Hiring Process Quotes

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

Hiring is hard. Letting go is harder. It’s far easier to hire the right person from the start than to hire the wrong person, realize they’re a bad fit for your company, and then figure out how to let them go. When you know what you want in a new hire, the hard part gets easier. And when you know how to protect your IP, you don’t have to learn the hard lesson.

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.

It was not the first time I had encountered on university campuses ignorance of Hayek and other conservative intellectuals, nor was it accidental. Such ignorance is a direct consequence of the tenured left's dominance of liberal arts institutions and its politicization of the curriculum and the faculty hiring process since the 1960s.

In poor communities, it is common knowledge that you must apply multiple times for disability, as if being denied over and over is part of the standard application process, and you’ll need to hire an attorney.

June’s clients did not have the patience to deal with problems or the personal courage and energy to find solutions on their own. What they did have was an almost endless supply of capital. With that capital, June’s clients could hire people to solve any problem with minimal effort. That is what June did; she solved problems by the process of elimination.

If you must then hire for passion first, experience second and credentials third. Then train those hired for directed passion, dropping the excess baggage and the whole process of unlearning. An entrepreneur is much like an architect shapping human resources into a well crafted power house.

By perpetuating his version of the story he wanted told about his wealth and his subsequent “successes,” our family and then many others started the process of normalizing Donald. His hiring (and treatment) of undocumented workers and his refusal to pay contractors for completed work were assumed to be the cost of doing business. Treating people with disrespect and nickel-and-diming them made him look tough.

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.

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

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

Ethanol is a volatile, flammable, colourless liquid with a slight chemical odour. It is used as an antiseptic, a solvent, in medical wipes and antibacterial formulas because it kills organisms by denaturing their proteins. Ethanol is an important industrial ingredient. Ethanol is a good general purpose solvent and is found in paints, tinctures, markers and personal care products such as perfumes and deodorants. The largest single use of ethanol is as an engine fuel and fuel additive. In other words, we drink, for fun, the same thing we use to make rocket fuel, house paint, anti-septics, solvents, perfumes, and deodorants and to denature, i.e. to take away the natural properties of, or kill, living organisms. Which might make sense on some level if we weren’t a generation of green minded, organic, health-conscious, truth seeking individuals. But we are. We read labels, we shun gluten, dairy, processed foods, and refined sugars. We buy organic, we use natural sunscreen and beauty products. We worry about fluoride in our water, smog in our air, hydrogenated oils in our food, and we debate whether plastic bottles are safe to drink from. We replace toxic cleaning products with Mrs. Myers and homemade vinegar concoctions. We do yoga, we run, we SoulCycle and Fitbit, we go paleo and keto, we juice, we cleanse. We do coffee enemas and steam our yonis, and drink clay and charcoal, and shoot up vitamins, and sit in infrared foil boxes, and hire naturopaths, and shamans, and functional doctors, and we take nootropics and we stress about our telomeres. These are all real words. We are hyper-vigilant about everything we put into our body, everything we do to our body, and we are proud of this. We Instagram how proud we are of this, and we follow Goop and Well+Good, and we drop 40 bucks on an exercise class because there are healing crystals in the floor. The global wellness economy is estimated to be worth $4 trillion. $4 TRILLION DOLLARS. We are on an endless and expensive quest for wellness and vitality and youth. And we drink fucking rocket fuel.

It was nice to hear someone familiar. 'How have you been?' Hazel cleared her throat. 'So I need to start networking a little, as they say. Do you have the phone number of anyone who might be looking to hire some help?' 'I don't have a phone,' Liver answered. Hazel felt her pulse speed up. 'No phone? Of any kind?' Her voice was nearly cracking with excitement. 'So how do people get ahold of you? Your family? Your friends?' 'I've succumbed to neither affliction,' he answered. 'What about women?' she asked, admittedly changing her voice to be a little flirtatious. Hazel decided she'd misjudged him. Anyone getting through life without a phone had skills she wanted to acquire. Rare capabilities that attracted the new Hazel. 'I just meet women in this bar. Mainly they use me to help them reach bottom. I'm like a brick they grab onto midair. Sleeping with me helps them admit their lives have become unmanageable. They realize they want and deserve something more, and then their recovery process can begin. I get laid in the meantime. Win-win.

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

The Effects of Personal Bias and Hiring Urgency There are other types of cognitive biases that affect the hiring process. Another harmful one is personal bias, the basic human instinct to surround yourself with people who are like you. People have a natural desire to hire those with similar characteristics: educational background, professional experience, functional expertise, and similar life experiences. The middle-aged manager who holds a degree from the University of Michigan, worked at McKinsey, lives in the suburbs with a partner and kids, and plays golf will tend to be attracted to candidates with similar attributes.

the Amazon hiring process has a flywheel effect—it pays greater and greater dividends the longer it is used. Ideally, the bar continues to be set higher, so much that, eventually, employees should be able to say to themselves, “I’m glad I joined when I did. If I interviewed for a job today, I’m not sure I’d be hired!

Our feelings provide meaning not only for our private lives, but also for social and political processes. When we want to know who should rule the country, what foreign policy to adopt and what economic steps to take, we don’t look for the answers in scriptures. Nor do we obey the commands of the Pope or the Council of Nobel Laureates. Rather, in most countries, we hold democratic elections and ask people what they think about the matter at hand. We believe that the voter knows best, and that the free choices of individual humans are the ultimate political authority. Yet how does the voter know what to choose? Theoretically at least, the voter is supposed to consult his or her innermost feelings, and follow their lead. It is not always easy. In order to get in touch with my feelings, I need to filter out the empty propaganda slogans, the endless lies of ruthless politicians, the distracting noise created by cunning spin doctors, and the learned opinions of hired pundits. I need to ignore all this racket, and attend only to my authentic inner voice. And then my authentic inner voice whispers in my ear ‘Vote Cameron’ or ‘Vote Modi’ or ‘Vote Clinton’ or whomever, and I put a cross against that name on the ballot paper – and that’s how we know who should rule the country.

But the process should not be confused with science. When tests are used as selections devices, they're not a neutral tool; they become a large factor int he very equation they purport to measure. For one thing, the tests tend to screen out - or repel - those who would upset the correlation. If a man can't get into the company in the first place because he isn't the company type, he can't very well get to be an executive and be tested in a study to find out what kind if profile subsequent executives should match. Long before personality tests were invented, of course, plenty of companies proved that if you only hire people of a certain type, then all your successful men will be people of that type. But no one confused this with the immutable laws of science.

No one creates a perfect resume on their first try. Writing a perfect resume is a messy process, but the easiest way to start is by simply getting in the right mindset and putting pen to paper.

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

When Podolny asked during the interview process how many classes should be offered and how large the faculty could be, Jobs scoffed. “If I knew the answers to those questions, I wouldn’t need to hire someone like you,” he said.

The moral of the story: promote only those you would hire. Put your SDRs through the same hiring and evaluation process you would for external candidates. No one benefits—not you, your company, sales leadership, or the SDRs themselves—when a promotion sets reps up to fail.

October 29th CHARACTER IS FATE “Each person acquires their own character, but their official roles are designated by chance. You should invite some to your table because they are deserving, others because they may come to deserve it.” —SENECA, MORAL LETTERS, 47.15b In the hiring process, most employers look at where someone went to school, what jobs they’ve held in the past. This is because past success can be an indicator of future successes. But is it always? There are plenty of people who were successful because of luck. Maybe they got into Oxford or Harvard because of their parents. And what about a young person who hasn’t had time to build a track record? Are they worthless? Of course not. This is why character is a far better measure of a man or woman. Not just for jobs, but for friendships, relationships, for everything. Heraclitus put it as a maxim: “Character is fate.” When you seek to advance your own position in life, character is the best lever—perhaps not in the short term, but certainly over the long term. And the same goes for the people you invite into your life.

It’s not a lack of confidence in oneself preventing people from going after jobs where they don’t meet all of the qualifications, but a lack of confidence in other people’s abilities to view them as capable of doing the job, and therefore hiring them,” said the leadership expert, who had surveyed one thousand people to come to this conclusion. “The main barrier is not a mistaken perception about themselves, but a mistaken perception of what is a real requirement or rule, of how processes like these truly work, and this is especially a problem for women.

Right after the war, in 1919, she’d been hired by the Red Cross Publicity Bureau. She was assigned to travel through devastated Europe and the Balkans and write newspaper articles that would persuade compassionate Americans to contribute to the rebuilding process—through the Red Cross, of course.

Some of his [Chester Bowles's] friends thought that his entire political career reflected his background, that he truly believed in the idea of the Republic, with an expanded town-hall concept of politics, of political leaders consulting with their constituency, hearing them out, reasoning with them, coming to terms with them, government old-fashioned and unmanipulative. Such governments truly had to reflect their constituencies. It was his view not just of America, but of the whole world. Bowles was fascinated by the political process in which people of various countries expressed themselves politically instead of following orders imposed by an imperious leadership. In a modern world where most politicians tended to see the world divided in a death struggle between Communism and free-world democracies, it was an old-fashioned view of politics; it meant that Bowles was less likely to judge a country on whether or not it was Communist, but on whether or not its government seemed to reflect genuine indigenous feeling. (If he was critical of the Soviet leadership, he was more sympathetic to Communist governments in the underdeveloped world.) He was less impressed by the form of a government than by his own impression of its sense of legitimacy. ... He did not particularly value money (indeed, he was ill at ease with it), he did not share the usual political ideas of the rich, and he was extremely aware of the hardships with which most Americans lived. Instead of hiring highly paid consultants and pollsters to conduct market research, Bowles did his own canvassing, going from door to door to hundreds of middle- and lower-class homes. That became a crucial part of his education; his theoretical liberalism became reinforced by what he learned about people’s lives during the Depression.

Mediocre people are a drag on quality and morale, but they tend to do just enough good work to stick around—managers have a tough time justifying letting them go because there’s no actionable offense. The scent of mediocrity on your team can also scare off talented candidates. Mediocrity is an albatross we tether ourselves to when we don’t give the hiring process our full attention. When you hire, look for skill fit, but don’t make it your primary evaluation criteria. Look for passion, curiosity, selflessness, openness, confidence, communication skills, emotional intelligence, and intrinsic motivation, too. These things can’t be taught—most skills can.

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

You need to make sure that each one of those steps is done more systematically and purposefully. For example, you should think through what questions are asked and how the different answers candidates give differentiate them in the ways that you are seeking to differentiate them. You should also save all of those answers so you can learn about how indicative they might be of subsequent behaviors and performance. I do not mean that the human dimension or art of the hiring process should be eliminated—the personal values and esprit de corps part of a relationship are critically important and can’t be fully measured by data. Sometimes the twinkle in the eye and the facial expressions are telling.

Ambiverts typically . . . • Can process information both internally and externally. They need time to contemplate on their own, but consider the opinions and wisdom from people whom they trust when making a decision. • Love to engage and interact enthusiastically with others, however, they also enjoy calm and profound communication. • Seek to balance between their personal time and social time, they value each greatly. • Are able to move from one situation to the next with confidence, flexibility, and anticipation. “Not everyone is going to like us or understand us. And that is okay. It may have nothing to do with us personally; but rather more about who they are and how they relate to the world.

That bidding process pushes prices higher, giving rise to inflationary pressures. To mitigate that risk, the tax needs to offset enough current spending to free up the real resources the government is trying to hire. The problem is that because this particular tax is levied on a tiny cadre of uber-rich people, it won’t open up much (if any) fiscal space.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

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

She texted to say she was fine.” “Then she is.” Impatient now. “Just because she said she’s fine doesn’t mean she is, Gabriel.” Silence. Ricky could imagine him struggling to process the possibility. There were guys in the gang who joked that Don had hired a cyborg who did a remarkably lifelike impersonation of an actual human. Gabriel wasn’t robotic. He just wasn’t exactly personable. Or emotionally literate.

For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn’t get along, they’d hate working with each other. But I realized that A players like to work with A players, they just didn’t like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that’s what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they’re going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn’t nearly as good as he was, but that’s what I aspired to do.

It follows that it is foolish and misleading to concentrate our attention merely on some special point.- to examine, for example, merely what happens to one industry without considering what happens in all. But it is precisely from the persistent and lazy habit of thinking only of some particular industry or process in isolation that the major fallacies of economics stem. These fallacies pervade not merely the arguments of the hired spokesmen of special interests, but the arguments even of some economists who pass as profound.

every résumé received from a female applicant automatically led to a phone screen. It’s important to say that this solution did not lower the hiring bar, nor did it favor unqualified candidates on the basis of gender. If the candidate did not pass the phone screen, they would not move forward to the next step in the process. This technique made it clear that when a candidate’s name implied the gender as female, an unconscious bias had been affecting the résumé screening. The result was that well-qualified female candidates were apparently being rejected too early in the process.

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

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

These include: the Bar Raiser hiring process that ensures that the company continues to acquire top talent; a bias for separable teams run by leaders with a singular focus that optimizes for speed of delivery and innovation; the use of written narratives instead of slide decks to ensure that deep understanding of complex issues drives well-informed decisions; a relentless focus on input metrics to ensure that teams work on activities that propel the business. And finally there is the product development process that gives this book its name: working backwards from the desired customer experience. Many of the business problems that Amazon faces are no different from those faced by every other company, small or large. The difference is how Amazon keeps coming up with uniquely Amazonian solutions to those problems. Taken together, these elements combine to form a way of thinking, managing, and working that we refer to as being Amazonian, a term that we coined for the purposes of this book. Both of us, Colin and Bill, were “in the room,” and—along with other senior leaders—we shaped and refined what it means to be Amazonian. We both worked extensively with Jeff and were actively involved in creating a number of Amazon’s most enduring successes (not to mention some of its notable flops) in what was the most invigorating professional experience of our lives.

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.

Introverts typically . . . • Process information internally. It is normal for them to continuously contemplate, generate, circulate, evaluate, question, and conclude. • Are rejuvenated and energized by rest, relaxation, and down-time. • Need time to process and adapt to a new situation or setting, otherwise it is draining. • Tend to be practical, simple, and neutral in their clothing, furnishings, offices, and surroundings. • Choose their friends carefully and focus on quality, not quantity. They enjoy the company of people who have similar interests and intellect. • May resist change if they are not given enough notice to plan, prepare, and execute. Sudden change creates stress and overwhelm.

One remarkable part of the SnapTax story is what the team leaders said when I asked them to account for their unlikely success. Did they hire superstar entrepreneurs from outside the company? No, they assembled a team from within Intuit. Did they face constant meddling from senior management, which is the bane of innovation teams in many companies? No, their executive sponsors created an “island of freedom” where they could experiment as necessary. Did they have a huge team, a large budget, and lots of marketing dollars? Nope, they started with a team of five. What allowed the SnapTax team to innovate was not their genes, destiny, or astrological signs but a process deliberately facilitated by Intuit’s senior management.

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

In order to find and eliminate a Constraint, Goldratt proposes the “Five Focusing Steps,” a method you can use to improve the Throughput of any System: 1. Identification: examining the system to find the limiting factor. If your automotive assembly line is constantly waiting on engines in order to proceed, engines are your Constraint. 2. Exploitation: ensuring that the resources related to the Constraint aren’t wasted. If the employees responsible for making engines are also building windshields, or stop building engines during lunchtime, exploiting the Constraint would be having the engine employees spend 100 percent of their available time and energy producing engines, and having them work in shifts so breaks can be taken without slowing down production. 3. Subordination: redesigning the entire system to support the Constraint. Let’s assume you’ve done everything you can to get the most out of the engine production system, but you’re still behind. Subordination would be rearranging the factory so everything needed to build the engine is close at hand, instead of requiring certain materials to come from the other end of the factory. Other subsystems may have to move or lose resources, but that’s not a huge deal, since they’re not the Constraint. 4. Elevation: permanently increasing the capacity of the Constraint. In the case of the factory, elevation would be buying another engine-making machine and hiring more workers to operate it. Elevation is very effective, but it’s expensive—you don’t want to spend millions on more equipment if you don’t have to. That’s why Exploitation and Subordination come first: you can often alleviate a Constraint quickly, without resorting to spending more money. 5. Reevaluation: after making a change, reevaluating the system to see where the Constraint is located. Inertia is your enemy: don’t assume engines will always be the Constraint: once you make a few Changes, the limiting factor might become windshields. In that case, it doesn’t make sense to continue focusing on increasing engine production—the system won’t improve until windshields become the focus of improvement. The “Five Focusing Steps” are very similar to Iteration Velocity—the more quickly you move through this process and the more cycles you complete, the more your system’s Throughput will improve.

It doesn’t seem possible, but this is the number-one fact about work that new hires do not seem to understand. So let me repeat it: People are not paid because they finished school. They are not paid because they got through the job application process. They are not paid simply because they now enjoy a new job title. They are not paid so that the firm can enjoy the privilege of their presence. People are not paid for any of these reasons, or at least they are not paid for any of these reasons for very long. They are paid for only one reason: to make the firm more productive than it would be in their absence. Moreover, if workers hope to keep their position and improve it, their contribution to the productivity of the firm must exceed the resources that the firm is putting into them.

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At a Male Allies Plenary Panel, a group of women engineers circulated hundreds of handmade bingo boards among attendees. Inside each square was a different indictment: Mentions his mother. Says “That would never happen in my company.” Wearables. Asserts another male executive’s heart is in the right place. Says feminist activism scares women away from tech. At the center of the board was a square that just said Pipeline. I had heard the pipeline argument, that there simply weren’t enough women and underrepresented minorities in STEM fields to fill open roles. Having been privy to the hiring process, I found it incredibly suspect. What’s the wearable thing, I asked an engineer sitting in my row. “Oh, you know,” she said, waving dismissively toward the stage, with its rainbow-lit scrim. “Smart bras. Tech jewelry. They’re the only kind of hardware these guys can imagine women caring about.” What would a smart bra even do? I wondered, touching the band of my dumb underwire. The male allies, all trim, white executives, took their seats and began offering wisdom on how to manage workplace discrimination. “The best thing you can do is excel,” said a VP at the search-engine giant whose well-publicized hobby was stratosphere jumping. “Just push through whatever boundaries you see in front of you, and be great.” Don’t get discouraged, another implored—just keep working hard. Throughout the theater, pencils scratched. “Speak up, and be confident,” said a third. “Speak up, and be heard.” Engineers tended to complexify things, the stratosphere jumper said—like pipelines. A woman in the audience slapped her pencil down. “Bingo!” she called out.

Move Ruminative Thinking Forward by Asking Questions Have you ever had the experience of asking someone for advice and then realizing you could’ve figured out a solution yourself? You can use this effect to your advantage. Ask questions as a way of unclogging stuck thinking. When you ask questions, you may get useful new information, or just the process of asking the questions may stimulate your own thinking. Sometimes even getting unhelpful responses can help you move forward, because they prompt you to define your problem differently. This often happens when someone misunderstands your question and gives an unhelpful, irrelevant response, but this makes you reformulate your questions in a clearer form. Ways you can ask questions include making phone calls, scheduling an appointment with an adviser, posting your questions on Facebook or an online forum, or hiring someone you can direct questions to.

History determines your hiring policy. Why are tech companies being lectured by media corporations on “diversity”? Is it because those media corporations that are 20-30 points whiter than tech companies actually deeply care about this? Or is it because after the 2009-era collapse of print media revenue, media corporations struggled for a business model, found that certain words drove traffic, and then doubled down on that - boosting their stock price and bashing their competitors in the process?12 After all, if you know a bit more history, you’ll know that the New York Times Company (which originates so many of these jeremiads) is an organization where the controlling Ochs-Sulzberger family literally profited from slavery, blocked women from being publishers, excluded gays from the newsroom for decades, ran a succession process featuring only three cis straight white male cousins, and ended up with a publisher who just happened to be the son of the previous guy.13

symphony isn’t what you’re going for. Leave the conductor and the sheet music behind. Build a jazz band instead. Jazz emphasizes individual spontaneity. The musicians know the overall structure of the song but have the freedom to improvise, riffing off one another other, creating incredible music. Of course, you can’t just remove the rules and processes, tell your team to be a jazz band, and expect it to be so. Without the right conditions, chaos will ensue. But now, after reading this book, you have a map. Once you begin to hear the music, keep focused. Culture isn’t something you can build up and then ignore. At Netflix, we are constantly debating our culture and expecting it will continually evolve. To build a team that is innovative, fast, and flexible, keep things a little bit loose. Welcome constant change. Operate a little closer toward the edge of chaos. Don’t provide a musical score and build a symphonic orchestra. Work on creating those jazz conditions and hire the type of employees who long to be part of an improvisational band. When it all comes together, the music is beautiful.

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

How do you commit the perfect crime in science? We’re handicapped from the start because it’s a question we never ask. For more than thirty years, Frank taught me and many others to record our data accurately, compare them with collaborators around the world, discard the outliers, and come to a consensus. We understand there are variations, but if the bulk of the evidence goes in a certain direction, we are confident we have a better understanding of human biological processes. If only that were what happened in the real world. In the real world there are corporations, be they pharmaceutical, agricultural, petroleum, or chemical companies, that have billions of dollars at stake in the work of scientists. If one has billions of dollars, he can use the dark arts of persuasion to hire public relations firms to tout your products, sow the seeds of doubt about those who question your products, buy advertising on news networks so they don’t publicize negative stories unless they have no other choice, and donate to politicians of all ideologies. Then, once those politicians have been elected, they can write laws for the benefit of their generous donors. As it was put so eloquently in the seventeenth century by a prominent member of Queen Elizabeth’s court, “If it prospers, none dare call it treason.

Well, I’ll tell you. You know this new photographic process they’ve invented? It’s called Pathé. It makes everything seem lifelike. The hues and coloration are magnificent. Well, then, what I would do, if I were custodian of your park, is I’d hire a dozen of the best photographers in the world. I’d build them cabins in Yosemite Valley and pay them something and give them all the film they wanted. I’d say, ‘This park is yours. It’s yours for one year. I want you to take photographs in every season. I want you to capture all the colors, all the waterfalls, all the snow, and all the majesty. I especially want you to photograph the rivers. In the early summer, when the Merced River roars, I want to see that.’ And then I’d leave them be. And in a year I’d come back, and take their film, and send it out and have it developed and treated by Pathé. And then I would print the pictures in thousands of books and send them to every library. I would urge every magazine in the country to print them and tell every gallery and museum to hang them. I would make certain that every American saw them. And then,” Mulholland said slowly, with what Albright remembered as a vulpine grin, “and then do you know what I would do? I’d go in there and build a dam from one side of that valley to the other and stop the goddamned waste!

Why Did the Stock Market Crash? The most persuasive explanation for the 1929 stock market crash blames the Federal Reserve. Throughout the 1920s, but particularly in 1927, the Fed pumped artificial credit into the loan market, pushing down interest rates from their free-market level. Lower interest rates exaggerated the feeling of prosperity, and misled businesses and investors. In a laissez-faire market where money and banking are not disturbed by the government, the interest rate is a price that tells borrowers how much capital citizens have saved and made available to fund projects. But when the Fed adopts an “easy-money” policy by pushing down interest rates, this signal is distorted and the interest rate no longer does its job of channeling the available capital into the most deserving projects. Instead, an unsustainable boom develops, with firms hiring workers and starting production processes that will have to be discontinued once the Fed slows down its injections of new money. Many economists point to the Fed hikes in interest rates during 1928 and 1929 as the cause of the stock market crash. In a sense this is true, but the deeper point is that the crash was made inevitable by the bubble in the stock market fueled by the artificially cheap credit preceding the hikes. In other words, when the Fed stopped pumping in gobs of new money that pushed up the stock market, investors came to their senses and asset prices plunged back towards their pre-bubble level.

Bell resisted selling Texas Instruments a license. “This business is not for you,” the firm was told. “We don’t think you can do it.”38 In the spring of 1952, Haggerty was finally able to convince Bell Labs to let Texas Instruments buy a license to manufacture transistors. He also hired away Gordon Teal, a chemical researcher who worked on one of Bell Labs’ long corridors near the semiconductor team. Teal was an expert at manipulating germanium, but by the time he joined Texas Instruments he had shifted his interest to silicon, a more plentiful element that could perform better at high temperatures. By May 1954 he was able to fabricate a silicon transistor that used the n-p-n junction architecture developed by Shockley. Speaking at a conference that month, near the end of reading a thirty-one-page paper that almost put listeners to sleep, Teal shocked the audience by declaring, “Contrary to what my colleagues have told you about the bleak prospects for silicon transistors, I happen to have a few of them here in my pocket.” He proceeded to dunk a germanium transistor connected to a record player into a beaker of hot oil, causing it to die, and then did the same with one of his silicon transistors, during which Artie Shaw’s “Summit Ridge Drive” continued to blare undiminished. “Before the session ended,” Teal later said, “the astounded audience was scrambling for copies of the talk, which we just happened to bring along.”39 Innovation happens in stages. In the case of the transistor, first there was the invention, led by Shockley, Bardeen, and Brattain. Next came the production, led by engineers such as Teal. Finally, and equally important, there were the entrepreneurs who figured out how to conjure up new markets. Teal’s plucky boss Pat Haggerty was a colorful case study of this third step in the innovation process.

For most people moving is a tiring experience. When on the verge of moving out to a new home or into a new office, it's only natural to focus on your new place and forget about the one you’re leaving. Actually, the last thing you would even think about is embarking on a heavy duty move out clean. However, you can be certain that agents, landlords and all the potential renters or buyers of your old home will most definitely notice if it's being cleaned, therefore getting the place cleaned up is something that you need to consider. The process of cleaning will basically depend to things; how dirty your property and the size of the home. If you leave the property in good condition, you'll have a higher the chance of getting back your bond deposit or if you're selling, attracting a potential buyer. Below are the steps you need to consider before moving out. You should start with cleaning. Remove all screws and nails from the walls and the ceilings, fill up all holes and dust all ledges. Large holes should be patched and the entire wall checked the major marks. Remove all the cobwebs from the walls and ceilings, taking care to wash or vacuum the vents. They can get quite dusty. Clean all doors and door knobs, wipe down all the switches, electrical outlets, vacuum/wipe down the drapes, clean the blinds and remove all the light covers from light fixtures and clean them thoroughly as they may contain dead insects. Also, replace all the burnt out light bulbs and empty all cupboards when you clean them. Clean all windows, window sills and tracks. Vacuum all carpets or get them professionally cleaned which quite often is stipulated in the rental agreement. After you've finished the general cleaning, you can now embark on the more specific areas. When cleaning the bathroom, wash off the soap scum and remove mould (if any) from the bathroom tiles. This can be done by pre-spraying the tile grout with bleach and letting it sit for at least half an hour. Clean all the inside drawers and vanity units thoroughly. Clean the toilet/sink, vanity unit and replace anything that you've damaged. Wash all shower curtains and shower doors plus all other enclosures. Polish the mirrors and make sure the exhaust fan is free of dust. You can generally vacuum these quite easily. Finally, clean the bathroom floors by vacuuming and mopping. In the kitchen, clean all the cabinets and liners and wash the cupboards inside out. Clean the counter-tops and shine the facet and sink. If the fridge is staying give it a good clean. You can do this by removing all shelves and wash them individually. Thoroughly degrease the oven inside and out. It's best to use and oven cleaner from your supermarket, just take care to use gloves and a mask as they can be quite toxic. Clean the kitchen floor well by giving it a good vacuum and mop . Sometimes the kitchen floor may need to be degreased. Dust the bedrooms and living room, vacuum throughout then mop. If you have a garage give it a good sweep. Also cut the grass, pull out all weeds and remove all items that may be lying or hanging around. Remember to put your garbage bins out for collection even if collection is a week away as in our experience the bins will be full to the brim from all the rubbish during the moving process. If this all looks too hard then you can always hire a bond cleaner to tackle the job for you or if you're on a tight budget you can download an end of lease cleaning checklist or have one sent to you from your local agent. Just make sure you give yourself at least a day or to take on the job. Its best not to rush through the job, just make sure everything is cleaned thoroughly, so it passes the inspection in order for you to get your bond back in full.

Notice the granite slab you’re passing under with the lettering engraved by GT’s high-precision explosive forming process. They said nobody could work natural stone explosively so we went ahead and did it, thus bearing out the company motto at the head of the list.” A dropout near Stal moved lips in an audible whisper as he struggled to interpret the obliquely viewed writing. “Underneath are listed prime examples of human shortsightedness, like you’ll see it’s impossible for men to breathe at over thirty miles an hour, and a bumblebee cannot possibly fly, and interplanetary spaces are God’s quarantine regulations. Try telling the folk at Moonbase Zero about that!” A few sycophantic laughs. Several places ahead of Stal the Divine Daughter crossed herself at the Name. “Why is it so sheeting cold in here?” yelled someone up the front near the guide. “If you were wearing GT’s new Polyclime fabrics, like me, you wouldn’t feel it,” the guide responded promptly. Drecky plantees, yet. How much of this crowd are GT staff members hired by government order and kept hanging about on makeweight jobs for want of anything better to do? “But that cues me in to another prime instance of how wrong can you be? Seventy or eighty years back they were saying to build a computer to match a human brain would take a skyscraper to house it and Niagara Falls to cool it. Well, that’s not up on the slab there because they were only half wrong about the cooling bit—in fact Niagara Falls wouldn’t do, it’s not cold enough. We use liquid helium by the ton load. But they were sheeting wrong about the skyscraper. Spread around this balcony and I’ll show you why.” Passive, the hundred and nine filed around a horseshoe gallery overlooking the chill sliced-egg volume of the vault. Below on the main floor identical-looking men and women came and went, occasionally glancing upwards with an air of incuriosity. Resentful, another score or so of the hundred and nine decided they weren’t going to be interested no matter what.

Manhattan Prep started out as one lone tutor in a Starbucks coffee shop. Less than ten years later, it was a leading national education and publishing business that employed over one hundred people and was acquired by a public company for millions of dollars. How did that happen? We delivered a service that customers liked more than what was otherwise available. They sought us out and rewarded us with their business. We hired more people, grew, and kept improving. This process—a new company filling a need and flourishing as a result—is an example of value creation. It’s the fuel of economic growth, and what our country has been seeking a formula for. It’s the process that leads to new businesses and jobs. Value creation has a polar opposite: rent-seeking. In the 1980s, economists began noticing that countries with ample natural resources experienced lower economic growth rates than others. From 1965 to 1998 in the OPEC (oil-producing) countries, gross domestic product per capita decreased on average by 1.3 percent, while in the rest of the developed world, per capita growth increased by 2.2 percent (for an overall difference of 3.5 percent). This was a surprise—if you had lots of oil in the ground, wouldn’t that give you more wealth to invest and thus spur more rapid growth? Economists cited a number of factors to explain this “resource curse,” including internal and external conflict, corruption, lower monitoring of government, lack of diversification, and being subject to higher price volatility. One other possible explanation on offer was that a country’s smart people will wind up going to work in whatever industry is throwing off money (like the oil industry in Saudi Arabia). Thus fewer talented people are innovating in other industries, dragging down the growth rate over time. This makes sense—it’s a lot easier for a gifted Saudi to plug into the Ministry of Petroleum and Mineral Resources and extract economic value than to come up with a new business or industry. Does this sort of thing happen in the United States? Yes, you can make money through rent-seeking as opposed to value or wealth creation.

Give the Audience Something to Cheer For Austin Madison is an animator and story artist for such Pixar movies as Ratatouille, WALL-E, Toy Story 3, Brave, and others. In a revealing presentation Madison outlined the 7-step process that all Pixar movies follow. 1. Once there was a ___. 3 [A protagonist/ hero with a goal is the most important element of a story.] 2. Every day he ___. [The hero’s world must be in balance in the first act.] 3. Until one day ___. [A compelling story introduces conflict. The hero’s goal faces a challenge.] 4. Because of that ___. [This step is critical and separates a blockbuster from an average story. A compelling story isn’t made up of random scenes that are loosely tied together. Each scene has one nugget of information that compels the next scene.] 5. Because of that ___. 6. Until finally ____. [The climax reveals the triumph of good over evil.] 7. Ever since then ___. [The moral of the story.] The steps are meant to immerse an audience into a hero’s journey and give the audience someone to cheer for. This process is used in all forms of storytelling: journalism, screenplays, books, presentations, speeches. Madison uses a classic hero/ villain movie to show how the process plays out—Star Wars. Here’s the story of Luke Skywalker. Once there was a farm boy who wanted to be a pilot. Every day he helped on the farm. Until one day his family is killed. Because of that he joins legendary Jedi Obi-Wan Kenobi. Because of that he hires the smuggler Han Solo to take him to Alderaan. Until finally Luke reaches his goal and becomes a starfighter pilot and saves the day. Ever since then Luke’s been on the path to be a Jedi knight. Like millions of others, I was impressed with Malala’s Nobel Peace prize–winning acceptance speech. While I appreciated the beauty and power of her words, it wasn’t until I did the research for this book that I fully understood why Malala’s words inspired me. Malala’s speech perfectly follows Pixar’s 7-step storytelling process. I doubt that she did this intentionally, but it demonstrates once again the theme in this book—there’s a difference between a story, a good story, and a story that sparks movements.

I can only imagine the sort of havoc Oliver must have wreaked as a boy.” Oliver handed Minerva in, then climbed in to sit beside her. “We weren’t that bad.” “Don’t listen to him,” Minerva exclaimed, her eyes twinkling. “One dull evening, he and his friends went to a ball dressed in the livery of the hired footmen. Then they proceeded to drink up the liquor, flirt and wink at the elderly ladies until they were all blushing, and make loud criticisms of the entertainment. After the lady of the house caught on to their scheme and rounded up some stout young men to throw them out, they stole a small stone cupid she had in her garden and sent her a ransom note for it.” “How the devil do you know that?” Oliver asked. “You were, what, eleven?” “Twelve,” Minerva said. “And it was all Gran’s servants could talk about. Made quite a stir in society, as I recall. What was the ransom? A kiss for each of you from the lady’s daughter?” A faint smile touched Oliver’s lips. “And she never did pay it. Apparently her suitors took issue with it. Not to mention her parents.” “Good heavens,” Maria said. “Come to think of it,” Oliver mused aloud, “I believe Kirkwood still has that cupid somewhere. I should ask him.” “You’re as bad as Freddy and my cousins,” Maria chided. “They put soap on all the windows of the mayor’s carriage on the very day he was supposed to lead a procession through Dartmouth. You should have seen him blustering when he discovered it.” “Was he a pompous idiot?” Oliver asked. “A lecher, actually. He tried to force a kiss on my aunt. And him a married man, too!” “Then I hope they did more than soap his windows,” Oliver drawled. The comment caught Maria by surprise. “And you, of course, have never kissed a married woman?” “Not if they didn’t ask to be kissed,” he said, a strange tension in his voice. “But we weren’t speaking of me, we were speaking of Dartmouth’s dastardly mayor. Did soaping his windows teach him a lesson?” “No, but the gift they left for him in the coach did the trick. They got it from the town’s largest cow.” Oliver and Minerva both laughed. Mrs. Plumtree did not. She was as silent as death beside Maria, clearly scandalized by the entire conversation. “Why do boys always feel an urgent need to create a mess others are forced to clean up?” Minerva asked. “Because they know how it irritates us,” Maria said.

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

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

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

Just as there are batterers who will victimize partner after partner, so are there serial victims, women who will select more than one violent man. Given that violence is often the result of an inability to influence events in any other way, and that this is often the result of an inability or unwillingness to effectively communicate, it is interesting to consider the wide appeal of the so-called strong and silent type. The reason often cited by women for the attraction is that the silent man is mysterious, and it may be that physical strength, which in evolutionary terms brought security, now adds an element of danger. The combination means that one cannot be completely certain what this man is feeling or thinking (because he is silent), and there might be fairly high stakes (because he is strong and potentially dangerous). I asked a friend who has often followed her attraction to the strong and silent type how long she likes men to remain silent. “About two or three weeks,” she answered, “Just long enough to get me interested. I like to be intrigued, not tricked. The tough part is finding someone who is mysterious but not secretive, strong but not scary.” One of the most common errors in selecting a boyfriend or spouse is basing the prediction on potential. This is actually predicting what certain elements might add up to in some different context: He isn’t working now, but he could be really successful. He’s going to be a great artist—of course he can’t paint under present circumstances. He’s a little edgy and aggressive these days, but that’s just until he gets settled. Listen to the words: isn’t working; can’t paint; is aggressive. What a person is doing now is the context for successful predictions, and marrying a man on the basis of potential, or for that matter hiring an employee solely on the basis of potential, is a sure way to interfere with intuition. That’s because the focus on potential carries our imagination to how things might be or could be and away from how they are now. Spousal abuse is committed by people who are with remarkable frequency described by their victims as having been “the sweetest, the gentlest, the kindest, the most attentive,” etc. Indeed, many were all of these things during the selection process and often still are—between violent incidents. But even though these men are frequently kind and gentle in the beginning, there are always warning signs. Victims, however, may not always choose to detect them.

Now, then,” he said, returning to the head of the table, “I think you should know that Gran’s original requirement is still in place. The four of you must marry or she will disinherit the lot of us. I’ve done my part. So I suggest that while Maria and I are in America, you four start looking for mates.” It took a second for that to sink in. Minerva exploded first. “That isn’t fair! Gran, I’m sure you’ll have your heir from Oliver and Maria in no time, given the hours they spend up there in the master bedchamber. Why in heaven’s name must you continue this farce?” “I asked her to continue it,” Oliver said. When his siblings gaped at him, he added, “Gran is right-it’s time that we take our place in the world as more than hellions. We’ve been sleepwalking too long, locked into the past, unable to live fruitful lives. Now that Maria has awakened me, I want to wake you up, too. I want you to stop boxing at shadows and hiding in the dark from the scandal of our parents’ deaths. I want you to find what I’ve found-love.” He gazed at Maria, who cast him an encouraging smile. They’d both agreed that this might be the only way to force his siblings awake. “Speak for yourself,” Minerva answered. “I’m perfectly fine. You’re just using that nonsense as an excuse for joining up with Gran to ruin our lives.” She glanced resentfully at Maria. “Is this the thanks we get for pushing him into your arms?” “Pushing me into her arms?” Oliver echoed. “All that making you jealous and keeping you from her-“ Gabe began. “And lying to you about her inheritance,” Jarret added. “Though that didn’t work out quite as planned.” “You wouldn’t even be together if not for us,” Celia said. “I suspect my wife would beg to differ,” Oliver drawled. “But that’s neither here nor there. Rail at me all you want, but Gran’s deadline is still in place. You have ten months to marry.” He cast them a thin smile. “Given how difficult that may prove, however, I’ve hired someone to help you.” He turned to the door. “Mr. Pinter? Would you step inside, please?” The Bow Street Runner walked in, looking uneasy at facing the entire cadre of scandalous Sharpes. “Mr. Pinter has agreed to help you by researching the backgrounds of your potential spouses. I know it can be difficult, especially for you girls, to sort the legitimate suitors from the fortune hunters.” He knew that firsthand. “So Mr. Pinter will investigate anyone who sparks your interest. That should make the entire process move more quickly.” “And cold-bloodedly,” Celia muttered under her breath. Pinter arched an eyebrow but said nothing.

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

Was this luck, or was it more than that? Proving skill is difficult in venture investing because, as we have seen, it hinges on subjective judgment calls rather than objective or quantifiable metrics. If a distressed-debt hedge fund hires analysts and lawyers to scrutinize a bankrupt firm, it can learn precisely which bond is backed by which piece of collateral, and it can foresee how the bankruptcy judge is likely to rule; its profits are not lucky. Likewise, if an algorithmic hedge fund hires astrophysicists to look for patterns in markets, it may discover statistical signals that are reliably profitable. But when Perkins backed Tandem and Genentech, or when Valentine backed Atari, they could not muster the same certainty. They were investing in human founders with human combinations of brilliance and weakness. They were dealing with products and manufacturing processes that were untested and complex; they faced competitors whose behaviors could not be forecast; they were investing over long horizons. In consequence, quantifiable risks were multiplied by unquantifiable uncertainties; there were known unknowns and unknown unknowns; the bracing unpredictability of life could not be masked by neat financial models. Of course, in this environment, luck played its part. Kleiner Perkins lost money on six of the fourteen investments in its first fund. Its methods were not as fail-safe as Tandem’s computers. But Perkins and Valentine were not merely lucky. Just as Arthur Rock embraced methods and attitudes that put him ahead of ARD and the Small Business Investment Companies in the 1960s, so the leading figures of the 1970s had an edge over their competitors. Perkins and Valentine had been managers at leading Valley companies; they knew how to be hands-on; and their contributions to the success of their portfolio companies were obvious. It was Perkins who brought in the early consultants to eliminate the white-hot risks at Tandem, and Perkins who pressed Swanson to contract Genentech’s research out to existing laboratories. Similarly, it was Valentine who drove Atari to focus on Home Pong and to ally itself with Sears, and Valentine who arranged for Warner Communications to buy the company. Early risk elimination plus stage-by-stage financing worked wonders for all three companies. Skeptical observers have sometimes asked whether venture capitalists create innovation or whether they merely show up for it. In the case of Don Valentine and Tom Perkins, there was not much passive showing up. By force of character and intellect, they stamped their will on their portfolio companies.

Your employees are smart; that’s why you hired them. So treat them that way. They know when you deliver a message that has been heavily massaged. When managers explain what their plan is without giving the reasons for it, people wonder what the “real” agenda is. There may be no hidden agenda, but you’ve succeeded in implying that there is one. Discussing the thought processes behind solutions aims the focus on the solutions, not on second-guessing. When we are honest, people know it.

The vocal credits for Singin’ in the Rain are interesting, and rather confusing. In the film, Debbie Reynolds has been hired to re-dub [Jean Hagen]’s dialogue and songs in the latter’s first talking picture. We see the process being done in a shot of Reynolds, back to camera, matching her dialogue to Jean’s and synchronizing it while watching the sequence on film. But the voice that is used to replace Jean’s dialogue is not Reynolds’, but Jean’s own quite lovely natural voice. Director Stanley Donen explained, in Hugh Fordin’s The World of Entertainment: “We used Jean Hagen dubbing Debbie dubbing Jean. Jean’s voice is quite remarkable and it was supposed to be cultured speech, and Debbie had that terrible western noise.” To further confuse matters, the voice we hear as Jean sings “Would You?,” also supposedly supplied by Reynolds, is that of yet a third girl, unbilled studio singer Betty Noyes.

Red Flags And Deal Breakers What signals or signs can you look for, as early in the sales process as possible, to warn you (and the client) that working together is a waste of time? Here are some examples of red flags: They just installed a _______ kind of system. They already have an agency/service provider in place, or a full-time in-house person dedicated to ___. They churn-and-burn the consultants or agencies they hire to do _____________. Know-it-alls / “We know what we’re doing.” Geography. Their monthly budget for ________ is only ________. These industries never seem to work: _____, _____, _____. This area of work is totally new to them, and they don’t understand it yet. (That is, you would have to do a lot of education of the client before they would even understand the value of your service.)

If you could trade the bottom 10 percent of your team for new hires, would your organization improve? If so, then you need to look at the hiring process that yielded those low performers and see how you can improve it.

What refers to the strategies you choose, the products and services you sell, and the processes you use. You can spend your whole career chasing solutions to the million what problems plaguing your business.

COVER LETTERS Most people today, including hiring authorities, are living a high-stress life. They are being bombarded by e-mail, voice mail, U.S. mail, and junk mail. They take calls from cell phones, business phones, and home phones, not to mention the demands for attention from many other voices. Most HR managers, executive recruiters, and hiring managers are placing less and less importance on cover letters. Yes, they are still a part of the process, but they play a less significant role.

Interviews suck. We all seem to understand that fact, but not its implications. Our field is choc-a-bloc with advice from employers to candidates on how best to navigate scary interviews. That's all well and good, but it's the hiring teams that pay the steepest price for poor, biased, and unreliable selection. It can't be the candidate's job to handle irrational processes. Unless you're playing to lose.

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

We finish university studies, [but] we can’t be hired. In order to be hired you must be corrupt, the jobs are given according to who you know.” For these youth, Nkurunziza’s attempt to violate the democratic process set by the constitution and the peace accord that ended a 12-year-long civil war only adds to their frustration over their prospects and that of their country. On Monday, Burundi's constitutional court ruled that the president could run for a third term. The court's vice president, who has left the country, said Tuesday that the court had been strong-armed into making the ruling. He's among 40,000 Burundians who have fled

Coaching offers customized, one-on-one support to assist individuals in reaching their goals. The process involves goal setting, identifying obstacles, brainstorming solutions and creating a workable action plan.

most terminations are due to poor hiring processes. It is difficult to correct a hire when the person really doesn’t fit the position. Sometimes we think that all a failing person needs is more training, but the majority of failure is not due to a lack of training. If you start with a “meatball” and train it, all you end up with is a trained “meatball.” Motivated people, suited to the task, will self-train if that is what they need to succeed. Training is certainly necessary, but don’t rely on it to correct a poor hire. In the big picture, salespeople fail because they don’t set achievable goals, they can’t handle failure and are frustrated by it, or they forget that their purpose is to serve the customer. These are the traits you want to qualify in the hiring process, in addition to their motivation level. One way to identify whether an applicant has these traits is to look at the person’s record of past performance, his or her track record of success.

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Supercapitalism has triumphed as power has shifted to consumers and investors. They now have more choice than ever before, and can switch ever more easily to better deals. And competition among companies to lure and keep them continues to intensify. This means better and cheaper products, and higher returns. Yet as supercapitalism has triumphed, its negative social consequences have also loomed larger. These include widening inequality as most gains from economic growth go to the very top, reduced job security, instability of or loss of community, environmental degradation, violations of human rights abroad, and a plethora of products and services pandering to our basest desires. These consequences are larger in the United States than in other advanced economies because America has moved deeper into supercapitalism. Other economies, following closely behind, have begun to experience many of the same things. Democracy is the appropriate vehicle for responding to such social consequences. That’s where citizen values are supposed to be expressed, where choices are supposed to be made between what we want for ourselves as consumers and investors, and what we want to achieve together. But the same competition that has fueled supercapitalism has spilled over into the political process. Large companies have hired platoons of lobbyists, lawyers, experts, and public relations specialists, and devoted more and more money to electoral campaigns. The result has been to drown out voices and values of citizens. As all of this has transpired, the old institutions through which citizen values had been expressed in the Not Quite Golden Age—industry-wide labor unions, local citizen-based groups, “corporate statesmen” responding to all stakeholders, and regulatory agencies—have been largely blown away by the gusts of supercapitalism. Instead of guarding democracy against the disturbing side effects of supercapitalism, many reformers have set their sights on changing the behavior of particular companies—extolling them for being socially virtuous or attacking them for being socially irresponsible. The result has been some marginal changes in corporate behavior. But the larger consequence has been to divert the public’s attention from fixing democracy. 1

Forgive me, Mrs. Patterson, but I find I’m not quite desperate enough to hire Miss Longfellow. I have been given the responsibility of three children. With that responsibility comes the expectation that I will keep them alive until they reach adulthood. Putting Miss Longfellow in charge of them is truly not the best way for me to achieve the whole keeping-them-alive part of my plan.” “I never realized you were possessed of such a melodramatic nature, Mr. Mulberry,” Mrs. Patterson began. “But while I sympathize slightly with your plight, knowing you never expected to have three children dropped off on your doorstep, I’m afraid you’ve run out of options. Your wards’ reputations precede them, and no one wants to work for you, with the exception of Miss Longfellow.” Miss Longfellow suddenly rose to her feet and lifted her chin. “I find I no longer have any desire to work for Mr. Mulberry.” Mrs. Patterson waved Miss Longfellow’s protest aside. “Of course you do, dear. Why, he pays top dollar, and you’ll get to spend your summer in Newport. It’s the place to summer these days, and I’ve heard Mr. Mulberry has one of the most impressive cottages there.” She smiled. “It faces the ocean.” “Which is exactly why I won’t be taking Miss Longfellow with me to Newport,” Everett argued. “She’ll either drown the children by tossing them into the waves to assess their swimming abilities, or drown herself in the process, leaving me short a nanny once ag—” “I wouldn’t work for you even if you offered me two thousand dollars, begged me on bended knee, and brought me flowers.” Miss Longfellow turned her attention to Mrs. Patterson. “If you come across a family other than Mr. Mulberry’s who could use my services, I may be reached at Mrs. Hart’s residence in Washington Square.” With

Make sure if you hire a builder, any changes that happen during your building process are all written down on paper and signed by both parties involved and that includes any change in amount of money to be paid out. 

CIOs must shift focus from internal customers to external customers. IT must shift focus from providing service to providing value. Everything is moving to the cloud; CIOs must assume a “cloud first” mentality. Innovation is more than new technology—it's also about change management, enabling new processes, and hiring the best talent. CIOs need to work closely with the business to create innovation that drives real value. CEOs expect more from their CIOs than ever before. CIOs must deliver on a higher set of expectations, or they will be replaced. CIOs must shift from a measurement mentality to a value creation mentality. CIOs must shift focus from historical data to real-time information. Today, IT is all about creating real business value. All business is digital. All business. When IT has a bad day, the business has a bad day. IT still matters. It matters to the top line and to the bottom line. IT matters more than ever because IT is everywhere in the business. Without IT, you're out of business. CIOs need to step up, raise the bar, and elevate their game to meet the challenges of the big shift. I hope you enjoy reading this book and find it a useful addition to your library. It's the fourth book I've authored on the topic of

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

Your Mr. Skukman is a man of few words, isn’t he?” Bram said as he walked up to join her. “It’s one of the reasons I hired him.” Bram frowned. “You prefer men who don’t speak much?” “Would you be insulted if I admitted I do?” To Lucetta’s surprise, instead of looking insulted, Bram sent her a look of understanding as he stepped closer to her. “You’re obviously overcome by the shock you’ve recently experienced because of my goat. And while I would love to be able to say that Geoffrey was just out of sorts today, I’m afraid he’s been out of sorts ever since someone abandoned him at Ravenwood a few months back, in the middle of the night.” “Your goat’s name is Geoffrey?” “My sister, Ruby, named it after a gentleman she’d once set her sights on, but a gentleman who turned out to be a bit of a disappointment.” Bram shook his head. “The man had the audacity to go off and marry some well-connected society miss, breaking Ruby’s heart in the process.” Lucetta smiled. “I do believe I’m going to like this sister of yours, Mr. Haverstein, especially since it appears she has no qualms about naming a cranky beast after a gentleman she no longer holds in high esteem.” “Please, since you’ve been set upon by my dogs, and practically mauled by my goat, feel free to call me Bram.” “Very well, since I have experienced all of that madness at the paws and hooves of your animals, I will call you Bram and you may call me Lucetta.” Her smile began to fade. “But pleasantries aside, why do you think your goat tried to attack me, and what was it doing in the tower room in the first place?” Bram blew out a breath. “Geoffrey attacked you because he has a problem with dresses—something we learned when he chased poor Mrs. Macmillan, who’d been trying to help get Geoffrey to the barn the morning we discovered him.” Bram shook his head. “Mrs. Macmillan has not been back to the barn since. As for what Geoffrey was doing in the tower room, I must admit that I can’t even fathom how he got up there without someone noticing.” “It’s

in Canada, Hawaii, Chicago, or Washington, D.C., police are unable to point to a single instance of gun registration aiding the investigation of a violent crime. In a 2013 deposition, D.C. Police Chief Cathy Lanier said that the department could not “recall any specific instance where registration records were used to determine who committed a crime.”1 The idea behind a registry is that guns left at a crime scene can be used to trace back to the criminals. Unfortunately, guns are very rarely left at the scene of the crime. Those that are left behind are virtually never registered—criminals are not stupid enough to leave behind guns registered to them. In the few cases where registered guns were left at the scene, the criminal had usually been killed or seriously injured. Canada keeps some of the most thorough data on gun registration. From 2003 to 2009, a weapon was identified in fewer than a third of the country’s 1,314 firearm homicides. Of these identified weapons, only about a quarter were registered. Roughly half of these registered guns were registered to someone other than the person accused of the homicide. In just sixty-two cases—4.7 percent of all firearm homicides—was the gun identified as being registered to the accused. Since most Canadian homicides are not committed with a gun, these sixty-two cases correspond to only about 1 percent of all homicides. From 2003 to 2009, there were only sixty-two cases—just nine a year—where registration made any conceivable difference. But apparently, the registry was not important even in those cases. Despite a handgun registry in effect since 1934, the Royal Canadian Mounted Police and the Chiefs of Police have not yet provided a single example in which tracing was of more than peripheral importance in solving a case. No more successful was the long-gun registry that started in 1997 and cost Canadians $2.7 billion before being scrapped. In February 2000, I testified before the Hawaii State Senate joint hearing between the Judiciary and Transportation committees on changes that were being proposed to the state gun registration laws.2 I suggested two questions to the state senators: (1) how many crimes had been solved by their current registration and licensing system, and (2) how much time did it currently take police to register guns? The Honolulu police chief was notified in advance about those questions to give him time to research them. He told the committee that he could not point to any crimes that had been solved by registration, and he estimated that his officers spent over 50,000 hours each year on registering guns. But those aren’t the only failings of gun registration. Ballistic fingerprinting was all the rage fifteen years ago. This process requires keeping a database of the markings that a particular gun makes on a bullet—its unique fingerprint, so to speak. Maryland led the way in ballistic investigation, and New York soon followed. The days of criminal gun use were supposedly numbered. It didn’t work.3 Registering guns’ ballistic fingerprints never solved a single crime. New York scrapped its program in 2012.4 In November 2015, Maryland announced it would be doing the same.5 But the programs were costly. Between 2000 and 2004, Maryland spent at least $2.5 million setting up and operating its computer database.6 In New York, the total cost of the program was about $40 million.7 Whether one is talking about D.C., Canada, or these other jurisdictions, think of all the other police activities that this money could have funded. How many more police officers could have been hired? How many more crimes could have been solved? A 2005 Maryland State Police report labeled the operation “ineffective and expensive.”8 These programs didn’t work.

Business leaders should seek out intrinsically oriented individuals whose core values are aligned with those of the company. As it stands, asking a potential new hire how a particular job could be a vehicle for expanding his or her character strengths and intrinsic growth opportunities is a very different conversation from the one typically carried on during the job interview process. Some

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

Attestation is the process, thereby which certificates and documents are declared genuine in terms of legality and other aspects. In some countries the process of attestation is also known as authentication and legalization. Taking into consideration, the present scenario, the need for attestation has grown over the years. As a result, there has also been a growth in the number of agencies offering certificate attestation services. The needs for certificate attestation are many. Whether you are looking at settling down in a foreign land or get enrolled into a prestigious institution abroad, you will have to get your documents testified by a concerned authority in power. There are two ways through which you can accomplish the attestation process. One of them is to take the entire responsibility on oneself and get the documents authenticated. The second option is to involve an agency to get your documents testified. The benefits of engaging an agency to attest your documents is that you need not run from pillar to post to find the right authority who can authenticate your documents. Hiring an agency also spares you from a lot of unnecessary hassles. However, the challenge is to spot a genuine agency who can get your documents testified efficiently within a stipulated period of time. Attestation of certificates includes attesting the birth certificate, degree certificate or the marriage certificate. Besides these there can be other kinds of certificates as well that require authentication from a recognized authority. Different processes are followed for attesting the different certificates. For example, if you want to admit your kids in a school, it is mandatory to attest the birth certificate. It declares the genuinty of the date of birth. A birth certificate has to be first attested in the state from where the certificate was issued, then by the ministry of external affairs and finally by the embassy of the country in which your kid will be admitted into a school. Similarly, attestation of the marriage certificate is needed to apply for a family visa abroad. You must be aware of the fact that without a valid attestation of the marriage certificate it is impossible to get a family visa. The authentication of your degree certificates, on the other hand, is important to make you eligible for a job in a foreign land. Some documents which are mandatory for successfully completing the attestation of all these certificates are copies of passport, visa copy and all other relevant documents in accordance to the certificate that will be authenticated. The bottom line is hiring a certificate attestation service provider will surely reduce your tension before you leave the country. But before you submit all your documents to any such agency, try to find out adequately about them. If required you can search online for reviews or consult your friends and family for advice. Once you have shortlisted a service provider, try to have a detailed discussion with them about the procedures they will follow and the time they would require to complete the authentication of all your documents.

I first met this young client when he was eight years old. He was very shy with a calm disposition. He had been diagnosed with a sensory processing disorder and his parents had hired a special tutor. His mother and father were already clients of mine, and his mother was very conscientious with his diet. She was most concerned about his extreme fatigue, how difficult it was to get him up in the morning, and how difficult it was for him to fall asleep. He was also falling asleep at school. In addition, she was concerned he was having difficulty remembering his schoolwork. With sensory processing disorder, children may have difficulty concentrating, planning and organizing, and responding appropriately to external stimuli. It is considered to be a learning disorder that fits into the autism spectrum of disorders. To target his diet and nutritional supplementation, I recommended a comprehensive blood panel, an adrenal profile, a food sensitivity panel, and an organic acids profile to determine vitamin, mineral, and energy deficiency status. His blood panel indicated low thyroid function, iron deficiency, and autoimmune thyroid. His adrenal profile indicated adrenal fatigue. His organic acids test indicated low B vitamins and zinc, low detoxification capacity, and low levels of energy nutrients, particularly magnesium. He was also low in omega-3 fatty acids and sensitive to gluten, dairy, eggs, and corn. Armed with all of that information, he and I worked together to develop a diet based on his test results. I like to involve children in the designing of their diet. That way they get to include the foods they like, learn how to make healthy substitutions for foods they love but can no longer eat, and learn how to improve their overall food choices. He also learned he needed to include protein at all meals, have snacks throughout the day, and what constitutes a healthy snack. I recommended he start with a gut restoration protocol along with iron support; food sensitivities often go hand in hand with leaky gut issues. This would also impact brain function. In the second phase of his program, I added inositol and serotonin support for sleep, thyroid support, DHA, glutathione support (to help regulate autoimmunity), a vitamin and mineral complex, fish oils, B-12, licorice extract for his adrenals, and dopamine and acetylcholine support to improve his concentration, energy, and memory. Within a month, his parents reported that he was falling asleep easily and would wake up with energy in the morning. His concentration improved, as did his ability to remember what he had learned at school. He started to play sports in the afternoon and took the initiative to let his mom know what foods not to include in his diet. He is still on his program three years later, and the improvements

Phoenix Contracting of SWFL is a committed company that has been providing top-quality roofing and contracting services in Fort Myers, Florida, since 2018. Their years of outstanding experience have gained them the title as Fort Myers' number one local choice. Not only do they use the most up-to-date processes in roofing and contracting, but they also hire the most talented and skillful roofers, ensuring that their services are provided by certified professionals.

his favourite secretary was on duty. She gave him a nod as she lifted a coffee cup with one enormous forearm. The woman was built like a freight train and had a personality to match. It was what made her the perfect hire for the front desk at a police station. Not long after he had hired her, she had single-handedly wrestled a drunkard they had brought in on disturbing-the-peace charges. The man had managed to evade his handcuffs while she was doing his processing and had made a run for the door. The arresting officer had been slow off the mark and the secretary had quickly come around the side of the glassed reception desk and quite calmly tackled him, holding him down with one colossal knee while the arresting officer composed himself and managed to get the handcuffs back on.

Culture is a key part of the hiring process at Airbnb too. Each candidate also goes through a values interview, conducted by an Airbnb employee who isn’t that candidate’s hiring manager. This ensures that values are considered independently of how much the organization needs that candidate’s particular job skills.

A lot of business owners spend time solving problems they don’t have. Rob Walling refers to this as premature optimization. Examples include: 1. Getting a flawless credit card payment process setup before they have customers. 2. Optimizing their website before they have traffic. 3. Hiring staff before they have work for them. 4. Investing in the best systems before they have enough work to warrant it. Normally these decisions stem from believing that when you have a problem, you won’t be able to resolve it quickly.

Given Mozilla’s small initial size, this growth necessitated hiring executives from the outside (“the graft”), which was particularly challenging because of the company’s strong engineering-driven culture (“the host”) that was already skeptical about outsiders. John was able to do this successfully by following the same three-step process that was used to hire him. Hire someone who is already a known quantity to at least one member of the team. John was hired by Mitchell Baker, his predecessor as CEO of Mozilla. The two had gotten to know each other by serving on a board together, and Mitchell’s personal endorsement of John carried weight with the team at Mozilla.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

When you hire someone with a strong work ethic, who shares your values and fits your culture, you don’t need a lot of rules or bureaucracy,” he says. “All the rules you find inside most companies are there for the two percent of all people who don’t do the right thing, and in the process of having rules for them they adversely affect the other ninety-eight percent of all people who don’t need rules. It’s a lot easier to not hire those two percent.