Fire Senior Quotes

Hey, let’s try speed-starting the fire with an infusion of pure oxygen!” Because inside every senior tech officer was a junior tech officer who’d been on a short leash for a long time.

Success is not due to spontaneous combustion. You have to set yourself on fire.

I will marry a man who is clever and thoughtful and who wants his wife to be more than just the most senior of his servants.

Lan SiZhui smiled, "Senior, you are so much like HanGuang-Jun." Wei WuXian was puzzled, "Us? How are we alike?" They were obviously like fire and ice. However, Lan SiZhui only grinned in reply, and led the rest of the group out.

Look, this isn't about the ring or when I ever made a hamburger, which, for your information, was my senior year of college." "Right, when you almost caught our kitchen on fire." "And you dated one of the firefighters for six months. You're welcome. Back to my problem.

Eric Harris wanted a prom date. Eric was a senior, about to leave Columbine High School forever. He was not about to be left out of the prime social event of his life. He really wanted a date. Dates were not generally a problem. Eric was a brain, but an uncommon subcategory: cool brain. He smoked, he drank, he dated. He got invited to parties. He got high. He worked his look hard: military chic hair— short and spiked with plenty of product—plus black T-shirts and baggy cargo pants. He blasted hard-core German industrial rock from his Honda. He enjoyed firing off bottle rockets and road-tripping to Wyoming to replenish the stash. He broke the rules, tagged himself with the nickname Reb, but did his homework and earned himself a slew of A’s. He shot cool videos and got them airplay on the closed-circuit system at school. And he got chicks. Lots and lots of chicks. On the ultimate high school scorecard, Eric outscored much of the football team. He was a little charmer. He walked right up to hotties at the mall. He won them over with quick wit, dazzling dimples, and a disarming smile.

A continuing problem of this static war was that senior officers did not have enough to do to make them keep their hands off their junior’s affairs. Or they had time to think up new projects, from painting fire buckets red to promulgating the color of name tags on enlisted fatigues.

For every member of the White House senior staff this would be the lasting conundrum of dealing with President Trump: the “why” of his often baffling behavior. “The president fundamentally wants to be liked” was Katie Walsh’s analysis. “He just fundamentally needs to be liked so badly that it’s always … everything is a struggle for him.

this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it.

For the media, Cohen was a reliable leaker about Trump and the campaign. Among senior campaign aides, he was later regarded as a central voice in NBC correspondent Katy Tur’s book about the campaign,

Yep. A box of dicks, if you will. Actually, that’s how I got fired.” “What do you mean?” “I screwed up and had my prototypes sent to my office. The boxes got piled up outside my cube, and a coworker of mine decided she had to know what was in them, so she opened one. Apparently she wasn’t used to being wrist-deep in dicks because she freaked and dropped one on the floor, which of course turned on and vibrated its way just far enough into the hall for a senior VP to trip on. He landed face-first on the floor, broke a wrist and chipped a tooth, and I had to explain that my dick was the culprit.

This was not the first time that the world didn’t listen. In college I read Hitler’s Mein Kampf. Fourteen years before the first shot was fired, Hitler announced his plan to destroy the parliamentary system in Germany, to attack France and Eastern Europe, and to eliminate the Jews. Why, I asked the professor, did neither ordinary Germans voting in the Reichstag elections in July 1932, nor foreign leaders reacting to the rise of Nazism, believe him? Why was anyone surprised when he simply did what he said he would do? She had no answer. The fall of my senior year at Princeton, nineteen deeply religious young men flew planes into the World Trade Center and the Pentagon. During the decade before 9/11, Osama Bin Laden had shouted out his warnings of mass murder using all the means of modern communication. And still we were surprised when he did what he said he would do. So I suppose what happened here is that they said what they would do, and we did not listen. Then they did what they said they would do.

trompe l’oeil row of lockers marked the hallway down to the Social Room, a lounge designated for the seniors, where there was a microwave for making popcorn during free periods, and a Coke machine that cost only fifty cents instead of seventy-five like the ones in the cafeteria, and a chunky black cube of a jukebox left over from the seventies and now loaded with Sir Mix-a-Lot and Smashing Pumpkins and the Spice Girls.

When you talk about combat leadership under fire on the beach at Normandy,” Ellery concluded, “I don’t see how the credit can go to anyone other than the company-grade officers and senior NCOs who led the way. It is good to be reminded that there are such men, that there always have been and always will be. We sometimes forget, I think, that you can manufacture weapons, and you can purchase ammunition, but you can’t buy valor and you can’t pull heroes off an assembly line.”18 •   •

Senior faculty nowadays similarly squirm when former 'dunderheads' return to campus to lecture on their prizewinning screenplay or to cut the ribbon for a building funded by their entrepreneurial acumen. How did such dullards metamorphose into geniuses?

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

Anansi stories were, up to recently, frequently told to children at bedtime,’ Olive Senior confirms.‘The telling of Anansi stories is part of the tradition of African villages where everyone gathered around a fire at night to hear the old tales. In Jamaica, as in Africa, Anansi stories were in the past never told in the daytime. Among adults they are still told at wakes and moonlight gatherings.’3 Louise listened to many Anancy stories. She also read some, including those in Jamaican Song and Story,4 collected and edited by Walter Jekyll (an Englishman, a mentor of Claude McKay).When the Jekyll collection was republished in 1966 she contributed one of the introductory essays, in which she wrote:

I AM WRITING IN A time of great anxiety in my country. I understand the anxiety, but also believe America is going to be fine. I choose to see opportunity as well as danger. Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it. I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while deemphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and morally wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I’ve said this earlier but it’s worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, “I hope you will let it go,” about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to almost be darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay.

It wouldn’t be Hogswatch when I was a kid without a pillowcase hanging by the fire—” “A pillowcase?” said the Senior Wrangler, sharply. “Well, you can’t get much in a stocking,” said the Dean. “Yes, but a whole pillowcase?” the Senior Wrangler insisted. “Yes. What of it?” “Is it just me, or is that a rather greedy and selfish way to behave? In my family we just hung up very small socks,

You want the truth? Whether you’re the senior executive or the sales manager or play both roles, hear me clearly as if I was shouting this while turning red with veins bulging from my neck: When you’re blasted with over 200 emails per day; trapped in meetings that keep you from your primary job; constantly handed (or grabbing for) the fire hose to deal with crises; buried either writing, reading, or scrambling for reports; and have almost zero control of your calendar, you are not leading anyone anywhere. Furthermore, you have exactly the sales culture you deserve—the one you’ve created, whether by design or neglect.

The fears of militarization Holbrooke had expressed in his final, desperate memos, had come to pass on a scale he could have never anticipated. President Trump had concentrated ever more power in the Pentagon, granting it nearly unilateral authority in areas of policy once orchestrated across multiple agencies, including the State Department. In Iraq and Syria, the White House quietly delegated more decisions on troop deployments to the military. In Yemen and Somalia, field commanders were given authority to launch raids without White House approval. In Afghanistan, Trump granted the secretary of defense, General James Mattis, sweeping authority to set troop levels. In public statements, the White House downplayed the move, saying the Pentagon still had to adhere to the broad strokes of policies set by the White House. But in practice, the fate of thousands of troops in a diplomatic tinderbox of a conflict had, for the first time in recent history, been placed solely in military hands. Diplomats were no longer losing the argument on Afghanistan: they weren’t in it. In early 2018, the military began publicly rolling out a new surge: in the following months, up to a thousand new troops would join the fourteen thousand already in place. Back home, the White House itself was crowded with military voices. A few months into the Trump administration, at least ten of twenty-five senior leadership positions on the president’s National Security Council were held by current or retired military officials. As the churn of firings and hirings continued, that number grew to include the White House chief of staff, a position given to former general John Kelly. At the same time, the White House ended the practice of “detailing” State Department officers to the National Security Council. There would now be fewer diplomatic voices in the policy process, by design.

she whispers into my truculence and I succumb to that thing called faith that blind old hag who left her brothers and sisters under the overpass she strokes her way into my soul a divining rod slips from the heavens a greasy old senior citizen with stale coffee breath and a proverb for any situation she recounts the transgressions from a lifetime ago with a glassine vision the images move in a circular sway, dashing from light to dark truisms to falsehoods this is a woman, my friend, with whom you can ride the river and gaze at the mountain this is a woman with a heart fired by the very furnace of Hell yet beats with the sonnets of God

AM WRITING IN A time of great anxiety in my country. I understand the anxiety, but also believe America is going to be fine. I choose to see opportunity as well as danger. Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it.

OMG, I think I’ve become a feminist. I mean, I’ve always been in favor of women voting and being paid the same as men for doing the same job. But then, the other day on the train, I didn’t get up and give a woman my seat. I thought about it. But then I thought it might insult her, might imply that I considered her weaker than a senior citizen, maybe even inferior in some way. But that’s not what prompted me to fire up my laptop. I was brushing my teeth this morning and thinking about romance. People do that when they get older, I suppose. Romance is one area where men and women are still different—unisex lavatories and fashions notwithstanding. And here’s the difference: a romantic woman envisions a knight on a white horse; a romantic man envisions a dragon in a dark cave. Think about it next time you brush your teeth.

Burne was drawing farther and farther away from the world about him. He resigned the vice-presidency of the senior class and took to reading and walking as almost his only pursuits. He voluntarily attended graduate lectures in philosophy and biology, and sat in all of them with a rather pathetically intent look in his eyes, as if waiting for something the lecturer would never quite come to. Sometimes Amory would see him squirm in his seat; and his face would light up; he was on fire to debate a point. He grew more abstracted on the street and was even accused of becoming a snob, but Amory knew it was nothing of the sort, and once when Burne passed him four feet off, absolutely unseeingly, his mind a thousand miles away, Amory almost choked with the romantic joy of watching him. Burne seemed to be climbing heights where others would be forever unable to get a foothold.

Lamar Alexander, the senator from Tennessee and the most senior Republican on the committee, was asking his last questions when a witness interrupted him to point out that Congress was responsible for setting the right level for the minimum wage. Senator Alexander replied that if he could decide, there would be no minimum. No minimum wage at all. Not $15.00. Not $10.00. Not $7.25. Not $5.00. Not $1.00. The comment was delivered quite casually. It wasn’t a grand pronouncement shouted by a crazy, hair-on-fire ideologue. Instead, a longtime U.S. senator stated with calm confidence that if an employer could find someone desperate enough to take a job for fifty cents an hour, then that employer should have the right to pay that wage and not a penny more. He might as well have said that employers could eat cake and the workers could scramble for whatever crumbs fall off the table. For

Sharon participates in these searches himself. He orders the soldiers to perform a full body search on all males and sometimes imposes curfews on refugee camps in order to conduct a search. The clear goal of the mission is finding terrorists and killing them. The soldiers have orders not to try and capture the terrorists alive. Sharon instructs them to be rough with the local population, to perform searches in the streets and even to strip suspects naked if necessary; to shoot to kill any Arab who holds a gun; to shoot to kill any Arab who does not obey a Stop! call; and to diminish the risk to their lives by employing a big volume of fire, by uprooting trees from orchards which makes it difficult to capture terrorists, by demolishing houses and driving out their owners to other houses in order to pave secure roads. Haider Abd al-Shafi, Senior Palestinian leader, says: ‘Sharon took a decision to open roads in Al Shateya camp and in Rafah for security. That led to removing houses, the houses of refugees, which is an action not to be taken lightly, but there was no objection neither from Dayan nor from the Israeli government. They let Sharon realize his aim and he really destroyed a lot of refugees’ houses.

We already have eight hundred million people living in hunger—and population is growing by eighty million a year. Over a billion people are in poverty—and present industrial strategies are making them poorer, not richer. The percentage of old people will double by 2050—and already there aren’t enough young people to care for them. Cancer rates are projected to increase by seventy percent in the next fifteen years. Within two decades our oceans will contain more microplastics than fish. Fossil fuels will run out before the end of the century. Do you have an answer to those problems? Because I do. Robot farmers will increase food production twentyfold. Robot carers will give our seniors a dignified old age. Robot divers will clear up the mess humans have made of our seas. And so on, and so on—but every single step has to be costed and paid for by the profits of the last.” He paused for breath, then went on, “My vision is a society where autonomous, intelligent bots are as commonplace as computers are now. Think about that—how different our world could be. A world where disease, hunger, manufacturing, design, are all taken care of by AI. That’s the revolution we’re shooting for. The shopbots get us to the next level, that’s all. And you know what? This is not some binary choice between idealism or realism, because for some of us idealism is just long-range realism. This shit has to happen. And you need to ask yourself, do you want to be part of that change? Or do you want to stand on the sidelines and bitch about the details?” We had all heard this speech, or some version of it, either in our job interviews, or at company events, or in passionate late-night tirades. And on every single one of us it had had a deep and transformative effect. Most of us had come to Silicon Valley back in those heady days when it seemed a new generation finally had the tools and the intelligence to change the world. The hippies had tried and failed; the yuppies and bankers had had their turn. Now it was down to us techies. We were fired up, we were zealous, we felt the nobility of our calling…only to discover that the general public, and our backers along with them, were more interested in 140 characters, fitness trackers, and Grumpy Cat videos. The greatest, most powerful deep-learning computers in humanity’s existence were inside Google and Facebook—and all humanity had to show for it were adwords, sponsored links, and teenagers hooked on sending one another pictures of their genitals.

Incredibly, it transpired afterwards that no proper, full fire drill had ever been conducted at the plant. Even the procedure for fighting fire at Chernobyl was almost identical to any other industrial fire, with no regard for the possibility of radiation exposure - so presumptuous were senior figures that nothing could ever go wrong.153 By 6:35am, when all but the blaze within the reactor core were extinguished, 37 fire crews, comprising 186 firemen in 81 engines, had arrived to battle the flames.154 A few brave firefighters even ventured inside Unit 4’s reactor hall itself and poured water straight into the reactor. The radioactivity was so intense that they received a lethal dose in under a minute. As with most other efforts to cool the reactor over the following days, this only made the situation worse. They were pumping water into a nuclear inferno so hot that most water either split into a dangerous hydrogen/oxygen mix or instantly evaporated, while any remaining water flooded the basement. Many firemen fell ill in the process, and were rushed to hospital in Pripyat, though it was not well prepared to deal with radiation sickness. Doctors and nurses were also irradiated because the patients they treated were so contaminated that their own bodies had become radioactive.

He wrote to Alexander on the 20th, as autumnal rains finally quenched the fires, which in some places had burned for six days. (The letter was delivered by the brother of the Russian minister to Cassel, the most senior Russian to be captured in Moscow, which shows how thorough the nobility’s evacuation of the city had been.) ‘If Your Majesty still preserves for me some remnant of your former feelings, you will take this letter in good part,’ he began. The beautiful and superb city of Moscow no longer exists; Rostopchin had it burnt … The administration, the magistrates and the civil guards should have remained. This is what was done twice at Vienna, at Berlin and at Madrid … I have waged war on Your Majesty without animosity. A letter from you before or after the last battle would have halted my march, and I should have even liked to have sacrificed the advantage of entering Moscow.37 On receipt of this letter, the Tsar promptly sent for Lord Cathcart, the British ambassador, and told him that twenty such catastrophes as had happened to Moscow would not induce him to abandon the struggle.38 The list of cities Napoleon gave in that letter – and it could have been longer – demonstrates that he knew from experience that capturing the enemy’s capital didn’t lead to his surrender, and Moscow wasn’t even Russia’s government capital. It was the destruction of the enemy’s main army at Marengo, Austerlitz and Friedland that had secured his victory, and Napoleon had failed to achieve that at Borodino.

We came to the city because we wished to live haphazardly, to reach for only the least realistic of our desires, and to see if we could not learn what our failures had to teach, and not, when we came to live, discover that we had never died. We wanted to dig deep and suck out all the marrow of life, to be overworked and reduced to our last wit. And if our bosses proved mean, why then we’d evoke their whole and genuine meanness afterward over vodka cranberries and small batch bourbons. And if our drinking companions proved to be sublime then we would stagger home at dawn over the Old City cobblestones, into hot showers and clean shirts, and press onward until dusk fell again. For the rest of the world, it seemed to us, had somewhat hastily concluded that it was the chief end of man to thank God it was Friday and pray that Netflix would never forsake them. Still we lived frantically, like hummingbirds; though our HR departments told us that our commitments were valuable and our feedback was appreciated, our raises would be held back another year. Like gnats we pestered Management— who didn’t know how to use the Internet, whose only use for us was to set up Facebook accounts so they could spy on their children, or to sync their iPhones to their Outlooks, or to explain what tweets were and more importantly, why— which even we didn’t know. Retire! we wanted to shout. We ha Get out of the way with your big thumbs and your senior moments and your nostalgia for 1976! We hated them; we wanted them to love us. We wanted to be them; we wanted to never, ever become them. Complexity, complexity, complexity! We said let our affairs be endless and convoluted; let our bank accounts be overdrawn and our benefits be reduced. Take our Social Security contributions and let it go bankrupt. We’d been bankrupt since we’d left home: we’d secure our own society. Retirement was an afterlife we didn’t believe in and that we expected yesterday. Instead of three meals a day, we’d drink coffee for breakfast and scavenge from empty conference rooms for lunch. We had plans for dinner. We’d go out and buy gummy pad thai and throat-scorching chicken vindaloo and bento boxes in chintzy, dark restaurants that were always about to go out of business. Those who were a little flush would cover those who were a little short, and we would promise them coffees in repayment. We still owed someone for a movie ticket last summer; they hadn’t forgotten. Complexity, complexity. In holiday seasons we gave each other spider plants in badly decoupaged pots and scarves we’d just learned how to knit and cuff links purchased with employee discounts. We followed the instructions on food and wine Web sites, but our soufflés sank and our baked bries burned and our basil ice creams froze solid. We called our mothers to get recipes for old favorites, but they never came out the same. We missed our families; we were sad to be rid of them. Why shouldn’t we live with such hurry and waste of life? We were determined to be starved before we were hungry. We were determined to be starved before we were hungry. We were determined to decrypt our neighbors’ Wi-Fi passwords and to never turn on the air-conditioning. We vowed to fall in love: headboard-clutching, desperate-texting, hearts-in-esophagi love. On the subways and at the park and on our fire escapes and in the break rooms, we turned pages, resolved to get to the ends of whatever we were reading. A couple of minutes were the day’s most valuable commodity. If only we could make more time, more money, more patience; have better sex, better coffee, boots that didn’t leak, umbrellas that didn’t involute at the slightest gust of wind. We were determined to make stupid bets. We were determined to be promoted or else to set the building on fire on our way out. We were determined to be out of our minds.

In the light of the evidence it is hard to believe that most crusaders were motivated by crude materialism. Given their knowledge and expectations and the economic climate in which they lived, the disposal of assets to invest in the fairly remote possibility of settlement in the East would have been a stupid gamble. It makes much more sense to suppose, in so far as one can generalize about them, that they were moved by an idealism which must have inspired not only them but their families. Parents, brothers and sisters, wives and children had to face a long absence and must have worried about them: in 1098 Countess Ida of Boulogne made an endowment to the abbey of St Bertin 'for the safety of her sons, Godfrey and Baldwin, who have gone to Jerusalem'.83 And they and more distant relatives — cousins, uncles and nephews - were prepared to endow them out of the patrimonial lands. I have already stressed that no one can treat the phenomenal growth of monasticism in this period without taking into account not only those who entered the communities to be professed, but also the lay men and women who were prepared to endow new religious houses with lands and rents. The same is true of the crusading movement. Behind many crusaders stood a large body of men and women who were prepared to sacrifice interest to help them go. It is hard to avoid concluding that they were fired by the opportunity presented to a relative not only of making a penitential pilgrimage to Jerusalem but also of fighting in a holy cause. For almost a century great lords, castellans and knights had been subjected to abuse by the Church. Wilting under the torrent of invective and responding to the attempts of churchmen to reform their way of life in terms they could understand, they had become perceptibly more pious. Now they were presented by a pope who knew them intimately with the chance of performing a meritorious act which exactly fitted their upbringing and devotional needs and they seized it eagerly. But they responded, of course, in their own way. They were not theologians and were bound to react in ways consonant with their own ideas of right and wrong, ideas that did not always respond to those of senior churchmen. The emphasis that Urban had put on charity - love of Christian brothers under the heel of Islam, love of Christ whose land was subject to the Muslim yoke - could not but arouse in their minds analogies with their own kin and their own lords' patrimonies, and remind them of their obligations to avenge injuries to their relatives and lords. And that put the crusade on the level of a vendetta. Their leaders, writing to Urban in September 1098, informed him that 'The Turks, who inflicted much dishonour on Our Lord Jesus Christ, have been taken and killed and we Jerusalemites have avenged the injury to the supreme God Jesus Christ.

For whatever reason, almost everyone I contacted—senior members of the White House staff as well as dedicated observers of it—shared large amounts of time with me and went to great effort to help shed light on the unique nature of life inside the Trump White House. In the end, what I witnessed, and what this book is about, is a group of people who have struggled, each in their own way, to come to terms with the meaning of working for Donald Trump.

At points on the day’s spectrum of adverse political developments, he could have moments of, almost everyone would admit, irrationality. When that happened, he was alone in his anger and not approachable by anyone. His senior staff largely dealt with these dark hours by agreeing with him, no matter what he said. And if some of them occasionally tried to hedge, Hope Hicks never did. She agreed absolutely with all of it.

Donald Trump believed he had vastly more power, authority, and control than in fact he had, and he believed his talent for manipulating people and bending and dominating them was vastly greater than it was. Pushing this line of reasoning just a little further: senior staff believed the president had a problem with reality, and reality was now overwhelming him.

He had heard the saying floating around the government, “failing upwards.” Because it was nearly impossible to fire a government civilian, most organizations would promote the poor performers out of their organization. This would get rid of the person and made them someone else’s problem. Unfortunately, this often meant that the worst government employees ended up becoming some of the most senior leaders in the government civilian ranks.

Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it.

20 percent of scientists in the U.S. Fish and Wildlife Service (USFWS) reported being directed to “inappropriately exclude or alter technical information” from scientific documents. In a survey of EPA scientists, 18 percent said they had experienced frequent or occasional edits during review of documents to “change the meaning of scientific findings.” One high-profile example investigated by the EPA’s Office of Inspector General involved the regulation of mercury emissions from coal-fired plants. In the process of preparing a proposed rule, EPA senior management instructed staffers to manipulate technical and scientific analysis in order to keep costs down for the electric utility industry.

KaBoom…. The roar of the cannon could be heard reverberating for miles around. The volatile sound boomed off the side of the hill that the school was on, and echoed across the Bagaduce River. I don’t know if the 3”/50 caliber gun, mounted as a decorative piece in front of Richardson Hall, was ever fired in anger, but now for the first time, as far as anyone could remember, it had been fired as a lark. The parking lot was a mess. Strewn across the melting snow were brightly colored panties, brassieres and other ladies’ garments. There were bras hanging from the electric wires and trees. It was obvious that the cannon had been fired as a prank since we could later hear the seniors talk about what they had had to do to get these items to start with. Although the chatter continued for some time, no one was ever identified as the culprit. In fact, the administration took the position that it never even happened since that way nobody had to lie or be held accountable. No logbook entries were ever made since it did not happen on either of the watches. Nothing was broken and the all-too-visible attire could have fallen from an airplane, for all anyone knew.

Senior scholars, insulated by tenure, pawn undergraduate instruction onto overburdened adjuncts and unprepared grad students. Beleaguered instructors ward off student resentment by offering fluff courses, assigning little work, and bestowing As with glad-handed largesse. This 'non-aggression' pact enables students to enjoy the social aspects of college without the inconvenience of doing much academic work, and it allows professors to focus on research (or carpentry or yoga) unencumbered by pestering students.

The etiquette of the bothy and stable was equalled in rigidity only by that of the court of Louis IV. Each man had his place and was taught to keep it. For the second horseman to have gone into supper before the first horseman would have created as much indignation as an infringement of precedence at Versailles. The foreman was always the first to wash his face in the bothy at night; it was he who wound the alarm clock and set it for the morning, and so on and so on. The order of seniority was as strictly observed between the second horseman and the third, while the halflin always got the tarry end of the stick... But the foreman had pride of place in everything. He slept at the front end of the first bed - that is, nearest the fire; he sat at the top of the table in the kitchen; he worked the best pair of horses; and he had the right to make the first pass at the kitchen maid.

His senior staff largely dealt with these dark hours by agreeing with him, no matter what he said.

My senior year flew by and before I knew it, I was graduating from high school. I was never really fired up about going to the Naval Academy, but that’s easy to say after bombing out on the math part of the entrance exam. Little did I know that eventually, I would become part of the Naval Academy’s “Blue & Gold Program!” In time I would become a Math Teacher and a part of the Naval Academy’s “Blue & Gold Program!” Never mind, I did make it into Maine Maritime Academy at Castine, Maine. My interest in the sea was always merchant ships like the blue ribbon ocean liners and the sea itself. I was never really interested in fighting wars, or in warships for that matter. Perhaps it was that I had lost so many of my family to war that I hated the thought of people killing each other for what they considered a righteous cause. In spite of these feelings, I wound up with over forty years of military service. I knew that I was on the right track and at last my parents were proud of me. I was about to graduate with good grades and was following in the footsteps of “those that go down to the sea in ships.

As he had learned during the formative years coming up, you really didn’t have to sweat the work—it just sort of flowed around you, nothing but meetings, talking heads, and staff work delegated down the food chain. The other stuff was out of the senior manager’s playbook: Once a year, either propose an amorphous new “program,” or close down an existing program in a display of efficiency and fiscal rectitude; be sure to fire one or more struggling underlings each quarter to prove you’re a leader; and know that there is no limit to obsequiousness and flummery when dealing with superiors. It was really quite easy. The

The fundamental premise of nearly everybody who joined the Trump White House was, This can work. We can help make this work. Now, only three-quarters of the way through just the first year of Trump’s term, there was literally not one member of the senior staff who could any longer be confident of that premise. Arguably—and on many days indubitably—most members of the senior staff believed that the sole upside of being part of the Trump White House was to help prevent worse from happening. In early October, Secretary of State Rex Tillerson’s fate was sealed—if his obvious ambivalence toward the president had not already sealed it—by the revelation that he had called the president “a fucking moron.” This—insulting Donald Trump’s intelligence—was both the thing you could not do and the thing—drawing there-but-for-the-grace-of-God guffaws across the senior staff—that everybody was guilty of. Everyone, in his or her own way, struggled to express the baldly obvious fact that the president did not know enough, did not know what he didn’t know, did not particularly care, and, to boot, was confident if not serene in his unquestioned certitudes. There was now a fair amount of back-of-the-classroom giggling about who had called Trump what.

As he had learned during the formative years coming up, you really didn’t have to sweat the work—it just sort of flowed around you, nothing but meetings, talking heads, and staff work delegated down the food chain. The other stuff was out of the senior manager’s playbook: Once a year, either propose an amorphous new “program,” or close down an existing program in a display of efficiency and fiscal rectitude; be sure to fire one or more struggling underlings each quarter to prove you’re a leader; and know that there is no limit to obsequiousness and flummery when dealing with superiors. It was really quite easy.

THE EIGHT PRAYER WATCHES FIRST PRAYER WATCH (6.00PM—9.00PM) Father God in the name of Jesus, thank you for your love and protection throughout the day. Thank you for you for your blanket of protection over our land of South Africa, the continent of Africa and the entire world. You say in your word you will never leave us nor forsake us (Deuteronomy 31:6). We believe Your word, Your word is true and Your word is alive. Heavenly Father help us to renew your covenant of love with you concerning our nation, our children, all our assignments that are given to us by you Jehovah including our businesses.We declare Jesus Christ as our senior partner in our lives and we call down your consuming fire in our lives and over the land of South Africa in the mighty name of Jesus. We ask you Holy Spirit to give us the spirit of discernment so we can sense the evil tactics of the enemy in the name of Jesus. Help us Lord to acknowledge your Kingship and your Rulership in the mighty name of Jesus. Thank you King Jesus for answering our prayers, you are a faithful God and you are the same yesterday, today and forever. Thank you Father. Amen.

achieved an outcome that he could call a victory by capturing fifty-three women and children. But in the process, he failed to support his detachment of scouts led by Major Joel Elliott. The detachment was killed and butchered by an army of warriors that Custer didn’t know was there. Benteen, for one, never forgave Custer for failing to make a stronger effort to save Elliott and the scouts. Now, Custer faced a similar problem. He believed the noncombatants were running north from the village. But to his south, Reno’s battalion was in danger of being destroyed. He couldn’t capture the noncombatants and save Reno at the same time. As Custer deliberated, his youngest brother, Boston, rode up. Boston had ridden back to the pack train to exchange his horse for a fresh mount. Along the way, he passed Benteen’s battalion, and now he told his brother that Benteen’s men were on the trail to the battlefield and the pack train was only a mile behind them. Custer decided he needed a better view of the landscape. He led his column farther north, across a wide ravine and up onto a high ridge. From there, he saw even more of the village and realized it was even larger than he’d previously believed. He also saw a dust cloud to the south that he thought was a sign of Benteen’s battalion. If Benteen hurried as ordered, he could reunite with Custer in less than half an hour. That thought solidified the decision in Custer’s mind, and Custer explained his plan to his senior officers. Custer split his command into two wings. He told his old friend Captain George Yates to lead the smaller wing, with two of the five companies, over the hills and down a ravine toward the river. Yates would make a big show of acting like he was going to charge across the river and into the village, but in reality, he would secure a place to cross for the rest of the column. Custer would stay with the larger wing—the three companies commanded by Captain Myles Keogh—and wait for Benteen. If Benteen arrived soon, his three companies would join with Keogh’s three companies and rush down to Yates’s position. Then all eight companies would cross the river together and storm the village. If Benteen was delayed, then Keogh’s companies would fire

A lot of the trust I have in my team has to do with my hiring process. It can be a little unusual. When I’m looking for a senior person, I don’t write a job description and then look for someone to fit it. I find talented people who fit my organization and then look for ways to use them. Most of the time that system works as expected. When occasionally it doesn’t, it’s abundantly clear. A number of years ago, I hired a brilliant woman who had worked for some of the biggest companies in the world. Six months into her tenure, I fired her. Why? She was political. She’d come up in a culture that used information as currency. She hoarded it while she tried to work angles.

I shouldn’t have to give you feedback. You should be better at this. We hired you to be senior level.’ A tremor shoots through my chest. For a moment, I fear she’s going to fire me. Sweat breaks out under my arms and across my stomach. I pray it won’t leak through my shirt, that she won’t see how weak I am. ‘I understand,’ I say. ‘I’m sorry.’ ‘Don’t say you’re sorry. Just do better. And start interviewing for the Pakistan role. It’s approved.

Years ago, I represented a client, a firefighter/paramedic, in an administrative trial after he had been terminated for allegedly providing patient care that was below the department’s established standards. One central issue was the ongoing, on-the-job training firefighters/paramedics receive. Throughout the trial, senior officers of the department, including the Chief himself, preached and bloviated on and on about how the department is committed to providing only the best patient care and how their paramedics are held to a higher standard; how they are committed to serving the community with the highest level of blah, blah, blah. On cross examination, however, I asked each of them about how many hours a day each provider spends drilling or practicing firefighting technique and equipment. Each of them answered proudly that every firefighter/EMT and firefighter/paramedic, regardless of assignment, spends at least three hours each day practicing firefighting skills and/or rehearsing the use of various firefighting equipment; hoses, ladders, saws, and other firefighter equipment. Ok, that’s great. Through testimony, we determined that, based on a 10-shift work month, each firefighter/paramedic, regardless of assignment, spends at least 30 hours per month drilling, practicing, and/or rehearsing firefighting skills & equipment. That’s at a minimum of 360 hours per year of ongoing, on-the-job firefighter training. Outstanding. When the smoke is showing and the flames are roiling, they will be ready. They all displayed the same proud grin at how well trained their people are. For each of them, however, that smug grin quickly turned when I then asked about the number of hours per day each firefighter/paramedic spends drilling on or practicing patient care related techniques, skills, and tools. Every one of them squirmed as they responded with the truth that the department only offers three hours of patient care related education per month. That’s roughly a maximum of 36 hours of paramedic training for the entire year. It got worse when further testimony showed that patient care related calls account for more than 80 percent of their call volume and fire related calls less than 20 percent, I could see each of them deflate on the witness stand when I asked how they could truthfully say they were committed to providing the best patient care when barely 10 percent of their training addresses patient care, which constitutes over 80 percent of your department’s calls. The answers were more disjointed and nonsensical than a White House press briefing. Of course, across America the 10:1 ratio of ongoing firefighting training to EMS training is pretty consistent, which begs the question: Don’t they get it? Excellence is the product of practice. How can any rational person look at a 10:1 training ratio and declare themselves committed to the highest level of care? How can an agency neglect training on the most significant aspect of the business and then be surprised when issues of negligence and liability arise? Once again, it seems that old-school culture leaves EMS stuck in the mud and the law is not going to wait for agencies to figure out that living in the past compromises the future.

The first Superfortress reached Tokyo just after midnight, dropping flares to mark the target area. Then came the onslaught. Hundreds of planes—massive winged mechanical beasts roaring over Tokyo, flying so low that the entire city pulsed with the booming of their engines. The US military’s worries about the city’s air defenses proved groundless: the Japanese were completely unprepared for an attacking force coming in at five thousand feet. The full attack lasted almost three hours; 1,665 tons of napalm were dropped. LeMay’s planners had worked out in advance that this many firebombs, dropped in such tight proximity, would create a firestorm—a conflagration of such intensity that it would create and sustain its own wind system. They were correct. Everything burned for sixteen square miles. Buildings burst into flame before the fire ever reached them. Mothers ran from the fire with their babies strapped to their backs only to discover—when they stopped to rest—that their babies were on fire. People jumped into the canals off the Sumida River, only to drown when the tide came in or when hundreds of others jumped on top of them. People tried to hang on to steel bridges until the metal grew too hot to the touch, and then they fell to their deaths. After the war, the US Strategic Bombing Survey concluded: “Probably more persons lost their lives by fire at Tokyo in a six-hour period than at any time in the history of man.” As many as 100,000 people died that night. The aircrews who flew that mission came back shaken. [According to historian] Conrad Crane: “They’re about five thousand feet, they are pretty low... They are low enough that the smell of burning flesh permeates the aircraft...They actually have to fumigate the aircraft when they land back in the Marianas, because the smell of burning flesh remains within the aircraft. (...) The historian Conrad Crane told me: I actually gave a presentation in Tokyo about the incendiary bombing of Tokyo to a Japanese audience, and at the end of the presentation, one of the senior Japanese historians there stood up and said, “In the end, we must thank you, Americans, for the firebombing and the atomic bombs.” That kind of took me aback. And then he explained: “We would have surrendered eventually anyway, but the impact of the massive firebombing campaign and the atomic bombs was that we surrendered in August.” In other words, this Japanese historian believed: no firebombs and no atomic bombs, and the Japanese don’t surrender. And if they don’t surrender, the Soviets invade, and then the Americans invade, and Japan gets carved up, just as Germany and the Korean peninsula eventually were. Crane added, The other thing that would have happened is that there would have been millions of Japanese who would have starved to death in the winter. Because what happens is that by surrendering in August, that givesMacArthur time to come in with his occupation forces and actually feedJapan...I mean, that’s one of MacArthur’s great successes: bringing in a massive amount of food to avoid starvation in the winter of 1945.He is referring to General Douglas MacArthur, the supreme commander for the Allied powers in the Pacific. He was the one who accepted theJapanese emperor’s surrender.Curtis LeMay’s approach brought everyone—Americans and Japanese—back to peace and prosperity as quickly as possible. In 1964, the Japanese government awarded LeMay the highest award their country could give a foreigner, the First-Class Order of Merit of the Grand Cordon of the Rising Sun, in appreciation for his help in rebuilding the Japanese Air Force. “Bygones are bygones,” the premier of Japan said at the time.

VC Fred Wilson estimates that a typical startup will turn over its management team three times between its inception and when it achieves significant scale. Wilson emphasizes that turning over a team is not the same as firing someone for poor performance. Still, it can be tough to create new roles for senior managers who can’t handle the evolving demands of their current positions, and terminating them can be demoralizing for colleagues who’ve worked with them since the beginning—especially if those individuals are torchbearers for the startup’s mission and values. Wilson notes that serial entrepreneurs, having seen these patterns before, are better equipped to manage executive churn. He also advises founders to be open with new hires, letting them know that “they may not make it to the finish line, but they will be handsomely compensated with equity.

Most students at Prescott would rather jump off a bridge than risk calling Havoc. And it's the way I start my first day of senior year. Stacey is right: I really do hope I know what I'm doing here. But the phrase is fight fire with fire, right? And I, I need an inferno.

Apple employees are spared such intrusions because they are “scared silent.” As Adam Lashinsky reports in Inside Apple, employees know that revealing company secrets will get them fired on the spot. This penchant for secrecy means the small teams that do most of the work at Apple are given only the slivers of information that executives believe they need. A few years ago, we talked to a senior Apple executive who speculated—but, of course, didn’t know—that CEO Tim Cook might be the only person who knew all the major features of the next iPhone.

Only state officials could set fire, but people were not allowed to light the lamp?

But through it all, Bezos never showed anxiety or appeared to worry about the wild swings in public sentiment. “We were all running around the halls with our hair on fire thinking, What are we going to do?” says Mark Britto, a senior vice president. But not Jeff. “I have never seen anyone so calm in the eye of a storm. Ice water runs through his veins,” Britto says.

In the inns of certain Himalayan villages is practiced a refined tea ceremony. The ceremony involves a host and exactly two guests, neither more nor less. When his guests have arrived and seated themselves at his table, the host performs three services for them. These services are listed in the order of the nobility the Himalayans attribute to them: stoking the fire, fanning the flames, and pouring the tea. During the ceremony, any of those present may ask another, “Honored Sir, may I perform this onerous task for you?” However, a person may request of another only the least noble of the tasks which the other is performing. Furthermore, if a person is performing any tasks, then he may not request a task that is nobler than the least noble task he is already performing. Custom requires that by the time the tea ceremony is over, all the tasks will have been transferred from the host to the most senior of the guests. How can this be accomplished?3

The violinist launched into the figures of a minuet, and Zephyra came and went with a tray until the table was loaded with the soups and meats of the first course, in silver dishes stowed among the candelabras. Mr Lovell carved from a grand ham blackened with molasses. While he passed along plates, and exchanged pleasantries, Smith was able to consider upon the informative and (as it were) strategic design of the plan according to which the diners had been bestowed at table: his own placement amidst the knot of the adult men, where Captain Prettyman and Van Loon senior could rake him from opposite, and Mr Lovell could contribute enfilading fire from his left, while Hendrick remained just in range should reinforcements be required, and the careful removal meantime from out his conversational reach of all the women except Tabitha, who was presumably considered an armament in herself. Little

Aung San spent the rest of 1940 in the Japanese capital, learning Japanese and apparently getting swept away in all the fascist euphoria surrounding him. “What we want is a strong state administration as exemplified in Germany and Japan. There shall be one nation, one state, one party, one leader . . . there shall be no nonsense of individualism. Everyone must submit to the state which is supreme over the individual . . . ,” he wrote in those heady days of the Rising Sun.8 He spoke Japanese, wore a kimono, and even took a Japanese name. He then sneaked back into Burma, landing secretly at Bassein. He changed into a longyi and then took the train unnoticed to Rangoon. He made contact with his old colleagues. Within weeks, in small batches and with the help of Suzuki’s secret agents in Rangoon, Aung San and his new select team traveled by sea to the Japanese-controlled island of Hainan, in the South China Sea. There were thirty in all—the Thirty Comrades—and they would soon be immortalized in nationalist mythology. Aung San at twenty-five was one of the three oldest. He took Teza meaning “Fire” as his nom de guerre. The other two took the names Setkya (A Magic Weapon) and Ne Win (the Bright Sun). All thirty prefixed their names with the title Bo. “Bo” meant an officer and had come to be the way all Europeans in Burma were referred to, signifying their ruling status. The Burmese were now to have their own “bo” for the first time since 1885. But six months of harsh Japanese military training still lay ahead. It wasn’t easy, and at one point some of the younger men were close to calling it quits. Aung San, Setkya, and Ne Win received special training, as they were intended for senior positions. But all had to pass through the same grueling physical tests, saluting the Japanese flag and learning to sing Japanese songs. They heard tales of combat and listened to Suzuki boasting of how he had killed women and children in Siberia.9 It was a bonding experience that would shape Burmese politics for decades to come.

In researching for my stupid senior project on apocalypses, the only thing I really found interesting was all of the different ways people think the world is going to end. I read Wikipedia pages and collected catastrophes. An enormous snake is going to swallow the world. Fire and brimstone is going to fall from the sky. Freezing. Flooding. Four horsemen and a whore. Falling stars and empty oceans. It doesn't end like that, though. What it actually feels like when the world explodes, the instant it explodes, is nothing. The explosion doesn't hurt at all. It doesn't hurt until you hit the ground.

This drama was based on the true story of Constance Jeanne Sammarco, who, in 2012, was a 62-year-old, senior Caucasian teacher who was employed at Fairmont Heights High School, a 99% African American public school. She was charged with teacher incompetence by her Principal, Nakia Nicholson, who was an African American, and took leadership of the school when she was 35- years- old. In 2014, the 99% African American School Board of Prince George’s County in Maryland, officially fired Constance Jeanne Sammarco, an advanced placement teacher, and declared her an incompetent teacher.

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.

I also quickly came to appreciate the importance of watching what’s said around clients. When clients make unexpected requests for legal advice – as they often do – I learned that it was better to tell them I’d get back to them with an answer, and go away, research the question, and consult with a supervising attorney, rather than firing back an answer off-the-cuff. A friend of mine at another firm told me a story that illustrates the risks of saying too much. It seems an insurance company had engaged my friend’s California-based firm to help in defending against an environmental claim. This claim entailed reviewing huge volumes of documents in Arizona. So my friend’s firm sent teams of associates to Arizona, all expenses paid, on a weekly basis. Because the insurance company also sent its own lawyers and paralegals, as did other insurance companies who were also defendants in the lawsuit, the document review facility was often staffed with numerous attorneys and paralegals from different firms. Associates were instructed not to discuss the case with anyone unless they knew with whom they were speaking. After several months of document review, one associate from my friend’s firm abandoned his professionalism and discretion when he began describing to a young woman who had recently arrived at the facility what boondoggles the weekly trips were. He talked at length about the free airfare, expensive meals, the easy work, and the evening partying the trips involved. As fate would have it, the young woman was a paralegal working for the insurance company – the client who was paying for all of his “perks” – and she promptly informed her superiors about his comments. Not surprisingly, the associate was fired before the end of the month. My life as an associate would have been a lot easier if I had delegated work more freely. I’ve mentioned the stress associated with delegating work, but the flip side of that was appreciating the importance of asking others for help rather than doing everything myself. I found that by delegating to paralegals and other staff members some of my more tedious assignments, I was free to do more interesting work. I also wish I’d given myself greater latitude to make mistakes. As high achievers, law students often put enormous stress on themselves to be perfect, and I was no different. But as a new lawyer, I, of course, made mistakes; that’s the inevitable result of inexperience. Rather than expect perfection and be inevitably disappointed, I’d have been better off to let myself be tripped up by inexperience – and focus, instead, on reducing mistakes caused by carelessness. Finally, I tried to rely more on other associates within the firm for advice on assignments and office politics. When I learned to do this, I found that these insights gave me either the assurance that I was using the right approach, or guidance as to what the right approach might be. It didn’t take me long to realize that getting the “inside scoop” on firm politics was crucial to my own political survival. Once I figured this out, I made sure I not only exchanged information with other junior associates, but I also went out of my way to gather key insights from mid-level and senior associates, who typically knew more about the latest political maneuverings and happenings. Such information enabled me to better understand the various personal agendas directing work flow and office decisions and, in turn, to better position myself with respect to issues and cases circulating in the office.

investors, and perhaps even customers. As senior writer Austin Carr reports in “Under Fire,” beginning on page 64, failure will be an unavoidable part of defining that future. We also explain the clashing relationship between Twitter and Facebook (page 27), how TV and the web continue to merge (through the eyes of Katie Couric, page 80), and what the evolving science of microbiomes can teach us about human health (page 86). None of these topics would have been predicted by Fast Company’ s founders—a

As I look up at him, I see the sadness in his eyes. I see the pain that he still feels. Amelia was Jake’s high school sweetheart. Their senior year, while he and Blake were on vacation with their family, he got a call from a friend that her and her parents died in a house fire. I don’t remember much about Amelia, but I do remember how much they were in love. And what it did to him.

In 2008 an official website commemorating Sharon’s life and achievements was established, in which, rather than hiding his role in Gaza in those days, it proudly lauded it: Sharon participates in these searches himself. He orders the soldiers to perform a full body search on all males and sometimes imposes curfews on refugee camps in order to conduct a search. The clear goal of the mission is finding terrorists and killing them. The soldiers have orders not to try and capture the terrorists alive. Sharon instructs them to be rough with the local population, to perform searches in the streets and even to strip suspects naked if necessary; to shoot to kill any Arab who holds a gun; to shoot to kill any Arab who does not obey a Stop! call; and to diminish the risk to their lives by employing a big volume of fire, by uprooting trees from orchards which makes it difficult to capture terrorists, by demolishing houses and driving out their owners to other houses in order to pave secure roads. Haider Abd al-Shafi, Senior Palestinian leader, says: ‘Sharon took a decision to open roads in Al Shateya camp and in Rafah for security. That led to removing houses, the houses of refugees, which is an action not to be taken lightly, but there was no objection neither from Dayan nor from the Israeli government. They let Sharon realize his aim and he really destroyed a lot of refugees’ houses.’ Eli Landau, political ally and a friend of Ariel Sharon, says: ‘He was a very senior officer going with the troops from house to house, from bunker to bunker, from orange grove to orange grove, to explain what he meant. Three months later, Gaza was quiet. The terror was crushed with an iron fist, with a vicious hand. He cast fear in Gaza, he was feared.’9 The manner and detail of the retaliation were based on British military counter-insurgency methods employed against the Palestinians during the Arab revolt in the 1930s; it seems that the new rulers of the West Bank and the Gaza Strip were highly impressed by this ruthless methodology. In the case of the British this pattern of inhumanity was in place for three years; in the case of the Palestinians it has lasted for more than fifty years.

Zelensky wanted—he needed—air defenses. F-16 fighter jets, to maintain air supremacy against the far larger Russian Air Force. A no-fly zone. Tanks. Advanced drones. Most important, long-range missile launchers. There was one in particular that the Pentagon, with its penchant for completely unintelligible acronyms, called the High Mobility Artillery Rocket System (HIMARS). Zelensky wanted to arm these launchers with one of the crown jewels of the U.S. Army, a missile known as ATACMS that could strike targets nearly two hundred miles away with precision accuracy. That, of course, would give him the capability to fire right into command-and-control centers deep inside Russian territory—exactly Biden’s worst fear. In time, Zelensky added to his list of requests another weapon that raised enormous moral issues: He sought “cluster munitions,” a weapon many of the arms control advocates in the Biden administration had spent decades trying to limit or ban. Cluster bombs are devastating weapons that release scores of tiny bomblets, ripping apart people and personnel carriers and power lines and often mowing through civilians unlucky enough to be living in the area where they are dropped. Worse yet, unexploded bomblets can remain on the ground for years; from past American battlefields—from Vietnam to Afghanistan and Iraq—there were stories of children killed or maimed after picking one up years later. Blinken told colleagues he had spent much of his professional life getting weapons like this banned. Yet the Pentagon stored them across Europe because they were cruelly effective in wiping out an advancing army. And anyway, they said, the Russians were using cluster munitions in Ukraine. With each proposal it was Biden who was most reluctant: F-16s were simply too provocative, he told his staff, because they could strike deep into Russia. The cluster munitions were simply too dangerous to civilians. Conversations with Zelensky were heated. “The first few calls they had turned pretty tense,” one senior administration official told me. Part of the issue was style. Zelensky, in Biden’s view, was simply not grateful for the aid he was getting—a cardinal sin in Biden’s world. By mid-May 2022, his administration had poured nearly $4 billion to the Ukrainian defenses, including some fifty million rounds of small ammunition, tens of thousands of artillery rounds, major antiaircraft and anti-tank systems, intelligence, medical equipment, and more. Zelensky had offered at best perfunctory thanks before pushing for more.

Why are you even here?” Dain challenges. “No offense, sir, but we weren’t exactly expecting senior leadership on this trip.” “You’re more than aware that Sgaeyl and Tairn are mated.” “Three days?” Dain fires back, leaning in. “You couldn’t make it three days?” “It has nothing to do with him,” I interrupt, setting my dragon down with a little more force than necessary. “That’s up to Tairn and Sgaeyl.” “You never considered that it was you I couldn’t stay away from?

Ingredients: First, add unresolved tension with one Jack Campbell, who is either out sick or out participating in the Senior Skip Day shenanigans taking place during the school day. Mix in nearly twenty-four hours without contact from Wolf, two seconds after essentially baring my soul to him by showing him the thing I am most proud of in this world. Add what is proving to be the most awkward hangout with Landon and a large group of incredibly drunk teenagers on the face of the earth. Add chocolate chips, butter, flour, salt, cocoa powder, eggs, and more embarrassment than the body of a teenage girl can possibly contain, set the oven to a bajillion degrees, and set the whole damn thing on fire.

When Steve Jobs returned to lead Apple in 1997, he fired every general manager of every business unit in the first few weeks (all in the same day). As we detail in chapter 5, within a year Steve’s rebuilt senior team had discontinued all dozen or so computers that Apple was selling when he first returned—and replaced them with four new models.

I’m reaching out because I was recently fired. Your writing on narcissism makes me wonder if my senior pastor was narcissistic. I’m scared because I’ve been told if I say anything about him or the situation I’ll lose my small severance. He’s a bully. I don’t know what recourse I have.

It came to me suddenly that evil was, perhaps, necessarily always more impressive than good. It had to make a show! It had to startle and challenge! It was instability attacking stability. And in the end, I thought, stability will always win. Stability can survive the triteness of Good Fairy Diamond; the flat voice, the rhymed couplet, even the irrelevant vocal statement of "There's a winding road runs down the hill, To the olde world town I love." All very poor weapons it would seem, and yet those weapons would inevitably prevail. The pantomime would end in the way it always ended. The staircase, and the descending cast in order of seniority, with Good Fairy Diamond, practising the Christian virtue of humility and not seeking to be first (or in this case, last) but arriving about halfway through the procession, side by side with her late opponent, now seen to be no longer the snarling Demon King breathing fire and brimstone, but just a man dressed up in red tights.

On the afternoon of Saturday, August 4, 1934, Alagna approached a number of the crew and junior officers an hour before sailing time. He urged them to walk off. Clutching a copy of the Marine Workers’ Voice, the official organ of the Marine Workers International Union, the radioman tried to duplicate the success of the Diamond Cement’s crew. But by the time he had walked the length of the ship he had earned the enmity of Captain Wilmott and every senior officer. They looked on him as a saboteur, a dangerous radical willing to risk their livelihoods in an era when ships’ officers would sign on as watchmen to make a living. The deck crew was not much more sympathetic. Alagna’s conditions on board were undoubtedly better than theirs; most of them had nothing in common with the well-spoken college graduate and his talk of a confrontation with the men who paid their wages. The call to strike was a total failure. Captain Wilmott wanted to fire Alagna at once, but Ferson and Rogers intervened. They argued they could not work a constant radio watch between them. The Radiomarine Corporation said it was impossible to find a replacement at such short notice. So George Alagna was temporarily reprieved. But he was shunned by virtually all the officers and crew. The only exception was George White Rogers. The radio shack continued to be a center of ferment.

In IBD, young associates spent twenty-hour days preparing “books,” the bound presentations senior bankers flipped through during meetings with corporate executives. You took a job there at your peril. After several years preparing these flip books, you either would be fired or promoted, assuming you still were alive. After several more years you would be allowed to carry the books to meetings, and at some point you might even be permitted to speak.

This is exactly what Alan Mulally walked into when he took over as the new CEO at Ford in 2006. Ford was in serious trouble, and Mulally was brought in with the hope that he could save the company. Much as Chief Cauley had done at the CRPD, Mulally made it his first order of business at Ford to find out as much as he could about the current state of things from the people who worked there. The task, however, proved more difficult than he expected. To keep a pulse on the health of the organization, Mulally introduced weekly business plan reviews (BPRs). All his senior executives were to attend these meetings and present the status of their work against the company’s strategic plan, using simple color coding—green, yellow and red. Mulally knew that the company was having serious problems, so he was surprised to see that week after week every executive presented their projects as all green. Finally, he threw up his hands in frustration. “We are going to lose billions of dollars this year,” he said. “Is there anything that’s not going well here?” Nobody answered. There was a good reason for the silence. The executives were scared. Prior to Mulally, the former CEO would regularly berate, humiliate or fire people who told him things he didn’t want to hear. And, because we get the behavior we reward, executives were now conditioned to hide problem areas or missed financial targets to protect themselves from the CEO. It didn’t matter that Mulally said he wanted honesty and accountability; until the executives felt safe, he wasn’t going to get it. (For all the cynics who say there is no place for feelings at work, here was a roomful of the most senior people of a major corporation who didn’t want to tell the truth to the CEO because of how they felt.) But Mulally persisted. In every subsequent meeting he repeated the same question until, eventually, one person, Mark Fields, head of operations in the Americas, changed one slide in his presentation to red. A decision he believed would cost him his job. But he didn’t lose his job. Nor was he publicly shamed. Instead, Mulally clapped at the sight and said, “Mark, that is great visibility! Who can help Mark with this?” At the next meeting, Mark was still the only executive with a red slide in his presentation. In fact, the other executives were surprised to see that Fields still had his job. Week after week, Mulally would repeat his question, We are still losing tons of money, is anything not going well? Slowly executives started to show yellow and red in their presentations too. Eventually, it got to the point where they would openly discuss all the issues they were facing. In the process, Mulally had learned some tricks to help build trust on the team. To help them feel safe from humiliation, for example, he depersonalized the problems his executives faced. “You have a problem,” he would tell them. “You are not the problem.

The senior among them would have been no older than Bran when she went north.

who, with binoculars to his eyes, was watching the encounter. One of the bombers, hit by a six-inch shell, disappeared in a puff of smoke. Yet the others held on, pressing home their attacks. Bill saw a black egg spilling from the leading 109’s belly. ‘I think they’ll miss,’ Fiji’s Captain retorted calmly. ‘It’s a beautiful attack to watch.’ Warspite was under full port rudder when the bomb struck. There was a flash from her starboard 4-inch and 6-inch batteries, and then a gush of steam and white smoke enveloped the battleship. ‘My God,’ Bill heard the Officer of the Watch exclaim. ‘She’s badly hit.’ A silence gripped the impotent watchers on Fiji’s bridge. Bill held his breath as the old lady swung out of line: her bows emerged slowly from the smoke and steam as a swarm of Stukas waited, poised above her, for the kill. Then they peeled off for the final act. Across the water Bill heard the cheering of men’s voices: Warspite’s guns had not ceased firing for an instant. Still they blazed away, red tongues spitting from their barrels. Warspite shook herself, picked up her skirts and, apparently undamaged, resumed her station. ‘Good for her,’ Captain William-Powlett said. ‘But her starboard batteries are knocked out — and so are her boiler room intakes, I reckon, judging by the steam and the white smoke.’ Rear-Admiral King’s Squadron was now coming up fast over the horizon, Naiad’s signal lanterns working overtime as, being the Senior Officer of the forces present, King took over the command from Rear-Admiral Rawlings. ‘It’s an impressive sight,’ Bill murmured to himself. ‘Shall I ever see anything like this again?’ Men sighed with relief as the forces reunited. Naiad and Perth, Carlisle and Calcutta wheeled into station ahead of the battleships, Kandahar and Kingston fitting into the starboard wing of the destroyer screen. The fleet could now concentrate its anti-aircraft fire in these narrows. Bill watched Greyhound. She seemed to be engaging two caiques: the destroyer’s guns flashed, then suddenly one of the caiques blew up. She was probably full of Germans and ammunition. A flight of JU 87Bs, on its way

THE EIGHT PRAYER WATCHES FIRST PRAYER WATCH(6.00PM—9.00PM) Father God in the name of Jesus thank Your love and protection throughout the day. Thank you for Your blanket of protection over our land of South Africa, the continent of Africa and the entire world. You say in your word You will never leave us nor forsake us (Deuteronomy 31:6) and we believe Your word, Your word is true, Your word is alive. Heavenly Father help us to renew your covenant with you concerning our nation, our children, all our assignments that are given by you including our businesses. We declare Jesus Christ as our senior partner in our lives and we ask you Jehovah to bring down your fire in our lives and over the land of South Africa in the mighty name of Jesus. We ask you Holy Spirit to give us of discernment and help us to acknowledge Your Kingship and Your Rulership in the mighty name of Jesus. Thank you King Jesus for answering our prayers, Your are a faithful God and you are the same yesterday today and forever. Thank you Father. Amen

Boundaries can, theoretically, work, but only for a privileged subset of your organization. They’re simply not a sustainable option for the vast majority of workers, especially those who aren’t in senior positions, who are women, who are people of color, or who are disabled. For those groups, attempting to maintain them can lead to an office reputation as difficult, aloof, unresponsive, or the dreaded “such a millennial” or “not a team player.” It might mean getting passed over for promotions or, eventually, getting fired. You can’t 4-Hour Workweek your way out of this problem. You need something structural.

On September 1, 1969, for example, members of the 196th Infantry Brigade in Quang Tin Province spotted a group of Vietnamese. Officers and sergeants, peering through binoculars, conferred about the situation. After about ten minutes of observation the senior officer, Captain David Janca, ordered his machine gunners to open fire and called in an artillery fire mission. A small patrol was then dispatched to the kill zone. “Upon arrival,” assistant machine gunner Robert Gray said later, “we found dead and wounded Vietnamese children.”28 Patrol member Welkie Louie described the scene: “I observed about four to six Vietnamese children lying in one pile, dead. About five meters from this position were two or three wounded Vietnamese children huddled together.”29 Afterward, artillery forward observer Robert Wolz told army investigators that he saw an official document in which “the dead were listed as VC.”30 Another report even referred to them as “NVA”—that is, North Vietnamese army troops.31 In death, this small group of children had morphed into guerrillas and then into uniformed enemy soldiers as the body count wound its way through the military’s statistics generation machine.

You heard, right? Terrence and I are getting married. He's mine," she added unnecessarily. "Yup. Congrats." She waited for more, but that's all I had to say on that matter. "That's it? After you tried to steal him from me senior year, I figured you'd have more to say." Don't take the bait, Lila, don't take the bait. This woman is in charge of pretty much all patient information and she could easily get Bernadette fired. Don't push her. When I didn't respond, she said, "You always had such a smart mouth. Why are you so quiet now?" I fought the urge to roll my eyes. "Because that all happened, what, seven years ago? Maybe even eight? How are you not even over it yet?" She scoffed, so I added, "And if you recall, he came to me when he saw you for the bully you were. Besides, I remember you getting pretty cozy with Derek as well." Her hand flew to her chest and literally clutched at her pearls. "How dare you! Just because you got dumped by your fiancé doesn't mean you have to lie about mine." As usual, good news traveled fast around Shady Palms. "Forget it. I was a fool to think you'd help me." I started to walk away, but knew I couldn't leave it like that and turned back around. "Congratulations to you and Terrence. He's a good guy and there aren't many of them left. I hope you make each other happy. Truly." She stood there with her mouth hanging open as I walked away, trembling but proud. I'd witnessed a tragedy, been interrogated by the police, reconciled with Bernadette, told off Amir, and confronted Janet all in one day. And it wasn't even dinnertime yet.

When confronted with the enormity of operational plans and the intricate microterrain within those plans, it becomes easy to get lost in the details, to become sidetracked or lose focus on the bigger effort. It is crucial, particularly for leaders at the top of the organization, to “pull themselves off the firing line,” step back, and maintain the strategic picture. This is essential to help correctly prioritize for the team. With this perspective, it becomes far easier to determine the highest priority effort and focus all energies toward its execution. Then senior leaders must help subordinate team leaders within their team prioritize their efforts.

The khateeb reiterates that his role is vital and positions himself as the spiritual teacher of the recruits. This position is belied somewhat by my earlier description of my encounter with him and his superiors, an impression strengthened by my conversation with other senior army officers. A retired infantry general shared with me how he had confronted the khateeb’s influence in the barracks while he was in services. A particular khateeb under his command during the Kargil war was asked to go to a post nearer the combat zone to motivate the troops. The cleric refused on the grounds that certain requirements of jihad29 had not been fulfilled, so he could not support the effort. “I summoned him and told him, ‘You talk of jihad; God will decide what is jihad. This is a war zone, and I am ordering a district court martial of you, and I will ensure that you are put before a firing squad right over here in front of my office.’” He then had him posted out of the area with immediate effect. The khateeb is told here that he is in no position to adjudicate what jihad is, the implication being that the military, in this case the commanding officer, has the right to adjudicate this over and above religious authority, whose only role is to motivate troops in the name of jihad as and when ordered by the military officer. The khateeb is a spiritual guide, then, with no real official authority, an army person but not regular army personnel. He is a “harmless” person yet one who must be monitored, as evidenced by the colonel’s initial reluctance to let me talk to him. As another retired infantry general jokingly put it, “He [the khateeb] is uneducated but very motivating.” Much like his soldier-class contemporaries, he is regarded by the officer class as somewhat uncouth but nonetheless essential for the training center. He has the specific task of motivating troops and acting as a religious mascot to lend credence to the militarism project. 265/378

He also advocated Archbold’s ouster, but Senior thought it impossible to fire Archbold in the midst of the antitrust suit.

there was no profession in the state of Texas with worse job security than that of high school football coach. Coaches were fired all the time for poor records. Sometimes it happened with the efficiency of a bloodless coup—one day the coach was there at the office decorated in the school colors and the next day he was gone, as if he had never existed. But sometimes he was paraded before school board meetings to be torn apart by the public in a scene like something out of the Salem witch trials, or had several thousands of dollars’ worth of damage done to his car by rocks thrown by irate fans, or responded to a knock on the door to find someone with a shotgun who wasn’t there to fire him but to complain about his son’s lack of playing time. When Gaines himself went home that Friday night at about two in the morning he found seven FOR SALE signs planted in his lawn. The next night, someone had also smashed a pumpkin into his car, causing a dent. It didn’t bother him. He was the coach. He got paid for what he did and he was tough enough to take it. But he did get upset when he heard that several FOR SALE signs had also been punched into Chavez’s lawn. Brian was just a player, a senior in high school, but that didn’t seem to matter. “That’s sick to me,” said Gaines. “I just can’t understand it.

What was I to do, after sailing the seven seas now that we moved to 33 Van Wart Avenue, on the Scarsdale line of White Plains, NY. Like they say, money doesn’t grow on trees, so it was up to me to find a job. The economy wasn’t all that great and the best I could do was to find a commission job selling home fire detection units. One of the senior salesmen took me under his wing and showed me the ropes. The most important part of the pitch was to emphasize the importance of the fire detection unit and how, after declining our product a family had a fire in their home. The hapless husband was found stretched across the bed where he obviously died attempting to reach the telephone, while his family succumbed to the super-heated poisonous gasses and raging flames. It all could have been prevented if only they would have bought the fire detection unit when it was offered. I hated cold calling and selling something to people that they couldn’t afford was not in my nature. I wasn’t like my brother who could lure a hungry dog off the back of a meat wagon! It wasn’t that I didn’t try, because the more often I told the story the worse it got! I could just tell that the people I talked to knew that I was full of shXt and all I wanted to do was get out of there, although one of the sales rules was that you stayed until the people invited you to leave at least three times. For every rebuttal I had an answer and for every financial problem I had a solution, to put them even further into debt. In the end I would come home with my tail between my legs and with Ursula, watched the midnight horror show with John Zacherle. Dick Clark, a friend, gave Zacherle his nickname, "The Cool Ghoul," and for us it was television at it’s very best in the 1960’s.

Looks like it. We’ll be sure tomorrow.” “My God. All this time, and he was in the water?” Wolf narrowed his eyes. “What do you remember about it?” “I remember he went missing on the Fourth of July. They were all saying he went up to the lake and never came back. He went up to see ... ah, I forgot her name. But some weird girl, used to be homeschooled? Remember? Lived on the western shore? Everyone was saying that her dad killed him.” Wolf pulled his eyebrows together. “How do you remember all this while I didn’t recall any of it?” Sarah smiled. “I don’t know, Sheriff Wolf. How didn’t you? Oh wait, because you were doing two-a-days in Fort Collins, trying to impress the CSU cheerleaders with your tight spirals the summer after our senior year.” Wolf smiled. “Ah. Right. I had already impressed the right cheerleader by then.” Sarah smiled sheepishly and looked down. The past, damn it. Wolf had learned recently that talking about their past with Sarah was a sure-fire way to ruin the moment, and he’d just done it again. “Anyway,” Wolf said. “I’d rather not talk about it anymore. It was a tough day, and I’m excited to

My job as the XO is fire extinguisher. I solve the problems so that the captain doesn’t have to. But, paradoxically, I’m also a fire starter; I’m here to encourage people, get the sparks flying on dry wood, and build up the senior staff so they can do their jobs.

It’s a well-known statistic that there are 800 burial sites around Chernobyl. He was expecting some sort of amazing engineering structures, but they were just ordinary pits. They were filled with trees from the ‘red forest’ that was cut down in a 150 hectare area around the reactor. In the first two days after the accident, pine trees turned red and then russet. There were thousands of tonnes of iron and steel, pipes, work clothes, concrete structures. He showed me an illustration from an English magazine, panoramic, from the air. Thousands of tractors, aircraft, fire engines and ambulances. The largest burial site was said to be next to the reactor. He wanted to photograph it now, ten years on, and had been promised a lot of money for the image. So there we were, being sent from one senior official to another. One said they needed a location from us, another that we needed a permit. We were just getting the run-around, until it dawned on me that this burial site did not exist. There no longer was a site in reality, only in reports. The machinery had long ago been looted and taken off to markets, to collective farms or people’s homes for spare parts. It was all gone. The Englishman could not understand that. He could not believe it. When I told him the truth, he simply could not believe it!

. King Saud eventually recognized that this liberal cabinet was costing him more support than it produced, and that the free princes had political aspirations of their own. In September 1961, he fired them and appointed more of his own sons to senior positions.

(Flynn was “a colonel in a general’s uniform,” according to one senior intelligence figure.)

virtually the entire senior staff and cabinet of the Trump presidency, past and present, had traveled through the stages of adventure, challenge, frustration, battle, self-justification, and doubt, before finally having to confront the very real likelihood that the president they worked for—whose presidency they bore some official responsibility for—didn’t have the wherewithal to adequately function in his job.

The three senior guys in the campaign,” an incredulous Bannon went on, “thought it was a good idea to meet with a foreign government inside Trump Tower in the conference room on the twenty-fifth floor—with no lawyers. They didn’t have any lawyers. Even if you thought that this was not treasonous, or unpatriotic, or bad shit, and I happen to think it’s all of that, you should have called the FBI immediately. Even if you didn’t think to do that, and you’re totally amoral, and you wanted that information, you do it in a Holiday Inn in Manchester, New Hampshire, with your lawyers who meet with these people and go through everything and then they verbally come and tell another lawyer in a cut-out, and if you’ve got something, then you figure out how to dump it down to Breitbart or something like that, or maybe some other more legitimate publication. You never see it, you never know it, because you don’t need to.… But that’s the brain trust that they had.

But now there seemed to be a new understanding: Donald Trump believed he had vastly more power, authority, and control than in fact he had, and he believed his talent for manipulating people and bending and dominating them was vastly greater than it was. Pushing this line of reasoning just a little further: senior staff believed the president had a problem with reality, and reality was now overwhelming him.

The chance that Don Jr. did not walk these jumos up to his father’s office on the twenty-sixth floor is zero,” said an astonished and derisive Bannon, not long after the meeting was revealed. “The three senior guys in the campaign,” an incredulous Bannon went on, “thought it was a good idea to meet with a foreign government inside Trump Tower in the conference room on the twenty-fifth floor—with no lawyers. They didn’t have any lawyers. Even if you thought that this was not treasonous, or unpatriotic, or bad shit, and I happen to think it’s all of that, you should have called the FBI immediately.

this was the fundamental hypothesis of the senior staff, shared by Walsh and everyone else: Trump must know what he was doing, his intuition must be profound.

senior staff believed the president had a problem with reality, and reality was now overwhelming him.

This—insulting Donald Trump’s intelligence—was both the thing you could not do and the thing—drawing there-but-for-the-grace-of-God guffaws across the senior staff—that everybody was guilty of. Everyone, in his or her own way, struggled to express the baldly obvious fact that the president did not know enough, did not know what he didn’t know, did not particularly care, and, to boot, was confident if not serene in his unquestioned certitudes. There was now a fair amount of back-of-the-classroom giggling about who had called Trump what. For Steve Mnuchin and Reince Priebus, he was an “idiot.” For Gary Cohn, he was “dumb as shit.” For H. R. McMaster he was a “dope.” The list went on.

coal still represents almost 60 percent of China’s total energy supply. “China is not going to abandon coal,” said a senior official. “China is different from Europe. China is a developing country. We need to maintain our consumption, but it also means good use of coal, cleaner coal.” China’s new Five Year Plan (2021–2025) puts a renewed emphasis on coal for energy security and calls for “safe and green coal mining” and “clean and efficient” coal-fired plants.