Hire The Right People Quotes

Strange memories on this nervous night in Las Vegas. Five years later? Six? It seems like a lifetime, or at least a Main Era—the kind of peak that never comes again. San Francisco in the middle sixties was a very special time and place to be a part of. Maybe it meant something. Maybe not, in the long run . . . but no explanation, no mix of words or music or memories can touch that sense of knowing that you were there and alive in that corner of time and the world. Whatever it meant. . . . History is hard to know, because of all the hired bullshit, but even without being sure of “history” it seems entirely reasonable to think that every now and then the energy of a whole generation comes to a head in a long fine flash, for reasons that nobody really understands at the time—and which never explain, in retrospect, what actually happened. My central memory of that time seems to hang on one or five or maybe forty nights—or very early mornings—when I left the Fillmore half-crazy and, instead of going home, aimed the big 650 Lightning across the Bay Bridge at a hundred miles an hour wearing L. L. Bean shorts and a Butte sheepherder's jacket . . . booming through the Treasure Island tunnel at the lights of Oakland and Berkeley and Richmond, not quite sure which turn-off to take when I got to the other end (always stalling at the toll-gate, too twisted to find neutral while I fumbled for change) . . . but being absolutely certain that no matter which way I went I would come to a place where people were just as high and wild as I was: No doubt at all about that. . . . There was madness in any direction, at any hour. If not across the Bay, then up the Golden Gate or down 101 to Los Altos or La Honda. . . . You could strike sparks anywhere. There was a fantastic universal sense that whatever we were doing was right, that we were winning. . . . And that, I think, was the handle—that sense of inevitable victory over the forces of Old and Evil. Not in any mean or military sense; we didn’t need that. Our energy would simply prevail. There was no point in fighting—on our side or theirs. We had all the momentum; we were riding the crest of a high and beautiful wave. . . . So now, less than five years later, you can go up on a steep hill in Las Vegas and look West, and with the right kind of eyes you can almost see the high-water mark—that place where the wave finally broke and rolled back.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

This is the thing: If you have the option to not think about or even consider history, whether you learned it right or not, or whether it even deserves consideration, that’s how you know you’re on board the ship that serves hors d’oeuvres and fluffs your pillows, while others are out at sea, swimming or drowning, or clinging to little inflatable rafts that they have to take turns keeping inflated, people short of breath, who’ve never even heard of the words hors d’oeuvres or fluff. Then someone from up on the yacht says, "It's too bad those people down there are lazy, and not as smart and able as we are up here, we who have built these strong, large, stylish boats ourselves, we who float the seven seas like kings." And then someone else on board says something like, "But your father gave you this yacht, and these are his servants who brought the hors d'oeuvres." At which point that person gets tossed overboard by a group of hired thugs who'd been hired by the father who owned the yacht, hired for the express purpose of removing any and all agitators on the yacht to keep them from making unnecessary waves, or even referencing the father or the yacht itself. Meanwhile, the man thrown overboard begs for his life, and the people on the small inflatable rafts can't get to him soon enough, or they don't even try, and the yacht's speed and weight cause an undertow. Then in whispers, while the agitator gets sucked under the yacht, private agreements are made, precautions are measured out, and everyone quietly agrees to keep on quietly agreeing to the implied rule of law and to not think about what just happened. Soon, the father, who put these things in place, is only spoken of in the form of lore, stories told to children at night, under the stars, at which point there are suddenly several fathers, noble, wise forefathers. And the boat sails on unfettered.

Over time I’ve learned, surprisingly, that it’s tremendously hard to get teams to be super ambitious. It turns out most people haven’t been educated in this kind of moonshot thinking. They tend to assume that things are impossible, rather than starting from real-world physics and figuring out what’s actually possible. It’s why we’ve put so much energy into hiring independent thinkers at Google, and setting big goals. Because if you hire the right people and have big enough dreams, you’ll usually get there. And even if you fail, you’ll probably learn something important. It’s also true that many companies get comfortable doing what they have always done, with a few incremental changes. This kind of incrementalism leads to irrelevance over time, especially in technology, because change tends to be revolutionary not evolutionary. So you need to force yourself to place big bets on the future.

When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant.

Early on I realized that I had to hire people smarter and ore qualified than I was in a number of different fields, and I had to let go of a lot of decision-making. I can't tell you how hard that is. But if you've imprinted your values on the people around you, you can dare to trust them to make the right moves.

It is worth saying something about the social position of beggars, for when one has consorted with them, and found that they are ordinary human beings, one cannot help being struck by the curious attitude that society takes towards them. People seem to feel that there is some essential difference between beggars and ordinary 'working' men. They are a race apart--outcasts, like criminals and prostitutes. Working men 'work', beggars do not 'work'; they are parasites, worthless in their very nature. It is taken for granted that a beggar does not 'earn' his living, as a bricklayer or a literary critic 'earns' his. He is a mere social excrescence, tolerated because we live in a humane age, but essentially despicable. Yet if one looks closely one sees that there is no ESSENTIAL difference between a beggar's livelihood and that of numberless respectable people. Beggars do not work, it is said; but, then, what is WORK? A navvy works by swinging a pick. An accountant works by adding up figures. A beggar works by standing out of doors in all weathers and getting varicose veins, chronic bronchitis, etc. It is a trade like any other; quite useless, of course--but, then, many reputable trades are quite useless. And as a social type a beggar compares well with scores of others. He is honest compared with the sellers of most patent medicines, high-minded compared with a Sunday newspaper proprietor, amiable compared with a hire-purchase tout--in short, a parasite, but a fairly harmless parasite. He seldom extracts more than a bare living from the community, and, what should justify him according to our ethical ideas, he pays for it over and over in suffering. I do not think there is anything about a beggar that sets him in a different class from other people, or gives most modern men the right to despise him. Then the question arises, Why are beggars despised?--for they are despised, universally. I believe it is for the simple reason that they fail to earn a decent living. In practice nobody cares whether work is useful or useless, productive or parasitic; the sole thing demanded is that it shall be profitable. In all the modem talk about energy, efficiency, social service and the rest of it, what meaning is there except 'Get money, get it legally, and get a lot of it'? Money has become the grand test of virtue. By this test beggars fail, and for this they are despised. If one could earn even ten pounds a week at begging, it would become a respectable profession immediately. A beggar, looked at realistically, is simply a businessman, getting his living, like other businessmen, in the way that comes to hand. He has not, more than most modem people, sold his honour; he has merely made the mistake of choosing a trade at which it is impossible to grow rich.

You hire the right people and trust them to get it done.

Some management bloviators will advise you simply to hire the right people and then leave them alone. Dick Costolo, Twitter’s CEO from 2010–2015, explained succinctly how crazy this advice is. “That’s like saying, to have a good marriage, marry the right person and then avoid spending any time with them. Ridiculous, right?” he exclaimed. “Imagine if I went home and told my wife, ‘I don’t want to micromanage you, so I’m not going to spend any time with you or the kids this year.

Companies then turn vice into virtue by bragging about how much they spend on training. But since when is spending a measure of quality results? Do people boast, “I’m in great shape—I spent $500 on my gym membership this month?” The presence of a huge training budget is not evidence that you’re investing in your people. It’s evidence that you failed to hire the right people to begin with.

He was a drug dealer.” It hurts to say that. “And possibly a gang member.” “Why was he a drug dealer? Why are so many people in our neighborhood drug dealers?” I remember what Khalil said—he got tired of choosing between lights and food. “They need money,” I say. “And they don’t have a lot of other ways to get it." "Right. Lack of opportunities," Daddy says. "Corporate America don't bring jobs to our communities, and they damn sure ain't quick to hire us. Then, shit, even if you do have a high school diploma, so many of the schools in our neighborhoods don't prepare us well enough.

As I developed as a CEO, I found two key techniques to be useful in minimizing politics. 1. Hire people with the right kind of ambition. The cases that I described above might involve people who are ambitious but not necessarily inherently political. All cases are not like this. The surest way to turn your company into the political equivalent of the U.S. Senate is to hire people with the wrong kind of ambition. As defined by Andy Grove, the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. The wrong kind of ambition is ambition for the executive’s personal success regardless of the company’s outcome. 2. Build strict processes for potentially political issues and do not deviate. Certain activities attract political behavior. These activities include:   Performance evaluation and compensation   Organizational design and territory   Promotions Let’s examine each case and how you might build and execute a process that insulates the company from bad behavior and politically motivated outcomes.

I said, 'there was a society of men among us, bred up from their youth in the art of proving, by words multiplied for the purpose, that white is black, and black is white, according as they are paid. To this society all the rest of the people are slaves. For example, if my neighbour has a mind to my cow, he has a lawyer to prove that he ought to have my cow from me. I must then hire another to defend my right, it being against all rules of law that any man should be allowed to speak for himself. Now, in this case, I, who am the right owner, lie under two great disadvantages: first, my lawyer, being practised almost from his cradle in defending falsehood, is quite out of his element when he would be an advocate for justice, which is an unnatural office he always attempts with great awkwardness, if not with ill-will. The second disadvantage is, that my lawyer must proceed with great caution, or else he will be reprimanded by the judges, and abhorred by his brethren, as one that would lessen the practice of the law. And therefore I have but two methods to preserve my cow. The first is, to gain over my adversary’s lawyer with a double fee, who will then betray his client by insinuating that he hath justice on his side. The second way is for my lawyer to make my cause appear as unjust as he can, by allowing the cow to belong to my adversary: and this, if it be skilfully done, will certainly bespeak the favour of the bench.

This is the thing: If you have the option to not think about or even consider history, whether you learned it right or not, or whether it even deserves consideration, that’s how you know you’re on board the ship that serves hors d’oeuvres and fluffs your pillows, while others are out at sea, swimming or drowning, or clinging to little inflatable rafts that they have to take turns keeping inflated, people short of breath, who’ve never even heard of the words hors d’oeuvres or fluff. Then someone from up on the yacht says, “It’s too bad those people down there are lazy, and not as smart and able as we are up here, we who have built these strong, large, stylish boats ourselves, we who float the seven seas like kings.” And then someone else on board says something like, “But your father gave you this yacht, and these are his servants who brought the hors d’oeuvres.” At which point that person gets tossed overboard by a group of hired thugs who’d been hired by the father who owned the yacht, hired for the express purpose of removing any and all agitators on the yacht to keep them from making unnecessary waves, or even referencing the father or the yacht itself. Meanwhile, the man thrown overboard begs for his life, and the people on the small inflatable rafts can’t get to him soon enough, or they don’t even try, and the yacht’s speed and weight cause an undertow. Then in whispers, while the agitator gets sucked under the yacht, private agreements are made, precautions are measured out, and everyone quietly agrees to keep on quietly agreeing to the implied rule of law and to not think about what just happened. Soon, the father, who put these things in place, is only spoken of in the form of lore, stories told to children at night, under the stars, at which point there are suddenly several fathers, noble, wise forefathers. And the boat sails on unfettered.

If you choose the right people with the right values and remain in sync with them, you will play beautiful jazz together. If you choose the wrong people, you will all go over the waterfall together. Steve Jobs, who everyone thought was the secret to Apple’s success, said, “The secret to my success is that we’ve gone to exceptional lengths to hire the best people in the world.” I explain this concept in the next chapter, Remember That the WHO Is More Important than the WHAT. Anyone who runs a successful organization will tell you the same.

A’ight, so what do you think it means?” “You don’t know?” I ask. “I know. I wanna hear what YOU think.” Here he goes. Picking my brain. “Khalil said it’s about what society feeds us as youth and how it comes back and bites them later,” I say. “I think it’s about more than youth though. I think it’s about us, period.” “Us who?” he asks. “Black people, minorities, poor people. Everybody at the bottom in society.” “The oppressed,” says Daddy. “Yeah. We’re the ones who get the short end of the stick, but we’re the ones they fear the most. That’s why the government targeted the Black Panthers, right? Because they were scared of the Panthers?” “Uh-huh,” Daddy says. “The Panthers educated and empowered the people. That tactic of empowering the oppressed goes even further back than the Panthers though. Name one.” Is he serious? He always makes me think. This one takes me a second. “The slave rebellion of 1831,” I say. “Nat Turner empowered and educated other slaves, and it led to one of the biggest slave revolts in history.” “A’ight, a’ight. You on it.” He gives me dap. “So, what’s the hate they’re giving the ‘little infants’ in today’s society?” “Racism?” “You gotta get a li’l more detailed than that. Think ’bout Khalil and his whole situation. Before he died.” “He was a drug dealer.” It hurts to say that. “And possibly a gang member.” “Why was he a drug dealer? Why are so many people in our neighborhood drug dealers?” I remember what Khalil said—he got tired of choosing between lights and food. “They need money,” I say. “And they don’t have a lot of other ways to get it.” “Right. Lack of opportunities,” Daddy says. “Corporate America don’t bring jobs to our communities, and they damn sure ain’t quick to hire us. Then, shit, even if you do have a high school diploma, so many of the schools in our neighborhoods don’t prepare us well enough. That’s why when your momma talked about sending you and your brothers to Williamson, I agreed. Our schools don’t get the resources to equip you like Williamson does. It’s easier to find some crack than it is to find a good school around here. “Now, think ’bout this,” he says. “How did the drugs even get in our neighborhood? This is a multibillion-dollar industry we talking ’bout, baby. That shit is flown into our communities, but I don’t know anybody with a private jet. Do you?” “No.” “Exactly. Drugs come from somewhere, and they’re destroying our community,” he says. “You got folks like Brenda, who think they need them to survive, and then you got the Khalils, who think they need to sell them to survive. The Brendas can’t get jobs unless they’re clean, and they can’t pay for rehab unless they got jobs. When the Khalils get arrested for selling drugs, they either spend most of their life in prison, another billion-dollar industry, or they have a hard time getting a real job and probably start selling drugs again. That’s the hate they’re giving us, baby, a system designed against us. That’s Thug Life.

So what are they, then,” asked Lila, “these Sea Serpents?” “Swords for hire. They sink their own ships right before they attack.” “As a distraction?” asked Lila. He shook his head. “A message. That they won’t be needing them anymore, that once they’re done killing everyone aboard and dumping the bodies in the sea, they’ll take their victims’ boat instead and sail away.” “Huh,” said Lila. “Exactly.” “Seems like a waste of a perfectly good ship.” He rolled his eyes. “Only you would mourn the vessel instead of the sailors.” “Well,” she said matter-of-factly, “the ship certainly didn’t do anything wrong. The people might have deserved it.

It is not right for one person to steal. It is not right for two people to steal. It is still not right for 51% of a voting population to vote for a representative who will hire a tax collector to steal for them. One of the great government lies is that theft can be moral when performed by enough people and called taxation.

It's so easy to bang on about what we're so against, but few live in the boldness of what they're for. Imagine all of the wild and free energies you could put towards your work if you didn't spend so much on trying to figure out why others don't see what you see. Imagine all of the possibilities that your energy could generate if you didn't try to get every single person on your page. You could be in the YES of your work, and the YES of everything you teach and share. You can live in the YES of a big, global awakening with as many people as possible who want to share your light. But you cannot live like that if you are wronging those who are not living on your latitude right now.

Deciding which relationships to pursue can be difficult. Especially if you’re trying to get hired by the Magic 8 Ball factory and that little triangle thing isn't floating right.

hire people who were the same way—who would dive right into challenges, figure out what to do about them, and then do it.

I write a bunch of form labels on the whiteboard, in a nonsensical order, along with a bunch of randomly sized input boxes. I include first name, last name, address, gender, city, state, email address, etc. Then I tell the interviewee that we’re designing a form to sign up for an email newsletter and to arrange them in the right order. Only people who ask me why I need the users’ gender, or physical address, or really, anything but their email address get a second interview. I won’t hire a designer who doesn’t ask why, and I won’t hire a designer whose desire to arrange boxes is more important than their desire to protect users’ data.

Story time. In September of 1869, there was a terrible fire at the Avondale coal mine near Plymouth, Pennsylvania. Over 100 coal miners lost their lives. Horrific conditions and safety standards were blamed for the disaster. It wasn’t the first accident. Hundreds of miners died in these mines every year. And those that didn’t, lived in squalor. Children as young as eight worked day in and out. They broke their bodies and gave their lives for nothing but scraps. That day of the fire, as thousands of workers and family members gathered outside the mine to watch the bodies of their friends and loved ones brought to the surface, a man named John Siney stood atop one of the carts and shouted to the crowd: Men, if you must die with your boots on, die for your families, your homes, your country, but do not longer consent to die, like rats in a trap, for those who have no more interest in you than in the pick you dig with. That day, thousands of coal miners came together to unionize. That organization, the Workingmen’s Benevolent Association, managed to fight, for a few years at least, to raise safety standards for the mines by calling strikes and attempting to force safety legislation. ... Until 1875, when the union was obliterated by the mine owners. Why was the union broken so easily? Because they were out in the open. They were playing by the rules. How can you win a deliberately unfair game when the rules are written by your opponent? The answer is you can’t. You will never win. Not as long as you follow their arbitrary guidelines. This is a new lesson to me. She’s been teaching me so many things, about who I am. About what I am. What I really am. About what must be done. Anyway, during this same time, it is alleged a separate, more militant group of individuals had formed in secret. The Molly Maguires. Named after a widow in Ireland who fought against predatory landlords, the coal workers of Pennsylvania became something a little more proactive, supposedly assassinating over two dozen coal mine supervisors and managers. ... Until Pinkerton agents, hired by the same mine owners, infiltrated the group and discovered their identities. Several of the alleged Mollies ended up publicly hanged. Others disappeared. You get the picture. So, that’s another type of secret society. The yeah-we’re-terrorists-but-we-strongly-feel-we’re-justified-and-fuck-you-if-you-don’t-agree society. So, what’s the moral of this little history lesson? This sort of thing happens all day, every day across the universe. It happens in Big Ways, and it happens in little ways, too. The strong stomp on the weak. The weak fight back, usually within the boundaries of the rat trap they find themselves confined. They almost always remain firmly stomped. But sometimes, the weak gather in secret. They make plans. They work outside the system to effect change. Like the Mollies, they usually end up just as stomped as everyone else. But that’s just life. At least they fucking tried. They died with their boots on, as much as I hate that expression. They died with their boots on for their people, their family, not for some rich, nameless organization that gives no shits whether they live or die. Or go extinct. Or are trapped for a millennia after they’re done being used. In my opinion, that’s the only type of society that’s worth joining, worth fighting for. Sure, you’re probably gonna die. But if you find yourself in such a position where such an organization is necessary, what do you have to lose? How can you look at yourself if you don’t do everything you can? And that brings us to the door you’re standing in front of right now. What does all this have to do with what you’re going to find on the other side? Nothing!

I said, “there was a society of men among us, bred up from their youth in the art of proving, by words multiplied for the purpose, that white is black, and black is white, according as they are paid. To this society all the rest of the people are slaves. For example, if my neighbour has a mind to my cow, he has a lawyer to prove that he ought to have my cow from me. I must then hire another to defend my right, it being against all rules of law that any man should be allowed to speak for himself. Now, in this case, I, who am the right owner, lie under two great disadvantages: first, my lawyer, being practised almost from his cradle in defending falsehood, is quite out of his element when he would be an advocate for justice, which is an unnatural office he always attempts with great awkwardness, if not with ill-will. The second disadvantage is, that my lawyer must proceed with great caution, or else he will be reprimanded by the judges, and abhorred by his brethren, as one that would lessen the practice of the law. And therefore I have but two methods to preserve my cow. The first is, to gain over my adversary’s lawyer with a double fee, who will then betray his client by insinuating that he hath justice on his side. The second way is for my lawyer to make my cause appear as unjust as he can, by allowing the cow to belong to my adversary: and this, if it be skilfully done, will certainly bespeak the favour of the bench.

New Rule: Now that liberals have taken back the word "liberal," they also have to take back the word "elite." By now you've heard the constant right-wing attacks on the "elite media," and the "liberal elite." Who may or may not be part of the "Washington elite." A subset of the "East Coast elite." Which is overly influenced by the "Hollywood elite." So basically, unless you're a shit-kicker from Kansas, you're with the terrorists. If you played a drinking game where you did a shot every time Rush Limbaugh attacked someone for being "elite," you'd be almost as wasted as Rush Limbaugh. I don't get it: In other fields--outside of government--elite is a good thing, like an elite fighting force. Tiger Woods is an elite golfer. If I need brain surgery, I'd like an elite doctor. But in politics, elite is bad--the elite aren't down-to-earth and accessible like you and me and President Shit-for-Brains. Which is fine, except that whenever there's a Bush administration scandal, it always traces back to some incompetent political hack appointment, and you think to yourself, "Where are they getting these screwups from?" Well, now we know: from Pat Robertson. I'm not kidding. Take Monica Goodling, who before she resigned last week because she's smack in the middle of the U.S. attorneys scandal, was the third-ranking official in the Justice Department of the United States. She's thirty-three, and though she never even worked as a prosecutor, was tasked with overseeing the job performance of all ninety-three U.S. attorneys. How do you get to the top that fast? Harvard? Princeton? No, Goodling did her undergraduate work at Messiah College--you know, home of the "Fighting Christies"--and then went on to attend Pat Robertson's law school. Yes, Pat Robertson, the man who said the presence of gay people at Disney World would cause "earthquakes, tornadoes, and possibly a meteor," has a law school. And what kid wouldn't want to attend? It's three years, and you have to read only one book. U.S. News & World Report, which does the definitive ranking of colleges, lists Regent as a tier-four school, which is the lowest score it gives. It's not a hard school to get into. You have to renounce Satan and draw a pirate on a matchbook. This is for the people who couldn't get into the University of Phoenix. Now, would you care to guess how many graduates of this televangelist diploma mill work in the Bush administration? On hundred fifty. And you wonder why things are so messed up? We're talking about a top Justice Department official who went to a college founded by a TV host. Would you send your daughter to Maury Povich U? And if you did, would you expect her to get a job at the White House? In two hundred years, we've gone from "we the people" to "up with people." From the best and brightest to dumb and dumber. And where better to find people dumb enough to believe in George Bush than Pat Robertson's law school? The problem here in America isn't that the country is being run by elites. It's that it's being run by a bunch of hayseeds. And by the way, the lawyer Monica Goodling hired to keep her ass out of jail went to a real law school.

Strange memories on this nervous night in Las Vegas. Five years later? Six? It seems like a lifetime, or at least a Main Era—the kind of peak that never comes again. San Francisco in the middle sixties was a very special time and place to be a part of. Maybe it meant something. Maybe not, in the long run… but no explanation, no mix of words or music or memories can touch that sense of knowing that you were there and alive in that corner of time and the world. Whatever it meant.… History is hard to know, because of all the hired bullshit, but even without being sure of "history" it seems entirely reasonable to think that every now and then the energy of a whole generation comes to a head in a long fine flash, for reasons that nobody really understands at the time—and which never explain, in retrospect, what actually happened. My central memory of that time seems to hang on one or five or maybe forty nights—or very early mornings—when I left the Fillmore half-crazy and, instead of going home, aimed the big 650 Lightning across the Bay Bridge at a hundred miles an hour wearing L. L. Bean shorts and a Butte sheepherder's jacket… booming through the Treasure Island tunnel at the lights of Oakland and Berkeley and Richmond, not quite sure which turn-off to take when I got to the other end (always stalling at the toll-gate, too twisted to find neutral while I fumbled for change)... but being absolutely certain that no matter which way I went I would come to a place where people were just as high and wild as I was: No doubt at all about that… There was madness in any direction, at any hour. If not across the Bay, then up the Golden Gate or down 101 to Los Altos or La Honda.… You could strike sparks anywhere. There was a fantastic universal sense that whatever we were doing was right, that we were winning.… And that, I think, was the handle—that sense of inevitable victory over the forces of Old and Evil. Not in any mean or military sense; we didn't need that. Our energy would simply prevail. There was no point in fighting—on our side or theirs. We had all the momentum; we were riding the crest of a high and beautiful wave.… So now, less than five years later, you can go up on a steep hill in Las Vegas and look West, and with the right kind of eyes you can almost see the high-water mark—that place where the wave finally broke and rolled back.

Because, if the current system worked correctly, and if hiring practices were successfully recruiting and promoting the right people for the right jobs in all circumstances, I seriously doubt that so many leadership positions would be occupied by white middle-aged men.

Follow these five decision steps when hiring someone: Understand the job, consider three to five people, study candidates performance records to find their strengths, talk to the candidates’ colleagues about them, and once hired, explain the assignment to the new employee.

When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

The insistence is on merit, insinuating that any current majority white leadership in any industry has got there through hard work and no outside help, as if whiteness isn’t its own leg-up, as if it doesn’t imply a familiarity that warms an interviewer to a candidate. When each of the sectors I mentioned earlier have such dire racial representation, you’d have to be fooling yourself if you really think that the homogeneous glut of middle-aged white men currently clogging the upper echelons of most professions got there purely through talent alone. We don’t live in a meritocracy, and to pretend that simple hard work will elevate all to success is an exercise in wilful ignorance. Opposing positive discrimination based on apprehensions about getting the best person for the job means inadvertently revealing what you think talent looks like, and the kind of person in which you think talent resides. Because if the current system worked correctly, and if hiring practices were successfully recruiting and promoting the right people for the right jobs in all circumstances, I seriously doubt that so many leadership positions would be occupied by white middle-aged men.

were listening to Tupac right before . . . you know.” “A’ight, so what do you think it means?” “You don’t know?” I ask. “I know. I wanna hear what you think.” Here he goes. Picking my brain. “Khalil said it’s about what society feeds us as youth and how it comes back and bites them later,” I say. “I think it’s about more than youth though. I think it’s about us, period.” “Us who?” he asks. “Black people, minorities, poor people. Everybody at the bottom in society.” “The oppressed,” says Daddy. “Yeah. We’re the ones who get the short end of the stick, but we’re the ones they fear the most. That’s why the government targeted the Black Panthers, right? Because they were scared of the Panthers?” “Uh-huh,” Daddy says. “The Panthers educated and empowered the people. That tactic of empowering the oppressed goes even further back than the Panthers though. Name one.” Is he serious? He always makes me think. This one takes me a second. “The slave rebellion of 1831,” I say. “Nat Turner empowered and educated other slaves, and it led to one of the biggest slave revolts in history.” “A’ight, a’ight. You on it.” He gives me dap. “So, what’s the hate they’re giving the ‘little infants’ in today’s society?” “Racism?” “You gotta get a li’l more detailed than that. Think ’bout Khalil and his whole situation. Before he died.” “He was a drug dealer.” It hurts to say that. “And possibly a gang member.” “Why was he a drug dealer? Why are so many people in our neighborhood drug dealers?” I remember what Khalil said—he got tired of choosing between lights and food. “They need money,” I say. “And they don’t have a lot of other ways to get it.” “Right. Lack of opportunities,” Daddy says. “Corporate America don’t bring jobs to our communities, and they damn sure ain’t quick to hire us. Then, shit, even if you do have a high school diploma, so many of the schools in our neighborhoods don’t prepare us well enough. That’s why when your momma talked about sending you and your brothers to Williamson, I agreed. Our schools don’t get the resources to equip you like Williamson does. It’s easier to find some crack than it is to find a good school around here.

This is the thing: if you have the option to not think about or even consider history, whether you learned it right or not, or whether it even deserves consideration, that's how you know you're on board the ship that serves hors d'oeuvres and fluffs your pillows, while others are out at sea, swimming or drowning, or clinging to little inflatable rafts that they have to take turns keeping inflated, people short of breath, who've never even heard of the words hors d'oeuvres of fluff. Then someone from up on the yacht says, "It's too bad those people down there are lazy, and not as smart and able as we are up here, we who have built these strong, large, stylish boats ourselves, we who float the seven seas like kings." And then someone else on board says something like, "But your father gave you this yacht, and these are his servants who brought the hors d'oeuvres." At which point that person gets tossed overboard by a group of hired thugs who'd been hired by the father who owned the yacht, hired for the express purpose of removing any and all agitators on the yacht to keep them from making unnecessary waves, or even referencing the father or the yacht itself. Meanwhile, the man thrown overboard begs for his life and the people on the small inflatable rafts can't get to him soon enough, or they don't even try, and the yacht's speed and weight cause and undertow. Then in whispers, while the agitator gets sucked under the yacht, private agreements are made, precautions are measured out, and everyone quietly agrees to keep on quietly agreeing to the implied rule of law and to not think about what just happened. Soon, the father, who put these things in place, is only spoken of in the form of lore, stories told to children at night, under the stars, at which point there are suddenly several fathers, noble, wise forefather. And the boat sails on unfettered.

you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation. On the assembly line

When Jeff Bezos paid 250 million dollars for The Washington Post, in effect what he purchased was the right to stop the second-most powerful newspaper in the United States from investigating his company, Amazon, and even better—that he could use that company to hire people who share a similar ideology to his own, which benefits his bottom line.

As a result, I tended to hire people who were the same way—who would dive right into challenges, figure out what to do about them, and then do it. I figured that if they had great character, common sense, and creativity, and were driven to achieve our shared mission, they would discover what it took to be successful if I gave them the freedom to figure out how to make the right decisions.

This is the thing: If you have the option to not think about or even consider history, whether you learned it right or not, or whether it even deserves consideration, that’s how you know you’re on board the ship that serves hors d’oeuvres and fluffs your pillows, while others are out at sea, swimming or drowning, or clinging to little inflatable rafts that they have to take turns keeping inflated, people short of breath, who’ve never even heard of the words hors d’oeuvres or fluff. Then someone from up on the yacht says, “It’s too bad those people down there are lazy, and not as smart and able as we are up here, we who have built these strong, large, stylish boats ourselves, we who float the seven seas like kings.” And then someone else on board says something like, “But your father gave you this yacht, and these are his servants who brought the hors d’oeuvres.” At which point that person gets tossed overboard by a group of hired thugs who’d been hired by the father who owned the yacht, hired for the express purpose of removing any and all agitators on the yacht to keep them from making unnecessary waves, or even referencing the father or the yacht itself.

Delegate judiciously: This is another incredibly important lesson for leading. A finance billionaire once told me that to scale a business you have to know how to delegate: “A great employee will do something 80 percent the same way you would do it. The last 20 percent is their personal take on the deliverable. There’s a 50 percent chance that your way would be the right way and a 50 percent chance that their way is better. They’re not going to do it 100 percent the same way you would, but you have to hope that you hire people who will do things better than you would, who will try things that are smartly conceived. You have to get comfortable with people doing things 80 percent the way you would have done them in order to scale a business.” The ability to delegate smartly is critical.

NO PERFORMANCE MANAGEMENT OR EMPLOYEE FEEDBACK PROCESS Your company now employs twenty-five people and you know that you should formalize the performance management process, but you don’t want to pay the price. You worry that doing so will make it feel like a “big company.” Moreover, you do not want your employees to be offended by the feedback, because you can’t afford to lose anyone right now. And people are happy, so why rock the boat? Why not take on a little management debt? The first noticeable payments will be due when somebody performs below expectations: CEO: “He was good when we hired him; what happened?” Manager: “He’s not doing the things that we need him to do.” CEO: “Did we clearly tell him that?” Manager: “Maybe not clearly . . .” However, the larger payment will be a silent tax. Companies execute well when everybody is on the same page and everybody is constantly improving. In a vacuum of feedback, there is almost no chance that your company will perform optimally across either dimension. Directions with no corrections will seem fuzzy and obtuse. People rarely improve weakness they are unaware of. The ultimate price you will pay for not giving feedback: systematically crappy company performance.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

Globoforce worked with Cisco to use recognition to boost employee engagement by 5 percent, and with Intuit to achieve and sustain a double-digit increase in employee engagement over a large employee base that spans six countries. Hershey’s recognition approach helped increase employee satisfaction by 11 percent. And for LinkedIn, retention rates are nearly 10 percentage points higher for new hires who are recognized four or more times. Whether we’re leading a group or a member of the team, whether we’re working in a formal or informal recognition program, it is our responsibility to say to the people who work alongside us: “We’ve got to stop and celebrate one another and our victories, no matter how small. Yes, there’s more work to be done, and things could go sideways in an hour, but that will never take away from the fact that we need to celebrate an accomplishment right now.

I’d have Lee too, and Jackson and Albert Sidney Johnston, walking around the midway. Hire some people with beards, you know, to do that. I wouldn’t have Braxton Bragg or Joseph E. Johnston. Every afternoon at three Lee would take off his gray coat and wrestle an alligator in a mud hole. Prize drawings. A lot of T-shirts and maybe a few black-and-white portables. If you don’t like that, how about a stock-car track? Year-round racing with hardly any rules. Deadly curves right on the water. The Symes 500 on Christmas day. Get a promotional tie-in with the Sugar Bowl. How about an industrial park? How about a high-rise condominium with a roof garden? How about a baseball clinic? How about a monkey island? I don’t say it would be cheap. Nobody’s going to pay to see one or two monkeys these days. People want to see a lot of monkeys. I’ve got plenty of ideas but first I have to get my hands on the island.

They argue that opposition to same-sex marriage is a deeply held religious belief, and withdrawing support, whether it’s by declining to photograph a gay wedding or refusing to hire a married lesbian woman, is a rightful expression of their faith. But the logic doesn’t extend beyond the LGBTQ issue: evangelicals aren’t out pushing for the right to discriminate against divorced couples, unrepentant gossips, or gluttons, all people in blatant violation of Christian tenets.

The leaders of good-to-great companies did not first focus on creating a vision or over-arching goal. Instead, they made sure to first get the best, brightest, and hardest-working people on board, while removing those that don’t perform. Once they had the right people, they then determined where to lead their companies. In other words, their guiding principle is to first determine the “who” before figuring out the “what”. The elite companies practiced three principles in hiring:

What’s the difference between service and hospitality?” The best answer I ever got came from a woman I ended up not hiring. She said, “Service is black and white; hospitality is color.” “Black and white” means you’re doing your job with competence and efficiency; “color” means you make people feel great about the job you’re doing for them. Getting the right plate to the right person at the right table is service. But genuinely engaging with the person you’re serving, so you can make an authentic connection—that’s hospitality.

It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Only those who have lost as much as we have see the particularly nasty slice of smile on someone who thinks they’re winning when they say “Get over it.” This is the thing: If you have the option to not think about or even consider history, whether you learned it right or not, or whether it even deserves consideration, that’s how you know you’re on board the ship that serves hors d’oeuvres and fluffs your pillows, while others are out at sea, swimming or drowning, or clinging to little inflatable rafts that they have to take turns keeping inflated, people short of breath, who’ve never even heard of the words hors d’oeuvres or fluff. Then someone from up on the yacht says, “It’s too bad those people down there are lazy, and not as smart and able as we are up here, we who have built these strong, large, stylish boats ourselves, we who float the seven seas like kings.” And then someone else on board says something like, “But your father gave you this yacht, and these are his servants who brought the hors d’oeuvres.” At which point that person gets tossed overboard by a group of hired thugs who’d been hired by the father who owned the yacht, hired for the express purpose of removing any and all agitators on the yacht to keep them from making unnecessary waves, or even referencing the father or the yacht itself. Meanwhile, the man thrown overboard begs for his life, and the people on the small inflatable rafts can’t get to him soon enough, or they don’t even try, and the yacht’s speed and weight cause an undertow. Then in whispers, while the agitator gets sucked under the yacht, private agreements are made, precautions are measured out, and everyone quietly agrees to keep on quietly agreeing to the implied rule of law and to not think about what just happened. Soon, the father, who put these things in place, is only spoken of in the form of lore, stories told to children at night, under the stars, at which point there are suddenly several fathers, noble, wise forefathers. And the boat sails on unfettered. If you were fortunate enough to be born into a family whose ancestors directly benefited from genocide and/or slavery, maybe you think the more you don’t know, the more innocent you can stay, which is a good incentive to not find out, to not look too deep, to walk carefully around the sleeping tiger. Look no further than your last name. Follow it back and you might find your line paved with gold, or beset with traps.

At a high level, we look for people who think independently, argue open-mindedly and assertively, and above all else value the intense pursuit of truth and excellence, and through it, the rapid improvement of themselves and the organization. Because we treat work as more than just what we do to make a living, we look at every potential hire not just as an employee but as someone we’d want share our lives with. We insist that the people we work with are considerate and have a high sense of personal accountability to do the difficult, right things. We look for people with generous natures and high standards of fairness.

In the 1960s, it took months before someone figured out they could sell tie-dyed shirts and bell bottoms to anyone who wanted to rebel. In the 1990s, it took weeks to start selling flannel shirts and Doc Martens to people in the Deep South. Now people are hired by corporations to go to bars and clubs and observe what the counterculture is into and have it on the shelves in the mall stores right as it becomes popular. The counterculture, the indie fans, and the underground stars—they are the driving force behind capitalism. They are the engine. This brings us to the point: Competition among consumers is the turbine of capitalism.

He was talking about hire purchase. precredit cards. A different way of getting the poor into debt, but I think he was right. It was nice when ordinary people could take a holiday in Spain, of course, but easy credit is what started the cultural rot. Tourism depends on lots of people everywhere with loads of disposable wealth, which means all kinds of changes through a place a cultivates it. The real, messy, informative past disappears to be overlaid with bad fiction, with simplified folklore, easy answers. Memory needs to remain complex, debatable. Without those qualities it is mere nostalgic sentimentality. Commodified identity. Souls bough and sold.

We stood in the wings together, side by side. Reed's mouth was still agape. "It makes sense when you think about it," I mused. "You get two people together who have you-know-what, and sparks are going to fly." Reed's cue was about to start. He pointed at me and said, "Tonight. There's a party. And we're going to talk." "Yes" "Because this is crazy." "Totally." "Okay. Well." He tugged a strand of my hair. "Good luck out there." "You're not supposed to say that." "Fine. How about..." He squinted at me. "Here's looking at you kid." The smile melted off my face. "What did you say?" "It's a line. From a movie." He shrugged and burst onto the stage with a hee-haw. It was a line. From Casablanca. The same line KARL had said to me when I was Elsa. The same like Karl didn't recognize when I said it to him as Floressa. Which meant... nothing. Right? Lots of people know that line. Just because Reed said it, and Reed was a sub, it didn't mean he was... he was... "You're on," the stage manager whispered. I stumbled onto the stage. The lights were too bright. The theater was packed. Reed gave me a quick, crooked smile, and I knew. My crush on Karl was less complicated than I thought, because it wasn't Karl I'd been with that day in the garden. Now my crush on Reed... ? THAT was a scandal all on its own.

I said, “there was a society of men among us, bred up from their youth in the art of proving, by words multiplied for the purpose, that white is black, and black is white, according as they are paid. To this society all the rest of the people are slaves. For example, if my neighbour has a mind to my cow, he has a lawyer to prove that he ought to have my cow from me. I must then hire another to defend my right, it being against all rules of law that any man should be allowed to speak for himself. Now, in this case, I, who am the right owner, lie under two great disadvantages: first, my lawyer, being practised almost from his cradle in defending falsehood, is quite out of his element when he would be an advocate for justice, which is an unnatural office he always attempts with great awkwardness, if not with ill-will. The second disadvantage is, that my lawyer must proceed with great caution, or else he will be reprimanded by the judges, and abhorred by his brethren, as one that would lessen the practice of the law. And therefore I have but two methods to preserve my cow. The first is, to gain over my adversary’s lawyer with a double fee, who will then betray his client by insinuating that he hath justice on his side. The second way is for my lawyer to make my cause appear as unjust as he can, by allowing the cow to belong to my adversary: and this, if it be skilfully done, will certainly bespeak the favour of the bench. Now your honour is to know, that these judges are persons appointed to decide all controversies of property, as well as for the trial of criminals, and picked out from the most dexterous lawyers, who are grown old or lazy; and having been biassed all their lives against truth and equity, lie under such a fatal necessity of favouring fraud, perjury, and oppression, that I have known some of them refuse a large bribe from the side where justice lay, rather than injure the faculty, by doing any thing unbecoming their nature or their office.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

I know for a fact that I would be awful if I was built like Serena Williams or Jennifer Lopez... If I had a body remotely close to what they have, I would be a terror. My ass would cause me to do really inappropriate and rude things. I'd be so ridiculous that people would be able to pick my labia out of a lineup. I'd wear zero clothes any- and everywhere, every day. I'd show up at church rocking a denim thong and a cropped T-shirt and have the nerve to sit right next to the head usher and dare her to say anything to me. And if anyone did say something to me, I'd tell them, "Jesus blessed me in many ways, and I am just showing off His works. HALLELUJAH." People would be disgusted and appalled by me and I wouldn't care. All insults would bounce off my ample backside. To whom much is given, much is required, and I'd require that my much would be given nary an inch of fabric. I'd hire a band whose sole job would be to follow me around and play theme music for my yansh, based on the mood I was in... I might opt to walk backwards into any room I entered, because why not?... I might also declare my booty its own limited liability corporation, assigning myself as CEO and chairman of the Donk. My jeans would be tax-deductible business expenses, and I would add my ass to my LinkedIn profile's Skills section. Everyone would throw hate ration in my dancery, and I wouldn't even see it, protected as I would be by the throne I sat atop.

There's one thing you ought to know about old people," Alberto Terégo told me on our early morning walk on the beach. "Like what?" I asked my friend in reply. "Like old people don't mind if you kill them," Terégo said. "Just don't give them any more crap while you're doing it." "Are you talking about yourself?" I said. "You're telling me you'd rather have someone kill you than give you a hard time?” My head was starting to hurt. It usually did when I talked with Terégo, but never so soon into our daily conservation. He was grinning now, knowing he had me again. I just stared at him. He has this uncanny knack of making me feel he's laid a booby trap of punji sticks on which I'm about to impale myself. “That's ridiculous," I said finally, feeling like a kid for not being able to come up with a better response to his bizarre suggestion. “No, it's life,” Terégo said, his grin growing larger. “What's life?” I said. “Taking crap,” he said. "Taking crap is life?" I said. The grin hung ear to ear now. “It's what nice people do,” Terégo said. “There's an 18th century proverb that says we all have to eat a peck of dirt before we die. We do it from an early age, so old people have been doing it for a very long time, way beyond the proverbial amount that broke the camel's back.” “Eating dirt is life?” I said, feeling the pain grow under my arched eyebrows. "That's right," he said. "Eating dirt?" I repeated dully. "We do it to be team players, so we don’t rock the boat, to go with the flow," Terégo said. "We put up, shut up, get along--no matter what--with people even the Dalai Lama would slap silly. We defer to their foolishness, stupidity, biases, racism, ego, telling them what they want to hear, keeping quiet when we ought to be speaking up loud and clear. We put a sock in it even though it chokes us. We do it so we won’t offend, to fit in, be neighborly, sociable, kind. We do it so people will like us, love and reward and hire and promote us. We do it to be successful, secure, happy." "We eat dirt to be happy," I said, my eyes starting to glaze over like frost on window panes in deep winter. "You see the supreme irony in that," Terégo said, the triumph in his voice almost palpable, galling me no end.

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.

Oliver had been kind to her in many respects. He'd kept his word and hired Mr. Pinter. He'd offered to buy her gowns, and he'd treated Freddy with more indulgence than could be expected of any man. But his actions in the carriage hadn’t been a kindness. Because now she knew exactly what she’d be missing if she married Nathan and settled for his mild kisses. As she went about the shop selecting gowns, she told herself that maybe passion could develop between two people over time. Maybe once she was married to Nathan, it would come out all right in the end. Deep inside, however, in the naughty part of her that had reveled in Oliver’s fervent kisses, she knew she was lying to herself. Because right now, the only man she ever wanted to kiss again was Oliver.

He was reading a cheap-looking booklet. Since he was literate, I thought he might be one of the people I was being hired to divert with knowledge. I was right. His name was Abdullah Akbahr. With my encouragement, he would write several interesting short stories. One, I remember, was supposedly the autobiography of a talking deer in the National Forest who has a terrible time finding anything to eat in winter and gets tangled in barbed wire during the summer months, trying to get at the delicious food on farms. He is shot by a hunter. As he dies he wonders why he was born in the first place. The final sentence of the story was the last thing the deer said on Earth. The hunter was close enough to hear it and was amazed. This was it: “What the blankety-blank was that supposed to be all about?

...because a man on the scent of the White House is rarely rational. He is more like a beast in heat: a bull elk in the rut, crashing blindly through the timber in a fever for something to fuck. Anything! A cow, a calf, a mare--any flesh and blood beast with a hole in it.The bull elk is a very crafty animal for about fifty weeks of the year; his senses are so sharp that only an artful stalker can get within a thousand yards of him...butwhen the rut comes on, in the autumn, any geek with the sense to blow an elk-whistle can lure a bull elk right up to his car in ten minutes if he can drive within hearing range. The dumb bastards lose all control of themselves when the rut comes on. Their eyes glaze over, their ears pack up with hot wax, and their loins get heavy with blood. Anything that sounds like a cow elk in heat will fuse the central nervous systems of every bull on the mountain. They will race through the timbers like huge cannonballs, trampling small trees and scraping off bloody chunks of their own hair on the unyielding bark of the big ones. They behave like sharks in a feeding frenzy, attacking each other with all the demented violence of human drug dealers gone mad on their own wares. A career politician finally smelling the White House is not Much different from a bull elk in the rut. He will stop at nothing, trashing anything that gets in his way; and anything he can't handle personally, he will hire out--or, failing that, make a deal. It is a difficult syndrome for most people to understand, because so few of us ever come close to the kind of Ultimate Power and Achievement that the White House represents to a career politician.

What’s the magic number of candidates then? I worked with our firm’s research center in India on a massive analysis to study the relationship between how many people we had presented to our clients in thousands of executive searches all over the world and the “stick rate” of the one hired—that is, how many years he or she had stayed at the company, either in the original position or moving up to a more senior role. My expectation was that a larger pool of people interviewed would increase the stick rate, and that happened up to a point. But after three or four candidates, it rapidly declined, confirming that too many options generate suboptimal decisions. So three to four seems to be the right number, just as it is with the interviewers you involve in your key people decisions. But wait: Weren’t Kepler and Darwin out of this range with their eleven

By now, certain alternate theories are beginning to circulate online. It's the government, they say. Or it's Big Pharma. Some kind of germ must have gotten loose from a lab at the college. Think about it, they say: Do you really believe that a completely new virus could show up in the most powerful country on earth without scientists knowing exactly what it is? They probably engineered it themselves. They might be spreading this thing on purpose, testing out a biological weapon. They might be withholding the cure. Or maybe there's no sickness at all—that's what some have begun posting online. Isn't Santa Lora the perfect location for a hoax? An isolated town, surrounded by forest, only one road in and one road out. And those people you see on TV? Those could be hired victims. Those could be crisis actors paid to play their parts. And the supposedly sick? Come on, how hard is it to pretend you're asleep? Maybe, a few begin to say, Santa Lora is not even a real town. Has anyone ever heard of this place? And look it up: there's no such saint as Santa Lora. It's made-up. The whole damn place is probably just a set on some back lot in Culver City. Don't those houses look a little too quaint? Don't be naïve, say others—they don't need a set. All that footage is probably just streaming out of some editing room in the valley. If you look closely, you can tell that some of those houses repeat. Now just ask yourself, they say, who stands to benefit from all this. It always comes back to money, right? The medical-industrial complex. And who do you think pays the salaries of these so-called journalists reporting all this fake news? Just watch: in a few months, Big Pharma will be selling the vaccine.

And don’t tell me God works in mysterious ways,” Yossarian continued. “There’s nothing so mysterious about it. He’s not working at all. He’s playing. Or else he’s forgotten all about us. That’s the kind of God you people talk about — a country bumpkin, a clumsy, bungling, brainless, conceited, uncouth hayseed. Good God, how much reverence can you have for a Supreme Being who finds it necessary to include such phenomena as phlegm and tooth decay in His divine system of creation? What in the world was running through that warped, evil, scatalogical mind of His when He robbed old people of the power to control their bowel movements? Why in the world did He ever create pain? Pain?” Lieutenant Scheisskopf’s wife pounced upon the word victoriously. “Pain is a useful symptom. Pain is a warning to us of bodily dangers. And who created the dangers?” Yossarian demanded. He laughed caustically. “Oh, He was really being charitable to us when He gave us pain! Why couldn’t He have used a doorbell instead to notify us, or one of his celestial choirs? Or a system of blue-and-red neon tubes right in the middle of each person’s forehead. Any jukebox manufacturer worth his salt could have done that. Why couldn’t He? People would certainly look silly walking around with red neon tubes in the middle of their foreheads. They certainly look beautiful now writhing in agony or stupified with morphine, don’t they? What a colossal, immortal blunderer! When you consider the opportunity and power He had to really do a job, and then look at the stupid, ugly little mess He made of it instead, His sheer incompetence is almost staggering. It’s obvious He never met a payroll. Why, no self-respecting businessman would hire a bungler like Him as even a shipping clerk!

What is taking place here should be made very clear: Citizens who are completely innocent of any legal wrongdoing and simply minding their own business--not seeking any litigation and neither convicted nor accused of any legal infraction, criminal or civil--are ordered into court and told to write checks to officials of the court or they will be summarily arrested and jailed, Judges also order citizens to sell their houses and other property and turn the proceeds over to lawyers and other cronies they never hired. Summoning legally unimpeachable citizens to court and forcing them to empty their bank accounts to people they have not hired for services they have neither requested nor received on threat of physical punishment is what most people would call a protection racket. . . Yet family court judges do this as a matter of routine. This is by far the clearest example of what we political scientists term a "kleptocracy," or government by theives.

All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Yet if one looks closely one sees that there is no essential difference between a beggar’s livelihood and that of numberless respectable people. Beggars do not work, it is said; but, then, what is work? A navvy works by swinging a pick. An accountant works by adding up figures. A beggar works by standing out of doors in all weathers and getting varicose veins, chronic bronchitis, etc. It is a trade like any other; quite useless, of course—but, then, many reputable trades are quite useless. And as a social type a beggar compares well with scores of others. He is honest compared with the sellers of most patent medicines, high-minded compared with a Sunday newspaper proprietor, amiable compared with a hire-purchase tout—in short, a parasite, but a fairly harmless parasite. He seldom extracts more than a bare living from the community, and, what should justify him according to our ethical ideas, he pays for it over and over in suffering. I do not think there is anything about a beggar that sets him in a different class from other people, or gives most modern men the right to despise him.

The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation. On the assembly line

Strange memories on this nervous night in Las Vegas. Five years later? Six? It seems like a lifetime, or at least a Main Era - the kind of peak that never comes again. San Francisco in the middle sixties was a very special time and place to be a part of. Maybe it meant something. Maybe not, in the long run . . . but no explanation, no mix of words or music or memories can touch that sense of knowing that you were here and alive in that corner of time and the world. Whatever it meant . . . . History is hard to know, because of all the hired bullshit, but even without being sure of “history” it seems entirely reasonable to think that every now and then the energy of a whole generation comes to a head in a long fine flash, for reasons that nobody really understands at the time - and which never explain, in retrospect, what actually happened. My central memory of that time seems to hang on one or five or maybe forty nights - or very early mornings - when I left the Fillmore half - crazy and, instead of going home, aimed the big 650 Lightning across the Bay Bridge at a hundred miles an hour wearing L. L. Bean shorts and a Butte sheepherder’s jacket . . . booming through the Treasure Island tunnel at the lights of Oakland and Berkeley and Richmond, not quite sure which turn - off to take when I got to the other end (always stalling at the toll - gate, too twisted to find neutral while I fumbled for change) . . . but being absolutely certain that no matter which way I went I would come to a place where people were just as high and wild as I was: No doubt at all about that. .There was madness in any direction, at any hour. If not across the Bay, then up the Golden Gate or down 101 to Los Altos or La Honda. . . . You could strike sparks anywhere. There was a fantastic universal sense that whatever we were doing was right, that we were winning. And that, I think, was the handle - that sense of inevitable victory over the forces of Old and Evil. Not in any mean or military sense; we didn’t need that. Our energy would simply prevail. There was no point in fighting - on our side or theirs. We had all the momentum; we were riding the crest of a high and beautiful wave. So now, less than five years later, you can go up on a steep hill in Las Vegas and look West, and with the right kind of eyes you can almost see the high - water mark - that place where the wave finally broke and rolled back.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

Forgiveness is difficult,” she said, making me feel small-hearted and brittle. “You don’t have to trust Adam again, not right away, but it does mean you have to accept what’s happened and start to take steps away from the infidelity.” So once again, the burden is on me. Planning the wedding, though it was a genuine joy, was on me. Once we figured out why we couldn’t get pregnant, the burden was on me, too, with those horrible shots that made me so hormonal I had to go into the bathroom at work and cry, and everyone knew and was so nice, which made me cry more. All Adam had to do was switch to wearing boxers and have more sex. The pregnancy—me again. I’m the one with a four-inch scar and a pooch of skin. The house decorating, painting, hiring people to overhaul the plumbing and electric… me. His mother’s birthday—also mine to remember. Holidays, vacations, weekend plans, all mine. And while I would never call my girls a burden, the huge responsibility of raising them is 99 percent mine. And now the future of our marriage is on me. I have to forgive him. I have to accept his apology. I have to get past this. That first night, I lay stiffly next to him. He gave me a meaningful basset-hound look and said, “Thank you, Rachel,” and it was all I could do not to flip him off.

Early on it is clear that Addie has a rebellious streak, joining the library group and running away to Rockport Lodge. Is Addie right to disobey her parents? Where does she get her courage? 2. Addie’s mother refuses to see Celia’s death as anything but an accident, and Addie comments that “whenever I heard my mother’s version of what happened, I felt sick to my stomach.” Did Celia commit suicide? How might the guilt that Addie feels differ from the guilt her mother feels? 3. When Addie tries on pants for the first time, she feels emotionally as well as physically liberated, and confesses that she would like to go to college (page 108). How does the social significance of clothing and hairstyle differ for Addie, Gussie, and Filomena in the book? 4. Diamant fills her narrative with a number of historical events and figures, from the psychological effects of World War I and the pandemic outbreak of influenza in 1918 to child labor laws to the cultural impact of Betty Friedan. How do real-life people and events affect how we read Addie’s fictional story? 5. Gussie is one of the most forward-thinking characters in the novel; however, despite her law degree she has trouble finding a job as an attorney because “no one would hire a lady lawyer.” What other limitations do Addie and her friends face in the workforce? What limitations do women and minorities face today? 6. After distancing herself from Ernie when he suffers a nervous episode brought on by combat stress, Addie sees a community of war veterans come forward to assist him (page 155). What does the remorse that Addie later feels suggest about the challenges American soldiers face as they reintegrate into society? Do you think soldiers today face similar challenges? 7. Addie notices that the Rockport locals seem related to one another, and the cook Mrs. Morse confides in her sister that, although she is usually suspicious of immigrant boarders, “some of them are nicer than Americans.” How does tolerance of the immigrant population vary between city and town in the novel? For whom might Mrs. Morse reserve the term Americans? 8. Addie is initially drawn to Tessa Thorndike because she is a Boston Brahmin who isn’t afraid to poke fun at her own class on the women’s page of the newspaper. What strengths and weaknesses does Tessa’s character represent for educated women of the time? How does Addie’s description of Tessa bring her reliability into question? 9. Addie’s parents frequently admonish her for being ungrateful, but Addie feels she has earned her freedom to move into a boardinghouse when her parents move to Roxbury, in part because she contributed to the family income (page 185). How does the Baum family’s move to Roxbury show the ways Betty and Addie think differently from their parents about household roles? Why does their father take such offense at Herman Levine’s offer to house the family? 10. The last meaningful conversation between Addie and her mother turns out to be an apology her mother meant for Celia, and for a moment during her mother’s funeral Addie thinks, “She won’t be able to make me feel like there’s something wrong with me anymore.” Does Addie find any closure from her mother’s death? 11. Filomena draws a distinction between love and marriage when she spends time catching up with Addie before her wedding, but Addie disagrees with the assertion that “you only get one great love in a lifetime.” In what ways do the different romantic experiences of each woman inform the ideas each has about love? 12. Filomena and Addie share a deep friendship. Addie tells Ada that “sometimes friends grow apart. . . . But sometimes, it doesn’t matter how far apart you live or how little you talk—it’s still there.” What qualities do you think friends must share in order to have that kind of connection? Discuss your relationship with a best friend. Enhance

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 the wake of the Cognitive Revolution, gossip helped Homo sapiens to form larger and more stable bands. But even gossip has its limits. Sociological research has shown that the maximum ‘natural’ size of a group bonded by gossip is about 150 individuals. Most people can neither intimately know, nor gossip effectively about, more than 150 human beings. Even today, a critical threshold in human organisations falls somewhere around this magic number. Below this threshold, communities, businesses, social networks and military units can maintain themselves based mainly on intimate acquaintance and rumour-mongering. There is no need for formal ranks, titles and law books to keep order. 3A platoon of thirty soldiers or even a company of a hundred soldiers can function well on the basis of intimate relations, with a minimum of formal discipline. A well-respected sergeant can become ‘king of the company’ and exercise authority even over commissioned officers. A small family business can survive and flourish without a board of directors, a CEO or an accounting department. But once the threshold of 150 individuals is crossed, things can no longer work that way. You cannot run a division with thousands of soldiers the same way you run a platoon. Successful family businesses usually face a crisis when they grow larger and hire more personnel. If they cannot reinvent themselves, they go bust. How did Homo sapiens manage to cross this critical threshold, eventually founding cities comprising tens of thousands of inhabitants and empires ruling hundreds of millions? The secret was probably the appearance of fiction. Large numbers of strangers can cooperate successfully by believing in common myths. Any large-scale human cooperation – whether a modern state, a medieval church, an ancient city or an archaic tribe – is rooted in common myths that exist only in people’s collective imagination. Churches are rooted in common religious myths. Two Catholics who have never met can nevertheless go together on crusade or pool funds to build a hospital because they both believe that God was incarnated in human flesh and allowed Himself to be crucified to redeem our sins. States are rooted in common national myths. Two Serbs who have never met might risk their lives to save one another because both believe in the existence of the Serbian nation, the Serbian homeland and the Serbian flag. Judicial systems are rooted in common legal myths. Two lawyers who have never met can nevertheless combine efforts to defend a complete stranger because they both believe in the existence of laws, justice, human rights – and the money paid out in fees.

With regard to the price then of the men themselves, it is obvious that the public treasury is in a better position to provide funds than any private individuals. What can be easier than for the Council to invite by public proclamation all whom it may concern to bring their slaves, and to buy up those produced? Assuming the purchase to be effected, is it credible that people will hesitate to hire from the state rather than from the private owner, and actually on the same terms? People have at all events no hesitation at present in hiring consecrated grounds, sacred victims, houses, etc., or in purchasing the right of farming taxes from the state. To ensure the preservation of the purchased property, the treasury can take the same securities precisely from the lessee as it does from those who purchase the right of farming its taxes. Indeed, fraudulent dealing is easier on the part of the man who has purchased such a right than of the man who hires slaves. Since it is not easy to see how the exportation of public money is to be detected, when it differs in no way from private money. Whereas it will take a clever thief to make off with these slaves, marked as they will be with the public stamp, and in face of a heavy penalty attached at once to the sale and exportation of them. Up to this point then it would appear feasible enough for the state to acquire property in men and to keep a safe watch over them.

So...what are you working on now?" “Right now, an essay about Don Quixote.” “One of my favorite books.” “Mine too.” “What’s the gist?” “It has to do with the authorship of the books.” “Is there any question?” “I mean the book inside the book Cervantes wrote, the one he imagined he was writing.” “Ah.” “Cervantes claims he is not the author, that the original text was in Arabic.” “Right. It’s an attack on make-believe, so he must claim it was real.” “Precisely. Therefore, the story has to be written by an eyewitness yet Cid Hamete Benengeli, the acknowledged author, never makes an appearance. So who is he? Sancho Panza is of course the witness – illiterate, but with a gift for language. He dictated the story to the barber and the priest, Don Quixote’s friends. They had the manuscript translated into Arabic. Cervantes found the translation and had it rendered back into Spanish. The idea was to hold up a mirror to Don Quixote’s madness so that when he finally read the book himself, he would see the error of his ways. But Don Quixote, in my view, was no mad. He only pretended to be. He engineered the collaboration, and the translation from Arabic back into Spanish. I like to imagine Cervantes hiring Don Quixote in disguise to decipher the story of Don Quixote.” “But why did Quixote go to such lengths?” “He wanted to test the gullibility of man. To what extent would people tolerate blasphemies, lies, and nonsense if they gave them amusement? The answer: to any extent. For the book is still amusing us today. That’s finally all anyone wants out of a book. To be amused.

Approximately 80 percent of criminal defendants are indigent and thus unable to hire a lawyer. Yet our nation's public defender system is woefully inadequate. The most visible sign of the failed system is the astonishingly large caseloads public defenders routinely carry, making it impossible for them to provide meaningful representations to their clients. Sometimes defenders have well over one hundred clients at a time; many of these clients are facing decades behind bars or life imprisonment. Too often the quality of court-appointed counsel is poor because the miserable working conditions and low pay discourage good attorneys from participating in the system. And some states deny representation to impoverished defendants on the theory that somehow they should be able to pay for a lawyer, even thought they are scarcely able to pay for food or rent. In Virginia, for examples, fees paid to court-appointed attorneys for representing someone charged with a felony that carried a sentence of less than twenty years are capped at $428. And in Wisconsin, more than 11,000 poor people go to court without representation each year because anyone who earns more than $3,000 per year is considered able to afford a lawyer. In Lake Charles, Louisiana, the public defender office has only two investigators for the 2,500 felony cases and 4,000 misdemeanor cases assigned to the office each year. The NAACP Legal Defense Fund and the Southern Center for Human Rights in Atlanta sued the city of Gulfport, Mississippi, alleging that the city operated a 'modern day debtor's prison' by jailing poor people who are unable to pay their fines and denying them the right to lawyers.

If that sounds cultish, I’m unapologetic. When organizations talk about creating an innovative business culture, a lot of people focus on the external symbols. The ping-pong and foosball tables in the office, the team-building Thursday beers after work, the company ski weekends, and the anything-goes dress code. At TMHQ we have all those things. But they are marginal to what we are really about. A culture is built up over months and years of good practice, questioning, and improvement. Of doing things the right way and having anyone who comes into the group or participates in an event recognize what that means. Culture is all the things that happen in an organization when the boss isn’t looking. Tony Hsieh describes, in his book Delivering Happiness, how he built his online shoe business Zappos by concentrating on service and integrity above all else. “Your personal core values define who you are,” he argued, “and a company’s core values ultimately define the company’s character and brand. For individuals, character is destiny. For organizations, culture is destiny.” I think that’s true, and doubly so when you are “delivering happiness” as an experience that asks people to take on and display some of the virtues of that culture themselves. In this sense, we believed, in our initial phase of recruiting, that a candidate’s previous career path and qualifications were less important than his or her willingness to embrace our credo. Though we had no experience in event management, the plan was never to go out and hire people from the event industry. We had obstacles where participants jump through flames and we feared the first thing an outside event person might instinctively do was pull out a fire extinguisher.

They kissed. “Okay,” Dooney said. “Now pay attention. Evil number one, competition. Evil number two, government. So let’s say you’re a respectable, all-American robber baron; you’re sick and tired of all the save-the-water, save-the-whatever EPA types, IRS types, SEC types, DNC types, name your traitor. How can you be a robber baron if you can’t rob anybody?” “Got me,” said Cal. “Retire?” “Uh-uh,” said Dooney. “Think vertical. If you’re fed up with government, you hike up your trousers and throw your hat in the ring. You become the government. You go vertical. You install yourself right up there at the tippy-top of the pyramid. Corporations, Cal—they’re people. Law of the land. Therefore you nominate your corporation for president of the United Capitalist States of America, that’s what you do, you do an acquisition, you buy a subsidiary called the presidency, you install yourself as commander in chief—you install Amazon, you install PS&S and yours truly—because PS&S is a living, breathing, bona fide human being just like you and me and Jeff Bezos—human rights, legal rights—and, bingo, the IRS is your errand boy, the SEC is your own personal masseuse, the EPA is the groundskeeper on that golf course of yours down in Florida, and, hey, if you catch any flack, tough shit, you fire the whistleblower and hire somebody with the sense to do exactly what you want, what PS&S wants, what Amazon and the USA want. You make this country great again. Because you are this country. Because you are great. And if anybody thinks you’re not, fair enough, you buy yourself another subsidiary, you buy a Congress, so then it’s your Congress, the PS&S Congress, and you scare the shit out of anybody who thinks differently. That’s vertical. That’s king of the Monopoly board. That’s queen of Sheba. That’s why the Pilgrims showed up.

I must at this point reiterate my strong objection to being asked to fill in forms in which I have to tick a box labelling my 'race' or 'ethnicity', and voice my strong support for Lewontin's statement that racial classification can be actively destructive of social and human relations - especially when people use racial classification as a way of treating people differently, whether through negative or positive discrimination. To tie a racial label to somebody is informative in the sense that it tells you more than one thing about them. It might reduce your uncertainty about the colour of their hair, the colour of their skin, the straightness of their hair, the shape of their eye, the shape of their nose and how tall they are. But there is no reason to suppose that it tells you anything about how well-qualified they are for a job. And even in the unlikely event that it did reduce your statistical uncertainty about their likely suitability for some particular job, it would still be wicked to use racial labels as a basis for discrimination when hiring somebody. Choose on the basis of ability, and if, having done so, you end up with an all-black sprinting team, so be it. You have not practised racial discrimination in arriving at this conclusion... Discriminating against individuals purely on the basis of a group to which they belong is, I am inclined to think, always evil. There is near-universal agreement today that the apartheid laws of South Africa were evil. Positive discrimination in favour of 'minority' students on American campuses can fairly, in my opinion, be attacked on the same grounds as apartheid. Both treat people as representative of groups rather than as individuals in their own right. Positive discrimination is sometimes justified as redressing centuries of injustice. But how can it be just to pay back a single individual today for the wrongs done by long-dead members of a plural group to which he belongs?

In the fall of 1990 Iraq invaded Kuwait, and in the run-up to the Gulf War, Americans were sickened by a story that emerged. On October 10, 1990, a fifteen-year-old refugee from Kuwait appeared before a congressional Human Rights Caucus.23 The girl—she would give only her first name, Nayirah—had volunteered in a hospital in Kuwait City. She tearfully testified that Iraqi soldiers had stolen incubators to ship home as plunder, leaving over three hundred premature infants to die. Our collective breath was taken away—“These people leave babies to die on the cold floor; they are hardly human.” The testimony was seen on the news by approximately 45 million Americans, was cited by seven senators when justifying their support of war (a resolution that passed by five votes), and was cited more than ten times by George H. W. Bush in arguing for U.S. military involvement. And we went to war with a 92 percent approval rating of the president’s decision. In the words of Representative John Porter (R-Illinois), who chaired the committee, after Nayirah’s testimony, “we have never heard, in all this time, in all circumstances, a record of inhumanity, and brutality, and sadism, as the ones that [Nayirah had] given us today.” Much later it emerged that the incubator story was a pseudospeciating lie. The refugee was no refugee. She was Nayirah al-Sabah, the fifteen-year-old daughter of the Kuwaiti ambassador to the United States. The incubator story was fabricated by the public relations firm Hill + Knowlton, hired by the Kuwaiti government with the help of Porter and cochair Representative Tom Lantos (D-California). Research by the firm indicated that people would be particularly responsive to stories about atrocities against babies (ya think?), so the incubator tale was concocted, the witness coached. The story was disavowed by human rights groups (Amnesty International, Human Rights Watch) and the media, and the testimony was withdrawn from the Congressional Record—long after the war.

Over the years, as it became my responsibility to evaluate and hire new people for my unit, I developed a profile of what I wanted in a profiler. At first, I went for strong academic credentials, figuring an understanding of psychology and organized criminology was most important. But I came to realize degrees and academic knowledge weren’t nearly as important as experience and certain subjective qualities. We have the facilities to fill in any educational gaps through fine programs at the University of Virginia and the Armed Forces Institute of Pathology. What I started looking for was “right-brained,” creative-type thinkers. There are many positions within the FBI and law enforcement in general where engineering or accounting types do the best, but in profiling and investigative analysis, that kind of thinker would probably have some difficulty. Contrary to the impression given in such stories as The Silence of the Lambs, we don’t pluck candidates for the Investigative Support Unit right out of the Academy. Since our first book, Mindhunter was published, I’ve had many letters from young men and women who say they want to go into behavioral science in the FBI and join the profiling team at Quantico. It doesn’t work quite that way. First you get accepted by the Bureau, then you prove yourself in the field as a first-rate, creative investigator, then we recruit you for Quantico. And then you’re ready for two years of intensive, specialized training before you become a full-fledged member of the unit. A good profiler must first and foremost show imagination and creativity in investigation. He or she must be willing to take risks while still maintaining the respect and confidence of fellow agents and law enforcement officers. Our preferred candidates will show leadership, won’t wait for a consensus before offering an opinion, will be persuasive in a group setting but tactful in helping to put a flawed investigation back on track. For these reasons, they must be able to work both alone and in groups.

Universities are fueled in large measure by what's called overhead of the grant...so if you get a million dollar grant, half or more will go to your university, right? So that's what builds the buildings and fuels the place. So the university has an incentive to get as many people to file grant applications as they can, and they have an incentive to hire people whose grant applications will be large rather than small. So this, for example, is one of the reasons that science has taken up arms against theory –that is to say, proper scientific theoreticians like me – and it has instead hired people who run big expensive experiments: Because big expensive experiments have big grants, and those big grants bring in money. But if you were a university and what you wanted was to have people writing big expensive grants who were capable of getting them, then what you would want to do is...you would want to free those people from teaching, and you would want to get people who weren't so expensive to do the work of the university...and the way you do that is: you bring them on as graduate students; and you pay them an appalling wage; you claim that they are not actually workers, that they are students; and they do most of the teaching, and they do a lot of the work of the university, for incredibly low amounts of money; they live under poor conditions; and increasingly they have to come from abroad where they are in some sense getting a deal that still makes sense. But this means that we overproduce PhDs. We give people degrees instead of money to do the work of the university, in order that people who are capable of getting the grants spend almost full time doing that job. And it's a racket. The person who knows the most about this is actually Eric, my brother. So...what he unearthed was actually that there was an explicit conspiracy to game the visa system in order to keep this system running...that effectively a fake shortage of science students was created to allow the universities to basically flood the market, to drive the wages down.

We’d just taken Pixar public, and I was happy being CEO there. I never knew of anyone who served as CEO of two public companies, even temporarily, and I wasn’t even sure it was legal. I didn’t know what I wanted to do. I was enjoying spending more time with my family. I was torn. I knew Apple was a mess, so I wondered: Do I want to give up this nice lifestyle that I have? What are all the Pixar shareholders going to think? I talked to people I respected. I finally called Andy Grove at about eight one Saturday morning—too early. I gave him the pros and the cons, and in the middle he stopped me and said, “Steve, I don’t give a shit about Apple.” I was stunned. It was then I realized that I do give a shit about Apple—I started it and it is a good thing to have in the world. That was when I decided to go back on a temporary basis to help them hire a CEO. The claim that he was enjoying spending more time with his family was not convincing. He was never destined to win a Father of the Year trophy, even when he had spare time on his hands. He was getting better at paying heed to his children, especially Reed, but his primary focus was on his work. He was frequently aloof from his two younger daughters, estranged again from Lisa, and often prickly as a husband. So what was the real reason for his hesitancy in taking over at Apple? For all of his willfulness and insatiable desire to control things, Jobs was indecisive and reticent when he felt unsure about something. He craved perfection, and he was not always good at figuring out how to settle for something less. He did not like to wrestle with complexity or make accommodations. This was true in products, design, and furnishings for the house. It was also true when it came to personal commitments. If he knew for sure a course of action was right, he was unstoppable. But if he had doubts, he sometimes withdrew, preferring not to think about things that did not perfectly suit him. As happened when Amelio had asked him what role he wanted to play, Jobs would go silent and ignore situations that made him uncomfortable.

In the nineteen sixties and seventies, there were people in all the democratic countries who didn’t have any real power, and they started going to the people who did have all the power and saying, “All these principles of equality you’ve been talking about since the French Revolution are very nice, but you don’t seem to be taking them very seriously. You’re all hypocrites, actually. So we’re going to make you take those principles seriously.” And they held demonstrations and bus rides, and occupied buildings, and it was very embarrassing for the people in power, because the other people had such a good argument, and anyone who listened seriously had to agree with them. ‘Feminism was working, and the civil rights movement was working, and all the other social justice movements were getting more and more support. So, in the nineteen eighties, the CIA—’ she turned to Keith and explained cheerfully, ‘this is where X-Files Theory comes into it – hired some really clever linguists to invent a secret weapon: an incredibly complicated way of talking about politics that didn’t actually make any sense, but which spread through all the universities in the world, because it sounded so impressive. And at first, the people who talked like this just hitched their wagon to the social justice movements, and everyone else let them come along for the ride, because they seemed harmless. But then they climbed on board the peace train and threw out the driver. ‘So instead of going to the people in power and saying, “How about upholding the universal principles you claim to believe in?” the people in the social justice movements ended up saying things like “My truth narrative is in competition with your truth narrative!” And the people in power replied, “Woe is me! You’ve thrown me in the briar patch!” And everyone else said, “Who are these idiots? Why should we trust them, when they can’t even speak properly?” And the CIA were happy. And the people in power were happy. And the secret weapon lived on in the universities for years and years, because everyone who’d played a part in the conspiracy was too embarrassed to admit what they’d done.

When we go to tell our stories, people think we want it to have gone different. People want to say things like “sore losers” and “move on already,” “quit playing the blame game.” But is it a game? Only those who have lost as much as we have see the particularly nasty slice of smile on someone who thinks they’re winning when they say “Get over it.” This is the thing: If you have the option to not think about or even consider history, whether you learned it right or not, or whether it even deserves consideration, that’s how you know you’re on board the ship that serves hors d’oeuvres and fluffs your pillows, while others are out at sea, swimming or drowning, or clinging to little inflatable rafts that they have to take turns keeping inflated, people short of breath, who’ve never even heard of the words hors d’oeuvres or fluff. Then someone from up on the yacht says, “It’s too bad those people down there are lazy, and not as smart and able as we are up here, we who have built these strong, large, stylish boats ourselves, we who float the seven seas like kings.” And then someone else on board says something like, “But your father gave you this yacht, and these are his servants who brought the hors d’oeuvres.” At which point that person gets tossed overboard by a group of hired thugs who’d been hired by the father who owned the yacht, hired for the express purpose of removing any and all agitators on the yacht to keep them from making unnecessary waves, or even referencing the father or the yacht itself. Meanwhile, the man thrown overboard begs for his life, and the people on the small inflatable rafts can’t get to him soon enough, or they don’t even try, and the yacht’s speed and weight cause an undertow. Then in whispers, while the agitator gets sucked under the yacht, private agreements are made, precautions are measured out, and everyone quietly agrees to keep on quietly agreeing to the implied rule of law and to not think about what just happened. Soon, the father, who put these things in place, is only spoken of in the form of lore, stories told to children at night, under the stars, at which point there are suddenly several fathers, noble, wise forefathers. And the boat sails on unfettered.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

If you have the option to not think about or even consider history, whether you learned it right or not, or whether it even deserves consideration, that’s how you know you’re on board the ship that serves hors d’oeuvres and fluffs your pillows, while others are out at sea, swimming or drowning, or clinging to little inflatable rafts that they have to take turns keeping inflated, people short of breath, who’ve never even heard of the words hors d’oeuvres or fluff. Then someone from up on the yacht says, “It’s too bad those people down there are lazy, and not as smart and able as we are up here, we who have built these strong, large, stylish boats ourselves, we who float the seven seas like kings.” And then someone else on board says something like, “But your father gave you this yacht, and these are his servants who brought the hors d’oeuvres.” At which point that person gets tossed overboard by a group of hired thugs who’d been hired by the father who owned the yacht, hired for the express purpose of removing any and all agitators on the yacht to keep them from making unnecessary waves, or even referencing the father or the yacht itself. Meanwhile, the man thrown overboard begs for his life, and the people on the small inflatable rafts can’t get to him soon enough, or they don’t even try, and the yacht’s speed and weight cause an undertow. Then in whispers, while the agitator gets sucked under the yacht, private agreements are made, precautions are measured out, and everyone quietly agrees to keep on quietly agreeing to the implied rule of law and to not think about what just happened. Soon, the father, who put these things in place, is only spoken of in the form of lore, stories told to children at night, under the stars, at which point there are suddenly several fathers, noble, wise forefathers. And the boat sails on unfettered. If you were fortunate enough to be born into a family whose ancestors directly benefited from genocide and/or slavery, maybe you think the more you don’t know, the more innocent you can stay, which is a good incentive to not find out, to not look too deep, to walk carefully around the sleeping tiger. Look no further than your last name. Follow it back and you might find your line paved with gold, or beset with traps.

(from chapter 19, "Willi Ossa") "...when I did [become a pastor], I knew that it was a vocation, not a job. I told my friends in the Company [of Pastors] the story of Willi...We were honing our observational skills in discerning the difference between vocation and job. As we were seeing pastors left and right abandoning their vocations and taking jobs, we were determined to keep the distinction clear for ourselves. A job is an assignment to do work that can be quantified and evaluated. It is pretty easy to decide whether a job has been completed or not. It is pretty easy to tell whether a job is done well or badly. But a vocation is not a job in that sense. I can be hired to do a job, paid a fair wage if I do it, dismissed if I don't. But I can't be hired to be a pastor, for my primary responsibility is not to the people I serve tu to the God I serve. As it turns out, the people I serve would often prefer an idol who would do what they want done rather than do what God, revealed in Jesus, wants them to do. In our present culture, the sharp distinction between a job and a vocation is considerably blurred. How do I, as a pastor, prevent myself from thinking of my work as a job that I get paid for, a job that is assigned to me by my denomination, a job that I am expected to do to the satisfaction of my congregation? How do I stay attentive to and listening to the call that got me started in this way of life - not a call to make the church attractive and useful in the American scene, not a call to help people feel good about themselves and have a good life, not a call to use my considerable gifts and fulfill myself, but a call like Abraham's 'to set out for a place...not knowing where he was going', a call to deny myself and take up my cross and follow Jesus, a call like Jonah's to go at once to Nineveh, 'a city he detested', a call like Paul's to 'get up and enter the city and you will be told what to do'? How do I keep the immediacy and authority of God's call in my ears when in entire culture, both secular and ecclesial, is giving me a job description? How do I keep the calling, the vocation, of pastor from being drowned out by job descriptions, gussied up in glossy challenges and visions and strategies, clamoring incessantly for my attention?

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Strange memories on this nervous night in Las Vegas. Five years later? Six? It seems like a lifetime, or at least a Main Era - the kind of peak that never comes again. San Francisco in the middle sixties was a very special time and place to be a part of. Maybe it meant something. Maybe not, in the long run . . . but no explanation, no mix of words or music or memories can touch that sense of knowing that you were here and alive in that corner of time and the world. Whatever it meant . . . . History is hard to know, because of all the hired bullshit, but even without being sure of “history” it seems entirely reasonable to think that every now and then the energy of a whole generation comes to a head in a long fine flash, for reasons that nobody really understands at the time - and which never explain, in retrospect, what actually happened. My central memory of that time seems to hang on one or five or maybe forty nights - or very early mornings - when I left the Fillmore half - crazy and, instead of going home, aimed the big 650 Lightning across the Bay Bridge at a hundred miles an hour wearing L. L. Bean shorts and a Butte sheepherder’s jacket . . . booming through the Treasure Island tunnel at the lights of Oakland and Berkeley and Richmond, not quite sure which turn - off to take when I got to the other end (always stalling at the toll - gate, too twisted to find neutral while I fumbled for change) . . . but being absolutely certain that no matter which way I went I would come to a place where people were just as high and wild as I was: No doubt at all about that. There was madness in any direction, at any hour. If not across the Bay, then up the Golden Gate or down 101 to Los Altos or La Honda. . . . You could strike sparks anywhere. There was a fantastic universal sense that whatever we were doing was right, that we were winning. And that, I think, was the handle - that sense of inevitable victory over the forces of Old and Evil. Not in any mean or military sense; we didn’t need that. Our energy would simply prevail. There was no point in fighting - on our side or theirs. We had all the momentum; we were riding the crest of a high and beautiful wave. So now, less than five years later, you can go up on a steep hill in Las Vegas and look West, and with the right kind of eyes you can almost see the high - water mark - that place where the wave finally broke and rolled back.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Strange memories on this nervous night in Las Vegas. Five years later? Six? It seems like a lifetime, or at least a Main Era—the kind of peak that never comes again. San Francisco in the middle sixties was a very special time and place to be a part of. Maybe it meant something. Maybe not, in the long run . . . but no explanation, no mix of words or music or memories can touch that sense of knowing that you were there and alive in that corner of time and the world. Whatever it meant. . . . History is hard to know, because of all the hired bullshit, but even without being sure of “history” it seems entirely reasonable to think that every now and then the energy of a whole generation comes to a head in a long fine flash, for reasons that nobody really understands at the time—and which never explain, in retrospect, what actually happened. My central memory of that time seems to hang on one or five or maybe forty nights—or very early mornings—when I left the Fillmore half-crazy and, instead of going home, aimed the big 650 Lightning across the Bay Bridge at a hundred miles an hour wearing L. L. Bean shorts and a Butte sheepherder's jacket . . . booming through the Treasure Island tunnel at the lights of Oakland and Berkeley and Richmond, not quite sure which turn-off to take when I got to the other end (always stalling at the toll-gate, too twisted to find neutral while I fumbled for change) . . . but being absolutely certain that no matter which way I went I would come to a place where people were just as high and wild as I was: No doubt at all about that. . . . There was madness in any direction, at any hour. If not across the Bay, then up the Golden Gate or down 101 to Los Altos or La Honda. . . . You could strike sparks anywhere. There was a fantastic universal sense that whatever we were doing was right, that we were winning. . . . And that, I think, was the handle—that sense of inevitable victory over the forces of Old and Evil. Not in any mean or military sense; we didn’t need that. Our energy would simply prevail. There was no point in fighting—on our side or theirs. We had all the momentum; we were riding the crest of a high and beautiful wave. . . . So now, less than five years later, you can go up on a steep hill in Las Vegas and look West, and with the right kind of eyes you can almost see the high-water mark—that place where the wave finally broke and rolled back. ― Hunter S. Thompson, Fear and Loathing in Las Vegas

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

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.

In the meantime, I tried my best to acclimate to my new life in the middle of nowhere. I had to get used to the fact that I lived twenty miles from the nearest grocery store. That I couldn’t just run next door when I ran out of eggs. That there was no such thing as sushi. Not that it would matter, anyway. No cowboy on the ranch would touch it. That’s bait, they’d say, laughing at any city person who would convince themselves that such a food was tasty. And the trash truck: there wasn’t one. In this strange new land, there was no infrastructure for dealing with trash. There were cows in my yard, and they pooped everywhere--on the porch, in the yard, even on my car if they happened to be walking near it when they dropped a load. There wasn’t a yard crew to clean it up. I wanted to hire people, but there were no people. The reality of my situation grew more crystal clear every day. One morning, after I choked down a bowl of cereal, I looked outside the window and saw a mountain lion siting on the hood of my car, licking his paws--likely, I imagined, after tearing a neighboring rancher’s wife from limb to limb and eating her for breakfast. I darted to the phone and called Marlboro Man, telling him there was a mountain lion sitting on my car. My heart beat inside my chest. I had no idea mountain lions were indigenous to the area. “It’s probably just a bobcat,” Marlboro Man reassured me. I didn’t believe him. “No way--it’s huge,” I cried. “It’s seriously got to be a mountain lion!” “I’ve gotta go,” he said. Cows mooed in the background. I hung up the phone, incredulous at Marlboro Man’s lack of concern, and banged on the window with the palm of my hand, hoping to scare the wild cat away. But it only looked up and stared at me through the window, imagining me on a plate with a side of pureed trout. My courtship with Marlboro Man, filled with fizzy romance, hadn’t prepared me for any of this; not the mice I heard scratching in the wall next to my bed, not the flat tires I got from driving my car up and down the jagged gravel roads. Before I got married, I didn’t know how to use a jack or a crowbar…and I didn’t want to have to learn now. I didn’t want to know that the smell in the laundry room was a dead rodent. I’d never smelled a dead rodent in my life: why, when I was supposed to be a young, euphoric newlywed, was I being forced to smell one now? During the day, I was cranky. At night, I was a mess. I hadn’t slept through the night once since we returned from our honeymoon. Besides the nausea, whose second evil wave typically hit right at bedtime, I was downright spooked. As I lay next to Marlboro Man, who slept like a baby every night, I thought of monsters and serial killers: Freddy Krueger and Michael Myers, Ted Bundy and Charles Manson. In the utter silence of the country, every tiny sound was amplified; I was certain if I let myself go to sleep, the murderer outside our window would get me.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

The Old Issue October 9, 1899 “HERE is nothing new nor aught unproven,” say the Trumpets, “Many feet have worn it and the road is old indeed. “It is the King—the King we schooled aforetime !” (Trumpets in the marshes—in the eyot at Runnymede!) “Here is neither haste, nor hate, nor anger,” peal the Trumpets, “Pardon for his penitence or pity for his fall. “It is the King!”—inexorable Trumpets— (Trumpets round the scaffold at the dawning by Whitehall!) “He hath veiled the Crown and hid the Sceptre,” warn the Trumpets, “He hath changed the fashion of the lies that cloak his will. “Hard die the Kings—ah hard—dooms hard!” declare the Trumpets, Trumpets at the gang-plank where the brawling troop-decks fill! Ancient and Unteachable, abide—abide the Trumpets! Once again the Trumpets, for the shuddering ground-swell brings Clamour over ocean of the harsh, pursuing Trumpets— Trumpets of the Vanguard that have sworn no truce with Kings! All we have of freedom, all we use or know— This our fathers bought for us long and long ago. Ancient Right unnoticed as the breath we draw— Leave to live by no man’s leave, underneath the Law. Lance and torch and tumult, steel and grey-goose wing Wrenched it, inch and ell and all, slowly from the King. Till our fathers ’stablished, after bloody years, How our King is one with us, first among his peers. So they bought us freedom—not at little cost Wherefore must we watch the King, lest our gain be lost, Over all things certain, this is sure indeed, Suffer not the old King: for we know the breed. Give no ear to bondsmen bidding us endure. Whining “He is weak and far”; crying “Time shall cure.”, (Time himself is witness, till the battle joins, Deeper strikes the rottenness in the people’s loins.) Give no heed to bondsmen masking war with peace. Suffer not the old King here or overseas. They that beg us barter—wait his yielding mood— Pledge the years we hold in trust—pawn our brother’s blood— Howso’ great their clamour, whatsoe’er their claim, Suffer not the old King under any name! Here is naught unproven—here is naught to learn. It is written what shall fall if the King return. He shall mark our goings, question whence we came, Set his guards about us, as in Freedom’s name. He shall take a tribute, toll of all our ware; He shall change our gold for arms—arms we may not bear. He shall break his judges if they cross his word; He shall rule above the Law calling on the Lord. He shall peep and mutter; and the night shall bring Watchers ’neath our window, lest we mock the King— Hate and all division; hosts of hurrying spies; Money poured in secret, carrion breeding flies. Strangers of his counsel, hirelings of his pay, These shall deal our Justice: sell—deny—delay. We shall drink dishonour, we shall eat abuse For the Land we look to—for the Tongue we use. We shall take our station, dirt beneath his feet, While his hired captains jeer us in the street. Cruel in the shadow, crafty in the sun, Far beyond his borders shall his teachings run. Sloven, sullen, savage, secret, uncontrolled, Laying on a new land evil of the old— Long-forgotten bondage, dwarfing heart and brain— All our fathers died to loose he shall bind again. Here is naught at venture, random nor untrue— Swings the wheel full-circle, brims the cup anew. Here is naught unproven, here is nothing hid: Step for step and word for word—so the old Kings did! Step by step, and word by word: who is ruled may read. Suffer not the old Kings: for we know the breed— All the right they promise—all the wrong they bring. Stewards of the Judgment, suffer not this King!

Know Your Father’s Heart Today’s Scripture Herein is love, not that we loved God, but that he loved us, and sent his Son to be the propitiation for our sins. 1 JOHN 4:10 KJV Today, I want you to reread the parable of the father of the prodigal son (Luke 15:11–32). As you read, keep in mind that this son utterly rejected and completely humiliated and dishonored his father, then only returned home when he remembered that even his father’s hired servants had more food than he did! It was not the son’s love for his father that made him journey home; it was his stomach. In his own self-absorbed pride, he wanted to earn his own keep as a hired servant rather than to receive his father’s provision by grace or unmerited favor. God wants us to know that even when our motivations are wrong, even when we have a hidden (usually self-centered) agenda and our intentions are not completely pure, He still runs to us in our time of need and showers His unmerited, undeserved, and unearned favor upon us. Oh, how unsearchable are the depths of His love and grace toward us! It will never be about our love for God. It will always be about His magnificent love for us. The Bible makes this clear: “Herein is love, not that we loved God, but that he loved us, and sent his Son to be the propitiation for our sins” (1 John 4:10 KJV). Some people think that fellowship with God can only be restored when you are perfectly contrite and have perfectly confessed all your sins. Yet we see in this parable that it was the father who was the initiator, it was the father who had missed his son, who was already looking out for him, and who had already forgiven him. Before the son could utter a single word of his rehearsed apology, the father had already run to him, embraced him, and welcomed him home. Can you see how it’s all about our Father’s heart of grace, forgiveness, and love? Our Father God swallows up all our imperfections, and true repentance comes because of His goodness. Do I say “sorry” to God and confess my sins when I have fallen short and failed? Of course I do. But I do it not to be forgiven because I know that I am already forgiven through Jesus’ finished work. The confession is out of the overflow of my heart because I have experienced His goodness and grace and because I know that as His son, I am forever righteous through Jesus’ blood. It springs from being righteousness-conscious, not sin-conscious; from being forgiveness-conscious, not judgment-conscious. There is a massive difference. If you understand this and begin practicing this, you will begin experiencing new dimensions in your love walk with the Father. You will realize that your Daddy God is all about relationship and not religious protocol. He just loves being with you. Under grace, He doesn’t demand perfection from you; He supplies perfection to you through the finished work of His Son, Jesus Christ. So no matter how many mistakes you have made, don’t be afraid of Him. He loves you. Your Father is running toward you to embrace you! Today’s Thought My Father God runs to me in my time of need and showers His unmerited, undeserved, and unearned favor upon me. Today’s Prayer Father, thank You that I can experience Your love even when I have failed. No matter how many mistakes I may have made, I don’t have to be afraid to come to You. I am still Your beloved child, and I always have fellowship with You because of the finished work of Jesus. I thank You that You don’t demand perfection from me, but You supply perfection to me through the cross. It blesses my heart to know that You just love being with me. Thank You for running to embrace me. Amen.

Notice that Jesus knows exactly who he is asking to lead his community: a sinner. As all Christian leaders have been, are, and will be, Peter is imperfect. And as all good Christian leaders are, Peter is well aware of his imperfections. The disciples too know who they are getting as their leader. They will not need—or be tempted—to elevate Peter into some semi-divine figure; they have seen him at his worst. Jesus forgives Peter because he loves him, because he knows that his friend needs forgiveness to be free, and because he knows that the leader of his church will need to forgive others many times. And Jesus forgives totally, going beyond what would be expected—going so far as to establish Peter as head of the church.11 It would have made more earthly sense for Jesus to appoint another, non-betraying apostle to head his church. Why give the one who denied him this important leadership role? Why elevate the manifestly sinful one over the rest? One reason may be to show the others what forgiveness is. In this way Jesus embodies the Father in the Parable of the Prodigal Son, who not only forgives the son, but also, to use a fishing metaphor, goes overboard. Jesus goes beyond forgiving and setting things right. A contemporary equivalent would be a tenured professor stealing money from a university, apologizing, being forgiven by the board of trustees, and then being hired as the school’s president. People would find this extraordinary—and it is. In response, Peter will ultimately offer his willingness to lay down his life for Christ. But on the shore of the Sea of Galilee, he can’t know the future. He can’t understand fully what he is agreeing to. Feed your sheep? Which sheep? The Twelve? The disciples? The whole world? This is often the case for us too. Even if we accept the call we can be confused about where God is leading us. When reporters used to ask the former Jesuit superior general Pedro Arrupe where the Jesuit Order was going, he would say, “I don’t know!” Father Arrupe was willing to follow, even if he didn’t know precisely what God had in mind. Peter says yes to the unknowable, because the question comes from Jesus. Both Christ’s forgiveness and Peter’s response show us love. God’s love is limitless, unconditional, radical. And when we have experienced that love, we can share it. The ability to forgive and to accept forgiveness is an absolute requirement of the Christian life. Conversely, the refusal to forgive leads ineluctably to spiritual death. You may know families in which vindictiveness acts like a cancer, slowly eating away at love. You may know people whose marriages have been destroyed by a refusal to forgive. One of my friends described a couple he knew as “two scorpions in a jar,” both eagerly waiting to sting the other with barbs and hateful comments. We see the communal version of this in countries torn by sectarian violence, where a climate of mutual recrimination and mistrust leads only to increasing levels of pain. The Breakfast by the Sea shows that Jesus lived the forgiveness he preached. Jesus knew that forgiveness is a life-giving force that reconciles, unites, and empowers. The Gospel by the Sea is a gospel of forgiveness, one of the central Christian virtues. It is the radical stance of Jesus, who, when faced with the one who denied him, forgave him and appointed him head of the church, and the man who, in agony on the Cross, forgave his executioners. Forgiveness is a gift to the one who forgives, because it frees from resentment; and to the one who needs forgiveness, because it frees from guilt. Forgiveness is the liberating force that allowed Peter to cast himself into the water at the sound of Jesus’s voice, and it is the energy that gave him a voice with which to testify to his belief in Christ.

But the man who owned the vineyard said to one of those workers, ‘Friend, I am being fair to you. You agreed to work for one coin. So take your pay and go. I want to give the man who was hired last the same pay that I gave you. I can do what I want with my own money. Are you jealous because I am good to those people?’ “So those who are last now will someday be first, and those who are first now will someday be last.” (20:1–16 NCV) “Do you begrudge my generosity?” the landowner is saying. The answer, of course, is yes, they do. They begrudge it quite a bit. Even though it has no impact on them whatsoever, it offends them. We hate it when we are trying so hard to earn something, and then someone else gets the same thing without trying as hard. Think about this for a moment, in real, “today” terms. Someone gives you a backbreaking job, and you’re happy for it, but at the end of the day, when you’re getting paid, the guys who came in with five minutes left get the same amount you just got. Seriously? It’s imbalanced, unfair, maddening . . . and it’s also exactly what Jesus just said the kingdom of God is like. Not only is it maddening; it’s maddening to the “good” people! Common sense says you don’t do this. You don’t pay latecomers who came in a few minutes ago the same amount that you paid the hardworking folks you hired first. Jesus tells this story, knowing full well that the conscientious ones listening would find this hardest to take. And, as a matter of fact, as a conscientious one, I find this hard to take. I’m just being honest. This story does not fit my style. I’m all about people getting what they deserve. Oh, it’s offensive, too, when Jesus turns to a guy who’s being executed next to Him, and tells him, “Today, you will be with me in paradise” (Luke 23:43). What did the guy do to deserve that? He did nothing. If you call yourself a Christian, and you want things to be fair, and you want God’s rewards given out only to the deserving and the upstanding and the religious, well, honestly, Jesus has got to be a complete embarrassment to you. In fact, to so many upstanding Christians, He is. He has always been offensive, and remains offensive, to those who seek to achieve “righteousness” through what they do. Always. People who’ve grown up in church (like me) are well acquainted with the idea that Jesus is our “cornerstone.” He’s the solid rock of our faith. Got it. Not controversial. It’s well-known. But what’s not so talked about: That stone, Jesus, causes religious people to stumble. And that rock is offensive to “good” people: So what does all this mean? Those who are not Jews were not trying to make themselves right with God, but they were made right with God because of their faith. The people of Israel tried to follow a law to make themselves right with God. But they did not succeed, because they tried to make themselves right by the things they did instead of trusting in God to make them right. They stumbled over the stone that causes people to stumble. (Rom. 9:30–32 NCV) And then Paul says something a couple verses later that angers “good Christians” to this day: Because they did not know the way that God makes people right with him, they tried to make themselves right in their own way. So they did not accept God’s way of making people right. Christ ended the law so that everyone who believes in him may be right with God. (Rom. 10:3–4 NCV) It’s not subtle, what Paul’s writing here. For anyone who believes in Him, Jesus ended the law as a means to righteousness. Yet so many think they can achieve—even have achieved—some kind of “good Christian” status on the basis of the rule-keeping work they’ve done. They suspect they’ll do good things and God will owe them for it, like payment for a job well done. Paul says, in effect, if you think you should get what you earn, you will . . . and you don’t want that.

Deprive a cat of sleep and it would die in two weeks. Deprive a human and he would become psychotic. His work was killing people. How was he supposed to frighten these guys? Run up behind them in a halloween mask and shout boo? He never saw the point of views -- what did it matter if it was an ocean or a brick wall you were looking at? People travelled hundreds, sometimes thousands of miles to commit suicide someplace with a beautiful view. Did a view matter when oblivion beckoned? They could put him in a garbage bin after he was gone, for all he cared. That's all the human race was anyway. Garbage with attitude. A cutting word is worse than a bowstring. A cut may heal but a cut of the tongue does not. The Sakawa students were all from poor, underprivileged backgrounds. Sakawa was a mix of religious juju and modern internet technology. They were taught, in structured classes, the art of online fraud as well as arcane African rituals -- which included animal sacrifice -- to have a voodoo effect on their victims, ensuring the success of each fraud. of which there was a wide variety. The British Empire spend five hundred years plundering the world. The word is 'thanks'. 'That's what it is, Roy! He won't come out, he has locked the doors! What if he self-harms, Roy! I mean -- what if he kills himself?' 'I will have to take him off my Christmas list.' "Any chance you can recover any of it?' 'You sitting near a window, Gerry?' 'Near a window? Sure, right by a window?' 'Can you see the sky?' 'Uh-huh. Got a clear view.' 'See any pigs flying past?' To dream of death is good for those in fear, for the death have no more fears. '...Cleo took me to the opera once. I spent the whole time praying for a fat lady to come on stage and start singing. Or a heart attack --whichever come sooner.' '..there is something strongly powerful -- almost magnetic -- about internet romances. A connection that is far stronger than a traditional meeting of two people. Maybe because on the internet you can lie all the time, each person gives the other their good side. It's intoxicating. That's one of the things which makes it so dangerous -- and such easy pickings for fraudsters.' He was more than a little pleased that he was about to ruin his boss's morning -- and, with a bit of luck, his entire day. ..a guy who had been born angry and had just got even angrier with each passing year. '...Then at some point in the future, I'll probably die in an overcrowded hospital corridor with some bloody hung-over medical student jumping up and down on my chest because they couldn't find a defibrillator. 'Give me your hand, bro,' the shorter one said. 'That one, the right one, yeah.' On the screen the MasterChef contestant said, 'Now with a sharp knife...' Jules de Copland drove away from Gatwick Airport in.a new car, a small Kia, hired under a different name and card, from a different rental firm, Avis. 'I was talking about her attitude. But I'll tell you this, Roy. The day I can't say a woman -- or a man -- is plug ugly, that's the day I want to be taken out and shot.' It seems to me the world is in a strange place where everyone chooses to be offended all the time. 'But not too much in the way of brains,' GlennBranson chipped in. 'Would have needed the old Specialist Search Unite to find any trace of them.' 'Ever heard of knocking on a door?' 'Dunno that film -- was it on Netflix?' 'One word, four letters. Begins with an S for Sierra, ends with a T for Tango. Or if you'd like the longest version, we've been one word, six letters, begins with F for Foxtrot, ends with D for Delta.' No Cop liked entering a prison. In general there was a deep cultural dislike of all police officers by the inmates. And every officer entering.a prison, for whatever purposes, was always aware that if a riot kicked off while they were there, they could be both an instant hostage and a prime target for violence.

No matter what we say or do,” Mitch added, “they run right over us. They use our tax money to hire consultants to prove what they want, hire PR firms to sell the project to us − they lie and we don’t have the millions of dollars to fight back.” He said nothing, then added sadly, “People don’t realize we don’t live in a democracy anymore.

Sociopaths are the guys who get into brutal bar fights; psychopaths are better as hired assassins who leave no trace. The rage of psychopaths tends to be more quietly menacing. They wear a cold smile that hides the terror that they will perpetrate when they are ready. Sociopaths are messy and bombastic with their rage. Both patterns are similar. A significant proportion of psychopaths were raised in homes and settings characterized by violence and neglect, but psychopaths tend to be more coolly efficient and interpersonally skilled, so they may appear as glib and superficially charming. They are much more skilled at manipulating people and, as such, psychopaths make better criminals than sociopaths do, perhaps because, according to researchers like Robert Hare, they really do not have a grasp on that which is “morally right,” which makes it a bit more seamlessly simple to violate laws and norms.

As the saying goes, "It's not who you know, but who knows you." How does that relate to getting a job? Lets look at 2 cases where "who knows you" resulted in landing the best job. Keep in mind: The great thing is that you can start right where you are right now! Case 1 In my first teaching job in Mexico in the early 1980's, we were half way through the semester, when the director called me into his office to tell me he had taken a job in Silicon Valley, California. What he said next floored me. "I'd like you to apply for my job." How could I apply to be the director of an English school when it was my first teaching job, all the teachers had more teaching experience than I did, and many of them had doctorate degrees. I only had a bachelors degree. "Don't worry," he said. "People like you, and I think you have what it takes to be a good director." The director knew me, or at least got to know me from teachers' meetings, seeing me teach, and noticing how I interacted with people. Case 2 Fast forward 3 years. After Mexico, I moved to Reno, Nevada, to work on my Master's degree in Teaching English as a Second Language. I applied for a teaching job at the community college, and half-way into the semester, a teacher had to leave and I got the job. I impressed the director enough that she asked me to be the Testing and Placement Coordinator the next year. At the end of that year, I wrote a final report about the testing and placement program. It so impressed the college administration that when a sister university was looking for a graduate student to head up a new language assessment program for new foreign graduate teaching assistants and International faculty, I got recommended. What Does This Mean? From these two examples, you can see that when people see what you can do, you have a greater chance of being seen and being known. When people see what you are capable of doing, there is less risk in hiring you. Why? Because they've seen you be successful before. Chances are you'll be successful with them, too. But, if people don't know you and haven't seen what you can do, there is much greater risk in hiring you. In fact, you may not even be on their radar screen. Get On Their Radar Screens To get on the radar screens for the best jobs, do the best job you can where you work right now. Don't wait for the job announcement to appear in the newspaper. Don't wait for something else to happen. Right now, invest all of you and your unique talents into what you're doing. Impress people with what you can do! Do that, and see the jobs you'll get!

Wait a minute, I’m confused. They opened fire, and they weren’t trying to hire on?” “That’s right, Boss. There are people who shoot at us, who don’t want to work for us.

People want to say things like “sore losers” and “move on already,” “quit playing the blame game.” But is it a game? Only those who have lost as much as we have see the particularly nasty slice of smile on someone who thinks they’re winning when they say “Get over it.” This is the thing: If you have the option to not think about or even consider history, whether you learned it right or not, or whether it even deserves consideration, that’s how you know you’re on board the ship that serves hors d’oeuvres and fluffs your pillows, while others are out at sea, swimming or drowning, or clinging to little inflatable rafts that they have to take turns keeping inflated, people short of breath, who’ve never even heard of the words hors d’oeuvres or fluff. Then someone from up on the yacht says, “It’s too bad those people down there are lazy, and not as smart and able as we are up here, we who have built these strong, large, stylish boats ourselves, we who float the seven seas like kings.” And then someone else on board says something like, “But your father gave you this yacht, and these are his servants who brought the hors d’oeuvres.” At which point that person gets tossed overboard by a group of hired thugs who’d been hired by the father who owned the yacht, hired for the express purpose of removing any and all agitators on the yacht to keep them from making unnecessary waves, or even referencing the father or the yacht itself. Meanwhile, the man thrown overboard begs for his life, and the people on the small inflatable rafts can’t get to him soon enough, or they don’t even try, and the yacht’s speed and weight cause an undertow. Then in whispers, while the agitator gets sucked under the yacht, private agreements are made, precautions are measured out, and everyone quietly agrees to keep on quietly agreeing to the implied rule of law and to not think about what just happened. Soon, the father, who put these things in place, is only spoken of in the form of lore, stories told to children at night, under the stars, at which point there are suddenly several fathers, noble, wise forefathers. And the boat sails on unfettered.

Steve got it right by being willing to be wrong and by insisting that the people around him challenge him. There is no doubt that his style didn’t work for everyone. He hired people who were not afraid to argue with him, and then he pushed that fearlessness further.

he asked them. “Too long. Don’t be such a stranger. Stop by if you’re in our neighborhood. We would love to sit and chat. We can talk about the good old days and we got lots of pictures and stories from Tuscany.” “Will do. Enjoy the evening.” Jack turned and was face to face with their daughter, Patti. “Hi, Jack,” she whispered. “Great to see you again,” she said and kissed him on the cheek. “It was so good to talk with you the other day. It meant a lot to see you.” He watched her as she started to walk away and turned to him and say, “I wanted to let you know that after we talked I gave my husband a phone call. Eric and I decided to get back together. We’ve shared a lot of history, and we’re at least going to give it one last try to see if we can make it work. Thanks for everything, Jack. Bye.” She kissed him on the cheek. Jack saw Hope walking across the floor. “She’s pretty. Who was that?” glancing at Patti walk away. “An old and dear friend. Both Charley and I had a crush on her when we were younger. I’ll introduce you to her and her mom and dad later. You’ll like her.” More people filed inside to an already full hall. Soon it was standing room only. Jack turned to Hope and whispered, “I can’t believe this. We’ve had over twenty businesses make donations to the veterans’ fund to help support job training and for overseas servicemen’s wives and families. We also got money from the Yankee Bookshop, the Woodstock Inn, the Billings Farm Museum, the bank, and Bentleys Restaurant. They all donated money.” “That’s great,” she said excitedly. “And we’ve received over thirty new membership requests for the Veterans Post and that’s just yesterday. This is better than I ever expected. And four companies have committed to hiring more vets locally, including King Arthur Flour Company. They’re planning to build a new distribution center just west of town. I can’t believe all of this is happening.” “You should,” Hope said. “I remember you sat down right over there at that table and laid out what you wanted to see happen and you kept working on it until it did. I’m so proud of you.” He hugged her close and kissed her. He never wanted to let her go. The distinct fragrance of fresh balsam, pine, and holly filled

It is worth saying something about the social position of beggars, for when one has consorted with them, and found that they are ordinary human beings, one cannot help being struck by the curious attitude that society takes towards them. People seem to feel that there is some essential difference between beggars and ordinary 'working' men. They are a race apart–outcasts, like criminals and prostitutes. Working men 'work,' beggars do not 'work'; they are parasites, worthless in their very nature. It is taken for granted that a beggar does not 'earn' his living, as a bricklayer or a literary critic 'earns' his. He is a mere social excrescence, tolerated because we live in a humane age, but essentially despicable. Yet if one looks closely one sees that there is not essential difference between a beggar's livelihood and that of numberless respectable people. Beggars do not work, it is said; but, then, what is work? A navvy works by swinging a pick. An accountant works by adding up figures. A beggar works by standing out of doors in all weathers and getting varicose veins, chronic bronchitis, etc. It is a trade like any other; quite useless, of course–but, then, many reputable trades are quite useless. And as a social type a beggar compares well with scores of others. He is honest compared with the sellers of most patent medicines, high-minded compared with a Sunday newspaper proprietor, amiable compared with a hire-purchase tout–in short, a parasite, but a fairly harmless parasite. He seldom extracts more than a bare living from the community, and, what should justify him according to our ethical ideas, he pays for it over and over in suffering. I do not think there is anything about a beggar that sets him in a different class from other people, or gives most modern men the right to despise him.

Years later, Al had a great client who said that how a company orients an employee during the first two weeks dictates the relationship. At first, Al thought that was crazy. But he soon realized the guy was right. Hiring works best when the business gets new people paired up with mentors right away, teaches them the systems, and helps them get some quick wins. When this happens, employees are more likely to stick around.

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

Four people is about the right size for an interview committee. Ideally, the interviewing committee is diverse. If you’re a female candidate, it can be off-putting if everyone who interviews you is male. If you’re an underrepresented minority, it can be frustrating if everyone who interviews you is of the same ethnicity. It’s also helpful if at least one of the interviewers is on another team. This prevents “desperation hiring.” When there’s a “hole” on a team, people become so eager to fill the position that they ignore warning signals. Somebody who isn’t feeling the pain of the hole on the team as acutely is more likely to point out these danger signs.

Here’s my contribution...” This statement works in multiple contexts, including those where bragging is not highly regarded and when pointing out your contributions to a team project. If someone claims your work, you might also use statements such as “I appreciate [name] adding to my thinking” or “I’m glad we’re on the same page. My original thinking is that...” “People tell me that...” This softens a brag, as you’ve put it in the third person. “I’m proud to have supported my client by...” This is a softer version of “I did this...” “It’s a privilege to have...” Other variations of this include “I was excited when...,” “I was honored by...,” and “I appreciate...” Banish the statements “It was really a team effort” and “It wasn’t a big deal” from your vocabulary. It’s also stronger to talk about accomplishments rather than effort. I asked Whitney Johnson, who is recognized as one of the world’s foremost executive coaches, what she recommends her clients say when they’re having trouble bragging. One suggestion of particular note is: I know it might feel odd for me to talk to you about what I do well because society has taught us to not like women who do. But now I’m going to, so that you will know that I can do the work you are thinking of hiring me to do.

was all but unknowable. Sam needed people just like that: right from the start, FTX should have hung a sign on the door that said No Experience Necessary. Sam hired Natalie Tien, who had little experience with media or marketing, and made her head of corporate public relations, for instance. He hired a young saleswoman from the Huobi exchange named Constance Wang and made her the company’s chief operating officer. Faced with a necessity, Sam turned it into a virtue. “It’s a moderately bad sign if you are having someone do the same thing they’ve done before,” he said. “It’s adverse selection of a weird sort. Because: why are they coming to you?

I stipulate that this does not make sense,” Randy says. Eb glares into the distance, not mollified. “Will you agree with me that the world is full of irrational people, and crazy situations?” “Jaaaa—” Eb says guardedly. “If you and I are going to hack and get paid for it, people have to hire us, right?” Eb considers it carefully. “Yes.” “That means dealing with those people, at some level, unpleasant as it may be. And accepting a whole lot of other nonsense, like lawyers and PR people and marketroids. And if you or I tried to deal with them, we would go out of our minds. True?” “Most likely, yes.” “It is good, then, that people like Avi and Beryl have come into existence, because they are our interface.” An image from the Cold War comes into Randy’s head. He reaches out with both hands and gropes in the air. “Like those glove boxes that they use to handle plutonium. See?” Eberhard nods. An encouraging sign. “But that doesn’t mean that it’s going to be like programming computers. They can only filter and soften the irrational nature of the world beyond, so Avi and Beryl may still do things that seem a little crazy.” Eb has been getting a more and more faraway look in his eyes.

Those who made excuses for Jerry Lewis didn't recognize disability bigotry when they saw it, insisted attorney Harriet Johnson, who had one of the diseases Jerry was curing. "When bigotry is part of mainstream culture, it feels like ‘the way things are.'" My grandfather's generation of white men in the South didn't recognize sexism. They thought women really were magnolia blossoms requiring protection. They didn't recognize racism either. They thought African Americans really were inherently inferior, suitable to menial work, and that the structures of segregation were for the good of both races. They'd say it wasn't prejudice, but the way things are. This is where we are with disability today. Lewis says he uses pity because, hey, we're pitiful. And people agree. If you don't see the profound animus in Jerry Lewis's statement, try substituting the minority group. What if he said, "If you don't want to be bashed for being gay, stay in your house"? Or, "If you don't want to be groped for being a broad, stay in your house"? Or  -- if you believe the "charity" work excuses hate  -- consider this scenario. What if the United Negro College Fund hired a white comedian to raise money from white people, using bigotry. "Give because they're so stupid, so hopelessly ignorant, they need their own schools to keep them out of our schools." Would the success of such a pitch justify it? Or would we recognize that the more it succeeds  -- the more people buy into it  -- the more harm it does? I think  -- I hope  -- we're at a point now where people would be up in arms if one of those other minority groups were treated with such profound disrespect, for decades, by a charity ostensibly dedicated to "helping" them. But with disability, it's a lesson yet to be learned.

In January 2017, Bloomberg reported that although Facebook had started giving recruiters an incentive to bring in more women, black, and Latino engineering candidates back in 2015, the program was netting few new hires. According to former Facebook recruiters, this was because the people responsible for final hiring approvals—twenty to thirty senior leaders who were almost entirely white and Asian men—still assessed candidates by using the same metrics as always: whether they had gone to the right school, already worked at a top tech company, or had friends at Facebook who gave them a positive referral.15 What this means is that, even after making it through round after round of interviews designed to prove their skills and merits, many diverse hires would be blocked at the final stage—all because they didn’t match the profile of the people already working at Facebook.

It seems that what is important is having certain soft skills, like the ability to hire a group of talented people, managing them, building and maintaining strategic connections and partnerships across industries, excelling at sales, and thinking about problems in the right way—rather than knowing the technicalities of a specific industry sector. In

It is a mistake to hire huge numbers of people to get a complicated job done. Numbers will never compensate for talent in getting the right answer (two people who don’t know something are no better than one), will tend to slow down progress, and will make the task incredibly expensive.

I also think about what to say in the exit interview. I know not everyone gets invited to do one in person, that a lot of employees just get a form to fill out. But I’m in the ninety-eighth fucking percentile. I’ve worked across five different organizations and had a hand in hiring many hundreds of people. Plus I’m a woman in leadership, that population Amazon keeps saying it’s trying to grow. Of course I’ll get a real exit interview, right?

Expanding its strategy services, the company started to engage clients in the innovation process. The Simmons failure was partly explained by IDEO’s lack of appreciation for what the client’s manufacturing organization was set up to produce. The behind-closed-doors approach that served the company so well in product innovation services, shielding clients from failures along the way, backfired for strategic innovation services. To do better, IDEO began to hire more people with business degrees to complement the skills of the design, engineering, and human-factors experts. IDEO started to collaborate with clients to help them become better failure practitioners.

You commit a crime if you support and collaborate with hired members of the criminal intelligence agencies who approach you to eliminate the truth. Sure, you also perpetrate and exploit the rules in an unfair context; indeed, it obtains a desired outcome that victimizes the victim.” “As a human, I love and respect all people; I fight for others’ rights as an advocate of humanity; and I also bring to justice those who commit crimes and misdeeds, regardless of distinctions, even if I face the consequences and victimization. Despite that, I never hesitate to exercise and practice it, feeling and learning that if death is everyone’s fate and destiny, then why not accept it in such a glorious way?” After being victimized by fake accounts of Rumi and the son of a shit, Sa Sha, on social media, I blocked them. However, they cannot escape from the inhuman crimes that they have been committing on social media while living in a civilized society. He, the son of a snake, and she, the shit of a snake, disappeared, working together to victimize me for many years with the consent of criminal intelligence agencies and Qadiyanis, the followers of a fake religion of a fake Jesus. More than a decade ago, their profiles started with fake names; behind that were a top cheater, criminal, inhuman, sadist, pretender, and worse than a beast, with the conspiracy of other criminals. However, I became the victim of those criminals and inhuman nature who succeeded in putting me on the death list. In 2020, the criminal’s chief and his gang from Canada, Germany, the USA, Australia, the Netherlands, Pakistan, India, the Middle East, and around the world, along with other criminals, succeeded in deleting an article on me on Wikipedia and sending abusive, insulting, and discriminating emails to my immediate family. They remained in their criminal ways to defame and damage me, but they significantly failed and faced the penalty for their wrong deeds by God and the law of the world. Despite that, they reached their mental match once to further victimize me; this time, they were directly on my social media, but through their team of evil-minded people to victimize, harass, threaten, and damage my writings, label restrictions, and lock my account every time. Read this underlined link in detail. As a result, I became compulsive enough to deactivate my profile on Twitter to stay away from all such scoundrels. Alas, deactivated Twitter account will automatically become deleted forever after thirty days; consequently, I will lose more than one hundred thousand tweets and my post data because of Elon Musk and his dastard team, who support the political mafia and forced me to remove a screenshot of a Wikipedia article that was illegitimately removed as they harassed me by tagging, restricting, and locking my account and asking my ID card to transfer my privacy to third parties of political criminals and to make my opponents happy. It is a crime to restrict freedom of expression through such tactics under the umbrella of community behaviour.

At the height of the George Floyd protests, Omar Johnson, a former Apple marketing VP and chief marketing officer for Beats by Dr. Dre, took out a full-page ad in the New York Times. “Dear White corporate America,” he began,… I get it. I know you have the best intentions.… You want to do the right thing. But you just don’t know how. Is that about right? I know it is, because you’ve been calling me. For the past two weeks, several times a day. It’s been the same question: What can I do? He went on to upbraid corporate leaders for failing to nurture Black talent, for failing to include Black people in decision-making, for failing to listen, and ultimately, for failing as businesspeople: “This is a business problem, too. And you fix business problems all the time. So, you got this.” He laid out a game plan. Most notably, “You need to hire more Black people. Period.” Identify, recruit, develop, and elevate talented Black employees. Partner with Black-owned businesses. Believe in the people you hire. Mentor them. “No doubt, it’s daunting,” Johnson writes. “But lean into the discomfort.” And “before you call me again—before you ask me what you should say, or what you should change—I’ll tell you my answer right now: Absolutely everything… See you in the room.

Hire the right people. “We will continue to focus on hiring and retaining versatile and talented employees,” he wrote in an early shareholder letter. Compensation, especially early on, was heavily weighted to stock options rather than cash. “We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.” There are three criteria he instructs managers to consider when they are hiring: Will you admire this person? Will this person raise the average level of effectiveness of the group he or she is entering? Along what dimension might this person be a superstar? It’s never been easy to work at Amazon. When Bezos interviews people, he warns them, “You can work long, hard, or smart, but at Amazon.com you can’t choose two out of three.” Bezos makes no apologies. “We are working to build something important, something that matters to our customers, something that we can all tell our grandchildren about,” he says. “Such things aren’t meant to be easy. We are incredibly fortunate to have this group of dedicated employees whose sacrifices and passion build Amazon.com.” These lessons remind me of the way Steve Jobs operated. Sometimes such a style can be crushing, and to some people it may feel tough or even cruel. But it also can lead to the creation of grand, new innovations and companies that change the way we live. Bezos has done all of this. But he still has many chapters to write in his story. He has always been public spirited, but I suspect in the coming years he will do more with philanthropy. Just as Bill Gates’s parents led him into such endeavors, Jackie and Mike Bezos have been models for Bezos as he focuses on missions such as providing great early-childhood education to all kids. I am also confident that he has at least one more major leap to make. I suspect that he will be—and is, indeed, eager to be—one of the first private citizens to blast himself into space. As he told his high school graduating class back in 1982, “Space, the final frontier, meet me there!

great for the role, but he seems borderline or outright bad culturally. The right strategy is to not hire the person. “If there is a doubt, there is no doubt” unfortunately proves itself to be true over and over again.

Slavery exists in full vigor, but we do not perceive it, just as in Europe at the end of the Eighteenth Century the slavery of serfdom was not perceived. People of that day thought that the position of men obliged to till the land for their lords, and to obey them, was a natural, inevitable, economic condition of life, and they did not call it slavery. It is the same among us: people of our day consider the position of the laborer to be a natural, inevitable economic condition, and they do not call it slavery. And as, at the end of the Eighteenth Century, the people of Europe began little by little to understand that what formerly seemed a natural and inevitable form of economic life-namely, the position of peasants who were completely in the power of their lords-was wrong, unjust and immoral, and demanded alteration, so now people today are beginning to understand that the position of hired workmen, and of the working classes in general, which formerly seemed quite right and quite normal, is not what it should be, and demands alteration.

Deprive a cat of sleep and it would die in two weeks. Deprive a human and he would become psychotic. His work was killing people. How was he supposed to frighten these guys? Run up behind them in a halloween mask and shout boo? He never saw the point of views -- what did it matter if it was an ocean or a brick wall you were looking at? People travelled hundreds, sometimes thousands of miles to commit suicide someplace with a beautiful view. Did a view matter when oblivion beckoned? They could put him in a garbage bin after he was gone, for all he cared. That's all the human race was anyway. Garbage with attitude. A cutting word is worse than a bowstring. A cut may heal but a cut of the tongue does not. The Sakawa students were all from poor, underprivileged backgrounds. Sakawa was a mix of religious juju and modern internet technology. They were taught, in structured classes, the art of online fraud as well as arcane African rituals -- which included animal sacrifice -- to have a voodoo effect on their victims, ensuring the success of each fraud. of which there was a wide variety. The British Empire spend five hundred years plundering the world. The word is 'thanks'. 'That's what it is, Roy! He won't come out, he has locked the doors! What if he self-harms, Roy! I mean -- what if he kills himself?' 'I will have to take him off my Christmas list.' "Any chance you can recover any of it?' 'You sitting near a window, Gerry?' 'Near a window? Sure, right by a window?' 'Can you see the sky?' 'Uh-huh. Got a clear view.' 'See any pigs flying past?' To dream of death is good for those in fear, for the death have no more fears. '...Cleo took me to the opera once. I spent the whole time praying for a fat lady to come on stage and start singing. Or a heart attack --whichever come sooner.' '..there is something strongly powerful -- almost magnetic -- about internet romances. A connection that is far stronger than a traditional meeting of two people. Maybe because on the internet you can lie all the time, each person gives the other their good side. It's intoxicating. That's one of the things which makes it so dangerous -- and such easy pickings for fraudsters.' He was more than a little pleased that he was about to ruin his boss's morning -- and, with a bit of luck, his entire day. ..a guy who had been born angry and had just got even angrier with each passing year. '...Then at some point in the future, I'll probably die in an overcrowded hospital corridor with some bloody hung-over medical student jumping up and down on my chest because they couldn't find a defibrillator. 'Give me your hand, bro,' the shorter one said. 'That one, the right one, yeah.' On the screen the MasterChef contestant said, 'Now with a sharp knife...' Jules de Copland drove away from Gatwick Airport in.a new car, a small Kia, hired under a different name and card, from a different rental firm, Avis. 'I was talking about her attitude. But I'll tell you this, Roy. The day I can't say a woman -- or a man -- is plug ugly, that's the day I want to be taken out and shot.' It seems to me the world is in a strange place where everyone chooses to be offended all the time. 'But not too much in the way of brains,' GlennBranson chipped in. 'Would have needed the old Specialist Search Unite to find any trace of them.' 'Ever heard of knocking on a door?' 'Dunno that film -- was it on Netflix?' 'One word, four letters. Begins with an S for Sierra, ends with a T for Tango. Or if you'd like the longest version, we've been one word, six letters, begins with F for Foxtrot, ends with D for Delta.' No Cop liked entering a prison. In general there was a deep cultural dislike of all police officers by the inmates. And every officer entering.a prison, for whatever purposes, was always aware that if a riot kicked off while they were there, they could be both an instant hostage and a prime target for violence.

The Path of the 99% Purely, statistically speaking (and nothing personal intended), it is almost certain you won’t make an investment in a franchise either. You will probably complain about the way things are, dream about what could be, take a brief stand for yourself by declaring, “I am tired placing my future in the hands of others. Now it’s my turn!” Then you’ll Google franchise opportunities, visit franchisor homepages, gather stacks of franchisor brochures, research companies, talk to people and professionals you trust, and have conversations with franchisors. You’ll feel proactive. You’ll tell your friends you’re considering buying a business. Chances are they thought about it, too. Some will be happy for you, some will be jealous, some will be afraid for you. Virtually everyone will share their strong opinions with you. You’ll dream about what it would be like to be your own boss. You’ll think about your customers and employees. You’ll make clever little charts such as the T Bar, where you neatly list all the pros on the left side of the page, balanced by the cons on the right side. Then the time will come to make a decision. Fear, doubt, and negative self-chatter (yours, your spouse’s, your kids’, your parents,’ your friends’, and your hired professionals’) will kick into high gear. Eventually, you probably will make a fear-based “no” decision, backed by the logic of your neatly listed cons. “The business has fatal flaws,” you think, “Employee turnover is too high. Competition is too fierce. The business is too risky. Sure, it may work in some areas, but everyone knows our town is different.” And with everything going on in your life, the timing couldn’t be worse. Yes, you are being completely responsible with your resources. You didn’t work this hard and long and sacrifice this much to lose what you’ve earned and saved. Moving forward with a franchise would put your family in danger. If you leave your company, you will lose your insurance benefits and 401(k). What if someone in your family had to go to hospital? How would you survive without insurance? Plus, your industry is changing so fast, in a few years your expertise would be obsolete and it would be impossible for you to regain entry if your business didn’t make it. Certainly almost every reasonable person armed with the same research and faced with the same personal challenges you have would naturally come to the same conclusion. And you are right. 99 percent do.

The people's vote determines the superiority of a leader, not the heads of institutions that operate under constitutional laws. The leader who fulfills constitutional rights and state affairs is a true leader, not in an undemocratic way, selected only as a hired one. A leader's primary duty is to engage with opponents, whether preferred or not, for the benefit and prosperity of the state and people, not for personal preferences.

become right now. I will find work and there will be money to send home and there will be food for them.” His name was David Garcia and he was thin with a slight curve to his back and a bush of black hair that needed to be cut. He had the high, strong cheekbones and straight lines of his dead father, killed in a fight of honor, and his eyes were a quiet, serious gray. His arms were corded and tough, as were his legs, and he wore a tired-looking cap with CAT across the front and he carried a worn old army knapsack as old as the Second World War. In the knapsack were a pair of socks, two oranges he had taken from a stand in Juárez when the wind was right for taking them, and nothing else. Nothing. He had come up from Chihuahua by stealing a ride on the train, had crossed the boundary river at night without the aid of coyotes—those who helped people cross for money and sometimes stole from them or, worse, killed them—and he felt pride that he had done it alone. He was making his way north, far north, because it was early summer and all the work was in the north now. Men who came back told of the work in the northern states in the early summer. There were sugar beets to thin with the hoe, and the farmers paid much money for the work and would hire anybody who was willing to do it. “For every hour you are paid three dollars,” the men said in the cantina when they drank the warm beer and talked. “That is how it works out. For every hour you are paid three dollars American and there is food, frijoles with some meat for one meal a day, and a place to sleep. A dry place to sleep. And you don’t have to be too careful about the authorities in those northern states.

San Antonio Auto accident attorneys, Thousands of people in South Texas are involved in a Traffic collision every year. Whether you’re a victim of a “minor” accident or something more serious such as a fatality; you should hire a Car accident attorney to protect your legal rights. An auto accident can lead to expensive car repairs, medical bills, life changing injuries, missed days at work or the inability to ever work again.

ideas are easier to come up with than you think. What’s hard—really hard—is moving from an idea to reality. It’s hard to find the right form of an idea, a form that will let consumers see its value, understand how to interact with it, and feel excited enough to pay for it. That is so hard that it often takes a team of people to do it. And that’s when the level of hard goes even higher. Suddenly you have to find a way to hire the right people, get them all focused on the right thing, and make sure no one forgets why they got together in the first place in this world of interesting (and profitable) other things to do.

Learn About The High Rise Apartment Benefits Deciding places to reside typically be a concern and it is truly advisable to search into high rise apartment benefits prior to making a decision. Although surviving in a normal condominium in the city most likely be lurking in small space, it ought sure the benefits of some people. Keep in mind that bigger houses can be found in contain higher overhead expenses. Short-time period stay should involve minimal bills to purchase furniture and decorations for your home. If you happen to lived in a bigger home in the outskirts of city, you will have to buy a lot of thing to refill your place. After you have to move, dropping all of your possessions often are tedious and tiresome. Staying in 1 rental will require you in order to get fundamental furnishings only. Another benefit of staying in a city constructing is the convenience of commuting to work. Sometimes, your office could be downtown where additionally, you will discover many tall residential condominiums. You can walk to operate or take a short bus ride within your office. Going to see the suburbs would require that enable you to personal method to commute specifically for your office every day. The city lifestyle additionally has given to you more luxury and comfort. Good eating locations and pubs must be close by. You'll search for a good shops and goods within the city. It will be convenient to are now living in a high-rise apartment intrinsic of town that provides you easy access to good shops to operate your errands. In the suburbs, you'll likely have to have a automobile as a way to easy chores. If you could have to go to operate with at hours away, you would spend a lot for gasoline. Your car may also wear down quickly the santorini condo price since you'll be driving it usually permanently distances. Making a home in a high-rise residence can remove these extra burdens such as gas costs and time travel. You can spend extra quality time with your partner or youngsters by dwelling near your place of work. Suburban households are inclined to hire babysitters to observe their youngsters though they work miles away. Vacationing as a condominium ear your office will let you being more involved with of affairs since you is certainly not spending couple of days commuting each day. It is right to are now living in urban cities if you're single or live as a general couple. You'll be able to take advantage of high rise apartment benefits if you find yourself in a functional location close to your workplace. Staying in a very very condominium can supply you with higher security.

Men who are industrious, and sober, and honest in the pursuit of their own interests should after a while accumulate capital, and after that should be allowed to enjoy it in peace, and also if they should choose when they have accumulated it to use it to save themselves from actual labor and hire other people to labor for them is right. In doing so they do not wrong the man they employ.

We said earlier that what Westerners call corruption was to ordinary Burundians normal. True, but there are borders – lines that can be redrawn, but which denote real differences most everyone recognizes.5 Increasingly, the types of abuse of power that many politicians and administrators engaged in went beyond what could be justified or recognized by ordinary Burundians: ‘people perceive that forms of corruption no longer rooted in a moral economy of kinship are on the rise’ (Smith 2007). Showing great deference to people of authority is a traditional norm, indeed, and it is not difficult for a Burundian farmer to enact these behaviors – the shuffling, the downcast eyes, the left hand on top of the right arm – when asking for services she would legally deserve to access as a citizen, but when that same administrator abuses his power to capture lands of her family, he has gone beyond what is mutually legitimate, and they both know it. When teachers require sex with female students to let them pass, or when employers do the same to hire, this not only runs counter to the modesty Burundians pride themselves on; it is also perceived as a clear abuse of power.

You take corporate money and give it to a neutral-sounding think tank,” which “hires people with pedigrees and academic degrees who put out credible-seeming studies. But they all coincide perfectly with the economic interests of their funders.” In

Furi narrowed his eyes again and stepped into Syn’s space. “Are you gay, Detective?” There it was. The million-dollar question. Was he gay? He’d never asked himself that. He’d only slept with women before, but had never felt anything more for them than an easy friends-with-benefits involvement. Rhodes was the only person that he’d ever felt a connection with. A man. Syn felt his mouth move, but no sound was coming out. Fuck. Furi looked at him skeptically. “Uh huh. Just like I thought. Who are you working for? Him. He send you? Did he hire you to find me? Are you a private detective?” That accusation cut through Syn's speechlessness. “Whoa. I work for the city of Atlanta. What are you talking about? Who is him? Is someone after you?” Syn didn’t realize he’d grabbed Furi’s shoulders, forcing him to look into his eyes until Furi threw his arms up and dislodged Syn’s grip. “Take your goddamn hands off of me! I’m sick of people thinking they can put their fucking hands on me! Stay the fuck away from me, Detective.” Furi shoved past him and reached for the door. Syn jumped in front of it before Furi could get it open. He yelled right back at Furi, “My name is Syn! I’m not here as a Detective! I don’t know who him is, nor do I work for him.” Syn put up air quotes for the word him. “I just wanted to talk to you!” “About what?” Furi yelled. They were in each other’s faces, chest bumping each other. “I don’t fucking know! About you. About me. About the damn Falcons' game last week. About the weather. About why there’s so many goddamn reality TV shows. About what-the-hell-ever! That’s what people do when they want to get to know someone!” Syn stepped back and gripped his hair blowing out a long frustrated breath. He felt so ridiculous, was so annoyed that he was seconds away from just walking away. “Fuck! I didn’t think dating was this damn hard.

Listen, I have to tell you something.” Her drowsy eyes opened. “I don’t want to push you into anything, take your time about me, but you have to know—I feel pretty strongly about monogamy.” Her eyes widened. “You can’t think I’d be with another man! I wasn’t even going to be with you! But there is one thing you have to do for me,” she said. “Anything that makes you happy,” he promised. “I want this to be only between us.” “Sure. Of course. It’s personal. I agree.” “I don’t want anyone around here to know it’s like this between us. I just work for you, that’s all.” He frowned. “We don’t have to share our personal lives with anyone, but we don’t have to hide the fact that we care about each other.” “Yeah, we do, Noah. No one can know about this. About us.” “Ellie, why? Are you embarrassed to find yourself attracted to a man who’s a minister?” She laughed a little bit. “No. But no one would ever believe you seduced me. And you did, Noah. You did and I loved it. Not only are you the sexiest minister alive, you might be the sexiest man alive. But people will think I trapped you. They’ll think I ruined your purity and dirtied you up. And I don’t need that right now.” “Come on, you’re wrong…” “I’m right,” she said. “No matter how much I try to do the right thing, no matter how determined I am to do the right thing, everything that happens ends up being my fault. And when people around here find out you like me…they’re going to think I cast an evil spell on you and made you break your vows.” “Honey, I didn’t take a vow of chastity. I didn’t promise not to love a woman. I never said I wouldn’t have a perfectly normal sex drive. I’m not fifteen, Ellie, I’m thirty-five and I’ve missed passion. Passion and intimacy, two things that are really healthy for a normal man. Don’t argue with a man with seven years of theological training.” “People don’t get that about you like I do. They think of you as different. As a minister. Please, Noah. Let’s just act like I work for you, and that we’re casual friends.” “We can do that, if that’s what you need. Or we could change the way things have been for you. We could be honest without being indiscreet. We could hold hands, you could let me put my arm around your shoulders, smile at you like you’re special. Treat you like the woman of my choice while I enjoy being the man of yours.” “You don’t get it, do you, Noah?” she asked, shaking her head. “Don’t you see how fragile this is? How much hangs in the balance for both of us? At some point—maybe sooner, maybe later—the people here are going to figure me out. They’ll know I come from a dirt-poor background, that the men who gave me my children didn’t marry me, that I was a stripper when you hired me. What if they hate me? What if they treat my kids like trash because of me?” “I won’t let anyone—” “Don’t you see it’s your future in this town, too? What if they ask themselves what kind of minister you could be if you’d choose a woman like me? Oh, Noah,” she said, running her fingers through his thick, dark hair. “We’d get along okay in a bigger town where no one knows us all that well, where I’m not hooked up with the local preacher. But here—you and me? It could ruin us all.” “No,” he said, shaking his head. “It’s not going to be that way.” She smiled at him. “You’re just a fool,” she said. “It usually is that way.” He

Failure can feel like the ultimate death sentence, but it’s actually a step forward. When we fail, life is pushing us in a different direction so we can experience something new. One adventure has ended and another is about to begin, because it must. Think of your activities in life as scientific experiments. Scientists expect the vast majority of their tests to fail, but they still view each test as a step forward, regardless of the outcome. This is because each failed test rules out that particular approach, narrowing the remaining scope of potential solutions. You might be thinking, “What if all of my experiments fail until the day I die?” Great question. That might happen, depending on how you define failure and success. Here’s the magical solution to that problem: The results of your experiments are of little consequence. Only the experiments themselves matter. The old platitude is true: It’s about the journey, not the destination. Doing experiments will account for 99% of your time on this earth. That’s the journey. The result of your experiments is the other 1%. If you enjoy 99% of your life (the time spent in experimentation), who cares about the results? This is how to remove the problem of failure. Failure is just a temporary result. Its effect is as big or as small as you allow it to be. Elon Musk is becoming a household name. He cofounded Paypal. He now runs two companies simultaneously. The first, Tesla Motors, builds electric cars. The second, SpaceX, builds rocket ships. Many people think of Elon Musk as a real-world Iron Man—a superhero. He’s a living legend. He works extremely hard, and he’s brilliant. Did you know that Elon Musk never worked at Netscape? This is interesting because he actually wanted to work there very badly. He applied to Netscape while he was in grad school at Stanford, but never received a response. He even went to Netscape’s lobby with resume in hand, hoping to talk to someone about getting a job. No one in the lobby ever spoke to Elon that day. After getting nervous and feeling ashamed of himself, he walked out. That’s right. Elon Musk failed to get hired at Netscape. The recruiting managers didn’t see a need for him, and he was too ashamed to keep badgering them. So what happened next? Well, we know what happened from there. Musk went on to become one of the most successful and respected visionaries of our time.[30] Take a deep breath and realize that there are no life-ending failures, only experiments and results. It’s also important to realize that you are not the failure—the experiment is the failure. It is impossible for a person to be a failure. A person’s life is just a collection of experiments. We’re meant to enjoy them and grow from them. If you learn to love the process of experimentation, the prospect of failure isn’t so scary anymore.

I came to the conclusion that hiring had to be my number one priority,” commented Mark. “I felt that if I could get the right people into the system, even if I did a mediocre job at training and management, they would find a way to win. But if I got mediocre people in, even if I did a world-class job at training and leading, it wouldn’t matter.

Investing (and deciding where to work): Value flows from choosing the right sector, team, and product, in that order. Sector: Embrace risk. Be contrarian, and look for disruptive, not incremental, improvements. Team: At our firm, and at our portfolio companies, it is all about the talent. “A” leaders hire A+ talent; “B” leaders hire C talent. Judge people by the team they build. If you are the smartest person in the room, and remain so for more than a few months, start to worry. Product: The tried-and-true way to judge a product’s value is by the customer’s second purchase. Many products are over-engineered, some are too incremental to displace legacy products, and others solve too narrow a problem. The best solutions offer value through simplicity and target the highest priority needs of buyers. In

How to Get on Google Maps- The process We all know that marketing trends keep on changing and the new wave is pointing towards the Google maps marketing. Everyone is able to see the importance of this strategy and they are pretty impressed with the results too. However, the next big question is how to get on the Google Maps? What process do they need to follow? Do they have to hire someone for the deed? Here you can get the answer for all these questions. Initially you don’t have to hire anyone to do the deed but eventually maybe you have to. The initial process of getting on the maps is quite easy and is divided into few steps only. Here is the list of steps one needs to follow in order to get on the Google maps and start their journey of Google Maps marketing. How to Get on Google Maps • Business Listing: The very first step to start the process is through getting yourself listed on the Google Maps. Fill the details of your business accurately on Google My Business listing. Mention all the details asked there without skipping any field. Claim your listing first, this step will be the stepping stone to mark your company’s presence on Google Maps. • Address: Here we are talking about Maps so hopefully you understand that it is very important to share the exact address of the business to get a right one on the maps. Before completing the listing, make sure that the address is 100% correct without any discrepancies, be it on Goggle or other platforms. • Verification of the listing: The last step is to verify your listing which can be done through several ways. Some people believe that postcard submissions are the most dependable ones. This step can take few days or weeks to complete. In this step every option will offer you a 4- digit PIN which you have to submit at Google’s site.

Persson did not create Minecraft because he wanted to create a billion-dollar company; he loved video games and kept his day job while developing it. When the game soared in popularity, he started a company, Mojang, with some of the profits, but kept it small, with just 12 employees. Even with zero dollars spent on marketing and no user instructions, Minecraft grew exponentially, flying past the 100 million registered user mark in 2014 based largely on word of mouth.2 Players shared user-generated extras like modifications (“mods”) and custom maps with each other, and the game caught on not only with children but their parents and even educators. Still, Persson avoided the valuation game, refusing an investment offer from former Facebook president Sean Parker. Finally, he and his co-founders sold Mojang to Microsoft for $2.5 billion, a fortune built on one man’s focus on creating something that people loved.3 On the other end of the spectrum is Zynga, one of the fastest startups ever to reach a $1 billion valuation.4 The social game developer had its first hit in 2009 with FarmVille. Next came Zynga’s partnership with Facebook that turned into a growth engine. The company began trading on the NASDAQ in December 2011 and had 253 million active users per month as late as the first quarter of 2013.5 Then the relationship with Facebook ended and the wheels started coming off. Flush with IPO cash, Zynga started exhibiting all the symptoms of ego-driven, grow-at-any-cost syndrome. They moved into a $228 million headquarters in San Francisco. They began hastily acquiring companies like NaturalMotion, Newtoy, and Area/Code. They infuriated customers by launching new games without sufficient testing and filling them with scripts that signed players up for unwanted subscriptions and services. When customer outrage went viral, instead of focusing on building better products, Zynga hired a behavioral psychologist to try to trick customers into loving its games.6 In a 2009 speech at Startup@Berkeley, CEO Mark Pincus said, “I funded [Zynga] myself but I did every horrible thing in the book to just get revenues right away. I mean, we gave our users poker chips if they downloaded this Zwinky toolbar, which . . . I downloaded it once — I couldn’t get rid of it. We did anything possible just to just get revenues so that we could grow and be a real business.”7 By the spring of 2016, Zynga had laid off about 18 percent of its workforce and its share price had declined from $14.50 in 2012 to about $2.50.

Hire people with the right kind of ambition. The cases that I described above might involve people who are ambitious but not necessarily inherently political. All cases are not like this. The surest way to turn your company into the political equivalent of the U.S. Senate is to hire people with the wrong kind of ambition. As defined by Andy Grove, the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. The wrong kind of ambition is ambition for the executive’s personal success regardless of the company’s outcome.

Although my sister, Liz, is socially engaging and very confident with people, she tends to more of an introvert. She generates energy from the inside, from center to circumference, and would rather have one-on-one conversations to connect quietly and deeply. I, on the other hand, am energized by walking into a room filled with three hundred strangers; I like to meet as many people as possible and walk out with new friends. After all that excitement, however, I am content to go home and curl up with a good book in complete silence. Is one of us right and the other one wrong? No. We are just different.

It is not unusual for people to believe that their way is the best way—that they are right and everyone else is out-of-sync or mistaken. The divine irony is that since we are better at being ourselves, how can we expect others to be less like themselves to fulfill our expectations? We cannot change who we are wired to be and neither can others.

The Rhythm of Relationships It’s not a mystery that there are certain people with whom we "click" and others with whom we don’t. In the movie, Forrest Gump, Forrest proclaimed that he and Jenny got along like "peas and carrots." I once heard Tony Robbins say that if you are with the right person, a relationship does not take a lot of work. When relationships are in rhythm, everything is made easier.

ASK YOURSELF: • Have you pondered a question and someone ironically shows up with the answers? • Have you ever been thinking of a friend and within moments they mysteriously call or come by? • How many times have you seen a meaningful relationship start because the right people were in the right place at the right time for the right opportunity?

First, at the top levels of your organization, you absolutely must have the discipline not to hire until you find the right people. The single most harmful step you can take in a journey from good to great is to put the wrong people in key positions. Second, widen your definition of “right people” to focus more on the character attributes of the person and less on specialized knowledge. People can learn skills and acquire knowledge, but

She traced the dragon’s body on his biceps where it transitioned into rope. “I just thought it would be more difficult. After all this time, the heartache, the waiting, the despairing and giving up, the pure pissed-offness of dealing with near misses…" She blew out a breath. “And there it is. With you, easy as breathing. ‘I’m in love with you.’ You said it and meant it. It changes the universe, but the way throwing a stone in a pond does. All those ripples. It's…amazing.” She frowned and cocked her head. “There should at least be dramatic music.” "I can retract it if you want. Brood for a while, play commitment paranoia games, alienate you so we break up, sort of, and then I chase you down before you make some monumental decision, like moving back to New York, or signing up for a three year stint in the merchant marines. Then we can have a big makeup scene.“ She pursed her lips. "Complete with dramatic music.” "Absolutely. If I could afford it, I’d hire John Williams to come up with the score.“ "You’d do all that for me?” "Hell, no.” He snorted, puffing a short, playful breath against her. “I’d tie you up and keep you in my basement until you contracted Stockholm syndrome and couldn’t breathe without me.“ She tipped her head back, sobering. "Sometimes, it feels like I can’t. Crazy, right?” He put his mouth on hers and took her air in the best kind of way, all while giving it back to her. at her, boyishly appealing, but then sobered. "We’re normal, extraordinary people,” he said. “It took us a while, but we always knew what it would look like when it happened. The simplicity of it is what makes it extraordinary. A tadpole gets legs and walks on land, and evolution begins. All in a simple blink, the whole world changes.

Approximately 80 percent of criminal defendants are indigent and thus unable to hire a lawyer. Yet our nation's public defender system is woefully inadequate. . . .The NAACP Legal Defense Fund and the Southern Center for Human Rights in Atlanta sues the city of Gulfport, Mississippi, alleging that the city operates a "modern day debtor's prison" by jailing poor people who are unable to pay their fines and denying the the right to lawyers.

It's better to be treated as a paper airplane than a fighter jet. When you are disrupting, the best possible start-up scenario is to be dismissed, even ignored, just as Blockbuster ignored Netflix—right up until Blockbuster was "netflixed."17 Southern New Hampshire University (SNHU) is a good example of an organization that took on fly-under-the-radar market risk.18 A decade ago, SNHU was a two-thousand-student college with declining enrollment. Instead of trying to increase enrollment by competing for Ivy League-caliber professors at the high end or with government-funded community colleges at the low end, the university chose to play where no one else was playing—online. There was no guarantee that students would be interested in online degree programs. But because SNHU took on market risk, playing where no one else was playing, and there were many students looking for the flexibility provided by online courses, it is now considered the Amazon of education, with thirty-four thousand students enrolled. SNHU is in the process of jumping to yet another growth curve to decrease the cost of a college degree by measuring competencies rather than credits. One student demonstrated all 120 competencies in one hundred days. His associate's degree cost a grand total of $1,250. A good example of taking on market risk in personal, career terms is Amy Jo Martin, founder of Digital Royalty. In 2008, of the hundreds of millions of dollars being spent on advertising and publicity by the NBA, very little was allocated to social media. Martin saw an unmet need, and leveraged her expertise to persuade the Phoenix Suns to hire her as director of digital media, a first-of-its-kind position within the NBA. Martin's clients have included Shaquille O'Neal, and she has more than a million Twitter followers. Her gig sounds fantastically fun, but at the outset people wondered if it was even a job.

Rule #1: People pay me for the value I create. In other words, if I create value, people will be more than happy to pay me for it. Rule #2. The more I make, the more value I can create. I can invest back into the business, by building systems, creating technology, and hiring new people. Rule #3. Money is a marker that I’m doing the right thing. We’re going to avoid fake proxies of success, like how many people like my Facebook page. Instead, we’ll focus on the ultimate sign that you’ve created something the world wants: Sales.

The right culture also unlocks internal talent, because you don’t add innovation to a company—you get out of its way. An executive once told me “We can’t copy Netflix because we don’t have the people.” My response was “Where do you think they used to work? We hired them from you and got out of their way…

The brainteasers also became a lightning rod for criticism as an elitist tool. To those critics, let us say once and for all: You are right. We want to hire the best minds available, because we believe there is a big difference between people who are great and those who are good, and we will do everything we can to separate the two. And if you, our critics, still persist in believing that elitism in hiring is wrong, well, we have just one question for you: If you have twelve coins, one of which is counterfeit and a different weight than the others, and a balance, how do you identify the counterfeit coin in just three weighings?107

That some desperate wretches should be willing to steal and enslave men by violence and murder for gain is rather lamentable than strange… The managers of that trade themselves, and others, testify that many of these African nations inhabit fertile countries, are industrious farmers, enjoy plenty and lived quietly, averse to war, before the Europeans debauched them with liquors, and bribed them against one another, and that these inoffensive people are brought into slavery, by stealing them, tempting kings to sell subjects, which they have no right to do, and hiring one tribe to war against another to catch prisoners.

Hire or partner with loyal people. You can train such people to do their job right...

An accurate budget must be built on a base of thorough research. You must do research on your community to find out what it will cost to get a church off the ground. You need to solidly answer questions such as:, What will the cost of living in this community be?, What will my salary be? How about salaries for additional staff?, How much will it cost to rent space for the church to meet in?, How much will it cost to operate a business in this city (office rent, phones, computer equipment, copy equipment, and so on)? Talk with other pastors in the community. Find out what their start-up costs were and what they are currently spending to maintain and operate the church. Other pastors can be a valuable resource for you on many levels. The worst mistake you can make is to start the budget process by viewing economic realities through a rose-colored lens. If you speculate too much or cut corners in this area, you’ll end up paying dearly down the road. Remember, God never intended for you to go it alone. There are people and resources out there to help you prepare. Ask others for help. God receives no glory when you are scraping the bottom to do His work. So don’t think too small. Church planting is an all or nothing venture. You can’t just partially commit. You have to fully commit, and often that means with your wallet. Don’t underestimate the importance of having a base of prayer partners. You need prayers as desperately as you need money. You need prayers as desperately as you need money. An unhealthy launch may occur when a new church begins as the result of a church split, when a planter is disobedient in following God, or when there is a lack of funding or solid strategy. Finding the right teammates to help you on this journey is serious business. The people you bring on to your staff will either propel you down the road toward fulfilling the vision for your church or serve as speed bumps along the way. You should never be afraid to ask potential staff members to join you—even if it means a salary cut, a drastic position change or a significant new challenge for them. When you ask someone to join your staff, you are not asking that person to make a sacrifice. (If you have that mentality, you need to work to change it.) Instead, you are offering that person the opportunity of a lifetime. There are three things that every new church must have before it can be a real church: (1) a lead pastor, (2) a start date, and (3) a worship leader. Hire a person at the part-time level before bringing him or her on full time. When hiring a new staff person, make sure he or she possesses the three C's: Character, Chemistry & Competency Hiring staff precedes growth, not vice versa. Hire slow, fire fast. Never hire staff when you can find a volunteer. Launch as publicly as possible, with as many people as possible. There are two things you are looking for in a start date: (1) a date on which you have the potential to reach as many people as possible, and (2) a date that precedes a period of time in which people, in general, are unlikely to be traveling out of town. You need steppingstones to get you from where you are to your launch date. Monthly services are real services that you begin holding three to six months prior to your launch date. They are the absolute best strategic precursor to your launch. Monthly services give you the invaluable opportunity to test-drive your systems, your staff and, to an extent, even your service style. At the same time, you are doing real ministry with the people in attendance. These services should mirror as closely as possible what your service will look like on the launch date. Let your target demographic group be the strongest deciding factor in settling on a location: Hotel ballrooms, Movie theaters, Comedy clubs, Public-school auditoriums, Performing-arts theaters, Available church meeting spaces, College auditoriums, Corporate conference space.

It may be thought that administrative legislation at least comes with virtual representation. Although the administrative lawmakers themselves are unelected, they are appointed by presidential authority, and they act under congressional authorization or acquiescence. It therefore could be imagined that they are virtually, even if not actually, acting as representatives of the people. In fact, however, most administrators are not even chosen directly by the president. Although heads of agencies and a few others at the top of each agency are political appointees, selected by the president or his staff, almost all other administrators are hired by existing administrators. Thus, almost all of those who make law through administrative interpretations were never even picked by elected politicians. Far from being elected by the people, let alone elected politicians, they are appointed by other administrators. Their authority thus is not even virtually representative, but is merely that of a self-perpetuating bureaucratic class. Accordingly, the suggestion that their lawmaking comes with virtual representation is illusory. Virtual representation, moreover, is not a very convincing theory, for it traditionally was an excuse for denying representation to colonists and then to women. For example, although women could not elect representatives and senators, they were said to be virtually represented through their husbands or fathers.10 Nowadays, the same sort of theory (whether put in terms of “virtual,” “delegated,” or “derivative” representation) remains an excuse for refusing representation—this time for refusing it to the entire nation. Nor is this a coincidence. As will soon be seen, it was when Americans acquired equal voting rights that much legislation was shifted outside the elected legislature. The virtual representation excuse therefore should be understood in the same way in the past, as a brazen justification for denying representation. Administrative agencies or officers thus are not representative lawmaking bodies, let alone the Constitution’s representative lawmaking body. Perhaps it will be suggested that it is sufficient for administrative power to be mere state coercion. But no one, neither an individual nor a government, has any natural superiority or power over anyone else. Therefore, if a law is not to be mere coercion, it must be made by the people or at least by their representative legislature, and obviously administrative law is not made by either.

Step By Step Guide To Finding A Good Roofing Contractor The local roofing repair contractor you choose should always have a great reputation in the community and a track record of exceptional customer service. When you can't be on site, you need to know that your service provider is doing an excellent job. You also need to be sure that old-fashioned craftsmanship and quality materials are part of the roofing repair contractor's vision for his work. The following are methods to make sure that you hire the right roofing repair contractor. A reliable roofing repair contractor will make an effort to bring you the highest quality results. Well-regarded roofing repair contractors preserve their good reputations by always keeping their promises. Give your roofing repair contractor an appropriate timeline and do not interrupt his work unnecessarily. Discover how the contractual worker arrangements to handle any obligation issues. Once you start seeing bids, do not make the mistake of assuming that a low bid will lead to a similarly low work performance. Check the cost of the needed materials and compare them to the pricing of the low bid. In addition, it's important to think about all the labor costs. Construct a legal contract only when you have determined the price is within reason. Often when you are searching for a local roofing repair contractor with a great reputation and who will provide the very best work, this is usually one of the busier people in his field. If your local roofing repair contractor has a reputation for doing a great job, be prepared to wait to engage his services. There is a downside to roofing repair contractors who are in high demand as they might not be able to focus entirely on your project. The most vital thing in finding a local roofing repair contractor is to trust your instincts. Every time a roofing expert comes to you with a legal contract that requires your signature, read the legal agreement to really ensure all of your requests are present in the legal agreement and the roofing expert recognizes them. If you're taking the time to ensure the legal agreement has everything you and your service provider had agreed on and is put in clear terms, it'll save you much stress and money down the road. Ensure you have posed all questions and concerns to your service provider prior to signing an agreement. If there are any terms or conditions you do not understand, give the legal agreement to a lawyer for clarification. Roofing contractors with excellent reputations consider it good business practice to provide each client with a written quote before starting work on any job. If the info is needed, pronto, your roofing repair contractor might be willing to provide you with a quote over the phone. Inspect the schedule and qualifications of the roofing repair contractor to effectively ensure that the project will be finished exactly how and when you would like it and within your financial requirements. Make sure to ask any questions and address all concerns to your satisfaction before you employee a roofing repair contractor

the Mercatus Center dismissed it as a lobbying shop dressed up as a nonprofit, calling it “a means of laundering economic aims.” The lawyer explained the strategy: “You take corporate money and give it to a neutral-sounding think tank,” which “hires people with pedigrees and academic degrees who put out credible-seeming studies. But they all coincide perfectly with the economic interests of their funders.

MANAGING GOD’S MONEY Honor the Lord with your wealth, with the firstfruits of all your crops; then your barns will be filled to overflowing, and your vats will brim over with new wine. Proverbs 3:9–10 This concept of fiscal responsibility was not lost on me as governor of Alaska. That’s why I used my line-item veto to cut spending by almost 10 percent. I rejected a pay raise. (As mayor, I took a voluntary pay cut.) I invested billions of dollars in state savings. I forward-funded education. See, I knew the resources were not mine to squander and that I had to do right by the people who hired me. Alaska reaped the benefits of that fiscal responsibility: during my tenure, both Standard & Poor’s and Moody’s upgraded Alaska’s credit rating. Our politicians in Washington should be so wise with taxpayer dollars because what’s good for an individual, family, and state is also good for a nation; God’s principles apply across the board. Wasteful spending that robs the American people—like $500,000 to study shrimp on a treadmill, or subsidizing the annual National Cowboy Poetry Gathering in Senator Harry Reid’s state of Nevada—doesn’t seem to qualify as the fiscal responsibility this Scripture describes. And funding Planned Parenthood certainly does not honor God—fiscally or morally. SWEET FREEDOM IN Action What’s in your hand is not yours. It’s a loan. God expects you to be obedient and wise with what He’s allowed you to manage. Today, honor Him for His blessings and pray America does the same.

Just a week ago the Wall Street Journal had a long article about the ``lost generation,'' about young people coming out of school in the last few years who have not gotten their first job or who have gotten a part-time job. Because of ObamaCare, their employer does not want to hire them for 40 hours a week, so they get hired for 29 hours a week.   Think about young people. If they do not get that first job, they are not going to get the second, they are not going to get the third. The impact for young people right now that ObamaCare is having is absolutely devastating. What this Wall Street Journal article was saying is that the economic data shows that impact will be with them their entire lives; that when they start off their career not gaining skills, not working, not climbing the economic ladder, that delay will stick with them forever.   What

WOLVES IN SHEEP’S CLOTHING—I’VE MET THEM, AND SO HAVE YOU Watch out for false prophets. They come to you in sheep’s clothing, but inwardly they are ferocious wolves. Matthew 7:15 Alaska has its wolves. You can’t miss them. They’re ferocious and deadly. But at least they’re obvious. Washington, D.C., has wolves, too, though they dress in sheep’s clothing—at least at election time. Still, if you watch long enough, and closely enough, you’ll catch them stripping off their disguising, flea-ridden wool and exposing their wolfish fangs. The media obviously push certain politicians to the forefront, and more often than not it’s the most liberal of the bunch. In other words, they’re pushing false prophets who want to sell you a bill of goods while they “fundamentally transform” our country. So do your own homework on candidates and issues, and investigate what’s beneath the sheep’s clothing. The voting record—and business record—of a politician will tell you a lot of what you need to know. We have a responsibility to elect leaders who will bear good fruit. That means we need to be wise in the voting booth. It means that if you vote for a liberal Democrat, don’t be surprised if he appoints an activist judge who overturns the will of the people, or if he hires left-leaning bureaucrats who regulate you out of basic constitutional rights. (And by the way, keep an eye on Republicans too: most of them need to get serious about out-of-control spending.) When you vote for politicians, think about the fullness of what they can do, how they will make decisions, how they will vote or lead. It’s a heavy responsibility—but it’s ours. SWEET FREEDOM IN Action Before any election, don’t listen to the mainstream media insisting you vote for their chosen one. Look out for false prophets, for wolves in sheep’s clothing. Inform yourself and make your decision—and remember that you are morally accountable for your vote.

Bud handed them to Pike, and tapped the top picture. “This man was one of the original home invaders. You shot him in Malibu. He’s the only one of the five you shot who was also one of the home invaders.” “What’s his name?” “I don’t know. But this man—” Bud shuffled the pictures to point out a man with prominent cheekbones and a scarred lip. “—he’s the freak who beat the housekeeper. You recognize either of these other guys from Malibu or Eagle Rock?” “Who are they?” “Don’t know. We haven’t been able to identify any of the five people you put in the morgue. The Live Scan kicked back zero. No IDs were found on the bodies, and they weren’t in the system. You can keep these pictures, you want.” Pike stared at the pictures, thinking it didn’t make sense that none of the five had been identified. The type of man you could hire to do murder almost always had a criminal record. The Live Scan system digitized fingerprints, then instantly compared them with computerized records stored by the California Department of Justice and the NCIC files, and those files were exhaustive. If a person had ever been arrested anywhere in the country or served in the military, their fingerprints were in the file. Pike said, “That doesn’t sound right.” “No, it does not, but all five of these guys were clean.” “No IDs or wallets?” “Not one damn thing of a personal nature. You arrested a lot of people, Joe. You remember many shitbirds smart enough to clean up before they did crime?” Pike shook his head. “Me neither. So here we are.” Bud slammed his trunk, then stared at the girl.

the nation isn’t as right-wing as the Tea Party or as liberal as the self-styled standard bearers of the rational center, the modern-day Democratic Party. Americans support offshore drilling (81 percent), ending affirmative action in hiring and education (57 percent), and limiting abortion in the third trimester. Only one in four Americans supports reforms that offer a path to citizenship for illegal immigrants. We should therefore conclude that the major political party representing the right has been profoundly incompetent.

Michelle: It wasn't my house. It was owned by a brownie couple who owned it and rented out suites. There were a few long-term renters, like me, but it also functioned as a bed and breakfast to people and magical creatures passing through. A renter, like myself, was entitled to two meals a day, which made up for the microscopic kitchen. Being something of an indifferent or terrible cook, those kept me from eating fast food every day. I walked inside, barely pausing to wipe my feet on the mat. I swung to the right and stumbled into the dining room, hardly looking at the long table or who might be at it. I made a bee-line for the tea and slurped down half a mug. The hot, caffeinated beverage forced my eyes open and gave my movement some energy. While topping off my mug, I looked around and saw two unicorns, a dwarf and five shifters.

The presence of a huge training budget is not evidence that you’re investing in your people. It’s evidence that you failed to hire the right people to begin with.

Population figures are imprecise, but a number of sources offer the following distribution: Of a total of 12 million people in the southern states in the 1840s, 4 million were classified as black and 8 million as white. Of the whites, less than 50,000 were slave owners with twenty or more slaves; more than 75 percent of whites owned no slaves at all. In this highly stratified society, black slaves were, for the most part, formally excluded from owning property or selling their labor (see Linden 1946; Den Hollander 1934; and Hahn 1983). In most areas of the South, poor whites, although formally included in property rights, found it difficult to acquire property or to sell their labor: they had little capital to accomplish the former and, faced with an economic system that exploited the coerced labor of slaves, they had few opportunities to realize the latter. Under slavery, poor whites occupied a very unusual position: formally included in the system, they were in practical terms redundant labor. While slaveholders would sometimes hire white workers to perform tasks considered too dangerous or risky for slaves, in general, poor, nonslaveholding whites were left to fend for themselves, a situation that, as we have seen, earned them pity and contempt from black slaves.

You have done all this work to create a hiring process that brings in all these awesome smart creatives, and how do they pay you back? By leaving!! That’s right. News flash: When you hire great people, some of them may come to realize that there is a world beyond yours. This isn’t a bad thing, in fact it’s an inevitable by-product of a healthy, innovative team. Still, fight like hell to keep them.

Oh, yeah, I feel bad sometimes about how I treated Lula Ann when she was little. But you have to understand: I had to protect her. She didn’t know the world. There was no point in being tough or sassy even when you were right. Not in a world where you could be sent to a juvenile lockup for talking back or fighting in school, a world where you’d be the last one hired and the first one fired. She couldn’t know any of that or how her black skin would scare white people or make them laugh and trick her.

for several years starting in 2004, Bezos visited iRobot’s offices, participated in strategy sessions held at places like the Massachusetts Institute of Technology , and became a mentor to iRobot chief executive Colin Angle, who cofounded the company in 1990. “He recognized early on that robots were a very disruptive game-changer,’’ Angle says of Bezos. “His curiosity about our space led to a very cool period of time where I could count upon him for a unique perspective.’’ Bezos is no longer actively advising the company, but his impact on the local tech scene has only grown larger. In 2008, Bezos’ investment firm provided initial funding for Rethink Robotics, a Boston company that makes simple-to-program manufacturing robots. Four years later, Amazon paid $775 million for North Reading-based Kiva, which makes robots that transport merchandise in warehouses. Also in 2012, Amazon opened a research and software development outpost in Cambridge that has done work on consumer electronics products like the Echo, a Wi-Fi-connected speaker that responds to voice commands. Rodney Brooks, an iRobot cofounder who is now chief technology officer of Rethink, says he met Bezos at the annual TED Conference. Bezos was aware of work that Brooks, a professor emeritus at MIT, had done on robot navigation and control strategies. Helen Greiner, the third cofounder of iRobot, says she met Bezos at a different technology conference, in 2004. Shortly after that, she recruited him as an adviser to iRobot. Bezos also made an investment in the company, which was privately held at the time. “He gave me a number of memorable insights,’’ Angle says. “He said, ‘Just because you won a bet doesn’t mean it was a good bet.’ Roomba might have been lucky. He was challenging us to think hard about where we were going and how to leverage our success.’’ On visits to iRobot, Greiner recalls, “he’d shake everyone’s hand and learn their names. He got them engaged.’’ She says one of the key pieces of advice Bezos supplied was about the value of open APIs — the application programming interfaces that allow other software developers to write software that talks to a product like the Roomba, expanding its functionality. The advice was followed. (Amazon also offers a range of APIs that help developers build things for its products.) By spending time with iRobot, Bezos gave employees a sense they were on the right track. “We were all believers that robotics would be huge,’’ says former iRobot exec Tom Ryden. “But when someone like that comes along and pays attention, it’s a big deal.’’ Angle says that Bezos was an adviser “in a very formative, important moment in our history,’’ and while they discussed “ideas about what practical robots could do, and what they could be,’’ Angle doesn’t want to speculate about what, exactly, Bezos gleaned from the affiliation. But Greiner says she believes “there was learning on both sides. We already had a successful consumer product with Roomba, and he had not yet launched the Kindle. He was learning from us about successful consumer products and robotics.’’ (Unfortunately, Bezos and Amazon’s public relations department would not comment.) The relationship trailed off around 2007 as Bezos got busier — right around when Amazon launched the Kindle, Greiner says. Since then, Bezos and Amazon have stayed mum about most of their activity in the state. His Bezos Expeditions investment team is still an investor in Rethink, which earlier this month announced its second product, a $29,000, one-armed robot called Sawyer that can do precise tasks, such as testing circuit boards. The warehouse-focused Kiva Systems group has been on a hiring tear, and now employs more than 500 people, according to LinkedIn. In December, Amazon said that it had 15,000 of the squat orange Kiva robots moving around racks of merchandise in 10 of its 50 distribution centers. Greiner left iRo

if you hire the right people and have big enough dreams, you’ll usually get there. And even if you fail, you’ll probably learn something important.

The advice process: From the start, make sure that all members of the organization can make any decision, as long as they consult with the people affected and the people who have expertise on the matter. If a new hire comes to you to approve a decision, refuse to give him the assent he is looking for. Make it clear that nobody, not even the founder, “approves” a decision in a self-managing organization. That said, if you are meaningfully affected by the decision or if you have expertise on the matter, you can of course share your advice. A conflict resolution mechanism: When there is disagreement between two colleagues, they are likely to send it up to you if you are the founder or CEO. Resist the temptation to settle the matter for them. Instead, it’s time to formulate a conflict resolution mechanism that will help them work their way through the conflict. (You might be involved later on if they can’t sort the issue out one-on-one and if they choose you as a mediator or panel member.) Peer-based evaluation and salary processes: Who will decide on the compensation of a new hire, and based on what process? Unless you consciously think about it, you might do it the traditional way: as a founder, you negotiate and settle with the new recruit on a certain package (and then probably keep it confidential). Why not innovate from the start? Give the potential hire information about other people’s salaries and let them peg their own number, to which the group of colleagues can then react with advice to increase or lower the number. Similarly, it makes sense right from the beginning to choose a peer-based mechanism for the appraisal process if you choose to formalize such a process. Otherwise, people will naturally look to you, the founder, to tell them how they are doing, creating a de facto sense of hierarchy within the team.

In the end it’s the tax-deferred 1031 exchange that gets massive use by Millionaire Real Estate Investors. This program in the IRS tax code allows you to sell and buy properties without having to declare capital gains or pay those taxes. It’s a very straightforward procedure, but it takes some planning. First, you need to hire a 1031 Qualified Intermediary before you close on the sale of one of your properties. That person will act as your guide and escrow agent as you move through the sale of one property and the purchase of the next. After the sale of your “relinquished property” you have 45 days to identify the “replacement property” and a total of 180 days to close on that second property. You want to be looking for the replacement property before or during the marketing of the property you are selling. If you find a good opportunity, you can enter into a contract with a right to assign clause if your first property does not sell or with a 1031 clause in the purchase agreement if it does. Many people have the mistaken notion that you are exchanging your property with someone else: You take theirs, and they take yours. In some cases that can be done, but it is neither the purpose nor the requirement of a 1031 exchange. A 1031 exchange is designed for you to “exchange” one property in your portfolio (sell it) and replace it with another one that you wish to buy. It allows you to keep purchasing larger, more expensive properties without having to pay capital gains taxes on the ones you sell. This is a wonderful way to keep your money working for you.

So now, having learned from machines, organizations are applying the same logic to people. Letting people in the organization use their best judgment turns out to be faster and cheaper—but only if you hire the right people and reward them for having the right attitude.

Good people don’t mind earning the right to be hired, as long as the right information is being measured the right way.

He was not losing his family; he was not losing Harry. Their relationship was just beginning—a new chapter, a new day in his life. He would not be Pater, who had died estranged from his sons. He would do whatever it took to be a good father—not a perfect father, but the best he could be. He would be there for his son today, tomorrow, and every day after that. And he’d read that psychotherapy held much promise for people motivated to change. Damn right, he was motivated to change. He was going to hire professional help—the best.

And yet he was still plagued by doubt. What did Lauren and Caledonia Dreaming have to do with this guy Fisher, someone who could hire thugs to burgle and torture people? What was the password they wanted? What would the police do once they got to the flat? Was he right to leave Ruth to look after Nathan and deal with all that? They’d be safer in police custody than where he was going.

I wasn’t going to hurt him,” she told the man, earning a huff of clear disbelief from Mr. Victor in the process. “You broke my nose,” Mr. Victor snapped. “Which really does beg the question of why you’ve been allowed in the same room with me.” He narrowed an eye on her that was rapidly turning an interesting shade of black. “It is never permissible for a lady to punch a gentleman, not proper in the least. Although . . . given that you seem to be acquainted with Miss Plum as well, you’re obviously not a proper sort of lady.” “I’ve never claimed to be a proper lady, Mr. Victor. In fact, I’m just the nanny.” “You are a proper lady,” Everett said as he reached up and pulled the rag off his face, sporting not one but two black eyes. “And you’re not just the nanny.” Warmth began traveling up Millie’s neck to settle on her face, but before she could so much as get a word of appreciation out of her mouth, Mr. Victor let out another grunt. “Do not tell me, Mr. Mulberry, that this woman, the one who recently broke my nose, has been hired to watch Fred’s children? Surely you must realize that putting those precious scamps in the direct vicinity of a woman prone to violence is hardly in their best interest.” He mopped at his nose again. “She hit me in a manner that suggests she’s spends quite a bit of time pummeling people. That clearly proves she’s unstable—and proves you’re not fit to see to the children’s basic needs, since you hired her as a nanny in the first place.” “I’ve hardly spent my life pummeling people, sir,” Millie said before Everett could reply. “Well, there was this one boy at the orphanage, Freddy Franklin, but . . . I digest from the topic at hand.” “Digress,” Everett said right before he laughed. “I hate to point this out, Millie, but it might benefit you to go back through all the D words, since they seem to be giving you trouble today.” Millie’s lips twitched. “And that explains why I was so dismayed—another D word that I know means upset—about not having my sensible clothing available. My aprons come in remarkably handy for holding my dictionaries.” Additional warmth spread over her when Everett smiled. Hoping

One day I went to the mall with my older daughter, we went to American Eagle, we picked what we need it and walked toward the register, we were waiting in line, other cashier said "mam, I can take you here" by the time I walked around to other site, two young girls cut in front of us, I did not say anything, I told my daughter in Albanian that was rude of them, like the girls understood what I said and they turned their head around talking to each other saying "She don't even speak English" they turned their heads back and giggled. My daughter who is born here, she witnessed the disrespect and the racism, she got real ma and want to fight the girls, I told her "Don't" she said "why?" I said "Because I feel bad for them" My daughter said "mom," what they did to you was rude, "not just they cut in front of you, but they mocked you for being foreign" I said to her, "honey not all parents teach their children the way I taught you, and that's why you don't fight with those kind of people, they are the one with problems not us." Sure they are not our problem now, but they become our problem in society, because this this young girls, one day they grow up to be a CEO or a manage, they can't make an ethical decisions, when it come to hire or fire people from work. Racism have to stop, unless you're native American,you are no diferent from me. I have the same right as everybody else. Don't forget we all are immigrants, some come to America 100 years ago, some 50 and some 25 years ago. I, Proud to be Albanian / American.

This is one of the few incidents that happen in my past life. One day I went to the mall with my older daughter, we went to American Eagle, we picked what we need it and walked toward the register, we were waiting in line, other cashier said "Mam, I can take you here" by the time I walked around to other site, two young girls cut in front of us, I did not say anything, I told my daughter in Albanian that was rude of them, like the girls understood what I said and they turned their head around talking to each other saying "She don't even speak English" they turned their heads back and giggled. My daughter who is born here, she witnessed the disrespect and the racism, she got real ma and want to fight the girls, I told her "Don't" she said "why?" I said "Because I feel bad for them" My daughter said "mom," what they did to you was rude, "not just they cut in front of you, but they mocked you for being foreign" I said to her, "honey not all parents teach their children the way I taught you, and that's why you don't fight with those kind of people, they are the one with problems not us." Sure they are not our problem now, but they become our problem in society, because this this young girls, one day they grow up to be a CEO or a manage, they can't make an ethical decisions, when it come to hire or fire people from work. Racism have to stop, unless you're native American,you are no diferent from me. I have the same right as everybody else. Don't forget we all are immigrants, some come to America 100 years ago, some 50 and some 25 years ago. I'm Proud to be Albanian / American

This is one of the few incidents that happen to me in my past. One day I went to the mall with my older daughter, we went to American Eagle, we picked what we need it and walked toward the register, we were waiting in line, other cashier said "mam, I can take you here" by the time I walked around to other site, two young girls cut in front of us, I did not say anything, I told my daughter in Albanian that was rude of them, like the girls understood what I said and they turned their head around talking to each other saying "She don't even speak English" they turned their heads back and giggled. My daughter who is born here, she witnessed the disrespect and the racism, she got real ma and want to fight the girls, I told her "Don't" she said "why?" I said "Because I feel bad for them" My daughter said "mom," what they did to you was rude, "not just they cut in front of you, but they mocked you for being foreign" I said to her, "honey not all parents teach their children the way I taught you, and that's why you don't fight with those kind of people, they are the one with problems not us." Sure they are not our problem now, but they become our problem in society, because this this young girls, one day they grow up to be a CEO or a manage, they can't make an ethical decisions, when it come to hire or fire people from work. Racism have to stop, unless you're native American,you are no diferent from me. I have the same right as everybody else. Don't forget we all are immigrants, some come to America 100 years ago, some 50 and some 25 years ago. I'm Proud to be Albanian / American.

I don’t know if I can stay here for two weeks.” Cat flinched internally at the flat words. “Why not?” Out of her peripheral vision she could see his hands tighten on the chair arms, the only outward sign he was uncomfortable. She forced herself to stay relaxed. “Because I need to get back to work. I can’t leave LNF short-handed.” “They’re not. Duncan said he’d had to hire three people to take your place, but the new guys are already working. Your position is secure, however. I checked with Wilde before I arranged all this.” The information didn’t seem to relax him at all. The wood creaked beneath his massive clenching hands. “Why are you stressing?” she asked calmly. “I don’t know if I can stay here with you that long.” Searing pain shattered her heart at his cold words, but she forced herself to breathe. Icy determination pushed away the pain. “Well, you’re going to have to, because this is the last time I’m doing this. This time here at the house is also meant to be for us to decide where this marriage is going, because right now it’s circling the drain. I can’t hang in this limbo anymore and it’s not fair to the kids to expect them to either. So before you bolt out of here just be aware that this is the last time I am going to fight for our marriage.” Unable to stay still any longer, she pushed up out of the chair. “I’m going to go soak in the tub. Or something.” She

they bought a retail company, Lojas Americanas, and a beer company, Brahma. Their thesis proved correct: If they had the right people with the right cultural DNA, they could deploy those right people into acquired businesses and win big. Lemann and his partners focused on building a “People Machine” to hire and train an ever-larger pool of aggressive, ambitious, young leaders for eventual deployment. Their ultimate “strategy” was to find passionate, driven young people; put them in an intense meritocratic culture; challenge them with audacious goals; and give them a stake in the outcome—what they summarized as Dream-People-Culture.

Get Other People to Sell the Product for You A great way to grow your sales is to have more people selling your product. Obvious, right? You can hire salespeople or find external resources to sell the product for you, but at some point your sales force has to consist of more than just you. As a small team of one, I needed to leverage as much help as I could to distribute and sell WebMerge. My primary approach to scaling our distribution was using consulting partners and integration partners. I built a large network of people who liked working with WebMerge and would recommend it to their customers/clients

We see the disparities in jobs and education among race and gender lines. Either you believe these disparities exist because you believe that people of color and women are less intelligent, less hard working, and less talented than white men, or you believe that there are systemic issues keeping women and people of color from being hired into jobs, promoted, paid a fair wage, and accepted into college.

Building a cohesive team means figuring out the right people for the right roles: hiring, firing, promoting. But once you’ve got the right people in the right jobs, how do you keep them motivated?

There is a great amount of misinformation about affirmative action, as evidenced in the idea of special rights. For example, people commonly believe that if a person of color applies for a position, he or she must be hired over a white person; that black people are given preferential treatment in hiring; and that a specific number of people of color must be hired to fill a quota. All these beliefs are patently untrue. Affirmative action is a tool to ensure that qualified minority applicants are given the same employment opportunities as white people. It is a flexible program—there are no quotas or requirements as commonly understood.

In this new world, organizational leaders also need to recognize that everyone is a technology worker and every company is a technology company. Most business projects today are technology projects. Cybersecurity strategy is usually the business strategy itself. Therefore it is essential for Chief Executive Officers, boards, and other senior business leaders of organizations to understand how to lead cybersecurity. Such an understanding will help them hire the right people and set up the right organizational structure to make their businesses successful.

Just because a life doesn’t look like what other people have decided is right, doesn’t mean it isn’t a good one.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

We assign a buddy or a mentor to help them with questions. We’ll schedule time with our executive director for the first day. We’ll schedule welcome lunches with their team and various other people.” But it starts on the first day. “We make certain the manager welcomes the new hire at the front door.” New hires are introduced at staff devotions, and their new coworkers pray for them and thank God that they are an answer to prayer. The whole experience is designed to give the new employees total confidence that they made the right decision and have truly taken the right next step in God’s pathway for their calling. The third stage is true onboarding, which takes place over the first ninety days. It revolves around not only role-centered training but also organizational mission, vision, values, and history, delivered in dialogue with multiple voices in the organization

If you have the option to not think about or even consider history, whether you learned it right or not, or whether it even deserves consideration, that’s how you know you’re on board the ship that serves hors d’oeuvres and fluffs your pillows, while others are out at sea, swimming or drowning, or clinging to little inflatable rafts that they have to take turns keeping inflated, people short of breath, who’ve never even heard of the words hors d’oeuvres or fluff. Then someone from up on the yacht says, “It’s too bad those people down there are lazy, and not as smart and able as we are up here, we who have built these strong, large, stylish boats ourselves, we who float the seven seas like kings.” And then someone else on board says something like, “But your father gave you this yacht, and these are his servants who brought the hors d’oeuvres.” At which point that person gets tossed overboard by a group of hired thugs who’d been hired by the father who owned the yacht, hired for the express purpose of removing any and all agitators on the yacht to keep them from making unnecessary waves, or even referencing the father or the yacht itself. Meanwhile, the man thrown overboard begs for his life, and the people on the small inflatable rafts can’t get to him soon enough, or they don’t even try, and the yacht’s speed and weight cause an undertow. Then in whispers, while the agitator gets sucked under the yacht, private agreements are made, precautions are measured out, and everyone quietly agrees to keep on quietly agreeing to the implied rule of law and to not think about what just happened. Soon, the father, who put these things in place, is only spoken of in the form of lore, stories told to children at night, under the stars, at which point there are suddenly several fathers, noble, wise forefathers. And the boat sails on unfettered.

Why oh why do we name our businesses after Jesus? Just the “community” coffee shops alone make me squirm—Higher Grounds Coffee Shop, Holy Grounds, Jehovah Java, He-Brew … These may seem catchy and you might think that goofy slogans will cause a spiritually hungry person to pull over and kneel before the altar of Jesus juice, but it isn’t helpful. To be honest, Jesus probably thinks your coffee sucks and is on His way right now to Starbucks, where normal people go. Seriously! If I wanted my coffee shop to draw and influence unbelievers, I’d probably name it something like Hugh’s Coffee Joint so that normal people who need a job might come work for me instead of assuming we hire only our own.

There was a silence, and then Tuppence burst out: ‘Money, money, money! I think about money morning, noon and night! I dare say it’s mercenary of me, but there it is!’ ‘Same here,’ agreed Tommy with feeling. ‘I’ve thought over every imaginable way of getting it too,’ continued Tuppence. ‘There are only three! To be left it, to marry it, or to make it. First is ruled out. I haven’t got any rich elderly relatives. Any relatives I have are in homes for decayed gentlewomen! I always help old ladies over crossings, and pick up parcels for old gentlemen, in case they should turn out to be eccentric millionaires. But not one of them has ever asked me my name—and quite a lot never said “Thank you.”’ There was a pause. ‘Of course,’ resumed Tuppence, ‘marriage is my best chance. I made up my mind to marry money when I was quite young. Any thinking girl would! I’m not sentimental, you know.’ She paused. ‘Come now, you can’t say I’m sentimental,’ she added sharply. ‘Certainly not,’ agreed Tommy hastily. ‘No one would ever think of sentiment in connection with you.’ ‘That’s not very polite,’ replied Tuppence. ‘But I dare say you mean it all right. Well, there it is! I’m ready and willing—but I never meet any rich men! All the boys I know are about as hard up as I am.’ ‘What about the general?’ inquired Tommy. ‘I fancy he keeps a bicycle shop in time of peace,’ explained Tuppence. ‘No, there it is! Now you could marry a rich girl.’ ‘I’m like you. I don’t know any.’ ‘That doesn’t matter. You can always get to know one. Now, if I see a man in a fur coat come out of the Ritz I can’t rush up to him and say: “Look here, you’re rich. I’d like to know you.”’ ‘Do you suggest that I should do that to a similarly garbed female?’ ‘Don’t be silly. You tread on her foot, or pick up her handkerchief, or something like that. If she thinks you want to know her she’s flattered, and will manage it for you somehow.’ ‘You overrate my manly charms,’ murmured Tommy. ‘On the other hand,’ proceeded Tuppence, ‘my millionaire would probably run for his life! No—marriage is fraught with difficulties. Remains—to make money!’ ‘We’ve tried that, and failed,’ Tommy reminded her. ‘We’ve tried all the orthodox ways, yes. But suppose we try the unorthodox. Tommy, let’s be adventurers!’ ‘Certainly,’ replied Tommy cheerfully. ‘How do we begin?’ ‘That’s the difficulty. If we could make ourselves known, people might hire us to commit crimes for them.’ ‘Delightful,’ commented Tommy. ‘Especially coming from a clergyman’s daughter!’ ‘The moral guilt,’ Tuppence pointed out, ‘would be theirs—not mine. You must admit that there’s a difference between stealing a diamond necklace for yourself and being hired to steal it.’ ‘There wouldn’t be the least difference if you were caught!’ ‘Perhaps not. But I shouldn’t be caught. I’m so clever.’ ‘Modesty always was your besetting sin,’ remarked Tommy. ‘Don’t rag. Look here, Tommy, shall we really? Shall we form a business partnership?’ ‘Form a company for the stealing of diamond necklaces?’ ‘That was only an illustration. Let’s have a—what do you call it in book-keeping?’ ‘Don’t know. Never did any.’ ‘I have—but I always got mixed up, and used to put credit entries on the debit side, and vice versa—so they fired me out. Oh, I know—a joint venture! It struck me as such a romantic phrase to come across in the middle of musty old figures. It’s got an Elizabethan flavour about it—makes one think of galleons and doubloons. A joint venture!’ ‘Trading under the name of the Young Adventurers, Ltd.? Is that your idea, Tuppence?’ ‘It’s all very well to laugh, but I feel there might be something in it.

Well … I’ve said it before, and I’ll say it again—until it sinks in and becomes part of who you are. You must address the limiting beliefs, past events, and habitual emotions first. The rest of the stuff will fall into place. I’ve seen it happen again and again. I’ve experienced it firsthand and can testify to the results. Today, I spend my days doing what I love, with the people I love, and making a massive difference in the world. It’s not because I found some get-rich-quick scheme; it’s not because I inherited a lot of money or because I was hired by the right person. It’s because I cleared the limiting beliefs that were holding me back. From there, everything else fell into place. It can for you, too! But you’ve got to do the work … you’ve got to be meticulous in digging deep and finding what beliefs you hold, identifying the events that still have an emotional charge, and changing the emotions that keep you running the same patterns again and again.

When you’re letting a fire burn, it’s important that your team realizes that, yes, you see the problem, and yes, your neglect is deliberate. If your team accepts this, it’s a good sign that you’ve hired the right people: people who can recognize and then calmly deal with problems as they arise—and who have a good sense of which fires are critical enough to require immediate attention, and which ones can be allowed to just burn for a while.

People duck as a natural reflex when something is hurled at them. Similarly, the excellence reflex is a natural reaction to fix something that isn’t right, or to improve something that could be better. The excellence reflex is rooted in instinct and upbringing, and then constantly honed through awareness, caring, and practice. The overarching concern to do the right thing well is something we can’t train for. Either it’s there or it isn’t. So we need to train how to hire for it.

Great CEOs know this. They don’t surround themselves with sycophants and yes-men who tell them whatever they already think is right. In the best of cases, such a practice lowers performance, because there are fewer ideas in the mix; it explains why one study of CEOs finds they tend to see falling performance in the second half of their tenures. They start relying too much on their own judgment as opposed to the ideas of others.25 In the worst cases, it leads to disasters that could be averted with a little critical feedback. The Harvard Business Review has dispensed this simple piece of advice: “Hire people who disagree with you.

Again, most hiring managers are desperate to get the process started, and without this review process, they tend to get fuzzy and/or out-of-date job descriptions. It is very hard to recover from this mistake. The hiring process will inevitably run into trouble—even fail—if the JD does not clearly articulate the job responsibilities and required skills. The people doing the phone screens and in-person interviews need to be clear on the JD so they can ask the right questions to collect the information required to make their decision.