Executive Summary Quotes

Yes," I told her. "I'm angry, so what?" ..... I went on, giving her an executive summary of my crappy life. .... "So of course I feel angry," I said angrily. "What do you expect? It was a stupid thing to ask." "Yes," she agreed. "It was a stupid thing to ask. I see that you're angry. I don't need to ask such a stupid thing to understand that." "So why did you ask?" Slowly she turned herself around, pivoting on her knees, until finally she was facing me, "I asked for you," she said. "For me?" So you could hear the answer.

Centuries of navel-gazing. Millennia of masturbation. Plato to Descartes to Dawkins to Rhanda. Souls and zombie agents and qualia. Kolmogorov complexity. Consciousness as Divine Spark. Consciousness as electromagnetic field. Consciousness as functional cluster. I explored it all. Wegner thought it was an executive summary. Penrose heard it in the singing of caged electrons. Nirretranders said it was a fraud; Kazim called it leakage from a parallel universe. Metzinger wouldn't even admit it existed. The AIs claimed to have worked it out, then announced they couldn't explain it to us. Gödel was right after all: no system can fully understand itself. Not even the synthesists had been able to rotate it down. The load-bearing beams just couldn't take the strain. All of them, I began to realize, had missed the point. All those theories, all those drugdreams and experiments and models trying to prove what consciousness was: none to explain what it was good for. None needed: obviously, consciousness makes us what we are. It lets us see the beauty and the ugliness. It elevates us into the exalted realm of the spiritual. Oh, a few outsiders—Dawkins, Keogh, the occasional writer of hackwork fiction who barely achieved obscurity—wondered briefly at the why of it: why not soft computers, and no more? Why should nonsentient systems be inherently inferior? But they never really raised their voices above the crowd. The value of what we are was too trivially self-evident to ever call into serious question. Yet the questions persisted, in the minds of the laureates, in the angst of every horny fifteen-year-old on the planet. Am I nothing but sparking chemistry? Am I a magnet in the ether? I am more than my eyes, my ears, my tongue; I am the little thing behind those things, the thing looking out from inside. But who looks out from its eyes? What does it reduce to? Who am I? Who am I? Who am I? What a stupid fucking question. I could have answered it in a second, if Sarasti hadn't forced me to understand it first.

Make a conscious choice. Decide to move your index finger. Too late! The electricity's already halfway down your arm. Your body began to act a full half-second before your conscious self 'chose' to, for the self chose nothing; something else set your body in motion, sent an executive summary—almost an afterthought— to the homunculus behind your eyes. That little man, that arrogant subroutine that thinks of itself as the person, mistakes correlation for causality: it reads the summary and it sees the hand move, and it thinks that one drove the other. But it's not in charge. You're not in charge. If free will even exists, it doesn't share living space with the likes of you.

Intuition is not clairvoyance. It’s not guesswork either. Intuition is executive summary, that 90 percent of the higher brain that functions subconsciously—but no less rigorously—than the self-aware subroutine that thinks of itself as the person.

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

You start out as a phony and become real.” -Glenn O’Brien

Write your executive summary of where you want to take your business, and why your business idea will be successful.

Philosophy, which once seemed outmoded, remains alive because the moment of its realization was missed. The summary judgement that it had merely interpreted the world is itself crippled by resignation before reality, and becomes a defeatism of reason after the transformation of the world failed. It guarantees no place from which theory as such could be concretely convicted of the anachronism, which then as now it is suspected of. Perhaps the interpretation which promised the transition did not suffice. The moment on which the critique of theory depended is not to be prolonged theoretically. Praxis, delayed for the foreseeable future, is no longer the court of appeals against self-satisfied speculation, but for the most part the pretext under which executives strangulate that critical thought as idle which a transforming praxis most needs. After philosophy broke with the promise that it would be one with reality or at least struck just before the hour of its production, it has been compelled to ruthlessly criticize itself.

That the Soviet regime was almost as unforgiving towards its own soldiers as towards the enemy is demonstrated by the total figure of 13,500 executions, both summary and judicial, during the battle of Stalingrad.

...something ELSE set your body in motion, sent an executive summary - almost an afterthought - to the homunculus behind your eyes ...that arrogant subroutine that thinks of itself as The person, mistakes correlation for causality," ...and thinks He moved the finger

The culture of a company is the behavior of its leaders. Leaders get the behavior they exhibit and tolerate. You change the culture of the company by changing the behavior of its leaders. You measure the change in culture by measuring the change in the personal behavior of its leaders and the performance of the business.

Leadership without the discipline of execution is incomplete and ineffective.

If you spend the same amount of time and energy developing people as you do on the budgeting, strategic planning, and financial monitoring, the payoff will come in sustainable competitive advantage.

Bolshevism’s core convictions about capitalism and class warfare were held to be so incontrovertible that any and all means up to lying and summary executions were seen as not just expedient but morally necessary.

There’s nothing sophisticated about the process of getting the right people in the right jobs. It’s a matter of being systematic and consistent in interviewing and appraising people and developing them through useful feedback.

Mikhail Bulgakov’s The Master and Margarita, a bitter satire of Soviet life at the height of Stalin’s purges, captured the surreal experience of living in the embrace of totalitarianism. Lies are considered true. Truth is considered seditious. Existence is a dark carnival of opportunism, unchecked state power, hedonism, and terror. Omnipotent secret police, wholesale spying and surveillance, show trials, censorship, mass arrests, summary executions, and disappearances, along with famines, gulags, and a state system of propaganda unplugged from daily reality, give to all totalitarian systems a dreamlike quality.

The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position.

When the tide of combat turned against them or when small units were isolated and in danger of losing their POW’s, the vindictiveness of the North Korean soldier could not be restrained. Men accustomed to torture and summary execution all their lives, both from Japanese and Communist rulers, could not be expected to behave with nicety toward foreign captives. Nor did they.

Mark’s story of Jesus’ last days . . . is an intensely political drama, filled with conspiratorial backroom deals and covert action, judicial manipulation and prisoner exchange, torture and summary execution . . . And we do well not to forget that this very narrative of arrest, trial and torture is still lived out by countless political prisoners around the world today. Ched Myers, Binding the Strong Man

The aphorism "less is more" takes many forms. "Let's have the executive summary." "Just the facts." "TMI." "You had me at hello." These idioms are so common because every moment of every day we're bombarded with information. Thankfully, in most cases our senses pare down the details to those that really matter. If I'm out on the savanna and encounter a lion, I don't care about the motion of every photon reflecting off his body. Way TMI. I just want particular overall features of those photons, the very ones our eyes have evolved to sense and our brains to rapidly decode. Is the lion coming toward me? Is he crouched and stalking? Provide me with a moment-to-moment catalog of every reflected photon and, sure, I'll be in possession of all the details. What I won't have is any understanding. Less would indeed be very much more.

In other words, too much of our attention is devoted to things that don’t matter... things that consume valuable resources (time, money and skill) yet don’t contribute in any meaningful way to fulfilling the system’s mission. In fact, without a clear understanding of the vertical dependency between action and outcome, many of the formal activities that take place in most systems are akin to rearranging the deck chairs on the RMS Titanic after it stuck the iceberg.

The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them.

The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them. What

For possession of a single bullet, Shaykh Farhan al-Sa‘di, an eighty-one-year-old rebel leader, was put to death in 1937. Under the martial law in force at the time, that single bullet was sufficient to merit capital punishment, particularly for an accomplished guerrilla fighter like al-Sa‘di.57 Well over a hundred such sentences of execution were handed down after summary trials by military tribunals, with many more Palestinians executed on the spot by British troops.58 Infuriated by rebels ambushing their convoys and blowing up their trains, the British resorted to tying Palestinian prisoners to the front of armored cars and locomotives to prevent rebel attack, a tactic they had pioneered in a futile effort to crush resistance of the Irish during their war of independence from 1919 to 1921.

You invest so much in it, don't you? It's what elevates you above the beasts of the field, it's what makes you special. Homo sapiens, you call yourself. Wise Man. Do you even know what it is, this consciousness you cite in your own exaltation? Do you even know what it's for? Maybe you think it gives you free will. Maybe you've forgotten that sleepwalkers converse, drive vehicles, commit crimes and clean up afterwards, unconscious the whole time. Maybe nobody's told you that even waking souls are only slaves in denial. Make a conscious choice. Decide to move your index finger. Too late! The electricity's already halfway down your arm. Your body began to act a full half-second before your conscious self 'chose' to, for the self chose nothing; something else set your body in motion, sent an executive summary—almost an afterthought— to the homunculus behind your eyes. That little man, that arrogant subroutine that thinks of itself as the person, mistakes correlation for causality: it reads the summary and it sees the hand move, and it thinks that one drove the other. But it's not in charge. You're not in charge. If free will even exists, it doesn't share living space with the likes of you. Insight, then. Wisdom. The quest for knowledge, the derivation of theorems, science and technology and all those exclusively human pursuits that must surely rest on a conscious foundation. Maybe that's what sentience would be for— if scientific breakthroughs didn't spring fully-formed from the subconscious mind, manifest themselves in dreams, as full-blown insights after a deep night's sleep. It's the most basic rule of the stymied researcher: stop thinking about the problem. Do something else. It will come to you if you just stop being conscious of it. Every concert pianist knows that the surest way to ruin a performance is to be aware of what the fingers are doing. Every dancer and acrobat knows enough to let the mind go, let the body run itself. Every driver of any manual vehicle arrives at destinations with no recollection of the stops and turns and roads traveled in getting there. You are all sleepwalkers, whether climbing creative peaks or slogging through some mundane routine for the thousandth time. You are all sleepwalkers. Don't even try to talk about the learning curve. Don't bother citing the months of deliberate practice that precede the unconscious performance, or the years of study and experiment leading up to the gift- wrapped Eureka moment. So what if your lessons are all learned consciously? Do you think that proves there's no other way? Heuristic software's been learning from experience for over a hundred years. Machines master chess, cars learn to drive themselves, statistical programs face problems and design the experiments to solve them and you think that the only path to learning leads through sentience? You're Stone-age nomads, eking out some marginal existence on the veldt—denying even the possibility of agriculture, because hunting and gathering was good enough for your parents. Do you want to know what consciousness is for? Do you want to know the only real purpose it serves? Training wheels. You can't see both aspects of the Necker Cube at once, so it lets you focus on one and dismiss the other. That's a pretty half-assed way to parse reality. You're always better off looking at more than one side of anything. Go on, try. Defocus. It's the next logical step. Oh, but you can't. There's something in the way. And it's fighting back.

But there is one other thing that undoubtedly contributed to the cult of Russia among the English intelligentsia during these years, and that is the softness and security of life in England itself. With all its injustices, England is still the land of habeas corpus, and the overwhelming majority of English people have no experience of violence or illegality. If you have grown up in that sort of atmosphere it is not at all easy to imagine what a despotic régime is like. Nearly all the dominant writers of the ’thirties belonged to the soft-boiled emancipated middle class and were too young to have effective memories of the Great War. To people of that kind such things as purges, secret police, summary executions, imprisonment without trial, etc., etc., are too remote to be terrifying. They can swallow totalitarianism because they have no experience of anything except liberalism. Look, for instance, at this extract from Mr. Auden’s poem Spain

To derive the most useful information from multiple sources of evidence, you should always try to make these sources independent of each other. This rule is part of good police procedure. When there are multiple witnesses to an event, they are not allowed to discuss it before giving their testimony. The goal is not only to prevent collusion by hostile witnesses, it is also to prevent unbiased witnesses from influencing each other. Witnesses who exchange their experiences will tend to make similar errors in their testimony, reducing the total value of the information they provide. Eliminating redundancy from your sources of information is always a good idea. The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them.

That’s exactly a summary of what it does. To get more jargony: it does impulse control, emotional regulation, long-term planning, gratification postponements, executive function. It’s the part of the brain that attempts to tell you, “You know, this seems like a good idea right now, but trust me, you’ll regret it. Don’t do it.” It’s the most recently evolved part of our brains. Our frontal cortex is proportionately bigger and more complex than that of any other primate. And, most interesting, it’s the last part of the brain to get fully wired up. The frontal cortex is not fully online until people are, on average, about a quarter century old. It’s boggling, but it also tells you a lot about why adolescents act in adolescent ways; it’s because the frontal cortex isn’t very powerful yet. And that has an interesting implication, which is that if the frontal cortex is the last part of the brain to fully mature, by definition it’s the part least constrained by genes and most shaped by experience. So the frontal cortex is your moral barometer, if that’s the right metaphor. It’s the Calvinist voice whispering in your head. So, for example, the frontal cortex plays a central role if you’re tempted to lie about something; and if you manage to avoid that temptation, your frontal cortex had something to do with it. But at the same time, if you do decide to lie, your frontal cortex helps you to do so: “Okay, control my voice, don’t make eye contact, don’t let my face do something funny.” That’s a frontal task too. This is a very human, very complicated part of our brains.

What is ADHD, anyway? For those still wondering what ADHD is, here’s the briefest summary I can muster: ADHD shows up in two areas of our brain function: working memory and executive functioning.[7] Working memory allows us to hold more than one thing in our brains at once. If you’ve ever run up the stairs, only to find yourself standing in your bedroom wondering what you came for, you’ve experienced a failure of working memory. Again, everyone experiences this from time to time. People with ADHD experience it nonstop, to the point where it impairs our ability to function normally. Working memory holds onto information until we’re able to use it.[8] In addition to forgetting why we opened the refrigerator, having a leaky working memory means we lose information before our brains can move it to long-term storage. We forget a lot of things before we have a chance to act on them or write them down. Our executive functions, on the other hand, give us the power to delay gratification, strategize, plan ahead, and identify and respond to others’ feelings.[9] That’s some list, isn’t it? In the same way a diabetic’s body cannot effectively regulate insulin, imagine your brain being unable to control these behaviors. This explains why ADHDers’ behavior so often defies norms and expectations for their age group — and this persists throughout their lifespan, not just grade school. ADHD isn’t a gift. It isn’t a sign of creativity or intelligence, nor is it a simple character flaw. And it’s more than eccentric distractibility, forgetfulness, and impulsivity. ADHD is a far-reaching disorder that touches every aspect of our lives. If we leave it unchecked, it will generate chaos at home, at work, and everywhere in between.

One of my top priorities as CEO was to eradicate the BS and reinvent planning. Every year, starting in 2003, I required teams presenting to me to write a three-to-four-page executive summary that highlighted the basic plan. That document would allow us to cut through the pages of obfuscating charts and bullet points.

It takes two minutes to say “I know this is due at five o’clock, and the executive summary looks pitch perfect. The tables need some serious work, though. What does support look like?

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

As the British diplomats saw it, the legal concept of war crimes should be limited to a handful of specific acts that might typically be perpetrated by individual soldiers acting outside of orders, such as the torture or summary execution of POWs.

Intuition is executive summary, that ninety percent of the higher brain that functions subconsciously—but no less rigorously—than the self-aware subroutine that thinks of itself as the person.

Peter Facione for the executive summary of the Delphi Report is a good place to start.

A Lasting Legacy I return to Elkins now, to make a summary point and a single closing observation. The summary point is that even as a closed system, slavery, simply because of its long duration, produced over time a distinctive African American culture. This is a point stressed in Eugene Genovese’s Roll, Jordan, Roll and in his mostly sympathetic critique of Elkins. Slaves, for instance, developed a repertoire of songs and stories and relationships—sometimes lifelong relationships—that ultimately helped to form a black identity in the United States. There is no analog for this in the concentration camps, partly because of the nature of the camps and partly because they lasted for just a dozen years from 1933 to 1945. In general, camp prisoners did not form close relationships, partly because this was discouraged by the guards and partly because prisoners realized that the very person you befriended last week could be summarily executed this week. So the only behavioral changes that concentration camps produced were in the nature of short-term adaptations to camp life itself. It follows from this that the cultural legacy of slavery long outlasted slavery while the cultural legacy of the camps—including the peculiar disfigurations of personality that Elkins detected—proved to be a temporary phenomenon. The phenomena of the zombie-like Muselmanner, the ersatz Nazism of the Kapos—all of this is now gone. It makes no sense to say that Jews or eastern Europeans today display any of the characteristics that developed within that temporary closed system. With American blacks, however, the situation is quite different. Although slavery ended in 1865, it lasted more than 200 years, and it had its widest scope during the era of Democratic supremacy in the South from the 1820s through the 1860s. Many of the features of the old slave plantation—dilapidated housing, broken families, a high degree of violence required to keep the place together, a paucity of opportunity and advancement prospects, a widespread sense of nihilism and despair—are evident in Democrat-run inner cities like Oakland, Detroit, Baltimore, and Chicago. “There was a distinct underclass of slaves,” political scientist Orlando Patterson writes, “who lived fecklessly or dangerously. They were the incorrigible blacks of whom the slave-owner class was forever complaining. They ran away. They were idle. They were compulsive liars. They seemed immune to punishment.” And then comes Patterson’s punch line: “We can trace the underclass, as a persisting social phenomenon, to this group.” 39 The Left doesn’t like Patterson because he’s a black scholar of West Indian origin with a penchant for uttering politically incorrect truths.

Following is a sample list of some points you will want to include in your business plan. These can all be organized in a very professional manner in a notebook that includes tabs. • Executive summary. Include a one- or two-page summary of your plan. • Mission statement. Include one or two paragraphs that succinctly state your purpose. • Background. Present information about yourself and your experience. • Financial statement. List your assets, liabilities, and net worth. • Site location. Include a list of benefits, maps, and proximity to shopping and schools. • Demographics. Present information about the people living in the area (income, education, etc.). • Competitor analysis. Determine who your competitors are and present average rents and sales comparisons. • Marketing strategy. Define your target market (tenants, buyers, etc.). • Financial analysis. Include historical and pro forma operating statements. • Improvements. Define capital improvements to be made to the property. • Purchase agreement. Include your sales contract with the seller. • Exhibits. Include photographs of the property, tax returns, sample floor plans, and the like.

Peace. Warm yourself, warrior, while I tell you of peace. History is unerring, and even the least observant mortal can be made to understand, through innumerable repetition. Do you see peace as little more than the absence of war? Perhaps, on a surface level, it is just that. But let me describe the characteristics of peace, my young friend. A pervasive dulling of the senses, a decadence afflicting the culture, evinced by a growing obsession with low entertainment. The virtues of extremity — honour, loyalty, sacrifice — are lifted high as shoddy icons, currency for the cheapest of labours. The longer peace lasts, the more those words are used, and the weaker they become. Sentimentality pervades daily life. All becomes a mockery of itself, and the spirit grows… restless. Is this a singular pessimism? Allow me to continue with a description of what follows a period of peace. Old warriors sit in taverns, telling tales of vigorous youth, their pasts when all things were simpler, clearer cut. They are not blind to the decay all around them, are not immune to the loss of respect for themselves, for all that they gave for their king, their land, their fellow citizens. The young must not be abandoned to forgetfulness. There are always enemies beyond the borders, and if none exist in truth, then one must be fashioned. Old crimes dug out of the indifferent earth. Slights and open insults, or the rumours thereof. A suddenly perceived threat where none existed before. The reasons matter not — what matters is that war is fashioned from peace, and once the journey is begun, an irresistible momentum is born. The old warriors are satisfied. The young are on fire with zeal. The king fears yet is relieved of domestic pressures. the army draws its oil and whetstone. Forges blast with molten iron, the anvils ring like temple bells. Grain-sellers and armourers and clothiers and horse-sellers and countless other suppliers smile with the pleasure of impending wealth. A new energy has gripped the kingdom, and those few voices raised in objection are quickly silenced. Charges of treason and summary execution soon persuade the doubters. Peace, my young warrior, is born of relief, endured in exhaustion, and dies with false remembrance. False? Ah, perhaps I am too cynical. Too old, witness to far too much. Do honour, loyalty and sacrifice truly exist? Are such virtues born only from extremity? What transforms them into empty words, words devalued by their overuse? What are the rules of the economy of the spirit, that civilization repeatedly twists and mocks? Withal of the Third City. You have fought wars. You have forged weapons. You have seen loyalty, and honour. You have seen courage and sacrifice. What say you to all this?" "Nothing," Hacking laughter. "You fear angering me, yes? No need. I give you leave to speak your mind." "I have sat in my share of taverns, in the company of fellow veterans. A select company, perhaps, not grown so blind with sentimentality as to fashion nostalgia from times of horror and terror. Did we spin out those days of our youth? No. Did we speak of war? Not if we could avoid it, and we worked hard at avoiding it." "Why?" "Why? Because the faces come back. So young, one after another. A flash of life, an eternity of death, there in our minds. Because loyalty is not to be spoken of, and honour is to be endured. Whilst courage is to be survived. Those virtues, Chained One, belong to silence." "Indeed. Yet how they proliferate in peace! Crowed again and again, as if solemn pronouncement bestows those very qualities upon the speaker. Do they not make you wince, every time you hear them? Do they not twist in your gut, grip hard your throat? Do you not feel a building rage—" "Aye. When I hear them used to raise a people once more to war.

The tough response by Cicero – including those summary executions – presented in stark form issues that trouble us even today. Is it legitimate to eliminate ‘terrorists’ outside the due processes of law? How far should civil rights be sacrificed in the interests of homeland security?

have asked [Messrs Smith, Jones, and Robinson] to meet with me [Wednesday at 3] in [the fourth floor conference room] to discuss [next year’s capital appropriations budget]. Please come if you think that you need the information or want to take part in the discussion. But you will in any event receive right away a full summary of the discussion and of any decisions reached, together with a request for your comments.

The scorecard is composed of three parts: the job’s mission, outcomes, and competencies. Together, these three pieces describe A performance in the role—what a person must accomplish, and how. They provide a clear linkage between the people you hire and your strategy. MISSION: THE ESSENCE OF THE JOB The mission is an executive summary of the job’s core purpose. It boils the job down to its essence so everybody understands why you need to hire someone into the slot. Take a look at the sample scorecard on the next page. The mission for the VP of sales clearly captures why the role exists: to grow revenue through direct contacts with industrial customers.

It is important to remember that being a big company executive is very different from being a small company executive. Big company executives are driven by interruptions while startup executives know that nothing happens unless they make it happen. If you hire the wrong match for your company, two dangerous results can occur. If there is a rhythm mismatch, your executive will wait for something to happen, and your employees will wonder what he or she does all day.

Within weeks of Trajan’s death the senate was coerced into agreeing to the summary execution of four alleged plotters against Hadrian’s life. Neither he nor the senate ever forgot it, and the senate never forgave him. The deaths also appeared to contradict the new emperor’s own stated intentions for his reign.

There were at least 6,185 summary executions in the Red Terror of 1918—in two months. There had been 6,321 death sentences by Russian courts between 1825 and 1917, not all of them carried out.

Although the position of the executives may be high level, the levels of questions and quality of the conversations I have found are variable at best. Many of these meetings consist of an exchange of summary findings, reports, analytic data, rapid-fire question–answer segments, and perhaps a brief brainstorming session to decide on a solution. Sometimes, there is debate about the analysis, but this inevitably concludes with recommendations for a future course of action. Rarely do I encounter meaningful critical dialogue.

the outsized egos and self-serving nature of the “control set” executives contributed to the deaths of their own companies.

Make a conscious choice. Decide to move your index finger. Too late! The electricity's already halfway down your arm. Your body began to act a full half-second before your conscious self 'chose' to, for the self chose nothing; something else set your body in motion, sent an executive summary—almost an afterthought— to the homunculus behind your eyes. That little man, that arrogant subroutine that thinks of itself as the person, mistakes correlation for causality: it reads the summary and it sees the hand move, and it thinks that one drove the other.

Focus on executing daily tasks with excellence. Grand visions are deceptive myths.

Consulting Sample Business Plans If you need a first-class Business Plan, Pitch Deck, or Financial Forecast, let us help. Talk to an expert startup business plan consultant today! Our business plan consultants will create a business strategy that will impress your investors. We provide unique and affordable Business Plan Writing Solutions delivered through a high level of quality service ensuring total client satisfaction. Business Solutions Consulting (BSC) is a start-up consulting firm focused on serving the comprehensive needs of businesses in the full range of the business cycle. Consultants need business plans too! Check out these sample business plans for consultants and consulting related businesses. An outline of some of the key pieces that should be in your plan, including an executive summary, business overview, risks, financial plan, and other key sections for your consulting company business plan.

Business Plan Samples This sample business plan is intended to provide you with a template that can be used as a reference for when you’re hard at work on your plan. It's always easier to write something if you can read an example first, so here's an executive summary example that you can use as a model for your own business plan's executive summary. The Executive Summary is where you explain the general idea behind your company; it’s where you give the reader (most likely an investor, or someone else you need on board) a clear indication of why you’ve sent this Business Plan to them. In the Business Plan section, you will want to get the reader’s attention by letting them know what you do. It’s vitality important to set up a strong foundation and a thorough business plan in the beginning. Nonprofit business plans have several different features and quirks that you’ll need to include to receive funding and having a strong passion to help your community is only a fragment of what it takes to run a not-for-profit organization.

Even more threatening, though, is another category of social “wreckage” that Spitzer terms social dynamite. This term, like “social junk,” reflects the perspective of privileged groups. This group sees and feels its exclusion, and also resists it, contesting also thus usually stifling terms of their “inclusion” in the prevailing systems. More importantly, they organize to challenge those systems—here, the carceral state and its reinforcement of economic exploitation. Included here are the impoverished low-wage working-class, unemployed youth who often do not appear in statistical summaries of the economies. These youthful spirits are often not bowed and crushed by their disadvantage and so they fight to change the social order.

In all of the elite companies studied, Level 5 Leaders were in charge when they made the leap from good to great. Level 5 Leadership refers to a type of leader who is not only a highly capable individual, team player, and manager, but also embodies two essential traits: personal humility and the will to do whatever it takes to get results. Level 5 Leaders are quiet, modest, self-effacing, even reserved. They lack over-sized egos or inflated sense of self-importance. Level 5 Leaders are driven to create great results. They are not afraid to make difficult or unpopular decisions if it will better their company. While Level 5 Leaders demonstrate tenacious ambition and will to succeed, they do not devote this energy for their own benefit but instead drive it towards the company’s success. In contrast, the outsized egos and self-serving nature of the “control set” executives contributed to the deaths of their own companies. When good results happen, Level 5 Leaders credit good luck. When results are disappointing, Level 5 Leaders blame only themselves and take responsibility. Other leaders credit themselves when good results come and blame luck or other people for failures. Level 5 Leaders make sure their companies maintain excellence by setting up competent successors who will push their companies to even greater heights. In contrast, other types of managers often leave gaping holes in leadership once they retire. An unexpected finding showed that a majority of the great CEOs were home-grown. In contrast, “celebrity” executives brought into a company have shown to cause more harm than good. It is incredibly detrimental for a company to elect an ego-driven and self-serving CEO instead of a Level 5 Leader. Potential Level 5 Leaders are all around us, and it is possible for one to become a Level 5 leader by embodying their basic traits.

This is a summary of the negotiated sale approach: 1. Package the company. Identify and describe the company’s strengths clearly and accurately, both in the descriptive memorandum and in phone calls, e-mails, and meetings. 2. Identify and contact all the potential buyers. Employ discipline and creativity in pursuing more than just the likely buyers. 3. Execute a disciplined process for following up and moving the buyers forward. 4. Negotiate by understanding the strategic implications of the acquisition for each buyer. 5. Endeavor to get multiple offers at the same point in time. Take the highest offer. Package

There are beatings, murders, summary executions, mutinies; only the progress of the pestilence prevents complete anarchy. Men become too ill to kill, then too ill to work. A helmsman with a neck bubo is strapped to the helm; a ship’s carpenter with a bloody cough, to his bench. A rigger shaking with fever is lashed to the mast. Gradually each escaping vessel becomes a menagerie of grotesques. Everywhere there are delirious men who talk to the wind and stain their pants with bloody anal leakages; and weeping men who cry out for absent mothers and wives and children; and cursing men who blaspheme God, wave their fists at an indifferent sky, and burble blood when they cough. There are men who ooze pus from facial and body sores and stink to high heaven; lethargic men who stare listlessly into the cruel, gray sea; mad men who laugh hysterically and dig filthy fingernails into purple, mottled flesh; and dead men, whose bloated bodies roll back and forth across pitching decks until they hit a rail or mast and burst open like piñatas.

Displays of power and terror annoyed him. He believed in competence, thoroughness, conscientiousness. People would do good work if you motivated them with reasonable reward. Read your reports, and not just the executive summaries. Do your damned job. Great civilizations might be born from guns, germs and magic, but it was bureaucracy that kept them going.

The scale of these “cleansing executions” – judicial murder after summary trials – alarmed even Himmler who was visiting in October 1940, though obviously he was concerned not with the humanitarian issue but the wastage of much-needed “Aryan” labour.

the districts were emptied out, the enclaves were broken, in this way effectively separating the “professional” revolutionaries from the riotous populations that risen up in 1969, tearing them away from the thousand complicities that had been woven. Through this maneuver, the Provisional IRA was constrained to being nothing more than an armed faction, a paramilitary group, impressive and determined to be sure, but headed toward exhaustion, internment without trial, and summary executions. The tactic of repression seems to have consisted in bringing a radical revolutionary subject into existence, and separating it from everything that made it a vital force of the Catholic community: a territorial anchorage, an everyday life, a youthfulness. And as if that wasn’t enough, false IRA attacks were organized to finish turning a paralyzed population against it

It wasn’t the Sierra Club that tried to pressure the National Academy of Sciences over the 1983 Carbon Dioxide Assessment; it was officials from the Department of Energy under Ronald Reagan. It wasn’t Environmental Defense that worked with Bill Nierenberg to alter the Executive Summary of the 1983 Acid Rain Peer Review Panel; it was the White House Office of Science and Technology Policy. And it was the Wall Street Journal spreading the attack

It wasn’t the Sierra Club that tried to pressure the National Academy of Sciences over the 1983 Carbon Dioxide Assessment; it was officials from the Department of Energy under Ronald Reagan. It wasn’t Environmental Defense that worked with Bill Nierenberg to alter the Executive Summary of the 1983 Acid Rain Peer Review Panel; it was the White House Office of Science and Technology Policy. And it was the Wall Street Journal spreading the attack on Santer and the IPCC, not Mother Jones.

evolution was no longer a matter of biology – it was a matter of consciousness.

The highest wisdom is to live a life that fills you with a sense of meaning instead of pursuing only what is expedient in the short term.

I initially capture into my notes. They are like the ground on which my understanding will be built. Layer two is “oil,” as in “I’ve struck oil!,” conveniently represented by black, bolded text. Layer three is “gold,” which is even more valuable, and shines in highlighter yellow in many apps. Layer four is the “gems,” the most rare and illuminating finds that I’ve distilled in my own words as an executive summary.

With all its injustices, England is still the land of habeas corpus, and the overwhelming majority of English people have no experience of violence or illegality. If you have grown up in that sort of atmosphere it is not at all easy to imagine what a despotic régime is like. Nearly all the dominant writers of the thirties belonged to the soft-boiled emancipated middle class and were too young to have effective memories of The Great War. To people of that kind such things as purges, secret police, summary executions, imprisonment without trial, etc. etc. are too remote to be terrifying. They can swallow totalitarianism because they have no experience of anything except liberalism.

Why are we rejecting explicit word-based interfaces, and embracing graphical or sensorial ones—a trend that accounts for the success of both Microsoft and Disney? Part of it is simply that the world is very complicated now—much more complicated than the hunter-gatherer world that our brains evolved to cope with—and we simply can’t handle all of the details. We have to delegate. We have no choice but to trust some nameless artist at Disney or programmer at Apple or Microsoft to make a few choices for us, close off some options, and give us a conveniently packaged executive summary.

The thermostat was important, of course, but it occupied only a tiny fraction of the customer journey: 10% of our customers’ experience was the website, advertising, packaging, and in-store display: first we had to convince people to buy it or at least consider and research it. 10% was installation: following the instructions to get it onto your wall with minimal nervousness and power outages. 10% was looking at and touching the device: it had to be beautiful so people would want it in their homes. But after a week it learned what you liked and when you were away, so you didn’t really need to touch it much. If we did our job right, customers would only interact with it here and there, during unexpected cold snaps or heat waves. 70% of the customer experience was on people’s phones or laptops: you’d open the app to turn up the heat on the way home, or you’d see how long the AC was on in Energy History, or you’d tweak your schedule. Then you’d check your email and see a summary of how much energy you used that month. And if you had an issue, you’d go to our website and use the online troubleshooter or read a support article. If we didn’t execute well on any one of these parts of the customer experience, Nest would have failed. Each phase of the journey has to be great in order to move customers naturally into the next, to overcome the moments of friction between them.

Bosses who fear providing feedback, but overdo it on empathy, fall into the final category, ruinous empathy. In a Russian anecdote a man has to amputate his dog’s tail, but out of a desire to spare his dog pain, he cuts it off an inch a day instead of all at once. Clearly, his “solution” makes the problem infinitely worse.

The apologists recognize that these places are controlled by absolute terror, but they justify the pig’s excesses with the argument that we exist outside the practice of any civilized codes of conduct. Since we are convicts rather than men, a bullet through the heat, summary execution for fistfighting or stepping across a line is not extreme or unsound at all. An official is allowed full range in violent means because a convict can be handled no other way.

Free yourself from the mentality that you have to come up with original ideas.

If your behavior is aimed only at avoiding pain, you won't progress (1.8). If you learn to manage that pain and allow the process to teach you (by reflecting on the principle it contains), you will be successful.

Rule 1: STAND UP STRAIGHT WITH YOUR SHOULDERS BACK.

A good posture and a winning attitude gives a clear signal to ourselves and others that we are in a good position (within the hierarchy) regardless of where we may actually stand.

Rule 2: TREAT YOURSELF LIKE SOMEONE YOU ARE RESPONSIBLE FOR HELPING.

Rule 3: MAKE FRIENDS WITH PEOPLE WHO WANT THE BEST FOR YOU.

Rule 4 advises you to COMPARE YOURSELF TO WHO YOU WERE YESTERDAY, NOT TO WHO SOMEONE ELSE IS TODAY.

Rule 5 deals with the challenges of parenting: DO NOT LET YOUR CHILDREN DO ANYTHING THAT MAKES YOU DISLIKE THEM.

SET YOUR HOUSE IN PERFECT ORDER BEFORE YOU CRITICIZE THE WORLD.

Rule 7: PURSUE WHAT IS MEANINGFUL (NOT WHAT IS EXPEDIENT).

Rule 8 is therefore: TELL THE TRUTH—OR, AT LEAST, DON’T LIE.

ASSUME THAT THE PERSON YOU ARE LISTENING TO MIGHT KNOW SOMETHING YOU DON’T.

Rule 10 is BE PRECISE IN YOUR SPEECH

the three reasons for disengagement as anonymity, irrelevance, and immeasurement.

For only the very few sources that are truly unique and valuable, I’ll add an “executive summary” at the top of the note with a few bullet points summarizing the article in my own words. The best sign that a fourth layer is needed is when I find myself visiting a note again and again, clearly indicating that it is one of the cornerstones of my thinking.

In fact, that war might be said to have started three years earlier, with the abortive Easter Rising of 1916, which lasted a week and ended with the summary execution of fourteen of its leaders.

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two entertainers got together to create a 90-minute television special. They had no experience writing for the medium and quickly ran out of material, so they shifted their concept to a half-hour weekly show. When they submitted their script, most of the network executives didn’t like it or didn’t get it. One of the actors involved in the program described it as a “glorious mess.” After filming the pilot, it was time for an audience test. The one hundred viewers who were assembled in Los Angeles to discuss the strengths and weaknesses of the show dismissed it as a dismal failure. One put it bluntly: “He’s just a loser, who’d want to watch this guy?” After about six hundred additional people were shown the pilot in four different cities, the summary report concluded: “No segment of the audience was eager to watch the show again.” The performance was rated weak. The pilot episode squeaked onto the airwaves, and as expected, it wasn’t a hit. Between that and the negative audience tests, the show should have been toast. But one executive campaigned to have four more episodes made. They didn’t go live until nearly a year after the pilot, and again, they failed to gain a devoted following. With the clock winding down, the network ordered half a season as replacement for a canceled show, but by then one of the writers was ready to walk away: he didn’t have any more ideas. It’s a good thing he changed his mind. Over the next decade, the show dominated the Nielsen ratings and brought in over $1 billion in revenues. It became the most popular TV series in America, and TV Guide named it the greatest program of all time. If you’ve ever complained about a close talker, accused a partygoer of double-dipping a chip, uttered the disclaimer “Not that there’s anything wrong with that,” or rejected someone by saying “No soup for you,” you’re using phrases coined on the show. Why did network executives have so little faith in Seinfeld? When we bemoan the lack of originality in the world, we blame it on the absence of creativity. If only people could generate more novel ideas, we’d all be better off. But in reality, the biggest barrier to originality is not idea generation—it’s idea selection. In one analysis, when over two hundred people dreamed up more than a thousand ideas for new ventures and products, 87 percent were completely unique. Our companies, communities, and countries don’t necessarily suffer from a shortage of novel ideas. They’re constrained by a shortage of people who excel at choosing the right novel ideas. The Segway was a false positive: it was forecast as a hit but turned out to be a miss. Seinfeld was a false negative: it was expected to fail but ultimately flourished.

It's always tempting to give in to chaos. It's tempting to just give up. But experience teaches us that it's not better. Stand up straight and face life as if you mean it. That's a better alternative. Treat yourself as if you deserve your best efforts. Tell the truth, especially to yourself, and set your own house in order. When you approach life in this way, doors of opportunity will open. You will be less of a burden to yourself and to those who love and care for you. Choose your own set of rules and stick to them until you find ones that make more sense in light of the truth. This is the only true antidote for chaos.

In summary, the traditional “breaking in” approach to getting consumers to pay attention to marketing messages is getting harder and harder to execute successfully. That’s why we think the “drawing out” approach will be very important to marketing strategies going forward. It is a way to provide added value and create engagement with consumers. See Figure 3.3. That’s a big part of where Cross Communication fits into today’s and tomorrow’s environment: Cross Communication gives marketers powerful new ways to draw consumers out and to get them more involved

The 1948 war’s diplomatic maneuvers and military campaigns are well engraved in Israeli Jewish historiography. What is missing is the chapter on the ethnic cleansing carried out by the Jews in 1948. As a result of that campaign, five hundred Palestinian villages and eleven urban neighborhoods were destroyed, seven hundred thousand Palestinians were expelled, and several thousand were massacred.2 Even today, it is hard to find a succinct summary of the planning, execution, and repercussions of these tragic results.

The heart of the working of a business is how the three processes of people, strategy and operations link together. Leaders need to master the individual processes and the way they work together as a whole.

Where other factors divided people, money was a neutral system of trust.

For those who dare ask more, learn more, and become more.

At first there were opinions, but the CEO wanted data and wanted to know what the facts proved. The executive team began to dig into the facts in a summary analysis. Again the CEO dug deeper. He asked the group to go country by country, poring over the data to look for an answer to the questions. As one executive who was present said, “Nobody got away with their own opinions.” The group wrestled with the issue until they finally concluded that they didn’t have enough information yet to make a clear decision, and they identified what additional data they needed. This company’s leader kept the debate going by demanding rigor and sound decision making. According to one of his management team members, Jim Barks-dale, former CEO of Netscape, was well known for saying, “If you don’t have any facts, we’ll just use my opinion.

Money has no intrinsic value besides the mythological value we endow it with. It's a practical solution and a store of value. Even cigarettes can be used.

THE FORT DE ROMAINVILLE glowers over the eastern suburbs of Paris. A brutal stone giant, by 1941 it had been made into another Nazi vision of hell. Built in the 1830s on a low hill, the hulking bastion was part of the defensive ring constructed around Paris to protect the city from foreign attack, but it also held troops who could be deployed in the event of popular insurrection—a bloated, moated, impregnable monstrosity. For the Nazis, the ancient fort served a similar psychological purpose—as a hostage camp, a place of interrogation, torture, and summary execution, and a visible symbol of intimidation, inescapable in every way.

Disney and Apple/Microsoft are in the same business: short-circuiting laborious, explicit verbal communication with expensively designed interfaces.... We have no choice but to trust some nameless artist at Disney or programmer at Apple or Microsoft to make a few choices for us, close off some options, and give us a conveniently packaged executive summary.

The dark side of money is that the trust is in the system of money, not in human beings. Having trust tied to external objects allows us to completely sidestep irreplaceable morals and values and sell them at the price of the market.

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It’s the chasing of the goal, the constant process of proving yourself to yourself that drives us to live a purposeful life.

The only art that mesmerizes me is artwork that I can emulate.

Every ‘new’ idea is a combination of several preexisting ideas.