Hiring Job Quotes

If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.

Always be smarter than the people who hire you.

How can a person deal with anxiety? You might try what one fellow did. He worried so much that he decided to hire someone to do his worrying for him. He found a man who agreed to be his hired worrier for a salary of $200,000 per year. After the man accepted the job, his first question to his boss was, "Where are you going to get $200,000 per year?" To which the man responded, "That's your worry.

Choose Life. Choose a job. Choose a career. Choose a family. Choose a fucking big television, choose washing machines, cars, compact disc players and electrical tin openers. Choose good health, low cholesterol, and dental insurance. Choose fixed interest mortgage repayments. Choose a starter home. Choose your friends. Choose leisurewear and matching luggage. Choose a three-piece suit on hire purchase in a range of fucking fabrics. Choose DIY and wondering who the fuck you are on Sunday morning. Choose sitting on that couch watching mind-numbing, spirit-crushing game shows, stuffing fucking junk food into your mouth. Choose rotting away at the end of it all, pissing your last in a miserable home, nothing more than an embarrassment to the selfish, fucked up brats you spawned to replace yourselves. Choose your future. Choose life… But why would I want to do a thing like that? I chose not to choose life. I chose somethin’ else. And the reasons? There are no reasons. Who needs reasons when you’ve got heroin?

Resources are hired to give results, not reasons.

It doesn't make sense to hire smart people and then tell them what to to , We hire smart people so they can tell us what to do.

Jon Spiro had not hired Pex and Chips for their debating sills. In the job interview, they had only been set one task. A hundred applicants were handed a walnut and asked to smash it however they could. Only two succeeded. Pex had shouted at the walnut for a few minutes, then flattened it between his giant palms. Chips had opted for a more controversial method. He placed the walnut on the table, grabbed is interviewer by the ponytail, and used the man's forehead to smash the nut. Both men were hired on the spot. They quickly established themselves as Arno Blunt's most reliable leiutenants for in-house work. They were not allowed outside Chicago, as this could involve map reading, something Pex and Chips were not very good at.

have you ever seen a genius out there looking for a job? it's the saddest thing in the world. no one will hire him. there is only one place where he is always welcome- at the bottom.

A young apprentice applied to a master carpenter for a job. The older man asked him, "Do you know your trade?" "Yes, sir!" the young man replied proudly. "Have you ever made a mistake?" the older man inquired. "No, sir!" the young man answered, feeling certain he would get the job. "Then there's no way I'm going to hire you," said the master carpenter, "because when you make one, you won't know how to fix 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 that it is the 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 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.

Steve Jobs has a saying that A players hire A players. But B players hire C players, and C players hire D players. It doesn't take long to get to F players. This trickle-down effect causes bozo explosions in companies.

If you wanna hire great people and have them stay working for you, you have to be run by ideas, not hierarchy. The best ideas have to win, otherwise good people don't stay.

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.

We don’t hire smart people to tell them what to do. We hire smart people so they can tell us what to do. —Steve Jobs

Instead of digging for gold, sell shovels. Instead of taking a class, offer a class. Instead of borrowing money, lend it. Instead of taking a job, hire for jobs. Instead of taking a mortgage, hold a mortgage. Break free from consumption, switch sides, and reorient to the world as producer.

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.

I want to hire someone to stand outside my door and knock three times, with each knock being three years apart. At the end of the nine years I’ll reply, “Who is it?” And without delay or reply, the person on the other side of the door is to find a new job.

We were excited about getting jobs; we hardly went anywhere without filling out an application. But once we were hired - as furniture sanders - we could not believe this was really what people did all day. Everything we had thought of as The World was actually the result of someone's job. Each line on the sidewalk, each saltine. Everyone had a rotting carpet and a door to pay for. Aghast, we quit. There had to be a more dignified way to live. We needed time to consider ourselves, to come up with a theory about who we were and set it to music. Something That Needs Nothing

We seldom consider how much of our lives we must render in return for some object we barely want, seldom need, buy only because it was put before us...And this is understandable given the workings of our system where without a job we perish, where if we don't want a job and are happy to get by we are labeled irresponsible, non-contributing leeches on society. But if we hire a fleet of bulldozers, tear up half the countryside and build some monstrous factory, casino or mall, we are called entrepreneurs, job-creators, stalwarts of the community. Maybe we should all be shut away on some planet for the insane. Then again, maybe that is where we are.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

I worked for a menial’s hire, Only to learn, dismayed, That any wage I had asked of Life, Life would have willingly paid.

I want to retain my own identity. Therefore the thing I’m most anxious to avoid is any kind of work that can be considered ‘interesting’ in its own right. I want something that can’t possibly touch me. I want some big, swollen corporation that’s been bumbling along making money in its sleep for a hundred years, where they have to hire eight guys for every one job because none of them can be expected to care about whatever boring thing it is that they are supposed to be doing. I want to go into that kind of place and say, Look. You can have my body and my nice college-boy smile for so many hours a day, in exchange for so many dollars, and beyond that we’ll leave each other strictly alone.

Why doesn’t the CIA hire your grandmother to interrogate terror suspects? She does a much better job than they do of getting classified information.

Jobs articulated this approach more gently in an interview with Terry Gross: “At Apple we hire people to tell us what to do, not the other way around.” And

This is Detective Ashford Ishikawa. Who am I speaking with?” “My name is Jack Ludefance. I’m a private investigator from Santa Rosaria and I’ve been retained by Cindy Hastings through her lawyer, Mr. Hooks, to investigate her father’s murder. Is there way we can get together to talk?” “Why? What are we going to talk about, Mr. Ludefance?” “As I said, Detective Ishikawa, I’ve been hired to investigate the case. I’ve read the police reports. My hat is off to you. Very thorough work.” “Just doing my job. If you’ve read them, and I won’t ask how you got them, I’ll ask you again, what is there for us to talk about?” “Detective, I’m not trying to do your job and I’m not asking you to do my job. This is of mutual interest to both of us. The sooner we solve the crime the better, yes? Think of it this way. I’m your helper.

But instead I am applying for a job as an elf. Even worse than applying is the very real possibility that I will not be hired, that I couldn't even find work as an elf. That's when you know you're a failure.

There is no one unique method to learn programming, but there are many best ways to deal with it. The one word that is frequently heard whenever it is asked about the best way to learn and be a good programmer is: ‘Practice.

People are interested in other people. But your unconscious is not. Or only as they might directly affect you. It’s been hired to do a very specific job. It never sleeps. It’s more faithful than God.

I was doing a cheap sneaky job for people I didn't like, but that's what you hire out for, chum. They pay the bills, you dig the dirt.

Don’t hire people just to fit the first job they will do; hire people you want to share your life with.

In job interviews they’d ask me, What’s your greatest weakness? and I’d explain that I’ll probably spend a good portion of the workday terrorized by thoughts I’m forced to think, possessed by a nameless and formless demon, so if that’s going to be an issue, you might not want to hire me.

Your cousin Maureen just got a job at the button factory. They're probably still hiring." Helen Plum

My philosophy is this: Life is too short to work another minute at a job you don’t love.

Choose life. Choose a job. Choose a career. Choose a family. Choose a fucking big television, Choose washing machines, cars, compact disc players, and electrical tin openers. Choose good health, low cholesterol and dental insurance. Choose fixed- interest mortgage repayments. Choose a starter home. Choose your friends. Choose leisure wear and matching luggage. Choose a three piece suite on hire purchase in a range of fucking fabrics. Choose DIY and wondering who you are on a Sunday morning. Choose sitting on that couch watching mind-numbing sprit- crushing game shows, stuffing fucking junk food into your mouth. Choose rotting away at the end of it all, pishing you last in a miserable home, nothing more than an embarrassment to the selfish, fucked-up brats you have spawned to replace yourself. Choose your future. Choose life... But why would I want to do a thing like that?

I’ve been telling you that you should hire Warren.” “Nat, I’m not going to hire Warren.” “Why not?” I opened my mouth to tell her exactly why not, but as I stared at her too-bright blue eyes and the way her chin was quivering, I chickened out. “Because…because I promised Angus when he left that he could have his job back.” “Adrien, he was involved in a murder.” “But he was very good at alphabetizing.

If you don’t know why you’d hire you, neither will they.

We got over feminism, too. At least women did, as soon as they were hired for those high-prestige jobs that only men used to have. It turns out that work sucks.

Our job-based health insurance system does the very thing we most want to avoid—it discourages businesses from hiring.

In Venezuela Chavez has made the co-ops a top political priority, giving them first refusal on government contracts and offering them economic incentives to trade with one another. By 2006, there were roughly 100,000 co-operatives in the country, employing more than 700,000 workers. Many are pieces of state infrastructure – toll booths, highway maintenance, health clinics – handed over to the communities to run. It’s a reverse of the logic of government outsourcing – rather than auctioning off pieces of the state to large corporations and losing democratic control, the people who use the resources are given the power to manage them, creating, at least in theory, both jobs and more responsive public services. Chavez’s many critics have derided these initiatives as handouts and unfair subsidies, of course. Yet in an era when Halliburton treats the U.S. government as its personal ATM for six years, withdraws upward of $20 billion in Iraq contracts alone, refuses to hire local workers either on the Gulf coast or in Iraq, then expresses its gratitude to U.S. taxpayers by moving its corporate headquarters to Dubai (with all the attendant tax and legal benefits), Chavez’s direct subsidies to regular people look significantly less radical.

I’ve never agreed with the conventional wisdom that ‘actors are great liars.’ If more people understood the acting process, the goals of good actors, the conventional wisdom would be ‘actors are terrible liars,’ because only bad actors lie on the job. The good ones hate fakery and avoid manufactured emotion at all costs. Any script is enough of a lie anyway. (What experience does any actor have with flying a spacecraft? Killing someone?) What’s called for, what actors are hired for, is to bring reality to the arbitrary.

As managers, we should hire people whose values align with the values of the company, and then trust them to do their job well. If you have to micromanage an employee, one of you isn't a fit for the company.

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

[you’ll acquire] A certain amount of cynicism. This business works on you. When you were in law school you had some noble idea what a lawyer should be. A champion of individual rights; a defender of the Constitution; a guardian of the oppressed; an advocate for your client’s principles. Then after you practice for six months you realize you were nothing but hired guns. Mouthpieces for sale to the highest bidder, available to anybody, any crook, any sleazebag with enough money to pay your outrageous fees. Nothing shocks you. It’s supposed to be an honorable profession, but you’ll meet so many crooked lawyers you’ll want to quit and find an honest job. Yeah Mitch, you’ll get cynical. And it’s sad, really.

He was willing to pay her to hang around his house and paint Piper's fingernails? It sounded as easy as Britney Spears.

All heat drained from my face. Holy shit. I hadn’t even started my new job and already I was insulting my new boss…right after sleeping with him. I was worse than Sylvie. “So you’re—” My speech eluded me. “Jett Mayfield, the stingy SOB who just hired you.” He held out his palm.

One of the first things many clerks hear from RBG is that the most important job requirement is that they treat her two secretaries well. ‘There was one law clerk applicant who came to interview with me—top rating at Harvard—who treated my secretaries with disdain,’ RBG recalled. ‘As if they were just minions. So that is one very important thing—how you deal with my secretaries. They are not hired help. As I tell my clerks, ‘if push came to shove, I could do your work—but I can’t do without my secretaries.

Just because someone is the heir to a throne or company does not mean they are the best fit for the job. Entrusting someone who can lead, has the respect of the people and company, and a vision to where to take the company is more important than bloodline. That is why family companies establish a Board or hire someone outside to run the company. It is what is best for the company. Because as history shows with insane rulers like Nero and Caligula, bloodline may not always be best for the country, company, or civilization." - Kailin Gow, on Choosing a Successor, Leadership

Over the years, I’ve hired and promoted a lot of young women and young men. Much of the time, this is how it went: ME: I’d like you to take on a bigger role. YOUNG MAN: I’m thrilled. I’ll do a great job. I won’t let you down. YOUNG WOMAN: Are you sure I’m ready? I’m not sure. Maybe in a year? These reactions aren’t innate. Men aren’t naturally more confident than women. We tell them to believe in themselves, and we tell women to doubt themselves. We tell them this in a million ways, starting when they’re young. We’ve got to do better. Every single one of us. What would happen if one woman told the truth about her life?

The aim of the laborer should be, not to get his living, to get "a good job," but to perform well a certain work; and, even in a pecuniary sense, it would be economy for a town to pay its laborers so well that they would not feel that they were working for low ends, as for a livelihood merely, but for scientific, or even moral ends. Do not hire a man who does your work for money, but him who does it for love of it.

He or she who gets hired is not necessarily the one who can do that job best; but, the one who knows the most about how to get hired.

Do not hire anybody who has been pushed out of 20 percent or more of their jobs.

Resume's are incapable of holistically communicating a candidates value.

It's been well-documented that there is a growing sense of entitlement among young people. I have certainly seen that in my classrooms. So many graduating seniors have this notion that they should get hired because of their creative brilliance. Too many are unhappy with the idea of starting at the bottom. My advice has always been: 'You ought to be thrilled you got a job in the mailroom. And when you get there, here's what you do: Be really great at sorting mail.' No one wants to hear someone say: 'I'm not good at sorting mail because the job is beneath me.' No job should be beneath us. And if you can't (or won't) sort mail, where is the proof that you can do anything?

It's a ritual in which (a) the contractor explains in great detail the impossibility of the job you've asked him to do, (b) you demonstrate extreme remorse for even suggesting such a thing by withdrawing your request, and (c) he tells you he's found a way to do it, so (d) you owe him one for doing what he was hired to do in the first place.

You need rich people in your society not so much because in spending their money they create jobs, but because of what they have to do to get rich. I'm not talking about the trickle-down effect here. I'm not saying that if you let Henry Ford get rich, he'll hire you as a waiter at his next party. I'm saying that he'll make you a tractor to replace your horse.

The trick to realize that the boys who talk so much about being rejected that it seems like the’re proud of it aren’t necessarily sweeter or more sensitive than the Bababooey-spouting frat bullies who line up at clubs like SkyBar to run game on girls they want to date rape. There are plenty of nerds who fear women and aren’t sensitive, despite their marketing; they just dislike women in a new, exciting way. Timid racists aren’t sensitive because they lock their car doors when they see a black person on the street. They’re just too scared to get out of the car and shout the “N” word. Fear can be the result of admiration, or it can be a symptom of contempt. When I see squeamish guys passing over qualified women when they’re hiring for a job, or becoming tongue tied when a girl crashes their all-boy conversation at a party, I don’t give them credit for being awestruck. They’re reacting to the intimidating female as an intruder, an alien, and somebody they can’t relate to. It’s not a compliment to be made invisible.

I came here to kill you,” I reply. His right eyebrow quirks upward. He’s surprised I admitted it so readily. “Why?” he says. “I was hired to do it. That’s my job—it’s nothing personal.” “It’s a little personal to me,” Petrov says.

We were anxious to begin our life as people who had no people. And it was easy to find an apartment because we had no standards; we were just amazed that it was *our* door, *our* rotting carpet, *our* cockroach infestation... We were excited about getting jobs; we hardly went anywhere without filling out an application. But once we were hired—as furniture sanders—we could hardly believe this was really what people did all day. Everything we had thought of as The World was actually the result of someone's job. Each line on the sidewalk, each saltine. Everyone had rotting carpet and a door to pay for. Aghast, we quit. There had to be a more dignified way to live. We needed time to consider ourselves, to come up with a theory about who we were and to set it to music.

Now, do listen, Deb! Seven hundred pounds for the bays and a new barouche! Well I can't think where the money is to come from. It seems a monstrous price.' 'We might let the bays go, and hire a pair of job horses,' suggested Miss Grantham dubiously. 'I can't and I won't live in Squalor!' declared her aunt tearfully.

When I went to Pixar, I became aware of a great divide. Tech companies don’t understand creativity. They don’t appreciate intuitive thinking, like the ability of an A&R guy at a music label to listen to a hundred artists and have a feel for which five might be successful. And they think that creative people just sit around on couches all day and are undisciplined, because they’ve not seen how driven and disciplined the creative folks at places like Pixar are. On the other hand, music companies are completely clueless about technology. They think they can just go out and hire a few tech folks. But that would be like Apple trying to hire people to produce music. We’d get second-rate A&R people, just like the music companies ended up with second-rate tech people. I’m one of the few people who understands how producing technology requires intuition and creativity, and how producing something artistic takes real discipline.

The skills needed to stay employable are changing daily, which is why I'm now offering a class called: "How To Sew Pants While Riding A Unicycle And Playing The Saxophone Like A Quacking Duck." What are the jobs of The Future? Nobody knows, but my class will train you to Get Hired!

A woman will apply to an open job listing if and only if she thinks she meets all—that is, 100 freaking percent—of the requirements listed for that job. But a man? He’ll apply for that job when he meets just 60 percent.2 Perhaps it’s the product of what one study dubbed “honest overconfidence”—in which men rate their performance as better than it actually is, while women tend to judge theirs as worse.3 Who’s actually more qualified for the job? That’s a great question. But it’s safe to assume most hiring managers will never find out—because you haven’t sent them your résumé.

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.

Does that mean that we should never hire or promote an inexperienced manager who had not already learned to do what needs to be done in this assignment? The answer: it depends. In a start-up company where there are no processes in place to get things done, then everything that is done must be done by individual people–resources. In this circumstance, it would be risky to draft someone with no experience to do the job–because in the absence of processes that can guide people, experienced people need to lead. But in established companies where much of the guidance to employees is provided by processes, and is less dependent upon managers with detailed, hands-on experience, then it makes sense to hire or promote someone who needs to learn from experience.

Every job is a facilitator of transformation. We all have a tendency to grow into the job in which we are employed. It’s important to ask yourself, what kind of person is this job turning me into? If you don’t like the answer to that question, then it is in your ultimate best interest to find a job where you will like the answer to that question.

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

TRUE OR FALSE? Employers are prohibited from practicing sex discrimination in hiring and promoting employees.1 ANSWER: False. The U.S. Supreme Court ruled in 1987 that in job areas dominated by men, less qualified women could be hired.2 It did not allow less qualified men to be hired in areas dominated by women (e.g., elementary school teacher, nurse, secretary, cocktail waiting, restaurant host, office receptionist, flight attendant). The law also requires sex discrimination in hiring by requiring quotas, requiring vigorous recruitment of women, and requiring all institutions that receive government aid to do a certain percentage of their business with female-owned (or minority-owned) businesses.

When you were in law school you had some noble idea of what a lawyer should be. A champion of individual rights; a defender of the Constitution; a guardian of the oppressed; an advocate for your client’s principles. Then after you practice for six months you realize we’re nothing but hired guns. Mouthpieces for sale to the highest bidder, available to anybody, any crook, any sleazebag with enough money to pay our outrageous fees. Nothing shocks you. It’s supposed to be an honorable profession, but you’ll meet so many crooked lawyers you’ll want to quit and find an honest job. Yeah, Mitch, you’ll get cynical. And it’s sad, really.

If there’s one place, then, where we can intervene in a way that will pay dividends for society down the road, it’s in the classroom. Yet that’s barely happening. All the big debates in education are about format. About delivery. About didactics. Education is consistently presented as a means of adaptation – as a lubricant to help you glide more effortlessly through life. On the education conference circuit, an endless parade of trend watchers prophesy about the future and essential twenty-first-century skills, the buzzwords being “creative,” “adaptable,” and “flexible.” The focus, invariably, is on competencies, not values. On didactics, not ideals. On “problem-solving ability,” but not which problems need solving. Invariably, it all revolves around the question: Which knowledge and skills do today’s students need to get hired in tomorrow’s job market – the market of 2030? Which is precisely the wrong question. In 2030, there will likely be a high demand for savvy accountants untroubled by a conscience. If current trends hold, countries like Luxembourg, the Netherlands, and Switzerland will become even bigger tax havens, enabling multinationals to dodge taxes even more effectively, leaving developing countries with an even shorter end of the stick. If the aim of education is to roll with these kinds of trends rather than upend them, then egotism is set to be the quintessential twenty-first-century skill. Not

Perhaps I can make you understand. Let’s start from the beginning. A man is hired to give advice to the readers of a newspaper. The job is a circulation stunt and the whole staff considers it a joke. He welcomes the job, for it might lead to a gossip column, and anyway he’s tired of being a leg man. He too considers the job a joke, but after several months at it, the joke begins to escape him. He sees that the majority of the letters are profoundly humble pleas for moral and spiritual advice, and they are inarticulate expressions of genuine suffering. He also discovers that his correspondents take him seriously. For the first time in his life, he is forced to examine the values by which he lives. This examination shows him that he is the victim of the joke and not its perpetrator.

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.

In eighteenth-century England, a fad swept the upper class. Several families felt their estate needed a hermit, and advertisements were placed in newspapers for “ornamental hermits” who were slack in grooming and willing to sleep in a cave. The job paid well, and hundreds of hermits were hired, typically on seven-year contracts, with one meal a day included. Some would emerge at dinner parties and greet guests. The English aristocracy of this period believed hermits radiated kindness and thoughtfulness, and for a couple of decades it was deemed worthy to keep one around.

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.

I need a job; okay. Is that any reason why the job I get has to louse me up? Look. All I want is to get enough dough coming in to keep us solvent for the next year or so, till I can figure things out; meanwhile I want to retain my own identity. Therefore the thing I’m most anxious to avoid is any kind of work that can be considered ‘interesting’ in its own right. I want something that can’t possibly touch me. I want some big, swollen old corporation that’s been bumbling along making money in its sleep for a hundred years, where they have to hire eight guys for every one job because none of them can be expected to care about whatever boring thing it is they’re supposed to be doing. I want to go into that kind of place and say, Look. You can have my body and my nice college-boy smile for so many hours a day, in exchange for so many dollars, and beyond that we’ll leave each other strictly alone.

Halfway through this speech, it dawned on me that Ellen Idelson was a contractor. She was performing contractor Kabuki. It’s a ritual in which (a) the contractor explains in great detail the impossibility of the job you’ve asked him to do, (b) you demonstrate extreme remorse for even suggesting such a thing by withdrawing your request, and (c) he tells you he’s found a way to do it, so (d) you owe him one for doing what he was hired to do in the first place.

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.

After turning it in her mind for some time, she came to the conclusion, that she had been taking part in a great drama, which was, in itself, but one great system of robbery and wrong. 'Yes,' she said, 'the rich rob the poor, and the poor rob one another.' True, she had not received labor from others, and stinted their pay, as she felt had been practised against her; but she had taken their work from them, which was their only means to get money, and was the same to them in the end. For instance–a gentleman where she lived would give her a dollar to hire a poor man to clear the new-fallen snow from the steps and side-walks. She would arise early, and perform the labor herself, putting the money into her own pocket. A poor man would come along, saying she ought to have let him have the job; he was poor, and needed the pay for his family. She would harden her heart against him, and answer–'I am poor too, and I need it for mine.' But, in her retrospection, she thought of all the misery she might have been adding to, in her selfish grasping, and it troubled her conscience sorely; and this insensibility to the claims of human brotherhood, and the wants of the destitute and wretched poor, she now saw, as she never had done before, to be unfeeling, selfish and wicked.

Faced with the prospect of following a convention, there’s a great temptation for designers to try reinventing the wheel instead, largely because they feel (not incorrectly) that they’ve been hired to do something new and different, not the same old thing. Not to mention the fact that praise from peers, awards, and high-profile job offers are rarely based on criteria like “best use of conventions.” Occasionally, time spent reinventing the wheel results in a revolutionary new rolling device. But usually it just amounts to time spent reinventing the wheel.

That’s one small example, of a thousand that might happen over the course of an evening, of how a trusting team operates. And it’s why hiring is such a sobering responsibility. Because when you’re hiring, you’re hiring not only the people who are going to represent and support you, but the people who are going to represent and support the team already working for you. Morale is fickle, and even one individual can have an outsize and asymmetrical impact on the team, in either direction. Bring in someone who’s optimistic and enthusiastic and really cares, and they can inspire those around them to care more and do better. Hire someone lazy, and it means your best team members will be punished for their excellence, picking up the slack so the overall quality doesn’t drop. At the end of the day, the best way to respect and reward the A players on your team is to surround them with other A players. This is how you attract more A players. And it means you must invest as much energy into hiring as you expect the team to invest in their jobs. You cannot expect someone to keep giving all of themselves if you put someone alongside them who isn’t willing to do the same. You need to be as unreasonable in how you build your team as you are in how you build your product or experience. It’s also why you’ve got to hire slow. It’s so dreadful to be shorthanded that managers tend to rush in and find a body to fill the void. I know what it’s like to think, We need someone so desperately—how bad could this person be?

I run Venture for America, a nonprofit organization that recruits dozens of our country’s top graduates each year and places them in startups and growth companies in Detroit, New Orleans, Las Vegas, Providence, Cincinnati, Baltimore, Cleveland, Philadelphia, and other cities around the country. Our goal is to help create 100,000 new US jobs by 2025. We supply talent to early-stage companies so that they can expand and hire more people. And we train a critical mass of our best and brightest graduates to build enterprises and create new opportunities for themselves and others.

I thought I should call a matchmaker. For me, this seemed like a radical step. It never occurred to me to hire a matchmaker when I was younger because I always believed I'd meet a man on my own. He'd be sitting next to me on an airplane, waiting in line behind me at the dry cleaner, working in the same office attending the same party, hanging out at the same coffeehouse. It seemed ridiculous now, when I thought about the odds of this happening. After all, we don't subject other important aspects of out lives to pure chance. When you want to get a job you don't just hang out in the lobbies of office buildings, hoping an employer will strike up a conversation with you. When you want to buy a house, you don't walk aimlessly from neighborhood to neighborhood on your own, hoping to spot a house that happens to be for sale, matches your personal taste and contains the appropriate number of bedrooms and bathrooms. That's too random. If that's your only method of house hunting, you might end up homeless. So you hire a real estate broker to show you the potential homes that meet your needs. By the same token, why not hire a matchmaker to show you potential partners?

Picking oranges in Florida. Pushing a broom in New Orleans. Mucking out horse-stalls in Lufkin, Texas. Handing out real estate brochures on street corners in Phoenix, Arizona. Working jobs that pay cash. ... The faces on the currency don't matter. What matters is the sight of a weathervane against a violent pink sunset, the sound of his heels on an empty road in Utah, the sound of the wind in the New Mexico desert, the sight of a child skipping rope beside a junked-out Chevrolet Caprice in Fossil, Oregon. What matters is the whine of the powerlines beside Highway 50 west of Elko, Nevada, and a dead crow in a ditch outside Rainbarrel Springs. Sometimes he's sober and sometimes he gets drunk. Once he lays up in an abandoned shed-this is just over the California state line from Nevada-and drinks for four days straight. It ends with seven hours of off-and-on vomiting. For the first hour or so, the puking is so constant and so violent he is convinced it will kill him. Later on, he can only wish it would. And when it's over, he swears to himself that he's done, no more booze for him, he’s finally learned his lesson, and a week later lies drunk again and staring up at the strange stars behind the restaurant where he has hired on as a dishwasher. He is an animal in a trap and he doesn't care. ... Sometimes he asks himself what he thinks he's doing, where the hell he's going, and such questions are apt to send him in search of the next bottle in a hurry. Because he's really not going anywhere. He's just following the highways in hiding and dragging his trap along behind him, he's just listening to the call of those roads and going from one to the next. Trapped or not, sometimes he is happy; sometimes he sings in his chains like the sea. He wants to see the next weathervane standing against the next pink sunset. He wants to see the next silo crumbling at the end of some disappeared farmer's long-abandoned north field and see the next droning truck with TONOPAH GRAVEL or ASPLUNDH HEAVY CONSTRUCTION written on the side. He's in hobo heaven, lost in the split personalities of America. He wants to hear the wind in canyons and know that he's the only one who hears it. He wants to scream and hear the echoes run away.

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.

If you need to improve your focus and learn to avoid distractions, take a moment to visualize, with as much detail as possible, what you are about to do. It is easier to know what’s ahead when there’s a well-rounded script inside your head. Companies say such tactics are important in all kinds of settings, including if you’re applying for a job or deciding whom to hire. The candidates who tell stories are the ones every firm wants. “We look for people who describe their experiences as some kind of a narrative,” Andy Billings, a vice president at the video game giant Electronic Arts, told me. “It’s a tip-off that someone has an instinct for connecting the dots and understanding how the world works at a deeper level. That’s who everyone tries to get.” III.

Nine Southern states adopted vagrancy laws - which essentially made it a criminal offense not to work and were applied selectively to blacks - and eight of those states enacted convict laws allowing for the hiring-out of county prisoners to plantation owners and private companies. Prisoners were forced to work for little or no pay. One vagrancy act specifically provided that 'all free negroes and mulattoes over the age of eighteen' must have written proof of a job at the beginning of the year. Those found with no lawful employment were deemed vagrants and convicted. Clearly, the purpose of the black codes in general and the vagrancy laws in particular was to establish another system of forced labor. In W.E.B. Du Bois's words: 'The Codes spoke for themselves. . . . No open-minded student can read them without being convinced they meant nothing more nor less than slavery in daily toil.

We would often lead workshops in offices that were 95-100% white, and yet the participants would bitterly complain about Affirmative Action. This would unnerve me as I looked around these rooms and saw only white people. Clearly these white people were employed - we were in their workplace, after all. There were no people of color here, yet white people were making enraged claims that people of color were taking their jobs. This outrage was not based in any racial reality, yet obviously the emotion was real. I began to wonder how we managed to maintain that reality - how could we not see how white the workplace and its leadership was, at the very moment that we were complaining about not being able to get jobs because people of color would be hired over "us"? How were we, as white people, able to enjoy so much racial privilege and dominance in the workplace, yet believe so deeply that racism had changed direction to now victimize us?

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

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.

Much of what it takes to succeed in school, at work, and in one’s community consists of cultural habits acquired by adaptation to the social environment. Such cultural adaptations are known as “cultural capital.” Segregation leads social groups to form different codes of conduct and communication. Some habits that help individuals in intensely segregated, disadvantaged environments undermine their ability to succeed in integrated, more advantaged environments. At Strive, a job training organization, Gyasi Headen teaches young black and Latino men how to drop their “game face” at work. The “game face” is the angry, menacing demeanor these men adopt to ward off attacks in their crime-ridden, segregated neighborhoods. As one trainee described it, it is the face you wear “at 12 o’clock at night, you’re in the ‘hood and they’re going to try to get you.”102 But the habit may freeze it into place, frightening people from outside the ghetto, who mistake the defensive posture for an aggressive one. It may be so entrenched that black men may be unaware that they are glowering at others. This reduces their chance of getting hired. The “game face” is a form of cultural capital that circulates in segregated underclass communities, helping its members survive. Outside these communities, it burdens its possessors with severe disadvantages. Urban ethnographer Elijah Anderson highlights the cruel dilemma this poses for ghetto residents who aspire to mainstream values and seek responsible positions in mainstream society.103 If they manifest their “decent” values in their neighborhoods, they become targets for merciless harassment by those committed to “street” values, who win esteem from their peers by demonstrating their ability and willingness to insult and physically intimidate others with impunity. To protect themselves against their tormentors, and to gain esteem among their peers, they adopt the game face, wear “gangster” clothing, and engage in the posturing style that signals that they are “bad.” This survival strategy makes them pariahs in the wider community. Police target them for questioning, searches, and arrests.104 Store owners refuse to serve them, or serve them brusquely, while shadowing them to make sure they are not shoplifting. Employers refuse to employ them.105 Or they employ them in inferior, segregated jobs. A restaurant owner may hire blacks as dishwashers, but not as wait staff, where they could earn tips.

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

The Atonist nobility knew it was impossible to organize and control a worldwide empire from Britain. The British Isles were geographically too far West for effective management. In order to be closer to the “markets,” the Atonist corporate executives coveted Rome. Additionally, by way of their armed Templar branch and incessant murderous “Crusades,” they succeeded making inroads further east. Their double-headed eagle of control reigned over Eastern and Western hemispheres. The seats of Druidic learning once existed in the majority of lands, and so the Atonist or Christian system spread out in similar fashion. Its agents were sent from Britain and Rome to many a region and for many a dark purpose. To this very day, the nobility of Europe and the east are controlled from London and Rome. Nothing has changed when it comes to the dominion of Aton. As Alan Butler and Stephen Dafoe have proven, the Culdean monks, of whom we write, had been hired for generations as tutors to elite families throughout Europe. In their book The Knights Templar Revealed, the authors highlight the role played by Culdean adepts tutoring the super-wealthy and influential Catholic dynasties of Burgundy, Champagne and Lorraine, France. Research into the Templars and their affiliated “Salt Line” dynasties reveals that the seven great Crusades were not instigated and participated in for the reasons mentioned in most official history books. As we show here, the Templars were the military wing of British and European Atonists. It was their job to conquer lands, slaughter rivals and rebuild the so-called “Temple of Solomon” or, more correctly, Akhenaton’s New World Order. After its creation, the story of Jesus was transplanted from Britain, where it was invented, to Galilee and Judea. This was done so Christianity would not appear to be conspicuously Druidic in complexion. To conceive Christianity in Britain was one thing; to birth it there was another. The Atonists knew their warped religion was based on ancient Amenism and Druidism. They knew their Jesus, Iesus or Yeshua, was based on Druidic Iesa or Iusa, and that a good many educated people throughout the world knew it also. Their difficulty concerned how to come up with a believable king of light sufficiently appealing to the world’s many pagan nations. Their employees, such as St. Paul (Josephus Piso), were allowed to plunder the archive of the pagans. They were instructed to draw from the canon of stellar gnosis and ancient solar theologies of Egypt, Chaldea and Ireland. The archetypal elements would, like ingredients, simply be tossed about and rearranged and, most importantly, the territory of the new godman would be resituated to suit the meta plan.

What is the value of sensitives? Look around: we live in a ugly and stupid world which could have been prevented if sensitives had been present, and had the power to influence things. That block-shaped, pressed concrete, ugly shopping mall? The princess would opine that no one could have any peace of mind with such hideous backgrounds, and demand something like a traditional building, with ornate spires and comfortable human spaces instead. Grating, two-note music ranting about copulation and projected sexual desire? No princess would want this crass gibberish around her, nor would she recognize music which neglected the finer parts of composition, melody, harmony, rhythm, and narrative. She would hire Schubert instead. Schools that treat students like livestock, jobs that are jails, marriages that are suicide pacts, and boring tract housing? Similarly, a princess would have no use for those, and perceive that these would be abusive to her so must be to others as well. As children, we made fun of the sensitivity of the princess. A pea, under twenty mattresses, really? The point — in the visual-metaphorical language of fable, religion, literature, and conspiracy theory — tells us that sensitivity is in fact needed, and it needs power to save the rest of us from what we do not yet perceive. In this story, the princess is simply a finer instrument. After twenty years, we might notice that we woke up tired in the mornings, and eventually investigate and find the pea, but she knew right away, intuitively and by the nature of her character. This is part of what makes an aristocrat.

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.

In 1970, Alix Kates Shulman, a wife, mother, and writer who had joined the Women's Liberation Movement in New York, wrote a poignant account of how the initial equality and companionship of her marriage had deteriorated once she had children. "[N]ow I was restricted to the company of two demanding preschoolers and to the four walls of an apartment. It seemed unfair that while my husband's life had changed little when the children were born, domestic life had become the only life I had." His job became even more demanding, requiring late nights and travel out of town. Meanwhile it was virtually impossible for her to work at home. "I had no time for myself; the children were always there." Neither she nor her husband was happy with the situation, so they did something radical, which received considerable media coverage: they wrote up a marriage agreement... In it they asserted that "each member of the family has an equal right to his/her own time, work, values and choices... The ability to earn more money is already a privilege which must not be compounded by enabling the larger earner to buy out of his/her duties and put the burden on the one who earns less, or on someone hired from outside." The agreement insisted that domestic jobs be shared fifty-fifty and, get this girls, "If one party works overtime in any domestic job, she/he must be compensated by equal work by the other." The agreement then listed a complete job breakdown... in other worde, the agreement acknowledged the physical and the emotional/mental work involved in parenting and valued both. At the end of the article, Shulman noted how much happier she and her husband were as a result of the agreement. In the two years after its inception, Shulman wrote three children's books, a biography and a novel. But listen, too, to what it meant to her husband, who was now actually seeing his children every day. After the agreement had been in effect for four months, "our daughter said one day to my husband, 'You know, Daddy, I used to love Mommy more than you, but now I love you both the same.

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.

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

There was a note on the table.” “Bring it here,” Van Eck barked. The boy strode down the aisle, and Van Eck snatched the note from his hand. “What does it … what does it say?” asked Bajan. His voice was tremulous. Maybe Inej had been right about Alys and the music teacher. Van Eck backhanded him. “If I find out you knew anything about this—” “I didn’t!” Bajan cried. “I knew nothing. I followed your orders to the letter!” Van Eck crumpled the note in his fist, but not before Inej made out the words in Kaz’s jagged, unmistakable hand: Noon tomorrow. Goedmedbridge. With her knives. “The note was weighted down with this.” The boy reached into his pocket and drew out a tie pin—a fat ruby surrounded by golden laurel leaves. Kaz had stolen it from Van Eck back when they’d first been hired for the Ice Court job. Inej hadn’t had the chance to fence it before they left Ketterdam. Somehow Kaz must have gotten hold of it again. “Brekker,” Van Eck snarled, his voice taut with rage. Inej couldn’t help it. She started to laugh. Van Eck slapped her hard. He grabbed her tunic and shook her so that her bones rattled. “Brekker thinks we’re still playing a game, does he? She is my wife. She carries my heir.” Inej laughed even harder, all the horrors of the past week rising from her chest in giddy peals. She wasn’t sure she could have stopped if she wanted to. “And you were foolish enough to tell Kaz all of that on Vellgeluk.” “Shall I have Franke fetch the mallet and show you just how serious I am?” “Mister Van Eck,” Bajan pleaded. But Inej was done being frightened of this man. Before Van Eck could take another breath, she slammed her forehead upward, shattering his nose. He screamed and released her as blood gushed over his fine mercher suit. Instantly, his guards were on her, pulling her back. “You little wretch,” Van Eck said, holding a monogrammed handkerchief to his face. “You little whore. I’ll take a hammer to both your legs myself—” “Go on, Van Eck, threaten me. Tell me all the little things I am. You lay a finger on me and Kaz Brekker will cut the baby from your pretty wife’s stomach and hang its body from a balcony at the Exchange.” Ugly words, speech that pricked her conscience, but Van Eck deserved the images she’d planted in his mind. Though she didn’t believe Kaz would do such a thing, she felt grateful for each nasty, vicious thing Dirtyhands had done to earn his reputation—a reputation that would haunt Van Eck every second until his wife was returned. “Be silent,” he shouted, spittle flying from his mouth. “You think he won’t?” Inej taunted. She could feel the heat in her cheek from where his hand had struck her, could see the mallet still resting in the guard’s hand. Van Eck had given her fear and she was happy to return it to him. “Vile, ruthless, amoral. Isn’t that why you hired Kaz in the first place? Because he does the things that no one else dares? Go on, Van Eck. Break my legs and see what happens. Dare him.” Had she really believed a merch could outthink Kaz Brekker? Kaz would get her free and then they’d show this man exactly what whores and canal rats could do. “Console yourself,” she said as Van Eck clutched the ragged corner of the table for support. “Even better men can be bested.

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

[There is] no direct relationship between IQ and economic opportunity. In the supposed interests of fairness and “social justice”, the natural relationship has been all but obliterated. Consider the first necessity of employment, filling out a job application. A generic job application does not ask for information on IQ. If such information is volunteered, this is likely to be interpreted as boastful exaggeration, narcissism, excessive entitlement, exceptionalism [...] and/or a lack of team spirit. None of these interpretations is likely to get you hired. Instead, the application contains questions about job experience and educational background, neither of which necessarily has anything to do with IQ. Universities are in business for profit; they are run like companies, seek as many paying clients as they can get, and therefore routinely accept people with lukewarm IQ’s, especially if they fill a slot in some quota system (in which case they will often be allowed to stay despite substandard performance). Regarding the quotas themselves, these may in fact turn the tables, advantaging members of groups with lower mean IQ’s than other groups [...] sometimes, people with lower IQ’s are expressly advantaged in more ways than one. These days, most decent jobs require a college education. Academia has worked relentlessly to bring this about, as it gains money and power by monopolizing the employment market across the spectrum. Because there is a glut of college-educated applicants for high-paying jobs, there is usually no need for an employer to deviate from general policy and hire an applicant with no degree. What about the civil service? While the civil service was once mostly open to people without college educations, this is no longer the case, and quotas make a very big difference in who gets hired. Back when I was in the New York job market, “minorities” (actually, worldwide majorities) were being spotted 30 (thirty) points on the civil service exam; for example, a Black person with a score as low as 70 was hired ahead of a White person with a score of 100. Obviously, any prior positive correlation between IQ and civil service employment has been reversed. Add to this the fact that many people, including employers, resent or feel threatened by intelligent people [...] and the IQ-parameterized employment function is no longer what it was once cracked up to be. If you doubt it, just look at the people running things these days. They may run a little above average, but you’d better not be expecting to find any Aristotles or Newtons among them. Intelligence has been replaced in the job market with an increasingly poor substitute, possession of a college degree, and given that education has steadily given way to indoctrination and socialization as academic priorities, it would be naive to suppose that this is not dragging down the overall efficiency of society. In short, there are presently many highly intelligent people working very “dumb” jobs, and conversely, many less intelligent people working jobs that would once have been filled by their intellectual superiors. Those sad stories about physics PhD’s flipping burgers at McDonald's are no longer so exceptional. Sorry, folks, but this is not your grandfather’s meritocracy any more.