a great deal more work than we have yet been able to do. How could we divorce ourselves completely and yet responsibly from the technologies and powers that are destroying our planet? The answer is not yet thinkable, and it will not be thinkable for some time -- even though there are now groups and families and persons everywhere in the country who have begun the labor of thinking it. And so we are by no means divided, or readily divisible, into environmental saints and sinners. But there are legitimate distinctions that need to be made. These are distinctions of degree and of consciousness. Some people are less destructive than others, and some are more conscious of their destructiveness than others. For some, their involvement in pollution, soil depletion, strip-mining, deforestation, industrial and commercial waste is simply a "practical" compromise, a necessary "reality," the price of modern comfort and convenience. For others, this list of involvements is an agenda for thought and work that will produce remedies. People who thus set their lives against destruction have necessarily confronted in themselves the absurdity that they have recognized in their society. They have first observed the tendency of modern organizations to perform in opposition to their stated purposes. They have seen governments that exploit and oppress the people they are sworn to serve and protect, medical procedures that produce ill health, schools that preserve ignorance, methods of transportation that, as Ivan Illich says, have 'created more distances than they... bridge.' And they have seen that these public absurdities are, and can be, no more than the aggregate result of private absurdities; the corruption of community has its source in the corruption of character. This realization has become the typical moral crisis of our time. Once our personal connection to what is wrong becomes clear, then we have to choose: we can go on as before, recognizing our dishonesty and living with it the best we can, or we can begin the effort to change the way we think and live.

Did you know? * Al Gore’s house uses twenty times as much energy as the average American home * A Greenpeace executive was caught commuting 250 miles to work—by plane * Producer James Cameron flew to South America to protest a dam that will bring electricity to poor Brazilians

I certainly have not the talent which some people possess,' said Darcy, 'of conversing easily with those I have never seen before. I cannot catch their tone of conversation, or appear interested in their concerns, as I often see done.' 'My fingers,' said Elizabeth, 'do not move over this instrument in the masterly manner which I see so many women's do. They have not the same force or rapidity, and do not produce the same expression. But then I have always supposed it to be my own fault -- because I would not take the trouble of practicing. It is not that I do not believe my fingers as capable as any other woman's of superior execution.

First, That every civil right grows out of a natural right; or, in other words, is a natural right exchanged. Secondly, That civil power properly considered as such is made up of the aggregate of that class of the natural rights of man, which becomes defective in the individual in point of power, and answers not his purpose, but when collected to a focus becomes competent to the Purpose of every one. Thirdly, That the power produced from the aggregate of natural rights, imperfect in power in the individual, cannot be applied to invade the natural rights which are retained in the individual, and in which the power to execute is as perfect as the right itself.

As you renew your mental dimension, you reinforce your personal management (Habit 3). As you plan, you force your mind to recognize high leverage Quadrant II activities, priority goals, and activities to maximize the use of your time and energy, and you organize and execute your activities around your priorities. As you become involved in continuing education, you increase your knowledge base and you increase your options. Your economic security does not lie in your job; it lies in your own power to produce—to think, to learn, to create, to adapt. That’s true financial independence. It’s not having wealth; it’s having the power to produce wealth. It’s intrinsic.

We think about it this way: The process isn’t designed to produce the best answers; it’s designed to produce the best questions. After all, business isn’t physics. Business isn’t about finding the exact right answer, but rather is about avoiding the wrong answers and then executing as hard and as well as possible the answers that might be right.

The results were unambiguous. The men in twenty-three of the twenty-four groups produced more ideas when they worked on their own than when they worked as a group. They also produced ideas of equal or higher quality when working individually. And the advertising executives were no better at group work than the presumably introverted research scientists.

I call these ingredients “fascination badges” because they’re emblematic of what you represent. So how, exactly, are you fascinating? Seven potential areas:   1. Purpose: Your reason for being; your function as a brand.   2. Core beliefs: The code of values and principles that guide you; what you stand for.   3. Heritage: Your reputation and history; the “backstory” of how you came to be.   4. Products: The goods, services, or information you produce.   5. Benefits: The promises of reward for purchasing the product, both tangible and abstract, overt and implied.   6. Actions: How you conduct yourself.   7. Culture: All the characteristics of your identity, including personality, executional style, and mind-set.

In 2011, Mark Brooks, a consultant to online-dating companies, published the results of an industry survey titled “How Has Internet Dating Changed Society?” The survey responses, from 39 executives, produced the following conclusions: “Internet dating has made people more disposable.” “Internet dating may be partly responsible for a rise in the divorce rates.” “Low quality, unhappy and unsatisfying marriages are being destroyed as people drift to Internet dating sites.” “The market is hugely more efficient … People expect to—and this will be increasingly the case over time—access people anywhere, anytime, based on complex search requests … Such a feeling of access affects our pursuit of love … the whole world (versus, say, the city we live in) will, increasingly, feel like the market for our partner(s). Our pickiness will probably increase.” “Above all, Internet dating has helped people of all ages realize that there’s no need to settle for a mediocre relationship.” From "A Million First Dates How online romance is threatening monogamy" in January/February 2013

I think there is a great deal to the idea of not doing a thing, but that when you do a thing, you don’t do it in five minutes or in five hours, but in five years. I think there’s an element in the slowness of the execution that adds to the possibility of producing something that will be durable in its expression, that will be considered important five centuries later.

Many states were using drugs that had been banned for animal euthanasia because they caused a painful and torturous death. The drugs weren’t readily available in the United States, and so states had started importing them from European manufacturers. When the news spread that the drugs were being used in executions in the United States, European producers stopped making them available.

And even in the open air the stench of whiskey was appalling. To this fiendish poison, I am certain, the greater part of the squalor I saw is due. Many of these vermin were obviously not foreigners—I counted at least five American countenances in which a certain vanished decency half showed through the red whiskey bloating. Then I reflected upon the power of wine, and marveled how self-respecting persons can imbibe such stuff, or permit it to be served upon their tables. It is the deadliest enemy with which humanity is faced. Not all the European wars could produce a tenth of the havock occasioned among men by the wretched fluid which responsible governments allow to be sold openly. Looking upon that mob of sodden brutes, my mind’s eye pictured a scene of different kind; a table bedecked with spotless linen and glistening silver, surrounded by gentlemen immaculate in evening attire—and in the reddening faces of those gentlemen I could trace the same lines which appeared in full development of the beasts of the crowd. Truly, the effects of liquor are universal, and the shamelessness of man unbounded. How can reform be wrought in the crowd, when supposedly respectable boards groan beneath the goblets of rare old vintages? Is mankind asleep, that its enemy is thus entertained as a bosom friend? But a week or two ago, at a parade held in honour of the returning Rhode Island National Guard, the Chief Executive of this State, Mr. Robert Livingston Beeckman, prominent in New York, Newport, and Providence society, appeared in such an intoxicated condition that he could scarce guide his mount, or retain his seat in the saddle, and he the guardian of the liberties and interests of that Colony carved by the faith, hope, and labour of Roger Williams from the wilderness of savage New-England! I am perhaps an extremist on the subject of prohibition, but I can see no justification whatsoever for the tolerance of such a degrading demon as drink.

A constitution is not a thing in name only, but in fact. It has not an ideal, but a real existence; and wherever it cannot be produced in a visible form, there is none. A constitution is a thing antecedent to a government, and a government is only the creature of a constitution. The constitution of a country is not the act of its government, but of the people constituting the government. It is the body of elements, to which you can refer, and quote article by article; and which contains the principles on which the government shall be established, the manner in which it shall be organized, the powers it shall have, the mode of elections, the duration of Parliaments, or by what other name such bodies may be called; the powers which the executive part of the government shall have; and in fine, everything that relates to the complete organisation of a civil government, and the principles which it shall act, and by which it shall be bound. A constitution, therefore, is to a government what the laws made afterwards by that government are to a court of judicature. The court of judicature does not make the laws, neither can it alter them; it only acts in conformity to the laws made: and the government is in like manner governed by the constitution.

From the very beginning of time until the year 2003,” says Google Executive Chairman Eric Schmidt, “humankind created five exabytes of digital information. An exabyte is one billion gigabytes—or a 1 with eighteen zeroes after it. Right now, in the year 2010, the human race is generating five exabytes of information every two days. By the year 2013, the number will be five exabytes produced every ten minutes … It’s no wonder we’re exhausted.

Those Americans who have the power to end racism as we know it, to become tough on racism, and to build the postracial society that the postracialists actually don’t want to see—these people have known the facts throughout the storied lifetime of Angela Davis. Powerful Americans also knew the facts during the lifetimes of Cotton Mather, Thomas Jefferson, William Lloyd Garrison, and W. E. B. Du Bois. It is the primary job of the powerful to know the facts of America. So trying to educate knowledgeable people does not make much sense. Trying to educate these powerful producers or defenders or ignorers of American racism about its harmful effects is like trying to educate a group of business executives about how harmful their products are. They already know, and they don’t care enough to end the harm. History is clear. Sacrifice, uplift, persuasion, and education have not eradicated, are not eradicating, and will not eradicate racist ideas, let alone racist policies. Power will never self-sacrifice away from its self-interest. Power cannot be persuaded away from its self-interest. Power cannot be educated away from its self-interest. Those who have the power to abolish racial discrimination have not done so thus far, and they will never be persuaded or educated to do so as long as racism benefits them in some way.

Effectiveness refers to successfully producing the expected or desired result; it’s the degree to which you achieve your objectives, solve problems, and realize profits. In business, effectiveness is summed up by “doing the right things.” Efficiency is the accomplishment of a job with the minimum expenditure of time, effort, and cost—the shortest distance between a goal and a checkmark. In business, efficiency is summed up by “doing things right.

When he was in college, a famous poet made a useful distinction for him. He had drunk enough in the poet's company to be compelled to describe to him a poem he was thinking of. It would be a monologue of sorts, the self-contemplation of a student on a summer afternoon who is reading Euphues. The poem itself would be a subtle series of euphuisms, translating the heat, the day, the student's concerns, into symmetrical posies; translating even his contempt and boredom with that famously foolish book into a euphuism. The poet nodded his big head in a sympathetic, rhythmic way as this was explained to him, then told him that there are two kinds of poems. There is the kind you write; there is the kind you talk about in bars. Both kinds have value and both are poems; but it's fatal to confuse them. In the Seventh Saint, many years later, it had struck him that the difference between himself and Shakespeare wasn't talent - not especially - but nerve. The capacity not to be frightened by his largest and most potent conceptions, to simply (simply!) sit down and execute them. The dreadful lassitude he felt when something really large and multifarious came suddenly clear to him, something Lear-sized yet sonnet-precise. If only they didn't rush on him whole, all at once, massive and perfect, leaving him frightened and nerveless at the prospect of articulating them word by scene by page. He would try to believe they were of the kind told in bars, not the kind to be written, though there was no way to be sure of this except to attempt the writing; he would raise a finger (the novelist in the bar mirror raising the obverse finger) and push forward his change. Wailing like a neglected ghost, the vast notion would beat its wings into the void. Sometimes it would pursue him for days and years as he fled desperately. Sometimes he would turn to face it, and do battle. Once, twice, he had been victorious, objectively at least. Out of an immense concatenation of feeling, thought, word, transcendent meaning had come his first novel, a slim, pageant of a book, tombstone for his slain conception. A publisher had taken it, gingerly; had slipped it quietly into the deep pool of spring releases, where it sank without a ripple, and where he supposes it lies still, its calm Bodoni gone long since green. A second, just as slim but more lurid, nightmarish even, about imaginary murders in an imaginary exotic locale, had been sold for a movie, though the movie had never been made. He felt guilt for the producer's failure (which perhaps the producer didn't feel), having known the book could not be filmed; he had made a large sum, enough to finance years of this kind of thing, on a book whose first printing was largely returned.

Developments in high technology reflect an ancient model for craftsmanship, but the reality on the ground is that people who aspire to be good craftsmen are depressed, ignored, or misunderstood by social institutions. These ills are complicated because few institutions set out to produce unhappy workers. People seek refuge in inwardness when material engagement proves empty; mental anticipation is privileged above concrete encounter; standards of quality in work separate design from execution.

As you will,” Malice agreed, not surprised at Zak’s desire to prove her wrong. Zak placed little value in wizardry, preferring the hilt of a blade to the crystal rod component of a lightning bolt. Zak moved to stand before Drizzt and handed him the coin. “Flip it.” Drizzt shrugged, wondering what this vague conversation between his mother and the weapons master was all about. Until now, he had heard nothing of any future profession being planned for him, or of this place called Sorcere. With a consenting shrug of his shoulders, he slid the coin onto his curled index finger and snapped it into the air with his thumb, easily catching it. He then held it back out to Zak and gave the weapons master a confused look, as if to ask what was so important about such an easy task. Instead of taking the coin, the weapons master pulled another from his neck-purse. “Try both hands,” he said to Drizzt, handing it to him. Drizzt shrugged again, and in one easy motion, put the coins up and caught them. Zak turned an eye on Matron Malice. Any drow could have performed that feat, but the ease with which this one executed the catch was a pleasure to observe. Keeping a sly eye on the matron, Zak produced two more coins. “Stack two on each hand and send all four up together,” he instructed Drizzt. Four coins went up. Four coins were caught. The only parts of Drizzt’s body that had even flinched were his arms. “Two-hands,” Zak said to Malice. “This one is a fighter. He belongs in Melee-Magthere.

Surprisingly, there is a representation of the human hand in Broca’s area, a section of the human brain involved in language processing, speech or sign production, and comprehension. A number of studies have shown that hand/arm gestures and movements of the mouth are linked through a common neural substrate. For example, grasping movements influence pronunciation—and not only when they are executed but also when they are observed. It has also been demonstrated that hand gestures and mouth gestures are directly linked in humans, and the oro-laryngeal movement patterns we create in order to produce speech are a part of this link. Broca’s area is also a marker for the development of language in human evolution, so it is intriguing to see that it also contains a motor representation of hand movements; here may be a part of the bridge that led from the “body semantics” of gestures and the bodily self-model to linguistic semantics, associated with sounds, speech production, and abstract meaning expressed in our cognitive self-model, the thinking self.

There's a table with some catalogues and a guest book in the corner; there are artworks. Today, I need so badly to be inspired by them, even though I hate that word: inspiration. It crops up in too many advertisements, politcians' speeches, Disney films, its meaning obliterated. I refuse to be 'inspired' in the same insipid way that ad executives and politicians and Hollywood producers suggest I should be. What I need from these works is to be reminded of why I used to care about art—so much that I'd try and make it for myself.

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).

I certainly have not the talent which some people possess,” said Darcy, “of conversing easily with those I have never seen before. I cannot catch their tone of conversation, or appear interested in their concerns, as I often see done.” “My fingers,” said Elizabeth, “do not move over this instrument in the masterly manner which I see so many women’s do. They have not the same force or rapidity, and do not produce the same expression. But then I have always supposed it to be my own fault—because I will not take the trouble of practising. It is not that I do not believe my fingers as capable as any other woman’s of superior execution.

The process of election affords a moral certainty, that the office of President will never fall to the lot of any man who is not in an eminent degree endowed with the requisite qualifications. Talents for low intrigue, and the little arts of popularity, may alone suffice to elevate a man to the first honors in a single State; but it will require other talents, and a different kind of merit, to establish him in the esteem and confidence of the whole Union, or of so considerable a portion of it as would be necessary to make him a successful candidate for the distinguished office of President of the United States. It will not be too strong to say, that there will be a constant probability of seeing the station filled by characters pre-eminent for ability and virtue. And this will be thought no inconsiderable recommendation of the Constitution, by those who are able to estimate the share which the executive in every government must necessarily have in its good or ill administration. Though we cannot acquiesce in the political heresy of the poet who says: "For forms of government let fools contest—That which is best administered is best,"—yet we may safely pronounce, that the true test of a good government is its aptitude and tendency to produce a good administration.

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

Schweik inspected the provost-marshal's office. The impression which it produced could scarcely be called a favorable one, especially with regard to the photographs on the walls. They were photographs of the various executions carried out by the army in Galicia and Serbia. Artistic photographs of cottages which had been burned down and of trees, the branches of which were burdened with hanging bodies. There was one particularly fine photograph from Serbia showing a whole family which had been hanged. A small boy with his father and mother. Two soldiers with bayonets were guarding the tree on which the execution had been carried out, and an officer was standing victoriously in the foreground smoking a cigarette.

Change always starts at home. The only person you can actually change is yourself. No matter how functional or dysfunctional your organization, you can begin applying XP for yourself. Anyone on the team can begin changing his own behavior. Programmers can start writing tests first. Testers can automate their tests. Customers can write stories and set clear priorities. Executives can expect transparency. Dictating practices to a team destroys trust and creates resentment. Executives can encourage team responsibility and accountability. Whether the team produces these with XP, a better waterfall, or utter chaos is up to them. Using XP, teams can produce dramatic improvements in the areas of defects, estimation, and productivity.

Executives and managers need to consider how introverts—at least half of their employees—produce. Employees require energy to produce and, conveniently, introverts come with their own generators. Instead of trying to entertain us, mute the chatter and give us some space. Instead of rewarding the introvert with a party, give her a gift certificate to a restaurant, spa, bookstore, or coffeehouse. Instead of requiring attendance at a staff retreat, give introverted employees their assignments and send them to private cabins. Instead of insisting that introverts attend meetings, give us the option to submit written ideas. Employers are learning that, for many employees, less is more: less discussion, fewer meetings, and less so-called fun.

We shall some day realize, perhaps too late, the effects produced by the diminution of paternal authority. That authority, which formerly ceased only at the death of the father, was the sole human tribunal before which domestic crimes could be arraigned; kings themselves, on special occasions, took part in executing its judgments. However good and tender a mother may be, she cannot fulfil the function of the patriarchal royalty any more than a woman can take the place of a king upon the throne. Perhaps I have never drawn a picture that shows more plainly how essential to European society is the indissoluble marriage bond, how fatal the results of feminine weakness, how great the dangers arising from selfish interests when indulged without restraint

We move around and that is why I think the church or Body is so feeble, because it doesn’t know how to live from the Living Head. We try to produce what the Head wants to produce. The Head wants to make the program. He only asks us to function as members, not as the Head! It takes us a long time to find that out. We are so used to directing from our own natural self; our own head directing what our body is to do, but God says, “No, not that any more. You will become just a member in My Body, for I am the Head.” All direction; all programs; anything that is worthwhile at all should originate in Him. He has to have us as a Body through whom He executes and moves. What a burden that would take off of our hearts and lives if we could ever believe it and learn it.

Darcy, "of conversing easily with those I have never seen before. I cannot catch their tone of conversation, or appear interested in their concerns, as I often see done." "My fingers," said Elizabeth, "do not move over this instrument in the masterly manner which I see so many women's do. They have not the same force or rapidity, and do not produce the same expression. But then I have always supposed it to be my own fault—because I will not take the trouble of practising. It is not that I do not believe my fingers as capable as any other woman's of superior execution." Darcy smiled and said, "You are perfectly right. You have employed your time much better. No one admitted to the privilege of hearing you can think anything wanting. We neither of us perform to strangers." Here

Hamilton was that rare revolutionary: a master administrator and as competent a public servant as American politics would ever produce. One historian has written, “Hamilton was an administrative genius” who “assumed an influence in Washington’s cabinet which is unmatched in the annals of the American cabinet system.”73 The position demanded both a thinker and a doer, a skilled executive and a political theorist, a system builder who could devise interrelated policies. It also demanded someone who could build an institutional framework consistent with constitutional principles. Virtually every program that Hamilton put together raised fundamental constitutional issues, so that his legal training and work on The Federalist enabled him to craft the efficient machinery of government while expounding its theoretical underpinnings.

I certainly have not the talent which some people possess," said Darcy, "of conversing easily with those I have never seen before. I cannot catch their tone of conversation, or appear interested in their concerns, as I often see done." "My fingers," said Elizabeth, "do not move over this instrument in the masterly manner which I see so many women's do. They have not the same force or rapidity, and do not produce the same expression. But then I have always supposed it to be my own fault—because I will not take the trouble of practising. It is not that I do not believe my fingers as capable as any other woman's of superior execution." Darcy smiled and said, "You are perfectly right. You have employed your time much better. No one admitted to the privilege of hearing you can think anything wanting. We neither of us perform to strangers." Here

decade after the first edition of this book was published, Yan Wong and I met in the fitting surroundings of the Oxford Museum of Natural History to discuss the possibility of producing a new, tenth anniversary edition. Yan, once my undergraduate pupil, had been employed as my research assistant during the writing of the original edition, before he left for his lecturing position in Leeds and his career as a television presenter. He played an enormously important part in the conception and execution of the first edition, and he was credited as joint author of several of the chapters. During the course of our discussion ten years on, we realised that much new information had come in, especially from the molecular genetics laboratories of the world. Yan undertook the bulk of the revision and I proposed to the publisher that this time he should be properly credited as joint author of the whole book.

most people don’t understand. They think they are safe because they assume that other people share some of their values. They don’t – can’t – understand that some people – very few, but some – will kill them or steal from them or hurt them and cast them aside in order to get what they want. An executive wants a promotion to CEO, and in order to get it he or she has to cut a thousand jobs, destroy the livelihoods of a thousand families, push a city like Detroit into ruins. Is it justified? Is it fair that, on the back of that misery, one person gets a bigger pay packet? Gets even richer than they already are? Is it fair that bankers who produce nothing of value, who leech wealth from the rest of society, get to pay themselves tens of millions of pounds for doing so? Of course, it isn’t. But does anyone think they care about what is fair? You cannot deposit fairness in the bank. What they want is money, and they will do whatever they can, at whatever cost to other people, to get what they want.

Death is only relevant to "genetic adaptation" insofar as it relates to the capacity for self-reproduction (what is relevant is not that an individual died, but success in gene propagation while alive). The potentially misleading phrase "genetic adaptation" means that either because or despite an organism's adaptedness to external conditions, genes were or are successful in propagating themselves. Success in reproducing genes, in other words, is the ultimate measure of so-called "genetic adaptation". The possibility of adaptation unto extinction through individualism does not contradict the Darwinian notion of adaptation for survival. On the contrary, it is only a confirmation of it. The question here is what survives, the individual or its genes? The genes, and not the individual organism, provide the measure of survival in biological evolution. This point is illustrated by the modern corporate executive who adapts to the changing economic conditions better than any of his or her competitors, but fails to produce any children.

Despite the dangers and discomforts, climbing is for many an all-consuming passion. They interrupt, end, or never start their careers, focusing exclusively on completing the next climb. Climber Todd Skinner said free climbing means "going right to the edge" of your capabilites. For many climbers, this closeness to death - the risk of dying - produces an adrenaline rush that most other life experiences simply can't. It is what keeps many of them married to the sport. Probably no other sport creates such a feeling of oneness with Mother Nature. Attached to a mountainside by fingertips and toes, the climber necessarily becomes part of the rock - or else. One climber says that while scaling a granite face, she felt close to God, so intense was her relationship with the natural world. Climbers speak of "floating" or "performing a ballet" over the rock, each placement of foot and each reach into a crack creating unity with the mountain. The sport is one of total engagement with the here-and-now, which frees the mind from everything else. Climbers' concentration is complete and focused. Their only thought is executing the next move... Ken Bokelund... said: "Climbing for me has always been the strength of the body over the weakness of the mind. If you train so that you are very strong physically and you have mastered the techniques, then all that's left is believing. Freeing your mind of fear is the key. This is very difficult to do, but when you can achieve it, then you are in true harmony with the rock. Fear is just one more thing to worry about and is very distracting. It can make you fall... ...when you know you are strong enough to complete any maneuver, once that level of physical confidence is achieved, then you are able to put fear out of your mind. Climbing becomes a very simple pleasure. It's just you and the rock. It's a total clarity of being, a time when nothing matters, you're moving without any thought, you're in a place where time stands still. Even when you're on a wall for days, when you get down, everything seems exactly the same, as though time never passed.

When applying agile practices at the portfolio level, similar benefits accrue: • Demonstrable results—Every quarter or so products, or at least deployable pieces of products, are developed, implemented, tested, and accepted. Short projects deliver chunks of functionality incrementally. • Customer feedback—Each quarter product managers review results and provide feedback, and executives can view progress in terms of working products. • Better portfolio planning—Portfolio planning is more realistic because it is based on deployed whole or partial products. • Flexibility—Portfolios can be steered toward changing business goals and higher-value projects because changes are easy to incorporate at the end of each quarter. Because projects produce working products, partial value is captured rather than being lost completely as usually happens with serial projects that are terminated early. • Productivity—There is a hidden productivity improvement with agile methods from the work not done. Through constant negotiation, small projects are both eliminated and pared down.

Vatika has several other related meanings in ancient Etruscan. It was the name of a bitter grape that grew wild on the slope, which the peasants made into what became infamous as one of the worst, cheapest wines in the ancient world. The name of this wine, which also referred to the slope where it was produced, was Vatika. It was also the name of a strange weed that grew on the graveyard slope. When chewed, it produced wild hallucinations, much like the effect of peyote mushrooms; thus, vatika represented what we would call today a cheap high. In this way, the word passed into Latin as a synonym for “prophetic vision.” Much later, the slope became the circus, or stadium, of the mad emperor Nero. It was here, according to Church tradition, that Saint Peter was executed, crucified upside down, and then buried nearby. This became the destination of so many pilgrims that the emperor Constantine, upon becoming half-Christian, founded a shrine on the spot, which the Romans continued to call the Vatican Slope. A century after Constantine, the popes started building the papal palace there.

If literature were nothing more than verbal algebra, anyone could produce any book by essaying variations. The lapidary formula 'Everything flows' abbreviates in two words the philosophy of Heraclitus: Raymond Lully would say that, with the first word given, it would be sufficient to essay the intransitive verbs to discover the second and obtain, thanks to methodical chance, that philosophy and many others. Here it is fitting to reply that the formula obtained by this process of elimination would lack all value and even meaning; for it to have some virtue we must conceive it in terms of Heraclitus, in terms of an experience of Heraclitus, even though 'Heraclitus is nothing more than the presumed subject of that experience. I have said that a book is a dialogue, a form of relationship; in a dialogue, an interlocutor is not the sum or average of what he says: he may not speak and still reveal that he is intelligent, he may emit intelligent observations and reveal his stupidity. The same happens with literature; d'Artagnan executes innumerable feats and Don Quixote is beaten and ridiculed, but one feels the valour of Don Quixote more.

The American idea was summed up in the most widely read pamphlet during the American Revolution, Thomas Paine’s Common Sense. In it, Paine explained, “Society in every state is a blessing, but Government, even in its best state, is but a necessary evil; in its worst state an intolerable one.”30 Though animated by a deep distrust of authority, America’s Founding Fathers recognized nonetheless that society required a government. Otherwise, who would protect citizens from foreign threats, or violations of their rights by criminals at home? But they wrestled with a dilemma. A government powerful enough to perform its essential functions would tend toward tyranny. To manage this challenge, they designed, as Richard Neustadt taught us, a government of “separated institutions sharing power.”31 This deliberately produced constant struggle among the executive, legislative, and judicial branches that meant delay, gridlock, and even dysfunction. But it also provided checks and balances against abuse. As Justice Louis Brandeis explained eloquently, their purpose was “not to promote efficiency, but to preclude the exercise of arbitrary authority.”32

Whatever our ex-president claims he thought might happen that day, whatever reaction he says he meant to produce, by that afternoon, he was watching the same live television as the rest of the world. A mob was assaulting the Capitol in his name. These criminals were carrying his banners, hanging his flags, and screaming their loyalty to him. It was obvious that only President Trump could end this. Former aides publicly begged him to do so. Loyal allies frantically called the administration. But the president did not act swiftly. He did not do his job. He didn’t take steps so federal law could be faithfully executed, and order restored. Instead, according to public reports, he watched television happily as the chaos unfolded. He kept pressing his scheme to overturn the election. Even after it was clear to any reasonable observer that Vice President Pence was in serious danger, even as the mob carrying Trump banners was beating cops and breaching perimeters, the president sent a further tweet attacking his vice president.… We have a criminal justice system in this country. We have civil litigation. And former presidents are not immune from being held accountable by either one.

Plan-driven development works well if you are applying it to problems that are well defined, predictable, and unlikely to undergo any significant change. The problem is that most product development efforts are anything but predictable, especially at the beginning. So, while a plan-driven process gives the impression of an orderly, accountable, and measurable approach, that impression can lead to a false sense of security. After all, developing a product rarely goes as planned. For many, a plan-driven, sequential process just makes sense, understand it, design it, code it, test it, and deploy it, all according to a well-defined, prescribed plan. There is a belief that it should work. If applying a plan-driven approach doesn’t work, the prevailing attitude is that we must have done something wrong. Even if a plan-driven process repeatedly produces disappointing results, many organizations continue to apply the same approach, sure that if they just do it better, their results will improve. The problem, however, is not with the execution. It’s that plan-driven approaches are based on a set of beliefs that do not match the uncertainty inherent in most product development efforts.

The whole world knew about the piracy case of the tanker Maersk Alabama, which three Navy SEAL sharpshooters saved the imprisoned ship captain. Those SEALs spent a full day lying in wait with their weapons trained on the pirate boat, waiting for the kill command. When the order came down, they instantly fired their sniper rifles, with their own vessel bobbing at a different rate from the pirates’ boat, having no room for error if the captive was to survive. The snipers took out all three pirates in a single shot while sparing the kidnapped victim. Captain Richard Phillips was freed unharmed from the close quarters of that little boat, while the dead bodies of the three armed pirates slumped around him. Details of DEVGRU training are not available to explain this feat of timing and marksmanship, but the results testify to its deadly effect. SEAL Team Six founder Richard Marcinko has said that his budget for ammunition for his men’s training was greater than that of the entire Marin Corps. The comment might be dismissed as braggadocio if not for undeniable results produced under intense and deadly pressure. Consequently, by the time Jessica Buchanan was being marched into a pitched-black desert to her own mock execution two years later, the same people at the White House who took note of her disappearance had reason to wonder if it might be time for another visit to the region from the men you don’t see coming.

...the Constitution is an invitation for the president and Congress to struggle for the privilege of directing foreign policy. Although the president is the principal foreign policy actor, the Constitution delegates more specific foreign policy powers to Congress than to the executive. It designates the president as commander-in-chief and head of the executive branch, whereas it gives Congress the power to declare war and the power of the purse. The president can negotiate treaties and nominate foreign policy officials, but the Senate must approve them. Congress is also granted the power to raise and support armies, establish rules on naturalization, regulate foreign commerce, and define and punish offenses on the high seas. Although the president is the chief foreign policy maker, Congress has a responsibility to be both an informed critic and constructive partner of the president. The ideal established by the founders is neither for one branch to dominate nor for there to be an identity of views between them. Rather, the founders wisely sought to encourage a creative tension between the president and Congress that would produce policies that advance national interests and reflect the views of the American people. Sustained consultation between the president and Congress is the most important mechanism for fostering an effective foreign policy with broad support at home and respect and punch overseas. In a world of both danger and opportunity, we need such a foreign policy to advance our interests and values around the globe.

But when you actually break down the amount of time, energy, skill, planning, and maintenance that go into care tasks, they no longer seem simple. For example, the care task of feeding yourself involves more than just putting food into your mouth. You must also make time to figure out the nutritional needs and preferences of everyone you’re feeding, plan and execute a shopping trip, decide how you’re going to prepare that food and set aside the time to do so, and ensure that mealtimes come at correct intervals. You need energy and skill to plan, execute, and follow through on these steps every day, multiple times a day, and to deal with any barriers related to your relationship with food and weight, or a lack of appetite due to medical or emotional factors. You must have the emotional energy to deal with the feeling of being overwhelmed when you don’t know what to cook and the anxiety it can produce to create a kitchen mess. You may also need the skills to multitask while working, dealing with physical pain, or watching over children. Now let’s look at cleaning: an ongoing task made up of hundreds of small skills that must be practiced every day at the right time and manner in order to “keep going on the business of life.” First, you must have the executive functioning to deal with sequentially ordering and prioritizing tasks.1 You must learn which cleaning must be done daily and which can be done on an interval. You must remember those intervals. You must be familiar with cleaning products and remember to purchase them. You must have the physical energy and time to complete these tasks and the mental health to engage in a low-dopamine errand for an extended period of time. You must have the emotional energy and ability to process any sensory discomfort that comes with dealing with any dirty or soiled materials. “Just clean as you go” sounds nice and efficient, but most people don’t appreciate the hundreds of skills it takes to operate that way and the thousands of barriers that can interfere with execution.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

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The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

The enemy won some points at the very beginning. On both of the two days preceding his remarks about Worth, Hitchcock notes that American deserters had been shot while crossing the Rio Grande. Probably they were just bored with army rations but there was some thought that they might be responding to a proclamation of General Ampudia’s which spies had been able to circulate in camp. Noting the number of Irish, French, and Polish immigrants in the American force, Ampudia had summoned them to assert a common Catholicism, come across the river, cease “to defend a robbery and usurpation which, be assured, the civilized nations of Europe look upon with the utmost indignation,” and settle down on a generous land bounty. Some of them did so, and the St. Patrick Battalion of American deserters was eventually formed, fought splendidly throughout the war, and was decimated in the campaign for Mexico City — after which its survivors were executed in daily batches.… This earliest shooting of deserters as they swam the Rio Grande, an unwelcome reminder that war has ugly aspects, at once produced an agitation. As soon as word of it reached Washington, the National Intelligencer led the Whig press into a sustained howl about tyranny. In the House J. Q. Adams rose to resolve the court-martial of every officer or soldier who should order the killing of a soldier without trial and an inquiry into the reasons for desertion. He was voted down but thereafter there were deserters in every Whig speech on the conduct of the war, and Calm Observer wrote to all party papers that such brutality would make discipline impossible. But a struggling magazine which had been founded the previous September in the interest of sports got on a sound financial footing at last. The National Police Gazette began to publish lists of deserters from the army, and the War Department bought up big editions to distribute among the troops. Taylor sat in his field works writing prose. Ampudia’s patrols reconnoitered the camp and occasionally perpetrated an annoyance. Taylor badly needed the Texas Rangers, a mobile force formed for frontier service in the Texas War of Independence and celebrated ever since. It was not yet available to him, however, and he was content to send out a few scouts now and then. So Colonel Truman Cross, the assistant quartermaster general, did not return from one of his daily rides. He was still absent twelve days later, and Lieutenant Porter, who went looking for him with ten men, ran into some Mexican foragers and got killed.

It’s more an affliction than the expression of any high-minded ideals. I watch Mark Bittman enjoy a perfectly and authentically prepared Spanish paella on TV, after which he demonstrates how his viewers can do it at home—in an aluminum saucepot—and I want to shove my head through the glass of my TV screen and take a giant bite out of his skull, scoop the soft, slurry-like material inside into my paw, and then throw it right back into his smug, fireplug face. The notion that anyone would believe Catherine Zeta-Jones as an obsessively perfectionist chef (particularly given the ridiculously clumsy, 1980s-looking food) in the wretched film No Reservations made me want to vomit blood, hunt down the producers, and kick them slowly to death. (Worse was the fact that the damn thing was a remake of the unusually excellent German chef flick Mostly Martha.) On Hell’s Kitchen, when Gordon Ramsay pretends that the criminally inept, desperately unhealthy gland case in front of him could ever stand a chance in hell of surviving even three minutes as “executive chef of the new Gordon Ramsay restaurant” (the putative grand prize for the finalist), I’m inexplicably actually angry on Gordon’s behalf. And he’s the one making a quarter-million dollars an episode—very contentedly, too, from all reports. The eye-searing “Kwanzaa Cake” clip on YouTube, of Sandra Lee doing things with store-bought angel food cake, canned frosting, and corn nuts, instead of being simply the unintentionally hilarious viral video it should be, makes me mad for all humanity. I. Just. Can’t. Help it. I wish, really, that I was so far up my own ass that I could somehow believe myself to be some kind of standard-bearer for good eating—or ombudsman, or even the deliverer of thoughtful critique. But that wouldn’t be true, would it? I’m just a cranky old fuck with what, I guess, could charitably be called “issues.” And I’m still angry. But eat the fucking fish on Monday already. Okay? I wrote those immortal words about not going for the Monday fish, the ones that’ll haunt me long after I’m crumbs in a can, knowing nothing other than New York City. And times, to be fair, have changed. Okay, I still would advise against the fish special at T.G.I. McSweenigan’s, “A Place for Beer,” on a Monday. Fresh fish, I’d guess, is probably not the main thrust of their business. But things are different now for chefs and cooks. The odds are better than ever that the guy slinging fish and chips back there in the kitchen actually gives a shit about what he’s doing. And even if he doesn’t, these days he has to figure that you might actually know the difference. Back when I wrote the book that changed my life, I was angriest—like a lot of chefs and cooks of my middling abilities—at my customers. They’ve changed. I’ve changed. About them, I’m not angry anymore.

Chapter 1, “Esoteric Antiquarianism,” situates Egyptian Oedipus in its most important literary contexts: Renaissance Egyptology, including philosophical and archeological traditions, and early modern scholarship on paganism and mythology. It argues that Kircher’s hieroglyphic studies are better understood as an antiquarian rather than philosophical enterprise, and it shows how much he shared with other seventeenth-century scholars who used symbolism and allegory to explain ancient imagery. The next two chapters chronicle the evolution of Kircher’s hieroglyphic studies, including his pioneering publications on Coptic. Chapter 2, “How to Get Ahead in the Republic of Letters,” treats the period from 1632 until 1637 and tells the story of young Kircher’s decisive encounter with the arch-antiquary Peiresc, which revolved around the study of Arabic and Coptic manuscripts. Chapter 3, “Oedipus in Rome,” continues the narrative until 1655, emphasizing the networks and institutions, especially in Rome, that were essential to Kircher’s enterprise. Using correspondence and archival documents, this pair of chapters reconstructs the social world in which Kircher’s studies were conceived, executed, and consumed, showing how he forged his career by establishing a reputation as an Oriental philologist. The next four chapters examine Egyptian Oedipus and Pamphilian Obelisk through a series of thematic case studies. Chapter 4, “Ancient Theology and the Antiquarian,” shows in detail how Kircher turned Renaissance occult philosophy, especially the doctrine of the prisca theologia, into a historical framework for explaining antiquities. Chapter 5, “The Discovery of Oriental Antiquity,” looks at his use of Oriental sources, focusing on Arabic texts related to Egypt and Hebrew kabbalistic literature. It provides an in-depth look at the modus operandi behind Kircher’s imposing edifice of erudition, which combined bogus and genuine learning. Chapter 6, “Erudition and Censorship,” draws on archival evidence to document how the pressures of ecclesiastical censorship shaped Kircher’s hieroglyphic studies. Readers curious about how Kircher actually produced his astonishing translations of hieroglyphic inscriptions will find a detailed discussion in chapter 7, “Symbolic Wisdom in an Age of Criticism,” which also examines his desperate effort to defend their reliability. This chapter brings into sharp focus the central irony of Kircher’s project: his unyielding antiquarian passion to explain hieroglyphic inscriptions and discover new historical sources led him to disregard the critical standards that defined erudite scholarship at its best. The book’s final chapter, “Oedipus at Large,” examines the reception of Kircher’s hieroglyphic studies through the eighteenth century in relation to changing ideas about the history of civilization.

In Andhra, farmers fear Naidu’s land pool will sink their fortunes Prasad Nichenametla,Hindustan Times | 480 words The state festival tag added colour to Sankranti in Andhra Pradesh this time. But the hue of happiness was missing in 29 villages along river Krishna in Guntur district. The villagers knew it was their last Sankranti, a harvest festival celebrated to seek agricultural prosperity. For in two months, more than 30,000 acres of fertile farmland would be acquired for a brand new capital planned in collaboration with Singapore. The Nara Chandrababu Naidu government went about the capital project by setting aside the Centre’s land acquisition act and drawing up a compensation package for land-owning and tenant farmers and labourers. Many are opposed to it, and are not keen on snapping their centuries-old bond with their land and livelihood. In Penumaka village, Nageshwara Rao, 50, fears the future as he does not possess a tenancy certificate that could have brought some relief under the compensation package. “The entire village is against land-pooling but we hear the government is adamant,” Rao says, referring to municipal minister P Narayana’s alleged assertion that land would be taken with or without the farmers’ consent. Narayana is supervising the land-pooling process. “Naidu says he would give us Rs 50,000 per year in lieu of annual crops. We earn that much in a month here,” villager Meka Koti Reddy says. To drive home the point, locals in Undavalli village nearby have put up a board asking officials to keep off their lands that produce three crops a year. Unlike other parts of Andhra Pradesh, the water-rich land here is highly productive yielding 200 varieties of crops. Some farmers are also suspicious about the compensation because Naidu is yet to deliver on the loan-waiver promise. They are now weighing legal options besides seeking Prime Minister Narendra Modi’s intervention to retain their land. While the villagers opposing land-pooling are allegedly being backed by Jaganmohan Reddy’s YSR Congress Party, those belonging to the Kamma community — the support base for Naidu’s Telugu Desam Party — are said to be cooperative.  It is also believed that Naidu chose this location over others suggested by experts to primarily benefit the Kamma industrialists who own large swathes of land in Krishna and Guntur districts. But even the pro-project villagers cannot help feel insecure. “We are clueless about where our developed area would be. What if the project is not executed within Naidu’s tenure? Is there a legal recourse?” Idupulapati Rambabu of Mandadam says. This is despite Naidu’s assurance on January 1 at nearby Thulluru, where he launched the land-pooling process, asking farmers to give land without any apprehension. He said the deal in its present form would make them richer than him in a decade. “We are not building a mere city but a hub of economic activity loaded with superior infrastructure that is aimed at generating wealth. This would be a win-win situation for all,” Naidu tells HT. As of now, villages like Nelapadu struggling with low soil fertility seem to be winning from the package.

And if you wish to receive of the ancient city an impression with which the modern one can no longer furnish you, climb—on the morning of some grand festival, beneath the rising sun of Easter or of Pentecost—climb upon some elevated point, whence you command the entire capital; and be present at the wakening of the chimes. Behold, at a signal given from heaven, for it is the sun which gives it, all those churches quiver simultaneously. First come scattered strokes, running from one church to another, as when musicians give warning that they are about to begin. Then, all at once, behold!—for it seems at times, as though the ear also possessed a sight of its own,—behold, rising from each bell tower, something like a column of sound, a cloud of harmony. First, the vibration of each bell mounts straight upwards, pure and, so to speak, isolated from the others, into the splendid morning sky; then, little by little, as they swell they melt together, mingle, are lost in each other, and amalgamate in a magnificent concert. It is no longer anything but a mass of sonorous vibrations incessantly sent forth from the numerous belfries; floats, undulates, bounds, whirls over the city, and prolongs far beyond the horizon the deafening circle of its oscillations. Nevertheless, this sea of harmony is not a chaos; great and profound as it is, it has not lost its transparency; you behold the windings of each group of notes which escapes from the belfries. You can follow the dialogue, by turns grave and shrill, of the treble and the bass; you can see the octaves leap from one tower to another; you watch them spring forth, winged, light, and whistling, from the silver bell, to fall, broken and limping from the bell of wood; you admire in their midst the rich gamut which incessantly ascends and re-ascends the seven bells of Saint-Eustache; you see light and rapid notes running across it, executing three or four luminous zigzags, and vanishing like flashes of lightning. Yonder is the Abbey of Saint-Martin, a shrill, cracked singer; here the gruff and gloomy voice of the Bastille; at the other end, the great tower of the Louvre, with its bass. The royal chime of the palace scatters on all sides, and without relaxation, resplendent trills, upon which fall, at regular intervals, the heavy strokes from the belfry of Notre-Dame, which makes them sparkle like the anvil under the hammer. At intervals you behold the passage of sounds of all forms which come from the triple peal of Saint-Germain-des-Prés. Then, again, from time to time, this mass of sublime noises opens and gives passage to the beats of the Ave Maria, which bursts forth and sparkles like an aigrette of stars. Below, in the very depths of the concert, you confusedly distinguish the interior chanting of the churches, which exhales through the vibrating pores of their vaulted roofs. Assuredly, this is an opera which it is worth the trouble of listening to. Ordinarily, the noise which escapes from Paris by day is the city speaking; by night, it is the city breathing; in this case, it is the city singing. Lend an ear, then, to this concert of bell towers; spread over all the murmur of half a million men, the eternal plaint of the river, the infinite breathings of the wind, the grave and distant quartette of the four forests arranged upon the hills, on the horizon, like immense stacks of organ pipes; extinguish, as in a half shade, all that is too hoarse and too shrill about the central chime, and say whether you know anything in the world more rich and joyful, more golden, more dazzling, than this tumult of bells and chimes;—than this furnace of music,—than these ten thousand brazen voices chanting simultaneously in the flutes of stone, three hundred feet high,—than this city which is no longer anything but an orchestra,—than this symphony which produces the noise of a tempest.

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.

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

How delicious an instrument is woman, when artfully played upon; how capable is she of producing the most exquisite harmonies, or executing the most complicated variations of love, and of giving the most Divine of erotic pleasures. —Ananga Ranga

The most important principle that an executive must embrace is a desire to produce results. As obvious as this sounds, it is not universally practiced by the highest-ranking executives in many companies. Many CEOs put something ahead of results on their list of priorities, and it represents the most dangerous of all the temptations: the desire to protect the status of their careers.

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.

Koppelman (TW: @briankoppelman, briankoppelman.com) is a screenwriter, novelist, director, and producer. Prior to his hit show Billions, which he co-created and executive produced (and co-wrote

Harvard Business School professor and author Clay Christensen believes that you need to focus on the concept of the “job-to-be-done”; that is, when a customer buys a product, she is “hiring” it to do a particular job. Then there’s Brian Chesky of Airbnb, who said simply, “Build a product people love. Hire amazing people. What else is there to do? Everything else is fake work.” As Andrea Ovans aptly put it in her January 2015 Harvard Business Review article, “What Is a Business Model?”, it’s enough to make your head swim! For the purposes of this book, we’ll focus on the basic definition: a company’s business model describes how it generates financial returns by producing, selling, and supporting its products. What sets companies like Amazon, Google, and Facebook apart, even from other successful high-tech companies, is that they have consistently been able to design and execute business models with characteristics that allow them to quickly achieve massive scale and sustainable competitive advantage. Of course, there isn’t a single perfect business model that works for every company, and trying to find one is a waste of time. But most great business models have certain characteristics in common. If you want to find your best business model, you should try to design one that maximizes four key growth factors and minimizes two key growth limiters.