Hiring Famous Quotes

A famous philosopher (either Aristotle or Judith Krantz, I forget who) once said about being a woman in Los Angeles: If you're blonde and beautiful, you're interchangeable. If you're not, you're invisible.

If you want help in starting to write memoirs, you don't want to fall into the clutches of a famous writer who has been hired to teach at a writing workshop solely because of his name's ability to attract students, rather than because of any teaching skill. You should not have to grapple with someone who secretly thinks you should be writing about his life rather than your own.

On arrival at Orly Airport, Fritz and Magda hired a taxi which drove them to the city. They saw before them a metropolis crowned with triumphal architecture and magnificent monuments. The first Parisian landmark that caught their eye was the majestic Eiffel Tower and, in the background, on a distant hill, the white church of Montmartre. They immediately opted that their hotel could wait and asked the driver to take them around the city, though they knew that this would cost them a whole day's budget. What they began to see was simply spectacular: wide areas edified with splendid monuments, fantastic fountains, enchanting gardens and bronze statues representing the best exponents who flourished in the city, amongst whom artists, philosophers, musicians and great writers. The River Seine fascinated them, with boatloads of tourists all eager to see as much as they could of the city. They also admired a number of bridges, amongst which the flamboyant Pont Alexandre III. The driver, a friendly, balding man of about fifty, with moustaches à la Clemenceau, informed them that quite nearby there was the famous Pont Neuf which, ironically, was the first to be built way back in 1607. They continued their tour...

As Herb Kelleher famously said, “You don’t hire for skills, you hire for attitude. You can always teach skills.

Goldman Sachs is famous for rigidly refusing to hire someone and promote them at the same time. For

Bill Gates famously said that he often hired senior executives so that he could learn from them.

Ford hired the quality management guru Edward Deming to train his people on quality principles. In the kick-off meeting, he introduced Deming, spoke briefly about the critical need for quality management and then, leaving Deming to do the rest, left the room. As he was walking out, he realized Deming was following him. Surprised, he asked what had happened. In answer, Deming famously quipped that he was simply following the leader. Ford immediately realized his mistake and turned back to sit down with his team to learn about Total Quality Management (TQM).

Deferral of gratification may be an effect, not a cause. Just because some children were more effective than others at distracting themselves from [the marshmallow in the famous Marshmallow Test] doesn't mean this capacity was responsible for the impressive results found ten years later. Instead, both of these things may have been due to something about their home environment. If that's true, there's no reason to believe that enhancing children's ability to defer gratification would be beneficial: It was just a marker, not a cause. By way of analogy, teenagers who visit ski resorts over winter break probably have a superior record of being admitted to the Ivy League. Should we therefore hire consultants to teach low-income children how to ski in order to improve the odds that colleges will accept them?

Phoebe Hurty hired me to write copy for ads about teen aged clothes. I had to wear the clothes I praised. That was part of the job. And I became friends with her two sons, who were my age. I was over at their house all the time. She would talk bawdily to me and her sons, and our girlfriends when we brought them around. She was funny. She was liberating. She taught us to be impolite in conversation not only about sexual matters, but about American history and famous heroes, about the distribution of wealth, about school, about everything. I now make my living being impolite. I am clumsy at it. I keep trying to imitate the impoliteness which was so graceful in Phoebe Hurty. I think now that grace was easier for her than it is for me because of the mood of the Great Depression. She believed what so many Americans believed then: that the nation would be happy and just and rational when prosperity came. I never hear that word anymore: Prosperity. It used to be a synonym for Paradise. And Phoebe Hurty was able to believe that the impoliteness she recommended would give shape to an American paradise. Now her sort of impoliteness is in fashion. But nobody believes anymore in a new American paradise. I sure miss Phoebe Hurty.

The famous speech Martin Luther King Jr. delivered on the steps of the Lincoln Memorial on August 28, 1963, included the sentence: "I have a dream that my four children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character". Today's left-wing, through identity politics, affirmative-action policies, and hiring quotas, has shattered that dream.

Albert Einstein, considered the most influential person of the 20th century, was four years old before he could speak and seven before he could read. His parents thought he was retarded. He spoke haltingly until age nine. He was advised by a teacher to drop out of grade school: “You’ll never amount to anything, Einstein.” Isaac Newton, the scientist who invented modern-day physics, did poorly in math. Patricia Polacco, a prolific children’s author and illustrator, didn’t learn to read until she was 14. Henry Ford, who developed the famous Model-T car and started Ford Motor Company, barely made it through high school. Lucille Ball, famous comedian and star of I Love Lucy, was once dismissed from drama school for being too quiet and shy. Pablo Picasso, one of the great artists of all time, was pulled out of school at age 10 because he was doing so poorly. A tutor hired by Pablo’s father gave up on Pablo. Ludwig van Beethoven was one of the world’s great composers. His music teacher once said of him, “As a composer, he is hopeless.” Wernher von Braun, the world-renowned mathematician, flunked ninth-grade algebra. Agatha Christie, the world’s best-known mystery writer and all-time bestselling author other than William Shakespeare of any genre, struggled to learn to read because of dyslexia. Winston Churchill, famous English prime minister, failed the sixth grade.

Abelard was a great philosopher in the twelfth century who was hired to teach Héloïse, a young noble woman who was the niece of Notre Dame’s Canon Fulbert. They fell in love and had an affair, which led to Héloïse becoming pregnant and the two of them getting married in secret. When Héloïse’s uncle discovered the affair, he had Abelard castrated and Héloïse sent to a nunnery. They could never see each other again, but they sent each other passionate letters for the rest of their lives, letters that have become among the most famous in history. The bones of the lovers were finally reunited here in 1817, and ever since, lovers from all over the world have been leaving letters on this tomb.

Lazlo Bock, senior vice president of people operations at Google, made the following comments in an interview published by the New York Times in June 2013: “One of the things we’ve seen from all our data crunching is that G.P.A.’s (grade point averages) are worthless as a criteria for hiring, and test scores are worthless. Google famously used to ask everyone for a transcript and G.P.A.’s and test scores, but we don’t anymore…. We found that they don’t predict anything. What’s interesting is the proportion of people without any college education at Google has increased over time as well. So we have teams where you have 14 percent of the team made up of people who’ve never gone to college.” Doing well in college—earning high test scores and grades—has no measurable correlation with becoming an effective worker or manager.  This is incontrovertible evidence that the entire Higher Education system is detached from the real economy: excelling in higher education has little discernible correlation to real-world skills or performance.

There are tiny mites living in our eyelashes. Hal Roach was a famous director who used to hire drunk and insane people to generate creative ideas. To attract female goats, Billy goats urinate on their own heads. Jewish people do not eat pork. Khazaria was a medieval Turkic kingdom that adopted Judaism as its official religion; it was the only non-Semitic state to become Jewish after Israel. The largest economy in the United States is California. More deer are killed by drivers than by hunters. The automotive center of the world is in Detroit. If the earth were ever to stop spinning, all the oceans would flow to the north and south poles. Around 16 to 20 percent of the terms searched on Google are said to have been never searched before. Bamboo can grow 35 inches per day making it the fastest growing woody plant in the world. The heaviest insect found on the earth is ‘Giant Weta’. It weighs more than a pound and is found in New Zealand. The CIA is expected to release the JFK assassination records to the public no later than 10/26/2017.

Jones, along with the US military attaché in Indonesia, took Subandrio’s advice. He emphasized to Washington that the United States should support the Indonesian military as a more effective, long-term anticommunist strategy. The country of Indonesia couldn’t be simply broken into pieces to slow down the advance of global socialism, so this was a way that the US could work within existing conditions. This strategic shift would begin soon, and would prove very fruitful. But behind the scenes, the CIA boys dreamed up wild schemes. On the softer side, a CIA front called the Congress for Cultural Freedom, which funded literary magazines and fine arts around the world, published and distributed books in Indonesia, such as George Orwell’s Animal Farm and the famous anticommunist collection The God That Failed.33 And the CIA discussed simply murdering Sukarno. The Agency went so far as to identify the “asset” who would kill him, according to Richard M. Bissell, Wisner’s successor as deputy director for plans.34 Instead, the CIA hired pornographic actors, including a very rough Sukarno look-alike, and produced an adult film in a bizarre attempt to destroy his reputation. The Agency boys knew that Sukarno routinely engaged in extramarital affairs. But everyone in Indonesia also knew it. Indonesian elites didn’t shy away from Sukarno’s activities the way the Washington press corps protected philanderers like JFK. Some of Sukarno’s supporters viewed his promiscuity as a sign of his power and masculinity. Others, like Sumiyati and members of the Gerwani Women’s Movement, viewed it as an embarrassing defect. But the CIA thought this was their big chance to expose him. So they got a Hollywood film crew together.35 They wanted to spread the rumor that Sukarno had slept with a beautiful blond flight attendant who worked for the KGB, and was therefore both immoral and compromised. To play the president, the filmmakers (that is, Bing Crosby and his brother Larry) hired a “Hispanic-looking” actor, and put him in heavy makeup to make him look a little more Indonesian. They also wanted him bald, since exposing Sukarno—who always wore a hat—as such might further embarrass him. The idea was to destroy the genuine affection that young Sakono, and Francisca, and millions of other Indonesians, felt for the Founding Father of their country. The thing was never released—not because this was immoral or a bad idea, but because the team couldn’t put together a convincing enough film.36

A famous British writer is revealed to be the author of an obscure mystery novel. An immigrant is granted asylum when authorities verify he wrote anonymous articles critical of his home country. And a man is convicted of murder when he’s connected to messages painted at the crime scene. The common element in these seemingly disparate cases is “forensic linguistics”—an investigative technique that helps experts determine authorship by identifying quirks in a writer’s style. Advances in computer technology can now parse text with ever-finer accuracy. Consider the recent outing of Harry Potter author J.K. Rowling as the writer of The Cuckoo’s Calling , a crime novel she published under the pen name Robert Galbraith. England’s Sunday Times , responding to an anonymous tip that Rowling was the book’s real author, hired Duquesne University’s Patrick Juola to analyze the text of Cuckoo , using software that he had spent over a decade refining. One of Juola’s tests examined sequences of adjacent words, while another zoomed in on sequences of characters; a third test tallied the most common words, while a fourth examined the author’s preference for long or short words. Juola wound up with a linguistic fingerprint—hard data on the author’s stylistic quirks. He then ran the same tests on four other books: The Casual Vacancy , Rowling’s first post-Harry Potter novel, plus three stylistically similar crime novels by other female writers. Juola concluded that Rowling was the most likely author of The Cuckoo’s Calling , since she was the only one whose writing style showed up as the closest or second-closest match in each of the tests. After consulting an Oxford linguist and receiving a concurring opinion, the newspaper confronted Rowling, who confessed. Juola completed his analysis in about half an hour. By contrast, in the early 1960s, it had taken a team of two statisticians—using what was then a state-of-the-art, high-speed computer at MIT—three years to complete a project to reveal who wrote 12 unsigned Federalist Papers. Robert Leonard, who heads the forensic linguistics program at Hofstra University, has also made a career out of determining authorship. Certified to serve as an expert witness in 13 states, he has presented evidence in cases such as that of Christopher Coleman, who was arrested in 2009 for murdering his family in Waterloo, Illinois. Leonard testified that Coleman’s writing style matched threats spray-painted at his family’s home (photo, left). Coleman was convicted and is serving a life sentence. Since forensic linguists deal in probabilities, not certainties, it is all the more essential to further refine this field of study, experts say. “There have been cases where it was my impression that the evidence on which people were freed or convicted was iffy in one way or another,” says Edward Finegan, president of the International Association of Forensic Linguists. Vanderbilt law professor Edward Cheng, an expert on the reliability of forensic evidence, says that linguistic analysis is best used when only a handful of people could have written a given text. As forensic linguistics continues to make headlines, criminals may realize the importance of choosing their words carefully. And some worry that software also can be used to obscure distinctive written styles. “Anything that you can identify to analyze,” says Juola, “I can identify and try to hide.

Brian Chesky sends to all Airbnb employees is a powerful one. “You have to continue to repeat things” Brian told our class at Stanford. “Culture is about repeating, over and over again, the things that really matter for your company.” Airbnb reinforces these verbal messages with visual impact as well. Brian hired an artist from Pixar to create a storyboard of the entire experience of an Airbnb guest, from start to finish, emphasizing the customer-centered design thinking that is a hallmark of its culture. Even Airbnb conference rooms tell a story; each one is a replica of a room that’s available for rent on the service. Every time Airbnb team members hold a meeting in one of those rooms, they are reminded of how guests feel when they stay there. At Amazon, Jeff Bezos famously bans PowerPoint decks and insists on written memos, which are read in silence at the beginning of each meeting. This memo policy is one of the ways that Amazon encourages a culture of truth telling. Memos have to be specific and comprehensive, and those who read the memos have to respond in kind rather than simply sit through some broad bullet points on a PowerPoint deck and nod vague agreement. Bezos believes that memos encourage smarter questions and deeper thinking. Plus, because they’re self-contained (rather than requiring a person to present a deck), they are more easily distributed and consumed by a wider population within Amazon. The late Steve Jobs used architecture as a core part of his deliberate communications strategy at Pixar. He designed Pixar headquarters so that the front doors, main stairs, main theater, and screening rooms all led to the atrium, which contained the café and mailboxes, ensuring that employees from all departments and specialties would see people from other groups on a regular basis, thus reinforcing Pixar’s collaborative, inclusive culture.

Most of the theaters in Jersey City and the surrounding area have been closed, demolished, renovated or restored, but nothing remained the same. The Stanley Theatre still stands in Journal Square, completely restored as a Jehovah’s Witnesses Assembly Hall. Originally built as a vaudeville and movie theater, having 4,300 seats, it opened on March 22, 1928 as the second largest theater in the United States. With only Radio City Music Hall in Manhattan across the Hudson River being larger, many celebrities attended the gala occasion. The well liked but notorious Mayor Hague was present to cut the ribbon. Famous and not-so-famous headline acts performed here, including the Three Stooges, Jimmy Durante, Tony Bennett and Janis Joplin. It was here at the Stanley Theatre that Frank Sinatra was inspired to become a professional performer. Being part of the audience, he watched Bing Crosby doing a Christmas performance. By the time the show was over, Sinatra had decided on the path he would follow. In 1933 Frank’s mother got him together with a group called the “Three Flashes.” They changed their name to the “Hoboken Four” and won first prize performing on the Major Bowes Amateur Hour show. Frank worked locally until June of 1939, when Harry James hired him for a one-year contract, paying only $75 a week. That December, Sinatra joined Tommy Dorsey’s band as a replacement vocalist for Jack Leonard, and the rest is history!

That evening, Desi took her to El Zerape, a Mexican-Cuban nightspot close to downtown Los Angeles and the current rage for slumming Hollywood celebrities. It turned out to be a group excursion organized by George Abbott, a fanatic ballroom dancer. Nearly the entire cast of Too Many Girls was there, including the fourteen singing and dancing choristers that RKO had hired from the New York production at a weekly salary of forty dollars each.

Capone once famously said, “All I do is to supply a public demand…somebody had to throw some liquor on that thirst. Why not me?”  He brilliantly coordinated the importation of liquor from all across America while in charge of the operation of hundreds of distilleries. To do so, he had his own distribution system, which involved hiring delivery drivers, salespeople, and of course, armed bodyguards—his own “miniature army” riding beside his bullet-proof limousine—to protect his investments. Capone ingeniously bought immunity by paying off politicians, law enforcement agents, and even the Mayor of Chicago, William H. Thompson, whom he helped with thousands of dollars and votes enough to win the seat.

Rome This afternoon I learned that Rome is called the “eternal city.” It’s also the largest city in Italy. Its population is about 4 million. We hired a guide to show us Rome’s “modern” attractions. We started at the Spanish Steps. It was here, in the 1700s, that the most beautiful men and women in Italy waited, hoping to be chosen as artists’ models. The steps link the butterfly-shaped Piazza di Spagna with Trinità dei Monti, a French church. The most famous fountain in Rome is the Trevi Fountain, with its statue of Neptune. Our guide told us to face away from the fountain and throw a coin into the water. This means we will return to Rome some day. If you throw a second coin over your shoulder, you can make a wish. I tossed two coins over my shoulder.

And this takes us back to perhaps the most paradoxical aspect of cognitive dissonance. It is precisely those thinkers who are most renowned, who are famous for their brilliant minds, who have the most to lose from mistakes. And that is why it is often the most influential people, those who ought to be in the best position to help the world learn from new evidence, who have the greatest incentive to reframe it. And these are also the kinds of people (or institutions) who often have the capacity to employ expensive PR firms to bolster their post hoc justifications. They have the financial means, in addition to a powerful subconscious urge, to bridge the gap between beliefs and evidence, not by learning, but by spinning. It is the equivalent of a golfer hitting the ball out of bounds and then hiring a slick PR company to convince the world that it had nothing to do with him, it was a sudden gust of wind!

Ten things you should never do when you form a group 1.​Work with your friends (they won’t be for long if you do) 2.​Let the singer do his own backing vocals (this is a great opportunity for the band to pull together – ignore it at your peril; see also ‘narcissism’) 3.​Have a couple in the band (they will always conspire against you) 4.​Listen to an A&R man (apart from Pete Tong, everyone I have ever met has been an idiot) 5.​Let your manager open a club/bar (see The Haçienda: How Not to Run a Club) 6.​Let the publishing/performance split go unspoken (sort it out as soon as the recording is finished and put it in writing; this is the worst thing you will ever have to do, but the most important, and usually splits most bands before they even start) 7.​Get off the bus (Fatty Molloy did this once and has regretted it ever since) 8.​Think one member is bigger than the group (courtesy Gene Simmons again) 9.​Sign anything that says ‘in perpetuity’ (that means forever, even you won’t live that long) 10.​Let your record company owe you money (see Factory Records) 11.​Ship your gear – always hire (a very famous sub-dance sub-indie outfit once phoned their manager after they’d split and said, ‘Hey, where did all the money go?’ See above!) 12.​Interfere with another group member’s sleep (they will turn very nasty and may call the police) 13.​Interfere with another group member’s girlfriend/wife (this will always end in violence) 14.​Never have a party in your own hotel room (always go to someone else’s) . . . Oh shit, way too many. I’ll stop now.

Harrah’s had committed to finishing the new Octavius hotel tower at Caesars Palace and spent $1.1 billion in capital investments in 2008. By 2010, capital investments had dropped to just $160 million. One bellman at The Paris described the years after the Apollo/TPG takeover: “It felt ugly after the buyout. Before you could service the guest, it was a great place to work before those private equity guys took over.” Attrition and hiring freezes meant that employees were often forced to do the work of two people. Customers were suddenly facing longer lines to check in and have their luggage delivered, which proved stressful both for guests and the remaining staff. Holes in the wall weren’t fixed because maintenance crews were let go, and there was no money for repairs anyway. Duct-taped carpet was evident everywhere. The system for delivering and bussing room service orders broke down, leaving carts of food scraps next to elevators and guest rooms, leading customers to complain and forcing the union to intervene.

Enterprise deals or “how to lose your freedom in 5 minutes” Being able to use our product for sales prospecting, I decided to go after some big names at the enterprise level. After one week I had booked meetings with companies like Uber, Facebook, etc. This is where the fun begins…or not… I spent 3 months doing between 4 to 9 meetings for each enterprise company I had booked meetings with. Every meeting leads to the next one as you go up the chain of command. And then comes the pilot phase. Awesome you might think! Well, not really… Working with enterprise-level clients requires a lot of custom work and paperwork. And when I say “a lot” I mean a sh*t ton of work. You need an entire department to handle the legal aspect, and hire another 10 people to entirely change your tech department to meet their requirements. During 4 months I went from being super excited to work with the most famous companies in the world to “this deal will transform our company entirely and we’ll have to start doing custom everything”. Losing my freedom and flexibility quickly became a no-go. The issue here is, with all these meetings I thought that they would adapt to our standards. That they understood from the start that we were a startup and that we couldn’t comply with all their needs. But it doesn’t work like this. It’s actually the other way around even though the people you meet working at these companies tell you otherwise. The bottleneck often comes from the legal department. It doesn’t matter if everyone is excited to use your product, if you don’t comply with their legal requirements or try to negotiate it will never work out. To give you an example, we had enterprise companies asking us to specifically have all our employee’s computers locked down in the office after they end their day. Knowing that we’re a remote company, it’s impossible to comply with that... If you want to target enterprise accounts, do it. But make sure to know that you need a lot of time and effort to make things work. It won’t be quick. I was attracted to the BIG names thinking that it would be an amazing way to grow faster, but instead, I should have been 100% focused on our target market (startups, SMBs).

Fair enough. But just so you know, I’ve heard a lot, and there’s not much that shocks me.” “Good, because this one’s a doozy.” He hesitated. “There’s really no elegant way to say this. So I’ll just spit it out.” He paused for what seemed like a minute. “Apparently my client has a thing for peeing on men.” Another pause. “She hires them from some sort of ‘service’ in Manhattan.” “Ah, water sports,” I replied, proud of my knowledge in these matters. “Excuse me?” “Urinating on another person for pleasure is known as water sports. The formal name is urolagnia. It’s not as uncommon as you’d think.” “Well, it’s pretty uncommon in my world,” he said.

To address such concerns, major breweries had started hiring “travellers,” men who would literally travel to places where the product was being sold to check on the quality. In the United Kingdom and Ireland, Guinness had employed several such men, including J. C. Haines, himself a former brewer, who traveled the London region for Guinness in the 1890s. Haines also became a Guinness “World Traveller,” making trips to Europe and the Middle East, as well as to Australia. Perhaps the most famous Guinness World Traveller was Arthur T. Shand, a former World Traveller for British ale brewer Allsopp, who was hired by Guinness in 1898. For the next 15 years, until the eve of World War I, the tireless Shand traveled throughout the United States and Canada, and also made visits to Latin America, South Africa, and Australia, which was the largest market for Foreign Extra Stout until eclipsed by the United States in 1910.

One nice touch about Christy’s discovery was that it happened in Flagstaff, for it was there in 1930 that Pluto had been found in the first place. That seminal event in astronomy was largely to the credit of the astronomer Perdval Lowell. Lowell, who came from one of the oldest and wealthiest Boston families (the one in the famous ditty about Boston being the home of the bean and the cod, where Lowells spoke only to Cabots, while Cabots spoke only to God), endowed the famous observatory that bears his name, but is most indelibly remembered for his belief that Mars was covered with canals built by industrious Martians for purposes of conveying water from polar regions to the dry but productive lands nearer the equator. Lowell’s other abiding conviction was that there existed, somewhere out beyond Neptune, an undiscovered ninth planet dubbed, Planet X. Lowell based this belief on irregularities he detected in the orbits of Uranus and Neptune, and devoted the last years of his life to trying to find the gassy giant he was certain was out there. Unfortunately, he died suddenly in 1916, at least partly exhausted by his quest and the search fell into abeyance while Lowell’s heirs squabbled over his estate. However, in 1929, partly as a way of deflecting attention away from the Mars canal saga (which by now had become a serious embarrassment), the Lowell Observatory directors decided to resume the search and to that end hired a young man from Kansas named Clyde Tombaugh. Tombaugh had no formal training as an astronomer, but he was diligent and he was astute, and after a year’s patient searching he somehow spotted Pluto, a faint point of light in a glittery firmament. It was a miraculous find, and what made it all the more striking was that the observations on which Lowell had predicted the existence of a planet beyond Neptune proved to be comprehensively erroneous. Tombaugh could see at once that the new planet was nothing like the massive gasball Lowell had postulated, but any reservations he or anyone else had about the character of the new planet were soon swept aside in the delirium that attended almost any big news story in that easily excited age. This was the first American-discovered planet and no one was going to be distracted by the thought that it was really just a distant icy dot. It was named Pluto at least partly because the first two letters made a monogram from Lowell’s initials. Lowell was posthumously hailed everywhere as a genius of the first order, and Tombaugh was largely forgotten, except among planetary astronomers, who tend to revere him.

Large scale goal setting works best at an organizational level but not an individual level. It's because the more resources you have the more you can ensure that you take all the steps necessary to lead to a predictable outcome. Even if one or more resources fail, as long as you have the muscle power you still have higher chances of a predictable outcome. This is the reason why the chances of a major Hollywood studio that hires famous stars and putting in loads of money striking box office gold and making hundreds of millions of dollars are much higher than an independent filmmaker’s chances, which could pretty much be one in a million no matter how well he/she plans.

Microsoft is famous for hiring extremely bright, highly aggressive, young people right out of school. Moody says, "I felt like I was watching a gang of adolescents who had sneaked into some corporate headquarters after hours, taken over its boardrooms, and were playing at being businesspeople." Microsoft is also famous for pushing these youngsters very hard to get the most and best out of them. Moody says, "The atmosphere on the campus is one of unrelenting anxiety and constant improvisation." The book is a remarkable chronicle of how arbitrary, demoralizing, and unprofessional Microsoft's development methods often are.

It was only after World War II that Stanford began to emerge as a center of technical excellence, owing largely to the campaigns of Frederick Terman, dean of the School of Engineering and architect-of-record of the military-industrial-academic complex that is Silicon Valley. During World War II Terman had been tapped by his own mentor, presidential science advisor Vannevar Bush, to run the secret Radio Research Lab at Harvard and was determined to capture a share of the defense funding the federal government was preparing to redirect toward postwar academic research. Within a decade he had succeeded in turning the governor’s stud farm into the Stanford Industrial Park, instituted a lucrative honors cooperative program that provided a camino real for local companies to put selected employees through a master’s degree program, and overseen major investments in the most promising areas of research. Enrollments rose by 20 percent, and over one-third of entering class of 1957 started in the School of Engineering—more than double the national average.4 As he rose from chairman to dean to provost, Terman was unwavering in his belief that engineering formed the heart of a liberal education and labored to erect his famous “steeples of excellence” with strategic appointments in areas such as semiconductors, microwave electronics, and aeronautics. Design, to the extent that it was a recognized field at all, remained on the margins, the province of an older generation of draftsmen and machine builders who were more at home in the shop than the research laboratory—a situation Terman hoped to remedy with a promising new hire from MIT: “The world has heard very little, if anything, of engineering design at Stanford,” he reported to President Wallace Sterling, “but they will be hearing about it in the future.

Was I altering the 'space-time continuum' or whatever they called it in time travel movies, just by existing right now? Perhaps I'd accidentally kill a mosquito that might have given some famous person a disease that killed them?

Differential factor. When you strategically develop your value-based résumé, you will define the differential factor. The differential factor represents highly valuable skills, qualifications, and other employment assets that set you apart from other qualified candidates, that make you STAND OUT. Oftentimes, the differential factor is what tips the hiring scale in your favor! For instance, if you have an industry-wide reputation, your reputation might be the differential factor. If you are a black belt in Six Sigma, that may constitute the differential factor. A number of years ago, I coached a chief financial officer who worked for a legendary golf professional. Having worked for a famous golf professional was the differential factor because many hiring managers found it unique and intriguing to interview (and hire) someone who worked for a celebrity. Perhaps you are bilingual; this may represent the differential factor. When you identify the differential factor, you’ll provide your job campaign with a distinct advantage in landing a job quickly in the toughest of job markets.

SURE? The Case of the Knockout Artist Bugs Meany’s heart burned with a great desire. It was to get even with Encyclopedia. Bugs hated being outsmarted by the boy detective. He longed to punch Encyclopedia so hard on the jaw that the lump would come out the top of his head. Bugs never raised a fist, though. Whenever he felt like it, he remembered Sally Kimball. Sally was the prettiest girl in the fifth grade—and the best fighter. She had done what no boy under twelve had dreamed was possible. She had flattened Bugs Meany! When Sally became the boy detective’s junior partner, Bugs quit trying to use muscle on Encyclopedia. But he never stopped planning his day of revenge. “Bugs hates you more than he does me,” warned Encyclopedia. “He’ll never forgive you for whipping him.” Just then Ike Cassidy walked into the detective agency. Ike was one of Bugs’s pals. “I’m quitting the Tigers,” he announced. “I want to hire you. But you’ll have to take the quarter from my pocket. I can’t move my fingers.” “What’s this all about?” asked Encyclopedia. “Bugs’s cousin, Bearcat Meany, is spending the weekend with him,” said Ike. “Bearcat is only ten, but he’s built like a caveman. Bugs said he’d give me two dollars to box a few rounds with Bearcat. “Bearcat tripped you and stepped on your fingers?” guessed Encyclopedia. “No, he used his head,” said Ike. “I gave him my famous one-two: a left to the nose followed by a right to the chin. I must have broken both my hands hitting him.” “You should have worn boxing gloves,” said Sally. “We wore gloves,” said Ike. “Man, that Bearcat is something else!” “Did he knock you out?” asked Encyclopedia. “He did and he didn’t,” said Ike. “His first punch didn’t knock me out and it didn’t knock me down. But it hurt so much I just had to go down anyway.” “Good grief!” gasped Encyclopedia. “H-he licked you with one punch?” “With two,” corrected Ike. “When I got up, he hit me again. I was paralyzed. I couldn’t move. I couldn’t move enough to fall down.” “Bearcat sounds like a coming champ,” observed Sally. “He’s training for the next Olympics,” said Ike. “Isn’t he a little young?” said Sally. “You tell him that,” said Ike. “He hurt me when he breathed on me.” The more Encyclopedia heard about Bearcat, the unhappier he became.

Conversational Chameleon We know that chameleons are lizards who are famous for their ability to change their colors and fit in as their environments require. This ability enables them to change themselves for safety, survival, and healthy well-being. Their colors adjust to reflect their mood, their surroundings, and serve as camouflage when necessary. Fossils prove they have been on this planet for over eighty million years, so they must be doing something right. Their innate ability for adaptability deserves appreciation, respect, and further consideration. It obviously works!

You really want my honest opinion?” I ask. Anton gestures for me to go on. “Please, this is why I hired you, devochka.” I detect a little hint of sarcasm, but I go ahead and say, “I hate restaurants like this.” “Why?” He seems genuinely curious to know why. “Because—because they’re expensive.” “What is the problem? I’m paying for everything.” I shake my head. “It’s not that—you see,” I lower my voice, “ this is where famous people eat.” “Famous?” Anton pretends to look around. “Where?” “I think that’s the guy from that prank show. And there’s that guy from those vampire movies. And Maya Findlay.” “Yeah? I don’t know who they are.” “Really?” I ask dubiously. “I’m not into the famous people thing too.” “Really.” “Yes.” “Which is why you only date models who want to become actresses.” I notice him giving me a look. “Sorry,” I say sheepishly.

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Erecting gaudy buildings did not bring Donald Trump the national attention he craved. It was football that made him famous. Hiring a new general manager for his real estate firm drew little media attention, but “I hire a coach for a football team and there are sixty or seventy reporters calling to interview me.” Trump’s foray into professional football provides an early example of a business career built on breaking, ignoring, or making up rules. In

The most famous faux fatality was “George,” the imaginary welder who was killed during the construction of Pirates of the Caribbean. Evidently, poor George was either electrocuted or crushed by a falling beam and continues to haunt the attraction to this day. Cast members still tell the ghost story to new hires, warning that they best say, “Good morning, George,” when they prepare the ride for opening or they’ll experience a day of breakdowns, evacuations or odd occurrences. “You’ll see or hear something strange,” warned one spooked ride operator. “You’ll see moving shadows on the [hidden camera] monitors or mysterious figures standing in the knee-deep water. You’ll feel a sudden, icy cold breeze. You clean graffiti and it comes back.

Faced with the enormous insult of his burial in Rome, the citizens of Florence finally realized their cultural and spiritual debt to Buonarroti. They hurriedly collected public donations to hire the services of Florence’s best burglars. The two thieves rode to Rome in an oxcart. After sundown, they broke into the church, stole the famous artist’s body, rolled it up with cords, and disguised it as a bale of rags. They put it in the back of the cart and rode like blazes back to Florence, arriving at dawn. The joyous Florentines immediately entombed their Michelangelo inside the Basilica of Santa Croce, where his tomb can still be seen today.

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The portrait had been discovered in 1860 when Mr. William Oakes Hunt, the town clerk of Stratford, employed a visiting art expert named Simon Collins to examine a group of portraits long lodged inside the Hunt attic. These paintings were believed to have descended from the aristocratic Clopton family. Mr. Hunt recalled as a child using the portraits for archery practice, but by 1860 he’d become curious as to their value. When hired to appraise these attic portraits, Simon Collins had just finished the prestigious job of restoring Stratford’s world-famous funerary bust of Shakespeare that hovered like a putty-nosed wraith over the poet’s tomb in the chancel of Holy Trinity Church. Posed with pen and paper while sporting the pickdevant-styled pointy beard and up-brushed mustache popular from 1570 to 1600, the bust has long been championed as one of the most authentic likenesses of the poet; nevertheless, back in 1793 a curator named Edmond Malone had decided to whitewash the entire bust, which until then had been unique in portraying Shakespeare wearing a blood-red jerkin beneath a black sleeveless jacket.

My wife has a sweet tooth but is also very health conscious. Over more than two decades, she has followed a simple yet powerful way of avoiding the enticement of desserts. Our fridge just doesn’t have any. In my view, the best way to avoid investing in bad businesses is to ignore them and their stock prices. We never discuss what we consider bad companies or industries in our team meetings. Never. It doesn’t matter if an airline has declared spectacular results recently or if every analyst recommends buying airline shares. We are indifferent to a public sector bank that has hired a new CEO from the private sector and has pushed its stock price to an all-time high. We ignore an infrastructure business that has been awarded a new multibillion-dollar contract and a gold loan business that has announced 30 percent ROE in its latest quarterly result and is touted by the bulls to be the next billion-dollar opportunity. No one on our team is allowed to utter the famous last words of many investors: “This time, it’s different.” If we never discuss a business, how will we ever buy it? No sweets in the fridge: no snacking possible.

One of his more famous sound bites was, ‘If you want something done, hire someone competent and then give them what they ask for.

Their ability to find people who embody their cause makes it much easier for them to provide great service. As Herb Kelleher famously said, “You don’t hire for skills, you hire for attitude. You can always teach skills.” This is all fine and good; the problem is, which attitude? What if their attitude is not one that fits your culture?

Reggie hired James Lee, an up-and-coming partner at Lee Tran & Liang, as his lawyer in the case. Lee had begun his career as an LAPD detective; when he started studying at Stanford Law School, the Palo Alto campus was so quiet it gave him insomnia. Evan and Bobby still retained Cooley LLP, who responded to Reggie’s letter in May 2012, as their lawyers for Snapchat. The ensuing discovery and depositions cost Snapchat significant time and money, but perhaps most importantly it weighed heavily on Evan at a pivotal point for the company. On April 5, Evan, Bobby, and their attorneys from Cooley, along with Reggie and his attorneys from Lee Tran & Liang, filed into a conference room in Cooley’s offices in downtown Santa Monica. Outside, tourists strolled up and down Santa Monica Boulevard, stopping in the trendy neighborhood’s upscale shops, restaurants, and bars; they might walk down the palm-tree-lined street to the beach or the famous pier. Inside the conference room the temperature was more frigid. Cooley’s Mike Rhodes began deposing Reggie, attempting to establish that Reggie had accomplished little since graduation: “What is your current employment, if any?” “Well, currently I’m working in the South Carolina attorney general’s office.” “And how long have you worked there?” “I guess about a month at this point.” “And what is your position?” “It’s basically an intern/ clerk position.” “Is that a nonpaying position?” “Yes, it is.” “And again, what was your approximate start date?” “A few weeks ago. Probably about a month.” “So early March?” “Yes.” “And what were you doing, if anything, for employment prior to that date?” “Well, I was applying to law school.” “Were you working?” “No.” Reggie became distracted midway through answering a question about which lawyers he had spoken with. A naked man had chosen the sidewalk across from the Cooley office as his performance stage for the day and was gesturing at Reggie through the window. The lawyers hastily closed the blinds and continued the deposition much less eventfully.

With patience and resources,” Mr. A would come to say often on his weekly calls with Peter, “we can do almost anything.” Tolstoy had a motto for Field Marshal Mikhail Kutuzov in War and Peace—“ Patience and Time.” “There is nothing stronger than those two,” he said, “. . . they will do it all.” In 1812 and in real life, Kutuzov gave Napoleon an abject lesson in the truth of that during a long Russian winter. The target, Nick Denton, is not a patient man. Most entrepreneurs aren’t. Most powerful people are not. One of his editors would say of Denton’s approach to stories, “Nick is very much of the mind that you do it now. And the emphasis is to get it out there and be correct as you can, but don’t let that stand in the way of getting the story out there.” Editorially, Nick Denton wanted to be first—which is a form of power in itself. But this isn’t how Thiel thinks. He would say his favorite chess player was José Raúl Capablanca, and remind himself of the man’s famous dictum: To begin you must study the end. You don’t want to be the first to act, you want to be the last man standing. History is littered with examples of those who acted rashly in pursuit of their goals, who plunged ahead without much in the way of a plan, and suffered as a result. One could argue that the bigger of Nixon’s two blunders wasn’t his attacks on the Democratic Party but the decision to go after Katharine Graham and the media, and yet both decisions were the product of a fundamental lack of patience and discipline. Or consider the late head of Fox News, Roger Ailes, who responded to a series of Gawker articles and attacks by allegedly hiring private detectives to follow the reporters around. Not only did he find nothing of practical value, but these heavy-handed tactics came back to embarrass and discredit him at his most vulnerable moment. In fact, two weeks after the news of this disturbing conspiracy broke, he would be dead. How ought one do it then?

The Times celebration of Brown as confirming constitutional color blindness was widely shared in America. In the debates over the Kennedy-Johnson civil rights bill in 1963 and 1964, the bipartisan congressional leadership appealed to the classical liberal model of color-blind justice, leaning over backwards to deny charges by southern opponents that the law could lead to quotas or other forms of preference for minorities. Indeed, the legislative history of the Civil Rights Act shows what John David Skrentny, author of The Ironies of Affirmative Action, called “an almost obsessive concern” for maintaining fidelity to a color-blind concept of equal individual rights. Senator Hubert Humphrey of Minnesota, the majority (Democratic) whip behind the bill, explained simply: “Race, religion and national origin are not to be used as the basis for hiring and firing.” Title VII required employers to treat citizens differing in race, sex, national origin, or religion equally, as abstract citizens differing only in merit. Section 703(j) of the Civil Rights Act states: “Nothing contained in this title shall be interpreted to require any employer… to grant preferential treatment to any individual or to any group because of the race, color, religion, sex, or national origin of such individual or group on account of an imbalance which my exist with respect to the total number or percentage of persons of any race, color, religion, sex, or national origin employed by an employer.” The syntax was classic legalese, but the meaning was unambiguous. The Senate’s floor managers for Title VII, Joseph S. Clark (D-Pa.) and Clifford P. Case (R-N.J.), told their colleagues, “The concept of discrimination… is clear and simple and has no hidden meanings. …To discriminate means to make a distinction, to make a difference in treatment or favor, which is based on any five of the forbidden criteria: race, color, religion, sex, or nation origin.” They continued: There is no requirement in Title VII that an employer maintain a balance in his work force. On the contrary, any deliberate attempt to maintain a racial balance, whatever such a balance may be, would involve a violation of Title VII because maintaining such a balance would require an employer to hire or refuse to hire on the basis of race. It must be emphasized that discrimination is prohibited to any individual. Humphrey, trying to lay to rest what he called the “bugaboo” of racial quotas raised by filibustering southerners in his own party and by some conservative Republicans as well, reaffirmed the bill’s color-blind legislative intent: “That bugaboo has been brought up a dozen times; but it is nonexistent. In fact the very opposite is true. Title VII prohibits discrimination. In effect, it sways that race, religion, and national origin are not to be used as the basis for hiring and firing.” Humphrey even famously pledged on the Senate floor that if any wording could be found in Title VII “which provides that an employer will have to hire on the basis of percentage or quota related to color, … I will start eating the pages [of the bill] one after another.

Mr. Bliss wanted a country home in the city, so he purchased the old estate called ‘The Oaks’ which they both had seen together before she left. He loved the fact that it sat up on a one-hundredfoot-high hill which sloped down to Rock Creek, and was the highest point in Georgetown. It would require very extensive work on the mansion and grounds over many years. Mrs. Bliss returned after only two months in Paris to begin planning the enormous task that the estate grounds would require. She envisioned an estate like those in Italy with terraces dug into the hillside comprised of lovely areas resembling outdoor rooms stepping down from the most formal at the top to less formal as you wander down to the creek. She hired Beatrix Jones Farrand, a famous landscape gardener who worked on estates from Maine down the east coast to Washington.” They would eventually name the estate “Dumbarton Oaks” because of its history as part of the Rock of Dumbarton grant that Queen Anne of England made in 1702 to Scotsman Colonel Ninian Beall.

About 30 percent of founding CEOs in the billion-dollar group had not worked for anyone other than themselves before. Of those who had, about 60 percent had worked at companies with very well-known brands, like Google, Microsoft, Amazon, Goldman Sachs, or McKinsey. Those “tier-one companies” are famous for their rigorous hiring processes and their tendency to employ the best. Another 28 percent worked at “tier-two companies,” which I define as large and well-known companies that were less sought-after by top talent. Only 14 percent of founders of billion-dollar companies had worked solely at companies that were not well-known brand names.

NEXT day was fine and warm. 'We can go across to the island this morning,' said Aunt Fanny. 'We'll take our own food, because I'm sure Uncle Quentin will have forgotten we're coming.' 'Has he a boat there:' asked George. 'Mother hasn't taken my boat, has he?' 'No, dear,' said - her mother. 'He's got another boat. I was afraid he would never be able to get it in and out of all those dangerous rocks round the island, but he got one of the fishermen to take him, and had his own boat towed behind, with all its stuff in/' 'Who built the tower?' asked Julian. 'Oh, he made out the plans himself, and some men were sent down from the Ministry of Research to put the tower up for him,' said Aunt Fanny 'It was all rather hush-hush really. The people here were most curious about it, but they don't know any more than I do! No -local man helped in the building, but one or two fishermen were hired to take the material to the island, and to land the men and soon.' 'It's all very mysterious,' said Julian. 'Uncle Quentin -leads-rather an exciting life, really, doesn't he? I wouldn't mind being a scientist myself. I want to be something really worthwhile when I grow up I'm not just