Hire And Fire Quotes

Magnus glared at him out of gold-green eyes. “If I wanted to lie on a couch and complain to someone about my parents, I’d hire a psychiatrist.” “Ah,” said Jace. “But my services are free.” “I heard that about you.

There is nobody in this country who got rich on their own. Nobody. You built a factory out there - good for you. But I want to be clear. You moved your goods to market on roads the rest of us paid for. You hired workers the rest of us paid to educate. You were safe in your factory because of police forces and fire forces that the rest of us paid for. You didn't have to worry that marauding bands would come and seize everything at your factory... Now look. You built a factory and it turned into something terrific or a great idea - God bless! Keep a hunk of it. But part of the underlying social contract is you take a hunk of that and pay forward for the next kid who comes along.

You can't start a fire Worrying 'bout your little world falling apart This gun's for hire Even if we're just dancing in the dark

That scene in the office stayed with me. Those cigars, the fine clothes. I thought of good steaks, long rides up winding driveways that led to beautiful homes. Ease. Trips to Europe. Fine women. Were they that much more clever than I? The only difference was money, and the desire to accumulate it. I'd do it too! I'd save my pennies. I'd get an idea, I'd spring a loan. I'd hire and fire. I'd keep whiskey in my desk drawer. I'd have a wife with size 40 breasts and an ass that would make the paperboy on the corner come in his pants when he saw it wobble. I'd cheat on her and she'd know it and keep silent in order to live in my house with my wealth. I'd fire men just to see the look of dismay on their faces. I'd fire women who didn't deserve to be fired.

Clarabelle...Clarabelle... You worked as Kenspeckle Grouse's assistant, did you not?' 'One of the. He fired all the others.' 'But not you?' 'He fired me on the second day, but I kept coming in. I had nowhere else to go.' 'And then you killed him.' 'Yes.' 'A Remnant squirmed inside you, and you killed Kenspeckle Grouse.' 'Yes.' Nye grinned. 'You're hired. But I have warn you, if you try to kill me, I will dissect you and sing along to your screams.' 'Can I have Mondays off?' 'You may.

You’re in the Courtyard. Whatever rules humans have for employers aren’t my rules unless I say they’re my rules. So I can hire you even though you don’t have any idea what you’re doing, and I can fire you for having stinky hair!

Poison is a coward's weapon'' the king complained. Ned had heard enough. ''You send hired knives to kill a fourteen-year-old girl and still quibble about honor?

My approach was to hire, train, test, and then fire or promote quickly, so that we could rapidly identify the excellent hires and get rid of the ordinary ones, repeating the process again and again until the percentage of those who were truly great was high enough to meet our needs.

Talent is indispensable, although it is 'always' replaceable. Just remember the simple rules concerning talent: Identify It, Hire It, Nurture It, Reward It, Protect It. And when the time comes, Fire It.

They have clubbed us off the streets they are stronger they are rich they hire and fire the politicians the newspapereditors the old judges the small men with reputations the collegepresidents the wardheelers (listen businessmen collegepresidents judges America will not forget her betrayers) they hire the men with guns the uniforms the policecars the patrolwagons all right you have won you will kill the brave men our friends tonight (author's punctuation)

So long as the people with the power - to hire and fire you, approve or deny your loan, or write up your speeding ticket - look at you through the lens of institutionalized racism, sexism, homophobia or any other -sim they've learned form stories, videos, media and other biased individuals, a single win means nothing. We cannot effect true change alone.

And I'll have you know that if you hurt my son again, if he so much as sighs sadly over his coffee, I will hire a man, a Russian, probably, to hunt you down and rip all that shiny black hair from your head, then break your skinny arms and legs, and set you on fire, and then put you out with a hammer. And should there be children from your beastly rutting, I shall have the Russian man cut them to tiny pieces and feed them to Madame Jacob's dog. because, although he may be only a worthless, simpleminded, libertine artist, Lucien is my favorite, and I will not have him hurt. Do you understand?

There is nobody in this country who got rich on his own. Nobody. You built a factory out there? Good for you. But I want to be clear: You moved your goods to market on the roads the rest of us paid for. You hired workers the rest of us paid to educate. You were safe in your factory because of police forces and fire forces that the rest of us paid for. You didn't have to worry that marauding bands would come and seize everything at your factory, and hire someone to protect against this, because of the work the rest of us did. Now look, you built a factory and it turned into something terrific, or a great idea? God bless! Keep a big hunk of it. But part of the underlying social contract is you take a hunk of that and pay forward for the next kid who comes along.

What Dino spent most of his time doing was hiring and firing new managers. Since he ditched William Tiero three-plus years ago, he just want through these poor guys like you go through a bag of M&M's when you've got your period. Consume, and on the the next.

I’m a firm believer that most people who do great things are doing them for the first time. Returning to my theory of hiring, I’d rather have someone all fired up to do something for the first time than someone who’s done it before and isn’t that excited to do it again. You rarely go wrong giving someone who is high potential the shot.

Lousy players, poor leverage. Said another way, business success is highly dependent on who you hire and who you don’t fire.

Accept people as they are, but place them where they belong. You are the CEO of your life. Hire, fire & promote accordingly.

By the time I walked down the aisle—or rather, into a judge’s chambers—I had lived fourteen independent years, early adult years that my mother had spent married. I had made friends and fallen out with friends, had moved in and out of apartments, had been hired, fired, promoted, and quit. I had had roommates I liked and roommates I didn’t like and I had lived on my own; I’d been on several forms of birth control and navigated a few serious medical questions; I’d paid my own bills and failed to pay my own bills; I’d fallen in love and fallen out of love and spent five consecutive years with nary a fling. I’d learned my way around new neighborhoods, felt scared and felt completely at home; I’d been heartbroken, afraid, jubilant, and bored. I was a grown-up: a reasonably complicated person. I’d become that person not in the company of any one man, but alongside my friends, my family, my city, my work, and, simply, by myself. I was not alone.

No theory ever benefited by the application of data, Amy. Data kills theories. A theory has no better time than when it's lying there naked, pure, unsullied by facts. Let's just keep it that way for a while." "So you don't really have a theory?" "Clueless." "You lying bag of fish heads." "I can fire you, you know. Even if Clay was the one that hired you, I'm not totally superfluous to this operation yet. I'm kind of in charge. I can fire you. Then how will you live?" "I'm not getting paid." "See, right there. Perfectly good concept ruined by the application of fact.

This is the violence that captures our fear and attention, even though only 20 percent of all homicides are committed by strangers. The other 80 percent are committed by people we know, so I’ll focus on those we hire, those we work with, those we fire, those we date, those we marry, those we divorce.

Bad boss? Fire him/her. When you're interviewing for a job, You're job is to interview them. You are an equal.

Pilgrims, digging in shifts, dig till midnight in mining pits, chipping flint with picks, drilling schist with drills, striking it rich mining zinc. Irish firms, hiring micks whilst firing Brits, bring in smiths with mining skills: kilnwrights grilling brick in brickkilns, millwrights grinding grist in gristmills. Irish tinsmiths, fiddling with widgits, fix this rig, driving its drills which spin whirring drillbits.

Every day, the prince returned with honeyed words. He brought gifts, hired musicians. Every day, the fairie was gracious and kind, but composed. Still, he wore down her defenses with his charm. And the prince was sincere in his courtship - he somehow forgot how rakish his intentions were. He was a man who lived for the present moment.

McChrystal never should have been hired for this job given the outrageous cover-up he participated in after the friendly fire death of Pat Tillman. He was lucky to keep the job after his 'Seven Days in May' stunt in London last year when he openly lobbied and undercut the president on the surge. But with the latest sassing, and the continued Sisyphean nature of the surge he urged, McChrystal should offer his resignation. He should try subordination for a change.

the days of the bosses, yellow men with bad breath and big feet, men who look like frogs, hyenas, men who walk as if melody had never been invented, men who think it is intelligent to hire and fire and profit, men with expensive wives they possess like 60 acres of ground to be drilled or shown off or to be walled away from the incompetent, men who'd kill you because they're crazy and justify it because it's the law, men who stand in front of windows 30 feet wide and see nothing, men with luxury yachts who can sail around the world and never get out of their vest pockets, men like snails, men like eels, men like slugs, and not as good... - something for the touts, the nuns, the grocery clerks and you...

I took a deep breath, inhaling the musty scent of unbrushed velvet and candle wax. So the room was blood red, dark, and scary. I was here to get yelled at and maybe fired by a hooker in a sari, not sacrificed to Satan on a stone altar. p.250

But in every church there are people who, for reasons which seem sufficient to them, do not approve of their pastor and seek to harry him and bully him into some condition pleasing to themselves. The democracy which the Reformation brought into the Christian Church rages in their bosoms like a fire; they would deny that they regard their clergyman as their spiritual hired hand, whom they boss and oversee for his own good, but that is certainly the impression they give to observers.

When I was thirteen, I wed a crofter’s daughter. Or so I thought her. I was blind with love for her, and thought she felt the same for me, but my father rubbed my face in the truth. My bride was a whore Jaime had hired to give me my first taste of manhood.

When we buy a product, we essentially “hire” something to get a job done. If it does the job well, when we are confronted with the same job, we hire that same product again. And if the product does a crummy job, we “fire” it and look around for something else we might hire to solve the problem.

We even hired a Faux-Bama, or fake Obama, to record a video where Trump ritualistically belittled the first black president and then fired him, a kind of fantasy fulfillment that it was hard to imagine any adult would spend serious money living out—until he did the functional equivalent in the real world.

Entrepreneurs often mistake their business plan as a cookbook for execution, failing to recognize that it is only a collection of unproven assumptions. At its back, a revenue plan blessed by an investor, and composed overwhelmingly of guesses, suddenly becomes an operating plan driving hiring, firing, and spending. Insanity.

Any chief executive who hires a consultant to give them strategy should be fired.

Hire slowly and fire quickly.

If your group includes a person who can hire or fire, groupthink comes into play.

We hire for difference and then we fire because they aren’t the same.

You must always hire, fire, review, reward, and recognize with your Core Values in mind. Within one year of doing this, you’ll be happier.

...the leader should reserve to himself the hiring, compensating, motivating, molding, assessing and firing of his chief lieutenants.

Government gets involved in whom a business may hire, how much it pays, and the benefits it provides. The government may make it next to impossible to fire someone without risking a lawsuit.

There is nobody in this country who got rich on his own. Nobody. You built a factory out there? Good for you. But I want to be clear: You moved your goods to market on the roads the rest of us paid for. You hired workers the rest of us paid to educate. You were safe in your factory because of police forces and fire forces that the rest of us paid for. You didn’t have to worry that marauding bands would come and seize everything at your factory, and hire someone to protect against this, because of the work the rest of us did. Now look, you built a factory and it turned into something terrific, or a great idea? God bless! Keep a big hunk of it. But part of the underlying social contract is you take a hunk of that and pay forward for the next kid who comes along.

Finally, it was the right-wing diva and Trump supporter Ann Coulter who took the president-elect aside and said, “Nobody is apparently telling you this. But you can’t. You just can’t hire your children.

Massachusetts senator Elizabeth Warren put it eloquently: “There is nobody in this country who got rich on his own. Nobody. You built a factory out there, good for you. But, I want to be clear: you moved your goods to market on the roads the rest of us paid for. You hired workers the rest of us paid to educate. You were safe in your factory because of police forces and fire forces that the rest of us paid for. You didn’t have to worry that marauding bands would come and seize everything at your factory and hire someone to protect against this because of the work the rest of us did. Now look, you built a factory and it turned into something terrific or a great idea. God bless. Keep a big hunk of it. But part of the underlying social contract is you take a hunk of that and pay forward for the next kid who comes along.

As of 2020, in forty-eight states, it is perfectly legal to fire someone, refuse to hire them, deny them housing, or turn them down for a table at a restaurant or a room in a hotel simply because they’re fat.

I screwed up so bad. Do you want to just fire me?” Meijer asked, resigned. “Fire you? You have fifteen years in this work. If I hire a twenty-something greenie to replace you, I get to watch him make all the stupid mistakes you’ve made over those years. You’ve moved on to learning from really colossal screw-ups. Surely you are within a decade or two of being a genuine expert who has made every mistake possible known to the trade.

They get on with it. Even after imagining all this fineness—the girls (check), Edward (check)—I bawled, stuck on the awful thought that the reason I’d ended up in Ellen Tanner’s house, the reason no one had hired me as a waitress or bartender, the reason I’d been fired by Eugenia Brown and answered an ad from a widower, was so I could see how a family goes on, so I could witness their suffering, their slow but indisputable survival.

There are some people who actually enjoy firing. Beware of them. Firing instills a culture of fear that will inevitably fail, and “I’ll just fire them” is an excuse for not investing the time to execute the hiring process well.

Haven’t you figured it out? Giving money away doesn’t solve anything. Asking the zottarich to redeem themselves by giving money away acknowledges that they deserve it all, should be in charge of deciding where it goes. It’s pretending that you can get rich without being a bandit. Letting them decide what gets funded declares the planet to be a giant corporation that the major shareholders get to direct. It says that government is just middle-management, hired or fired on the whim of the directors.

That was the great misconception about men: because they dealt with money, because they could hire someone on and later fire him, because they alone filled state assemblies and were elected congressional representatives, everyone thought they had power. Yet all the hiring and firing, the land deals and the lumber contracts, the complicated process for putting through a constitutional amendment-these were only bluster. They were blinds to disguise the fact of men's real powerlessness in life. Men controlled the legislatures, but when it came down to it, they didn't control themselves. Men had failed to study their own minds sufficiently, and because of this failure they were at the mercy of fleeting passions; men, much more than women, were moved by petty jealousies and the desire for petty revenges. Because they enjoyed their enormous but superficial power, men had never been forced to know themselves the way that women, in their adversity and superficial subservience, had been forced to learn about the workings of their brains and their emotions.

The real power—the power to hire, fire, and spend money—still lay mostly with the city manager, except that he was appointed by, and could therefore be dismissed by, the members of the City Council. The end result was that no one was ever really in charge in Yonkers.

The owners and top managers of most news media organizations tend to be conservative and Republican. This is hardly surprising. The shareholders and executives of multi-billion-dollar corporations are not very interested in undermining the free enterprise system, for example, income from offended advertisers. These owners and managers ultimately decide which reporters, newscasters, and editors to hire or fire, promote or discourage. Journalists who want to get a head, therefore, may have to come to terms with the policies of the people who own and run media businesses.

Much as I loved the job and the people I worked with, I didn’t fit into the Shearson organization. I was too wild. For example, as a joke that now seems pretty stupid, I hired a stripper to drop her cloak while I was lecturing at a whiteboard at the California Grain & Feed Association’s annual convention. I also punched my boss in the face. Not surprisingly, I was fired. But the brokers, their clients, and even the ones who fired me liked me and wanted to keep getting my advice. Even better, they were willing to pay me for it, so in 1975 I started Bridgewater Associates.

These deep thinkers were the only people he could not stand to be around for long, these people who’d never manufactured anything or seen anything manufactured, who did not know what things were made of or how a company worked, who, aside from a house or a car, had never sold anything and didn’t know how to sell anything, who’d never hired a worker, fired a worker, trained a worker, been fleeced by a worker—people who knew nothing of the intricacies or the risks of building a business or running a factory but who nonetheless imagined that they knew everything worth knowing.

defiance of law and tone, and everybody’s disbelieving looks, the president seemed intent on surrounding himself in the White House with his family. The Trumps, all of them—except for his wife, who, mystifyingly, was staying in New York—were moving in, all of them set to assume responsibilities similar to their status in the Trump Organization, without anyone apparently counseling against it. Finally, it was the right-wing diva and Trump supporter Ann Coulter who took the president-elect aside and said, “Nobody is apparently telling you this. But you can’t. You just can’t hire your children.

And I’ll have you know that if you hurt my son again, if he so much as sighs sadly over his coffee, I will hire a man, a Russian, probably, to hunt you down and rip all that shiny black hair from your head, then break your skinny arms and legs, and set you on fire, and then put you out with a hammer.

The entrepreneur is comfortable raising money, hiring and firing, renting more office space than she needs right now. The entrepreneur must dream big and persuade others to share her dream. The freelancer, on the other hand, can focus on craft. She can most easily build her business by doing great work, consistently.

if something happened and he wasn’t present, he didn’t care about it and barely recognized it. His response then was often just a blank stare. It also fed one theory of why hiring in the West Wing and throughout the executive branch was so slow—filling out the vast bureaucracy was out of his view and thus he couldn’t care less.

and nothing, and nothing. the days of the bosses, yellow men with bad breath and big feet, men who look like frogs, hyenas, men who walk as if melody had never been invented, men who think it is intelligent to hire and fire and profit, men with expensive wives they possess like 60 acres of ground to be drilled or shown-off or to be walled away from the incompetent, men who’d kill you because they’re crazy and justify it because it’s the law, men who stand in front of windows 30 feet wide and see nothing, men with luxury yachts who can sail around the world and yet never get out of their vest pockets, men like snails, men like eels, men like slugs, and not as good

I hold no lands, that is true. But I have certain incomes, and chests of coin set aside. My own father forgot none of his children when he died, and Tywin knew how to reward good service. I feed two hundred knights and can double that number if need be. There are freeriders who will follow my banner, and I have the gold to hire sellswords.

When a woman is leaving her man, when a woman finally decides her departure, Does she still need to water the plants everyday? Does she still need to wash his shirts, socks and jeans? Check all his pockets before washing them? Does she still need to cook food every evening before he comes back? Or just leave everything uncooked in the fridge? Like those days when he was a bachelor? Does she still need to wash the dishes, and sweep the floor? Does she still kiss him? When he comes back through the evening door? Does she still want to make love with hi,? Does she, or will she cry, when she feels her body needs somebody to cover it and warm it, but not this one, the one lies beside hers? Does she, or will she say, I am leaving you, on a particular day? Or at a particular time? Or in a particular moment? Does she, or will she hire a car or a taxi, to take all her things before he understands what is happening? Does she, or will she cry, cry loudly, when she starts leading her lead to a new life, a life without anybody waiting for her and without anybody lighting a fire for her?

Jobs also attacked America’s education system, saying that it was hopelessly antiquated and crippled by union work rules. Until the teachers’unions were broken, there was almost no hope for education reform. Teachers should be treated as professionals, he said, not as industrial assembly- line workers. Principals should be able to hire and fire them based on how good they were. Schools should be staying open until at least 6 p.m. and be in session eleven months of the year. It was absurd, he added, that American classrooms were still based on teachers standing at a board and using textbooks. All books, learning materials, and assessments should be digital and interactive, tailored to each student and providing feedback in real time.

listening to him go on and on and on about Obama and caricature his mannerisms. We even hired a Faux-Bama, or fake Obama, to record a video where Trump ritualistically belittled the first black president and then fired him, a kind of fantasy fulfillment that it was hard to imagine any adult would spend serious money living out—until he did the functional equivalent in the real world.

Harlem, physically at least, has changed very little in my parents’ lifetime or in mine. Now as then the buildings are old and in desperate need of repair, the streets are crowded and dirty, there are too many human beings per square block. Rents are 10 to 58 per cent higher than anywhere else in the city; food, expensive everywhere, is more expensive here and of an inferior quality; and now that the war is over and money is dwindling, clothes are carefully shopped for and seldom bought. Negroes, traditionally the last to be hired and the first to be fired, are finding jobs harder to get, and, while prices are rising implacably, wages are going down. All over Harlem now there is felt the same bitter expectancy with which, in my childhood, we awaited winter: it is coming and it will be hard; there is nothing anyone can do about it.

The unwinding brings freedom, more than the world has ever granted, and to more kinds of people than ever before—freedom to go away, freedom to return, freedom to change your story, get your facts, get hired, get fired, get high, marry, divorce, go broke, begin again, start a business, have it both ways, take it to the limit, walk away from the ruins, succeed beyond your dreams and boast about it, fail abjectly and try again.

One’s email address serves as an identity online and speaks volumes about a person; it may be telling potential clients, partners or employers a whole lot about you: to be hired or fired. Unfortunately most send negative signals, indicating that: you are not a serious person - you are immature - Unprofessional, - Uncouth. etc. Take a look at your email address again today, get professional, be ethical, respectful, be admirable

On Easter Monday there was a great display of fireworks from the Castle of St. Angelo. We hired a room in an opposite house, and made our way, to our places, in good time, through a dense mob of people choking up the square in front, and all the avenues leading to it; and so loading the bridge by which the castle is approached, that it seemed ready to sink into the rapid Tiber below. There are statues on this bridge (execrable works), and, among them, great vessels full of burning tow were placed: glaring strangely on the faces of the crowd, and not less strangely on the stone counterfeits above them. The show began with a tremendous discharge of cannon; and then, for twenty minutes or half an hour, the whole castle was one incessant sheet of fire, and labyrinth of blazing wheels of every colour, size, and speed: while rockets streamed into the sky, not by ones or twos, or scores, but hundreds at a time. The concluding burst - the Girandola - was like the blowing up into the air of the whole massive castle, without smoke or dust. In half an hour afterwards, the immense concourse had dispersed; the moon was looking calmly down upon her wrinkled image in the river; and half - a - dozen men and boys with bits of lighted candle in their hands: moving here and there, in search of anything worth having, that might have been dropped in the press: had the whole scene to themselves.

It was not these policies alone that turned things around; it was also the energy behind the policies: the six-week tour, the firing and hiring, the tough decisions made about the fleet and the fields. A light was burning in the pilothouse, a firm hand had taken hold of the tiller. United Fruit’s stock price stabilized, then began to climb. It doubled in the first two weeks of Zemurray’s reign, reaching $26 a share by the fall of 1933. This had less to do with tangible results—it was too early for that—than the confidence of investors. If you looked in the newspaper, you would see the new head of the company landing his plane on a strip in the jungle, anchoring his boat on the north coast of Honduras, going here and there, working, working, working. In a time of crisis, the mere evidence of activity can be enough to get things moving. Though Zemurray would stay at the helm for another twenty years, United Fruit was saved in his first sixty days.

HOW ENGLISH BECAME A DOUBLE LANGUAGE After the Romans conquered England in the first century AD, they hired German and Scandinavian mercenaries from Anglia and Saxony to help fend off pirates and put down rebellions by the native Picts and Celts. When the Roman Empire abandoned England in 410 AD, more Anglo-Saxons migrated to the island, marginalizing the Gallic-speaking Celts, wiping out the Latin of the Romans, and imposing their Germanic tongue throughout England. But 600 years later Latin came back this roundabout way: In 911 AD Danish Vikings conquered territory along the north coast of France and named it after themselves, Normandy, land of the Norsemen. After 150 years of marriage to French women, these Danes spoke what their mothers spoke, a thousand-year-old French dialect of Latin. In 1066 King Wilhelm of Normandy (a.k.a. William the Conqueror) led his armies across the English Channel and defeated the English king. With that victory, French came to England. Throughout history, foreign conquests usually erase native languages. But England was the exception. For some mysterious reason, the Germanic language of the Anglo-Saxons and the Latinate French of the Normans merged. As a result, the vocabulary of what became modern English doubled. English has at least two words for everything. Compare, for example, the Germanic-rooted words “fire,” “hand,” “tip,” “ham,” and “flow” to the French-derived words “flame,” “palm,” “point,” “pork,” and “fluid.

JFK asked his brother, Attorney General Robert Kennedy, to break up organized crime. Nobody high-up in government has tangled the Mafia. J. E. Hoover, the hired hands of FBI and CIA, ran the assassination teams. They have been used since World War II. JFK was attempting to end the oil-tax depletion rip-offs, to get tax money from oil companies. JFK instituted the nuclear test ban treaty, often called “the kiss of death,” to oppose the Pentagon. JFK called off the Invasion of Cuba. He allowed Castro to live, antagonized narcotics and gambling, oil and sugar interests, formerly in Cuba. JFK asked his brother, Attorney General Robert Kennedy, to break up the CIA, the “hidden government behind my back.” Allen Dulles was fired. Dulles, the attorney for international multinationals, was angry. JFK planned to withdraw troops from Vietnam after the 1964 elections. Nov. 24, 1963, two days after JFK’s burial, the Pentagon escalated the Vietnam war … with no known provocations, after JFK was gone. There was no chance Kennedy could survive antagonizing the CIA, oil companies, Pentagon, organized crime. He was not their man. The assassination of JFK employed people from the Texas-Southwest. It was not a Southern plot. Upstarts could not have controlled the northern CIA, FBI, Kennedy family connections. This was a more detailed, sophisticated conspiracy that was to set the pattern for future murders to take place. The murder was funded by Permindex, with headquarters in Montreal and Switzerland. Their stated purpose was to encourage trade between nations in the Western world. Their actual purpose was fourfold: 1) To fund and direct assassinations of European, Mid-East and world leaders considered threats to the western world, and to Petroleum Interests of their backers. 2) Provide couriers, agents for transporting and depositing funds through Swiss Banks for Vegas, Miami and the international gambling syndicate. 3) Coordinate the espionage activities of White Russian Solidarists and Division V of the FBI, headed by William Sullivan. 4) Build, acquire and operate hotels and gambling casinos. See: Nomenclature of an Assassination Cabal, by William Torbitt.

Years ago, I used to tell new leaders I hired that every person in our organization walked around with two buckets. One bucket contained water, and the other gasoline. As leaders, they would continually come across small fires, and they could pour water or gasoline on a fire. It was their choice. When you choose the water bucket and represent your boss positively, he will appreciate it. That will be especially true when the “fire” you encounter is about your boss. Anytime people work for someone who can’t or won’t lead, there is grumbling. Don’t pour gas on it. Pour water.

Is it fun? Doin' all that detectin'? I always wanted to be a detective. I was one, for about a year, I liked the romance of it all. The suits, the hats, the dark alleys, the femme fetale, all that quick talkin' ... But I couldn't stop killin' folk. I mean, they'd hire me, I'd try to solve their mystery, nut halfway through I'd get bored and end up killin' them, and then the case'd be over and that'd be it. I solved one single murder that whole year, but I don't think that really counts, seein' as how I was the killer. I think that's kinda cheatin', in a way - Billy-Ray Sanguine.

What he did know was that Elinor was very much like his mother: strong-willed and dominant, wielding power in a fashion he could never hope to emulate. That was the great misconception about men: because they dealt with money, because they could hire someone on and later fire him, because they alone filled state assemblies and were elected congressional representatives, everyone thought they had power. Yet all the hiring and firing, the land deals and the lumber contracts, the complicated process for putting through a constitutional amendment—these were only bluster. They were blinds to disguise the fact of men’s real powerlessness in life. Men controlled the legislatures, but when it came down to it, they didn’t control themselves. Men had failed to study their own minds sufficiently, and because of this failure they were at the mercy of fleeting passions; men, much more than women, were moved by petty jealousies and the desire for petty revenges. Because they enjoyed their enormous but superficial power, men had never been forced to know themselves the way that women, in their adversity and superficial subservience, had been forced to learn about the workings of their brains and their emotions.

A good marketer can sell practically anything to anyone. Tobacco is literally dried, decaying vegetable matter that you light on fire and inhale, breathing horrid-tasting, toxic fumes into your lungs.121 At one point marketers promoted smoking as a status symbol and claimed it had health benefits. Once you give it a try, the addictive nature of the drug kicks in, and the agency’s job becomes much easier. If they can get you hooked, the product will sell itself. Since the product is actually poison, advertisers need to overcome your instinctual aversion. That’s a big hill for alcohol advertisements to climb, which is why the absolute best marketing firms on the globe, firms with psychologists and human behavior specialists on staff, are hired to create the ads. These marketers know that the most effective sale is an emotional sale, one that plays on your deepest fears, your ultimate concerns. Alcohol advertisements sell an end to loneliness, claiming that drinking provides friendship and romance. They appeal to your need for freedom by saying drinking will make you unique, brave, bold, or courageous. They promise fulfillment, satisfaction, and happiness. All these messages speak to your conscious and unconscious minds.

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.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

But when it comes right down to it, white feminism often fails to show up for women of color. While white feminism can lean in, can prioritize the CEO level at work, it fails to show up when Black women are not being hired because of their names or fired for hairstyles. It’s silent when schools discriminate against girls of color. Whether it is the centering of white women even when women of color are most likely to be at risk or the complete erasure of issues most likely to impact those who are not white, white feminists tend to forget that a movement that claims to be for all women has to engage with the obstacles women who are not white face.

What I want to happen to religion in the future is this: I want it to be like bowling. It's a hobby, something some people will enjoy, that has some virtues to it, that will have its own institutions and its traditions and its own television programming, and that families will enjoy together. It's not something I want to ban or that should affect hiring and firing decisions, or that interferes with public policy. It will be perfectly harmless as long as we don't elect our politicians on the basis of their bowling score, or go to war with people who play nine-pin instead of ten-pin, or use folklore about backspin to make decrees about how biology works

Inarguably, a successful restaurant demands that you live on the premises for the first few years, working seventeen-hour days, with total involvement in every aspect of a complicated, cruel and very fickle trade. You must be fluent in not only Spanish but the Kabbala-like intricacies of health codes, tax law, fire department regulations, environmental protection laws, building code, occupational safety and health regs, fair hiring practices, zoning, insurance, the vagaries and back-alley back-scratching of liquor licenses, the netherworld of trash removal, linen, grease disposal. And with every dime you've got tied up in your new place, suddenly the drains in your prep kitchen are backing up with raw sewage, pushing hundreds of gallons of impacted crap into your dining room; your coke-addled chef just called that Asian waitress who's working her way through law school a chink, which ensures your presence in court for the next six months; your bartender is giving away the bar to under-age girls from Wantagh, any one of whom could then crash Daddy's Buick into a busload of divinity students, putting your liquor license in peril, to say the least; the Ansel System could go off, shutting down your kitchen in the middle of a ten-thousand-dollar night; there's the ongoing struggle with rodents and cockroaches, any one of which could crawl across the Tina Brown four-top in the middle of the dessert course; you just bought 10,000 dollars-worth of shrimp when the market was low, but the walk-in freezer just went on the fritz and naturally it's a holiday weekend, so good luck getting a service call in time; the dishwasher just walked out after arguing with the busboy, and they need glasses now on table seven; immigration is at the door for a surprise inspection of your kitchen's Green Cards; the produce guy wants a certified check or he's taking back the delivery; you didn't order enough napkins for the weekend — and is that the New York Times reviewer waiting for your hostess to stop flirting and notice her?

Gut Feel Versus Structure Many leaders, especially those who run smaller organizations, believe that they have the natural skills they need to choose good people without any real process. They look back at their careers and remember the good employees they’ve hired and give themselves credit for having recognized those people’s potential. However, they seem to block out the memories of the unsuccessful hires they’ve made, or they justify those mistakes based on the hidden behavioral deficiencies in the people they later had to fire. Whatever the case, they persist in the belief that they know a good person when they see one and that they can go about the hiring process without much structure.

Doctor Nye," Clarabelle said. The spider-like being turned to them. "Zombies," it said, mildly surprised. "And a blue-haired girl." "My name is Clarabelle. I'm here looking for a job... I have no medical or scientific training to speak of, and no inclination to learn, and I pick up things fairly slowly because of my short attention span..." "Clarabelle... Clarabelle... You worked as Kenspeckle Grouse's assistant, did you not?" "One of them. He fired all the others." "But not you?" "He fired me on the second day, but I kept coming in. I had nowhere else to go." "And then you killed him." "Yes." "A Remnant squirmed inside you, and you killed Kenspeckle Grouse." "Yes." It grinned. "You're hired.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

If people cannot ever develop into one of our top three cooks, servers, managers, or maître d’s, why would we hire them? How will they help us improve and become champions? It’s pretty easy to spot an overwhelmingly strong candidate or even an underwhelmingly weak candidate. It’s the “whelming” candidate you must avoid at all costs, because that’s the one who can and will do your organization the most long-lasting harm. Overwhelmers earn you raves. Underwhelmers either leave on their own or are terminated. Whelmers, sadly, are like a stubborn stain you can’t get out of the carpet. They infuse an organization and its staff with mediocrity; they’re comfortable, and so they never leave; and, frustratingly, they never do anything that rises to the level of getting them promoted or sinks to the level of getting them fired.

How to build a strong culture44 1. Have strong hiring filters in place. Explicitly filter for people with common values. You need to be careful that this does not act as a mechanism to inadvertently filter out diverse populations. You can have both a common sense of purpose and a diverse employee base at the same time. See later sections and the interview with Joelle Emerson for more information. 2. Constantly emphasize values day-to-day. Repeat them until you are blue in the face. The second you are really sick of saying the same thing over and over, you will find people have started repeating it back to you. 3. Reward people based on performance as well as culture. People should be rewarded (with promotions, financially, etc.) for both productivity and for living the company’s values. 4. Get rid of bad culture fits quickly. Fire bad culture fits even faster than you fire low performers.45 This chapter focuses on #1 above:

Ever since Bob, Giselle, and Dan had presented me with the “Ray Feedback Memo” in the 1990s, I had been much more explicit in writing down and sharing my work principles in the same way I had written down my investment principles. At first, this took the form of shared philosophy statements and emails to the entire company. Then, whenever something new came along that required me to make a decision, I would reflect on my criteria for making that decision and write it down as a principle so people could make the connections between the situation, my principle for handling these situations, and my actions. More and more, we saw everything as “another one of those”—another of a certain type of situation like hiring, firing, determining compensation, dealing with dishonesty—that had principles for handling them. By having them explicitly written out, I could foster the idea meritocracy by having us together reflect on and refine those principles—and then adhere to them.

Finally, I ask our managers to weigh one other critical factor as they handicap the prospect. Do they believe the candidate has the capacity to become one of the top three performers on our team in his or her job category? If people cannot ever develop into one of our top three cooks, servers, managers, or maître d’s, why would we hire them? How will they help us improve and become champions? It’s pretty easy to spot an overwhelmingly strong candidate or even an underwhelmingly weak candidate. It’s the “whelming” candidate you must avoid at all costs, because that’s the one who can and will do your organization the most long-lasting harm. Overwhelmers earn you raves. Underwhelmers either leave on their own or are terminated. Whelmers, sadly, are like a stubborn stain you can’t get out of the carpet. They infuse an organization and its staff with mediocrity; they’re comfortable, and so they never leave; and, frustratingly, they never do anything that rises to the level of getting them promoted or sinks to the level of getting them fired. And

One of my favorite stories is about a newly hired traveling salesman who sent his first sales report to the home office. It stunned the brass in the sales department because it was obvious that the new salesman was ignorant! This is what he wrote: “I seen this outfit which they ain’t never bot a dim’s worth of nothin from us and I sole them some goods. I’m now goin to Chicawgo.” Before the man could be given the heave-ho by the sales manager, along came this letter from Chicago: “I cum hear and sole them haff a millyon.” Fearful if he did, and afraid if he didn’t fire the ignorant salesman, the sales manager dumped the problem in the lap of the president. The following morning, the ivory-towered sales department members were amazed to see posted on the bulletin board above the two letters written by the ignorant salesman this memo from the president: “We ben spendin two much time trying to spel instead of trying to sel. Let’s watch those sails. I want everybody should read these letters from Gooch who is on the rode doin a grate job for us and you should go out and do like he done.

New Rule: Democrats must get in touch with their inner asshole. I refer to the case of Van Jones, the man the Obama administration hired to find jobs for Americans in the new green industries. Seems like a smart thing to do in a recession, but Van Jones got fired because he got caught on tape saying Republicans are assholes. And they call it news! Now, I know I'm supposed to be all reinjected with yes-we-can-fever after the big health-care speech, and it was a great speech--when Black Elvis gets jiggy with his teleprompter, there is none better. But here's the thing: Muhammad Ali also had a way with words, but it helped enormously that he could also punch guys in the face. It bothers me that Obama didn't say a word in defense of Jones and basically fired him when Glenn Beck told him to. Just like dropped "end-of-life counseling" from health-care reform because Sarah Palin said it meant "death panels" on her Facebook page. Crazy morons make up things for Obama to do, and he does it. Same thing with the speech to schools this week, where the president attempted merely to tell children to work hard and wash their hands, and Cracker Nation reacted as if he was trying to hire the Black Panthers to hand out grenades in homeroom. Of course, the White House immediately capitulated. "No students will be forced to view the speech" a White House spokesperson assured a panicked nation. Isn't that like admitting that the president might be doing something unseemly? What a bunch of cowards. If the White House had any balls, they'd say, "He's giving a speech on the importance of staying in school, and if you jackasses don't show it to every damn kid, we're cutting off your federal education funding tomorrow." The Democrats just never learn: Americans don't really care which side of an issue you're on as long as you don't act like pussies When Van Jones called the Republicans assholes, he was paying them a compliment. He was talking about how they can get things done even when they're in the minority, as opposed to the Democrats , who can't seem to get anything done even when they control both houses of Congress, the presidency, and Bruce Springsteen. I love Obama's civility, his desire to work with his enemies; it's positively Christlike. In college, he was probably the guy at the dorm parties who made sure the stoners shared their pot with the jocks. But we don't need that guy now. We need an asshole. Mr. President, there are some people who are never going to like you. That's why they voted for the old guy and Carrie's mom. You're not going to win them over. Stand up for the seventy percent of Americans who aren't crazy. And speaking of that seventy percent, when are we going to actually show up in all this? Tomorrow Glenn Beck's army of zombie retirees descending on Washington. It's the Million Moron March, although they won't get a million, of course, because many will be confused and drive to Washington state--but they will make news. Because people who take to the streets always do. They're at the town hall screaming at the congressman; we're on the couch screaming at the TV. Especially in this age of Twitters and blogs and Snuggies, it's a statement to just leave the house. But leave the house we must, because this is our last best shot for a long time to get the sort of serious health-care reform that would make the United States the envy of several African nations.

The 120 social scientists and investigators hired by the Kerner Commission, working under the guidance of Research Director Robert Shellow, provided a much more perceptive political analysis of the rebellions that the commission never published. In the concluding chapter of the analysis, “America on the Brink: White Racism and Black Rebellion,” the social scientists argued that racism pervaded all U.S. institutions and that blacks “feel it is legitimate and necessary to use violence against the social order. A truly revolutionary spirit has begun to take hold . . . an unwillingness to compromise or wait any longer, to risk death rather than have their people continue in a subordinate status.” Shellow and his team were subsequently fired, and their analysis was removed from the report.46 Powerful evidence supported the Shellow team’s view that many black people in Detroit saw the unrest as political action—that is, as a rebellion. In the Campbell-Schumann survey several months after the incident, 56 percent of the black respondents in Detroit characterized the incident as a “rebellion or revolution,” whereas only 19 percent characterized it as a “riot.”47 In

we have much to learn from the struggles in Alabama and Mississippi in the early 1960s. In the spring of 1963 the Southern Christian Leadership Conference led by Dr. King launched a “fill the jails” campaign to desegregate downtown department stores and schools in Birmingham. But few local blacks were coming forward. Black adults were afraid of losing their jobs, local black preachers were reluctant to accept the leadership of an “Outsider,” and city police commissioner Bull Connor had everyone intimidated. Facing a major defeat, King was persuaded by his aide, James Bevel, to allow any child old enough to belong to a church to march. So on D-day, May 2, before the eyes of the whole nation, thousands of schoolchildren, many of them first graders, joined the movement and were beaten, fire-hosed, attacked by police dogs, and herded off to jail in paddy wagons and school buses. The result was what has been called the “Children’s Miracle.” Inspired and shamed into action, thousands of adults rushed to join the movement. All over the country rallies were called to express outrage against Bull Connor’s brutality. Locally, the power structure was forced to desegregate lunch counters and dressing rooms in downtown stores, hire blacks to work downtown, and begin desegregating the schools. Nationally, the Kennedy administration, which had been trying not to alienate white Dixiecrat voters, was forced to begin drafting civil rights legislation as the only way to forestall more Birminghams. The next year as part of Mississippi Freedom Summer, activists created Freedom Schools because the existing school system (like ours today) had been organized to produce subjects, not citizens. People in the community, both children and adults, needed to be empowered to exercise their civil and voting rights. A mental revolution was needed. To bring it about, reading, writing, and speaking skills were taught through discussions of black history, the power structure, and building a movement. Everyone took this revolutionary civics course, then chose from more academic subjects such as algebra and chemistry. All over Mississippi, in church basements and parish halls, on shady lawns and in abandoned buildings, volunteer teachers empowered thousands of children and adults through this community curriculum. The Freedom Schools of 1964 demonstrated that when Education involves young people in making community changes that matter to them, when it gives meaning to their lives in the present instead of preparing them only to make a living in the future, young people begin to believe in themselves and to dream of the future.

In his book, Nothing Ever Dies: Vietnam and the Memory of War, Viet Thanh Nguyen writes that immigrant communities like San Jose or Little Saigon in Orange County are examples of purposeful forgetting through the promise of capitalism: “The more wealth minorities amass, the more property they buy, the more clout they accumulate, and the more visible they become, the more other Americans will positively recognize and remember them. Belonging would substitute for longing; membership would make up for disremembering.” One literal example of this lies in the very existence of San Francisco’s Chinatown. Chinese immigrants in California had battled severe anti-Chinese sentiment in the late 1800s. In 1871, eighteen Chinese immigrants were murdered and lynched in Los Angeles. In 1877, an “anti-Coolie” mob burned and ransacked San Francisco’s Chinatown, and murdered four Chinese men. SF’s Chinatown was dealt its final blow during the 1906 earthquake, when San Francisco fire departments dedicated their resources to wealthier areas and dynamited Chinatown in order to stop the fire’s spread. When it came time to rebuild, a local businessman named Look Tin Eli hired T. Paterson Ross, a Scottish architect who had never been to China, to rebuild the neighborhood. Ross drew inspiration from centuries-old photographs of China and ancient religious motifs. Fancy restaurants were built with elaborate teak furniture and ivory carvings, complete with burlesque shows with beautiful Asian women that were later depicted in the musical Flower Drum Song. The idea was to create an exoticized “Oriental Disneyland” which would draw in tourists, elevating the image of Chinese people in America. It worked. Celebrities like Humphrey Bogart, Lauren Bacall, Ronald Reagan and Bing Crosby started frequenting Chinatown’s restaurants and nightclubs. People went from seeing Chinese people as coolies who stole jobs to fetishizing them as alluring, mysterious foreigners. We paid a price for this safety, though—somewhere along the way, Chinese Americans’ self-identity was colored by this fetishized view. San Francisco’s Chinatown was the only image of China I had growing up. I was surprised to learn, in my early twenties, that roofs in China were not, in fact, covered with thick green tiles and dragons. I felt betrayed—as if I was tricked into forgetting myself. Which is why Do asks his students to collect family histories from their parents, in an effort to remember. His methodology is a clever one. “I encourage them and say, look, if you tell your parents that this is an academic project, you have to do it or you’re going to fail my class—then they’re more likely to cooperate. But simultaneously, also know that there are certain things they won’t talk about. But nevertheless, you can fill in the gaps.” He’ll even teach his students to ask distanced questions such as “How many people were on your boat when you left Vietnam? How many made it?” If there were one hundred and fifty at the beginning of the journey and fifty at the end, students may never fully know the specifics of their parents’ trauma but they can infer shadows of the grief they must hold.

The intolerance and cancel culture have spread to outright discrimination in hiring, promotion, grants, and publication of professors and graduate students who do not abide the ideology demanded by the campus revolutionaries. A March 1, 2021, study by Eric Kaufmann of the Center for the Study of Partisanship and Ideology found, among other things: “Over 4 in 10 US and Canadian academics would not hire a Trump supporter… ; only 1 in 10 academics support firing controversial professors, nonetheless, while most do not back cancellation, many are not opposed to it, remaining non-committal; right-leaning academics experience a high level of institutional authoritarianism and peer pressure; in the US, over a third of conservative academics and PhD students have been threatened with disciplinary action for their views, while 70% of conservative academics report a hostile departmental climate for their beliefs; in the social sciences and humanities, over 9 in 10 Trump-supporting academics… say they would not feel comfortable expressing their views to a colleague; more than half of North American and British conservative academics admit self-censoring in research and teaching; younger academics and PhD students, especially in the United States, are significantly more willing than older academics to support dismissing controversial scholars from their posts, indicating that the problem of progressive authoritarianism is likely to get worse in the coming years; [and] a hostile climate plays a part in deterring conservative graduate students from pursuing careers in academia….

Define Your Options When people are spinning their rumination wheels about a particular problem, they often don’t concretely define what their options are for moving forward. To shift out of rumination and into problem-solving mode, concretely and realistically define what your best three to six options are. For example, imagine you’ve recently hired a new employee but that person is not working out. Instead of mentally slapping yourself around about why you made the hire, it would be more useful to define what your options are at this point: --Giving the employee more time --Shifting the employee’s responsibilities to simpler jobs --Giving the employee checklists of the steps needed to complete each task --Having another employee work with the individual --Firing the employee Defining your options relieves some of the stress of rumination and helps you shift to effective problem solving. Keeping your list of options short will prevent you from running into choice-overload problems. Research shows that if you consider more than three to six choices, you’re less likely to end up making a choice. Experiment: Practice concretely defining your best three to six options for moving forward with a problem you’re currently ruminating or worrying about. Write brief bullet points, like in the example just given. You can use this method for all sorts of problems. For example, a friend just used it to come up with ideas for how to have more social contact in her life. Note: If the word best is causing you to jump into perfectionism/frozen mode, write any three to six options.

when a really cold day like this come along he’d take my grammaw, and the kids, my uncle and my aunt and my daddy—he was the youngest—and the serving girl and the hired man, and he’d go down with them to the creek, give ’em a little rum-and-herbs drink, it was a recipe he’d got from the old country, then he’d pour creek water over them. Course they’d freeze in seconds, stiff and blue as so many popsicles. He’d haul them to a trench they’d already dug and filled with straw, and he’d stack ’em down there, one by one, like so much cordwood in the trench, and he’d pack straw around them, then he’d cover the top of the trench with two-b’-fours to keep the critters out—in those days there were wolves and bears and all sorts you never see any more around here, no hodags though, that’s just a story about the hodags and I wouldn’t ever stretch your credulity by telling you no stories, no, sir,—he’d cover the trench with two-b’-fours and the next snowfall would cover it up completely, save for the flag he’d planted to show him where the trench was. “Then my grampaw would ride through the winter in comfort and never have to worry about running out of food or out of fuel. And when he saw that the true spring was coming he’d go to the flag, and he’d dig his way down through the snow, and he’d move the two-b’-fours, and he’d carry them in one by one and set the family in front of the fire to thaw. Nobody ever minded except one of the hired men who lost half an ear to a family of mice who nibbled it off one time my grampaw didn’t push those two-b’-fours all the way closed. Of course, in those days we had real winters. You could do that back then. These pussy winters we get nowadays it don’t hardly get cold enough.

The third serious problem the culture of customer service as we know it creates is turning every profession into a customer service tool to generate profits. In doing so, we risk the loss of creativity, quality, and critical thinking in many walks of life. Nowhere is this risk clearer and more damaging than viewing students at different educational institutions as customers, and nowhere this trend has been happening more rapidly than at schools, colleges, and universities, especially at private institutions. There is severe damage done to creativity and critical thinking when all students want is an A, and in fact feel entitled to get it since they (or their parents) are paying hundreds of thousands of dollars to attend elite schools. Many educators are under enormous pressure to give students grades they do not deserve in order to avoid receiving bad student evaluations (or to ensure getting good ones). This pressure is intensifying as academic jobs become increasingly contingent and precarious, where teaching staff are hired under short contracts only renewed based on so-called ‘performance,’ which is often measured by student evaluations and enrollment. When this happens, academic and intellectual compromises and corruption increase. Colleagues at elite American universities have been pressured to give students grades no lower than a B, with the explanation that this is what is ‘expected.’ Rampant grade inflation is unethical and unacceptable. Unfortunately, when graduate instructors resist professors’ instructions to fix grades by grading according to independent criteria of intellectual merit, they may be verbally chastised or worse, fired. This humiliation not only reinforces the norm of inflating grades, it also bolsters the power of the tenured professors who instruct their teaching assistants to do it.

I'll bet My. Pinter knows his way around a rifle. She scowled. He probably thought he was a grand shot, anyway. For a man whose lineage was reputedly unsavory, Mr. Pinter was so high in the instep that she privately called him Proud Pinter or Proper Pinter. He'd told Gabe last week that most lords were good for only two things-redistributing funds from their estates into the gaming hells and brothels in London, and ignoring their duty to God and country. She knew he was working for Oliver only because he wanted the money and prestige. Secretly, he held them all in contempt. Which was probably why he was being so snide about her marrying. "Be that as it may," she said, "I'm interested in marriage now." She strode over to the fireplace to warm her hands. "That's why I want you to investigate my potential suitors." "Why me?" She shot him a sideways glance. "Have you forgotten that Oliver hired you initially for that very purpose?" His stiffening posture told her that he had. With a frown, he drew out the notebook and pencil he always seemed to keep in his pocket. "Very well. Exactly what do you want me to find out?" Breathing easier, she left the fire. "The same thing you found out for my siblings-the truth about my potential suitors' finances, their eligibility for marriage, and...well..." He paused in scratching his notes to arch an eyebrow at her. "Yes?" She fiddled nervously with the gold bracelet she wore. This part, he might balk at. "And their secrets. Things I can use in my...er...campaign. Their likes, their weaknesses, whatever isn't obvious to the world." His expression chilled her even with the fire at her back. "I'm not sure I understand." "Suppose you learn that one of them prefers women in red. That could be useful to me. I would wear red as much as possible." Amusement flashed in his eyes. "And what will you do if they all prefer different colors?" "It's just an example," she said irritably.

Even what are considered the accomplishments of diversity are admissions of its failure. All across America, public organizations such as fire departments and police forces congratulate themselves when they manage to hire more than a token number of blacks or Hispanics. They promise that this will greatly improve service. And yet, is this not an admission of how difficult the multi-racial enterprise really is? If all across America it has been shown that whites cannot provide effective police protection for blacks or Hispanics, it only proves that diversity is an insoluble problem. If blacks want black officers and Hispanics want Hispanic officers, they are certainly not expressing support for diversity. A mixed-race force—touted as an example of the benefits of diversity—becomes necessary only because of the tensions that arise between officers of one race and citizens of another. The diversity we celebrate is necessary only because of the intractable problems of diversity. Likewise, if Hispanic judges and prosecutors must be recruited for the justice system, does this mean whites cannot dispense dispassionate justice? If non-white teachers are necessary role models for non-white children, does this mean inspiration cannot cross racial lines? If newspapers must hire non-white reporters in order to satisfy non-white readers, does this mean whites cannot write acceptable news for non-whites? If blacks demand black newscasters and weathermen on television, does it mean they prefer to get their information from people of their own race? If majority-minority voting districts must be established so that non-whites can elect representatives of their own race, does this mean democracy itself divides Americans along racial lines? All such efforts at diversity are not expressions of the strength of multi-racialism; they are desperate efforts to counteract its weaknesses. They do not bridge gaps; they institutionalize them.

I don’t know why you’re making such a big deal about me wearing the engagement ring,” Shay said to Michael from behind the wheel of his Range Rover. Before he had a chance to respond, she shifted from reverse to drive and shot out of the parking lot. Straight into oncoming traffic. “Shay, watch out for . . . ” He trailed off, his heart in his throat as she expertly avoided being creamed by another speeding SUV. With his hand still gripping the door and his foot pressed on the floor as if he could somehow miraculously slow the vehicle down, Michael said, “Obviously the ring is a big deal to you or you wouldn’t be trying to kill me.” “Being aggressive will save you. Being cautious, that’s what’ll kill you.” “No doubt you’ll live to be a hundred and ten, then.” He relaxed when the speedometer needle inched down toward a more reasonable speed. “I’m taking it that your life lesson only refers to driving; otherwise you would’ve been applauding my efforts at the club.” She glanced at him, a smile tipping up the corner of her mouth. “So, you actually choked on purpose to cozy up to Costello’s hired henchman and disrupted the dancer’s performance so the bouncers would haul you to Kozack’s office?” He ignored everything else but the part that would get him an answer to his earlier question. “I choked because you took my breath away, and—” She laughed. “Either you’re easily impressed or you don’t get out to many strip clubs. Kozack was going to fire me even before he found me in his office.” “Neither is true, but you didn’t let me finish. As incredible as you looked doing what you were doing on that pole, I choked because I saw the engagement ring on the chain around your neck.” He leaned across the console and slid his hand beneath her leather jacket. Her skin was like satin, and he could smell her warm, floral scent. The temptation to press his face to the tender spot between her shoulder and neck almost overwhelmed him. It was one of his favorite places to kiss her. One of her favorite places to be kissed.

Odysseus smiled in return, teeth white against his dark beard. “Excellent. One tent’s enough, I hope? I’ve heard that you prefer to share. Rooms and bedrolls both, they say.” Heat and shock rushed through my face. Beside me, I heard Achilles’ breath stop. “Come now, there’s no need for shame—it’s a common enough thing among boys.” He scratched his jaw, contemplated. “Though you’re not really boys any longer. How old are you?” “It’s not true,” I said. The blood in my face fired my voice. It rang loudly down the beach. Odysseus raised an eyebrow. “True is what men believe, and they believe this of you. But perhaps they are mistaken. If the rumor concerns you, then leave it behind when you sail to war.” Achilles’ voice was tight and angry. “It is no business of yours, Prince of Ithaca.” Odysseus held up his hands. “My apologies if I have offended. I merely came to wish you both good night and ensure that all was satisfactory. Prince Achilles. Patroclus.” He inclined his head and turned back to his own tent. Inside the tent there was quietness between us. I had wondered when this would come. As Odysseus said, many boys took each other for lovers. But such things were given up as they grew older, unless it was with slaves or hired boys. Our men liked conquest; they did not trust a man who was conquered himself. “Perhaps he is right,” I said. Achilles’ head came up, frowning. “You do not think that.” “I do not mean—” I twisted my fingers. “I would still be with you. But I could sleep outside, so it would not be so obvious. I do not need to attend your councils. I—” “No. The Phthians will not care. And the others can talk all they like. I will still be Aristos Achaion.” Best of the Greeks. “Your honor could be darkened by it.” “Then it is darkened.” His jaw shot forward, stubborn. “They are fools if they let my glory rise or fall on this.” “But Odysseus—” His eyes, green as spring leaves, met mine. “Patroclus. I have given enough to them. I will not give them this.” After that, there was nothing more to say

Will’s fleshy face contorted and a memory swept over him like a chilling wind. He did not move slowly over the past, it was all there in one flash, all of the years, a picture, a feeling and a despair, all stopped the way a fast camera stops the world. There was the flashing Samuel, beautiful as dawn with a fancy like a swallow’s flight, and the brilliant, brooding Tom who was dark fire, Una who rode the storms, and the lovely Mollie, Dessie of laughter, George handsome and with a sweetness that filled a room like the perfume of flowers, and there was Joe, the youngest, the beloved. Each one without effort brought some gift into the family. Nearly everyone has his box of secret pain, shared with no one. Will had concealed his well, laughed loud, exploited perverse virtues, and never let his jealousy go wandering. He thought of himself as slow, doltish, conservative, uninspired. No great dream lifted him high and no despair forced self-destruction. He was always on the edge, trying to hold on to the rim of the family with what gifts he had—care, and reason, application. He kept the books, hired the attorneys, called the undertaker, and eventually paid the bills. The others didn’t even know they needed him. He had the ability to get money and to keep it. He thought the Hamiltons despised him for his one ability. He had loved them doggedly, had always been at hand with his money to pull them out of their errors. He thought they were ashamed of him, and he fought bitterly for their recognition. All of this was in the frozen wind that blew through him. His slightly bulging eyes were damp as he stared past Cal, and the boy asked, “What’s the matter, Mr. Hamilton? Don’t you feel well?” Will had sensed his family but he had not understood them. And they had accepted him without knowing there was anything to understand. And now this boy came along. Will understood him, felt him, sensed him, recognized him. This was the son he should have had, or the brother, or the father. And the cold wind of memory changed to a warmth toward Cal which gripped him in the stomach and pushed up against his lungs.

Perhaps we could practice together at Marsbury House sometime,” he said. “I would enjoy that.” She ignored the niggle that said encouraging the duke’s suit was wrong when she wasn’t sure she wanted to marry him. “Yes, Lady Celia always enjoys showing a man how to use his gun,” Mr. Pinter put in. “You couldn’t ask for a better tutor, Your Grace.” When the duke stiffened understandably, she glared at Mr. Pinter. “His Grace needs no tutoring. He shoots quite well. And manages to remain civil at the same time, which is more than I can say for you, sir.” Why was Mr. Pinter being so difficult? Bad enough that he’d goaded her into this competition-must he also make her suitors resent her? So far they’d taken her participation in this competition in stride, but if he kept provoking them… Mr. Pinter scowled as they all halted to reload. “Civility is for you aristocrats.” His voice was sullen. “We mere mortals have no sense of it.” “Then it’s a miracle anyone ever hires you to do anything,” she retorted. “Civility is the bedrock of a polite society, no matter what a man’s station.” “I thought money was the bedrock,” eh countered. “Why else does your grandmother’s ultimatum have all of you dashing about trying to find spouses?” It was a nasty thing to say and he knew it, for he cast her a belligerent look as soon as the words left her mouth. “I don’t know why you should complain about that,” she said archly. “Our predicament has afforded you quite a good chance to plump your own pockets.” “Celia,” Oliver said in a low voice, “sheathe your claws.” “Why? He’s being rude.” The beater’s flushed the grouse. Mr. Pinter brought down another bird, a muscle ticking in his jaw as they all fired. “I beg your pardon, my lady. Sometimes my tongue runs away with my good sense.” “I’ve noticed.” She caught the gentlemen watching them with interest and forced a smile. “But since you were good enough to apologize, let us forget the matter, shall we?” With a taut nod, he acknowledged her request for a truce. After that, they both concentrated on shooting. She was determined to beat him, and he seemed equally determined to beat the other gentlemen. She tried not to dwell on why, but the possibility of another kiss from him made her nervous and excited.

I look back now and can see how much my father also found his own freedom in the adventures we did together, whether it was galloping along a beach in the Isle of Wight with me behind him, or climbing on the steep hills and cliffs around the island’s coast. It was at times like these that I found a real intimacy with him. It was also where I learned to recognize that tightening sensation, deep in the pit of my stomach, as being a great thing to follow in life. Some call it fear. I remember the joy of climbing with him in the wintertime. It was always an adventure and often turned into much more than just a climb. Dad would determine that not only did we have to climb a sheer hundred-and-fifty-foot chalk cliff, but also that German paratroopers held the high ground. We therefore had to climb the cliff silently and unseen, and then grenade the German fire position once at the summit. In reality this meant lobbing clumps of manure toward a deserted bench on the cliff tops. Brilliant. What a great way to spend a wet and windy winter’s day when you are age eight (or twenty-eight, for that matter). I loved returning from the cliff climbs totally caked in mud, out of breath, having scared ourselves a little. I learned to love that feeling of the wind and rain blowing hard on my face. It made me feel like a man, when in reality I was a little boy. We also used to talk about Mount Everest, as we walked across the fields toward the cliffs. I loved to pretend that some of our climbs were on the summit face of Everest itself. We would move together cautiously across the white chalk faces, imagining they were really ice. I had this utter confidence that I could climb Everest if he were beside me. I had no idea what Everest would really involve but I loved the dream together. These were powerful, magical times. Bonding. Intimate. Fun. And I miss them a lot even today. How good it would feel to get the chance to do that with him just once more. I think that is why I find it often so emotional taking my own boys hiking or climbing nowadays. Mountains create powerful bonds between people. It is their great appeal to me. But it wasn’t just climbing. Dad and I would often go to the local stables and hire a couple of horses for a tenner and go jumping the breakwaters along the beach. Every time I fell off in the wet sand and was on the verge of bursting into tears, Dad would applaud me and say that I was slowly becoming a horseman. In other words, you can’t become a decent horseman until you fall off and get up again a good number of times. There’s life in a nutshell.

told my people that I wanted only the best, whatever it took, wherever they came from, whatever it cost. We assembled thirty people, the brightest cybersecurity minds we have. A few are on loan, pursuant to strict confidentiality agreements, from the private sector—software companies, telecommunications giants, cybersecurity firms, military contractors. Two are former hackers themselves, one of them currently serving a thirteen-year sentence in a federal penitentiary. Most are from various agencies of the federal government—Homeland Security, CIA, FBI, NSA. Half our team is devoted to threat mitigation—how to limit the damage to our systems and infrastructure after the virus hits. But right now, I’m concerned with the other half, the threat-response team that Devin and Casey are running. They’re devoted to stopping the virus, something they’ve been unable to do for the last two weeks. “Good morning, Mr. President,” says Devin Wittmer. He comes from NSA. After graduating from Berkeley, he started designing cyberdefense software for clients like Apple before the NSA recruited him away. He has developed federal cybersecurity assessment tools to help industries and governments understand their preparedness against cyberattacks. When the major health-care systems in France were hit with a ransomware virus three years ago, we lent them Devin, who was able to locate and disable it. Nobody in America, I’ve been assured, is better at finding holes in cyberdefense systems or at plugging them. “Mr. President,” says Casey Alvarez. Casey is the daughter of Mexican immigrants who settled in Arizona to start a family and built up a fleet of grocery stores in the Southwest along the way. Casey showed no interest in the business, taking quickly to computers and wanting to join law enforcement. When she was a grad student at Penn, she got turned down for a position at the Department of Justice. So Casey got on her computer and managed to do what state and federal authorities had been unable to do for years—she hacked into an underground child-pornography website and disclosed the identities of all the website’s patrons, basically gift-wrapping a federal prosecution for Justice and shutting down an operation that was believed to be the largest purveyor of kiddie porn in the country. DOJ hired her on the spot, and she stayed there until she went to work for the CIA. She’s been most recently deployed in the Middle East with US Central Command, where she intercepts, decodes, and disrupts cybercommunications among terrorist groups. I’ve been assured that these two are, by far, the best we have. And they are about to meet the person who, so far, has been better. There is a hint of reverence in their expressions as I introduce them to Augie. The Sons of Jihad is the all-star team of cyberterrorists, mythical figures in that world. But I sense some competitive fire, too, which will be a good thing.