Hiring Staff Quotes

What I knew from working in professional environments—from recruiting new lawyers for Sidley & Austin to hiring staff at the White House—is that sameness breeds more sameness, until you make a thoughtful effort to counteract it.

No matter how good or successful you are or how clever or crafty, your business and its future are in the hands of the people you hire. To put it a bit more dramatically, the fate of your business is actually in the hands of the youngest recruit on the staff.

That’s what I want you to tell me. See, I deal with…well, most days, bizarre paranormal crap. You are Queen Weird. I need the queen on this before I have to start hiring a new staff of medical examiners who don’t freak out when the dead move off their tables. You know where I can find some of these unusual people? I know you hang out with them. (Tate) Thanks, Tate. I always look forward to these ego-bolstering pep talks of ours. (Simone)

The following day the editor presided over a sudued meeting with his senior staff. Tony Montano sat to one side, a silent observer. "It's time we ran more regular columns. They're cheap, and everyone else is doing them. You know, we hire someone of low to medium intelligence, possibly female, to write about, well, nothing much. You've seen that sort of thing. Goes to a party and can't remember anyone's name. Twelve hundred words." "Sort of naval gazing," Jeremy Ball suggested. "Not quite. Gazing is too intellectual. More like naval chat.

Miss Masters was not content with threatening to hire away his staff, oh no. First, she had to perfume it.

The CEO of a major publishing house was concerned about the lack of creativity among his editorial and marketing staffs. He hired a group of high-priced psychologists to find out what differentiated the creative employees from the others. After studying the staff for one year, the psychologists discovered only one difference between the two groups: The creative people believed they were creative and the less creative people believed they were not.

hiring new staff at her public library, my daughter always asks applicants what sort of supervision they’d be most comfortable with. One genius answered, “I’ve always thought Superman’s X-ray vision would be cool.” — DAVE GLAUSER

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

Hiring a lobbyist aligned with a powerful politician is more important than hiring a lobbyist with a certain expertise or experience. Hiring a former staff member or family member is better still.

Only 12 managers have lasted more than three years with the Indians, and only three of those who did last longer than three years managed to do so without a winning record. The Indians have made strides in many areas the last three years and the shifts and changes amongst the coaching staff resulted in a highly respected group that was anxious and ready to guide the Tribe back to the postseason, but unfortunately it never materialized. Turns out the three-year threshold is a pretty solid limit for how patient an organization is when it comes to managers, and the gains made in 2011 were completely lost and then some in 2012. Acta’s tenure with the club came to an end with six games left on the 2012 schedule. He ranks 13th in franchise history for games managed, but any optimisim regarding the Tribe in 2013 will rest squarely with new hire Terry Francona.

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

Jack Byrne’s Fiction House became known for its powerful, invincible female heroes. At a time when many publishers had none, Fiction House employed more than twenty women artists.46 The popularity of comics soared. Gaines, who did not tend to hire women to do anything except secretarial work, began publishing All-American Comics in 1939. That same year, Superman became the first comic-book character to have an entire comic book all to himself; he could also be heard on the radio.47 The first episode of Batman appeared in Detective Comics #27, in May 1939. Three months later, Byrne Holloway Marston, staff artist for the Marston Chronicle, drew the first installment of “The Adventures of Bobby Doone.

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

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

In the meantime, I’m concerned about your staffing shortage. I nearly couldn’t lure her away because of it. If the hospital is that underserved, you should have told me. I rely not only on your discretion but on your services, as does my city. Hire more nurses,” he said swiftly. “I don’t care how you find them. Try doubling the starting salary.” He waited, and I just stared at him. “Then double the salary of the other staff, too.

Since the product is actually poison, advertisers need to overcome your instinctual aversion. That’s a big hill for alcohol advertisements to climb, which is why the absolute best marketing firms on the globe, firms with psychologists and human behavior specialists on staff, are hired to create the ads. These marketers know that the most effective sale is an emotional sale, one that plays on your deepest fears, your ultimate concerns.

month later, on July 9, 2012, Stevens and the embassy’s security staff, led by DS agent Eric Nordstrom, asked the State Department to extend the presence of a Site Security Team, or SST, that consisted of sixteen active-duty military special operators. The Defense Department’s Africa Command, which oversaw the unit, was willing to extend the team’s stay in Tripoli. But State Department officials decided that DS agents and locally hired guards could do the job, and that the SST operators weren’t needed. In the weeks that followed, General Carter Ham, head of Africa Command, twice asked Stevens if he wanted the SST to remain in Libya. Despite his earlier request to extend the team’s stay, Stevens wouldn’t buck the decision of State Department officials in Washington. He declined Ham’s offers and the SST left Libya, even as Stevens moved forward with plans to visit the restive city of Benghazi.

As you grow in influence, you’ll find that more and more people want you to care about things. Someone’s putting together a best practices document for how your organization does code review, and they want your opinion. Your group is doing a hiring push and needs help deciding what to interview for. There’s a deprecation that would be making more progress if it had a staff engineer drumming up senior sponsorship. And that’s just Monday morning. What do you do?

In 1973, the CIA, informed that reporters were sniffing around their affairs, had destroyed all the files concerning Project MK-Ultra. But the CIA is, above all, an enormous bureaucracy. Joseph Rauth was convinced that some traces had to remain of such an important project, which had extended over twenty-five years and involved dozens of directors and a staff of thousands. Under the auspices of the Rockefeller Commission, we were authorized access to documents or other materials relating to research into mind control. We hired an ex-CIA operative named Frank Macley to look into it. After several weeks of investigation, he confirmed that most of the files had been destroyed by two high-ranking officials: CIA Director Samuel Neels and one of his close associates, Michael Brown. But through his persistence, Macley unearthed seven huge crates of documents relating to MK-Ultra at the Agency’s records storage facility. Crates that had gotten lost in the administrative labyrinth.

Heidi began to read of the son when he was happily at home, and went out into the fields with his father's flocks, and was dressed in a fine cloak, and stood leaning on his shepherd's staff watching as the sun went down, just as he was to be seen in the picture. But then all at once he wanted to have his own goods and money and to be his own master, and so he asked his father to give him his portion, and he left his home and went and wasted all his substance. And when he had nothing left he hired himself out to a master who had no flocks and fields like his father, but only swine to keep; and so he was obliged to watch these, and he only had rags to wear and a few husks to eat such as the swine fed upon. And then he thought of his old happy life at home and of how kindly his father had treated him and how ungrateful he had been, and he wept for sorrow and longing. And he thought to himself, "I will arise and go to my father, and will say to him, 'Father, I am not worthy to be called thy son; make me as one of thy hired servants.' " And when he was yet a great way off his father saw him . . . Here Heidi paused in her reading. "What do you think happens now, grandfather?" she said. "Do you think the father is still angry and will say to him, 'I told you so!' Well, listen now to what comes next." His father saw him, and had compassion, and ran, and fell on his neck and kissed him. And the son said to him, "Father, I have sinned against heaven and in thy sight, and am no more worthy to be called thy son." But the father said to his servants, "Bring forth the best robe, and put it on him; and put a ring on his hand and shoes on his feet: and bring hither the fatted calf and kill it; and let us eat and be merry, for this my son was dead and is alive again; he was lost and is found. And they began to be merry." "Isn't that a beautiful tale, grandfather," said Heidi, as the latter continued to sit without speaking, for she had expected him to express pleasure and astonishment.

One of Muskie’s main problems, thus far, has been that not even his own hired staff people really like him. The older ones try to explain this problem away by saying, “Ed’s under a lot of pressure these days, but he’s really a fine guy, underneath.” The younger staff members have apparently never had much contact with “the real Muskie.” With very few exceptions, they justify their strained allegiance to the man by saying, “I wouldn’t be working for him except that he’s the only Democrat who can beat Nixon.

Cheating in a game of cards can involve “stacking the deck”—arranging the cards in a way that advantages yourself while ensuring your opponent loses. It is almost certain that this is the way special counsel Robert Mueller approached his investigation. He chose to hire for his staff a group of lawyers who are Democrats and others, like Strzok and Page, who vented in their messages their hostility toward Trump. Factor into the equation Mueller and Rosenstein’s own disqualifying conflicts of interest, and you have an investigation that bears no resemblance to fairness.

In the early 1970s, racial and gender discrimination was still prevalent. The easy camaraderie prevailing in the operating room evaporated at the completion of surgical procedures. There was an unspoken pecking order of seating arrangements at lunch among my fellow physicians. At the top were the white male 'primary producers' in prestigious surgical specialties. They were followed by the internists. Next came the general practitioners. Last on the list were the hospital-based physicians: the radiologists, pathologists and anaesthesiologists - especially non-white, female ones like me. Apart from colour, we were shunned because we did not bring in patients ourselves but, like vultures, lived off the patients generated by other doctors. We were also resented because being hospital-based and not having to rent office space or hire nursing staff, we had low overheads. Since a physician's number of admissions to the hospital and referral pattern determined the degree of attention and regard accorded by colleagues, it was safe for our peers to ignore us and target those in position to send over income-producing referrals. This attitude was mirrored from the board of directors all the way down to the orderlies.

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.

It is rather revealing that we feel the need to offer special programs (and hire special staff) for single adult ministry in our churches. We struggle somehow to fit single adults into a kingdom plan that we have designed primarily for married folks. Perhaps the problem is with how we have framed the plan. Paul's concern in 1 Corinthians 7 was not to ask how singleness fits into God's kingdom plan. Paul was addressing the issue of how marriage fits into His kingdom plan. Single people are already with the program. They are "concerned about the things of the Lord" (v. 32). Married people are the ones who need help sorting out their priorities.

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

If congestion occurs on the free-market transportation network, the response is likely to resemble what accompanies “excess demand” for any other good or service: the businessman does not rest day or night until he provides the extra services the market is clamoring for. (We again abstract from the possibility of price increases.) The ice cream shop with long lines of people waiting for admission hires additional workers as soon as possible; the economist who “suffers” from the “congestion” of large numbers of people clamoring to engage him as a consultant hires more staff or expands output in whatever way seems appropriate to him. Throughout the private economy “congestion” is looked upon as a golden opportunity for expansion of output, sales, and profits. It is only in the public sector that the customer clamoring for additional service is looked at askance,33 blamed, excoriated, and told to desist in his efforts.

This view, while understandable, given the sensational media coverage of crack in the 1980s and 1990s, is simply wrong. While it is true that the publicity surrounding crack cocaine led to a dramatic increase in funding for the drug war (as well as to sentencing policies that greatly exacerbated racial disparities in incarceration rates), there is no truth to the notion that the War on Drugs was launched in response to crack cocaine. President Ronald Reagan officially announced the current drug war in 1982, before crack became an issue in the media or a crisis in poor black neighborhoods. A few years after the drug war was declared, crack began to spread rapidly in the poor black neighborhoods of Los Angeles and later emerged in cities across the country.2 The Reagan administration hired staff to publicize the emergence of crack cocaine in 1985 as part of a strategic effort to build public and legislative support for the war.

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

When he was sixteen (1923), Peter got a job as copy boy on a New York tabloid and entered a saltier, more hard-bitten world. It was a roaring, lush, lousy tabloid. Everybody was drunk all the time. The managing editor hired girl reporters on condition they sleep with him. New staffs moved in and were mowed down like the Light Brigade. Chorus girls, debutantes, and widows suspected of murdering their husbands were perched on desks with their thighs showing to be photographed. An endless parade of cranks, freaks, ministers, actresses, and politicians moved through the big babbling room, day and night. The city editor went crazy one afternoon. So did his successor. And among the typewriters and the paste pots and the thighs, Peter walked with simple delight. A young reporter took a liking to him, found he was homeless, and insisted he share an elegant bachelor apartment uptown. There were constant parties, starting at dawn and ending as the hush of twilight settled over the city. People went to work and went to parties until they got the two pursuits confused and never noticed the difference. Whisky was oxygen, women were furniture, thinking was masochism.

My Future Self My future self and I become closer and closer as time goes by. I must admit that I neglected and ignored her until she punched me in the gut, grabbed me by the hair and turned my butt around to introduce herself. Well, at least that’s what it felt like every time I left the convalescent hospital after doing skills training for a certification I needed to help me start my residential care business. I was going to be providing specialized, 24/7 residential care and supervising direct care staff for non-verbal, non-ambulatory adult men in diapers! I ran to the Red Cross and took the certified nurse assistant class so I would at least know something about the job I would soon be hiring people to do and to make sure my clients received the best care. The training facility was a Medicaid hospital. I would drive home in tears after seeing what happens when people are not able to afford long-term medical care and the government has to provide that care. But it was seeing all the “young” patients that brought me to tears. And I had thought that only the elderly lived like this in convalescent hospitals…. I am fortunate to have good health but this experience showed me that there is the unexpected. So I drove home each day in tears, promising God out loud, over and over again, that I would take care of my health and take care of my finances. That is how I met my future self. She was like, don’t let this be us girlfriend and stop crying! But, according to studies, we humans have a hard time empathizing with our future selves. Could you even imagine your 30 or 40 year old self when you were in elementary or even high school? It’s like picturing a stranger. This difficulty explains why some people tend to favor short-term or immediate gratification over long-term planning and savings. Take time to picture the life you want to live in 5 years, 10 years, and 40 years, and create an emotional connection to your future self. Visualize the things you enjoy doing now, and think of retirement saving and planning as a way to continue doing those things and even more. However, research shows that people who interacted with their future selves were more willing to improve savings. Just hit me over the head, why don’t you! I do understand that some people can’t even pay attention or aren’t even interested in putting money away for their financial future because they have so much going on and so little to work with that they feel like they can’t even listen to or have a conversation about money. But there are things you’re doing that are not helping your financial position and could be trouble. You could be moving in the wrong direction. The goal is to get out of debt, increase your collateral capacity, use your own money in the most efficient manner and make financial decisions that will move you forward instead of backwards. Also make sure you are getting answers specific to your financial situation instead of blindly guessing! Contact us. We will be happy to help!

Donald Trump repeatedly promised he would hire "the best people." He did not. That is not my opinion; it is President Trump's, which he expresses frequently. Trump has said that his first secretary of state, Rex Tillerson, was "dumb as a rock" and "lazy as hell." His attorney general, Jeff Sessions, was "scared stiff and Missing in Action," "didn't have a clue," and "should be ashamed of himself." Trump described one of his assistants, Omarosa Manigault Newman, as "wacky," "deranged," "vicious, but not smart," a "crazed, crying lowlife," and finally a "dog." After lasting only eleven days as communications director, Anthony Scaramucci "was quickly terminated 'from' a position that he was totally incapable of handling" and was called "very much out of control." An anonymous adviser to the president was called "a drunk/drugged-up loser." Chief strategist Steve Bannon was "sloppy," a "leaker," and "dumped like a dog by almost everyone." His longtime lawyer Michael Cohen was "TERRIBLE," "hostile," "a convicted liar & fraudster," and a "failed lawyer." The president was "Never a big fan!" of his White House counsel Don McGahn and "not even a little bit happy" with Jerome Powell, his selection to head the Federal Reserve, whom he called an "enemy." His third national security advisor, John Bolton, was mocked as a "tough guy [who] got us into Iraq." When the president was irritated with his former chief of staff, John Kelly, the president's press secretary, Stephanie Grisham, declared that Kelly "was totally unequipped to handle the genius of our great president.

One particularly distressing example of the high cost to feminist progress exacted by the war is what happened in Pakistan after the capture of Osama bin Laden in Abbottabad, Pakistan, in 2011. In the run-up to his capture, the CIA and the U.S. military allegedly worked with the charity Save the Children in hiring Dr. Shakil Afridi, a Pakistani physician, to run a fake Hepatitis B vaccination program as a front for their surveillance operations.15 Per CIA instructions, Dr. Afridi and a female healthcare worker visited the bin Laden compound under the guise of administering vaccinations and managed to gain access, although they did not see bin Laden. In 2012, all foreign Save the Children staff were expelled from Pakistan, and in 2015, the entire organization there was required to shut its doors, despite having denied (and continuing to deny) that it was involved in this effort. The CIA managed to get their guy, but when the Pakistanis, irate at not having been told about the raid, expelled U.S. military trainers from Islamabad, they were immediately threatened with a cut of the $800 million aid package that the U.S. had promised, thus exposing yet again the coercive power that aid wields. The loss of aid money was not, however, the worst impact of the tragedy. As the British medical journal The Lancet reported, the unintended victims of the tragedy were the millions of Pakistani children whose parents now refused to have them vaccinated amidst rising rates of polio, a disease that vaccination had essentially extinguished in Western countries by the mid-twentieth century.16 In their view, if the CIA could hire a doctor to run a fake vaccine program, then the whole premise of vaccinations became untrustworthy. Within a few years of the raid, Pakistan had 60 percent of all the world’s confirmed polio cases.17

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

Thakur’s findings were not news to Ranbaxy’s top executives. Just ten months earlier, in October 2003, outside auditors started investigating Ranbaxy facilities worldwide. In this case, the audits had been ordered up by Ranbaxy itself. This was a common industry practice: drug companies often hired consultants to audit their facilities as a dry run to see how visible their problems were. If the consultants could find it, they reasoned, then most likely regulators could too. The fact-finding mission by Lachman Consultant Services left Ranbaxy officials under no illusion as to the extent of the company’s failings. At Ranbaxy’s Princeton, New Jersey, facility, auditors found that the company’s Patient Safety Department barely functioned and training was essentially “non-existent.” The staff had no written protocols for investigating patient complaints, which piled up in boxes, uncategorized and unreported. They had no clerical help for basic tasks like mailing out the patients’ samples for testing. “I don’t think there’s the same medicine in this medicine,” was a common refrain from patients. Even when there were investigations, they were so perfunctory and half-hearted that expiration dates were listed as “unknown,” even when they could easily have been found from a product’s lot number. An audit of Ranbaxy’s main U.S. manufacturing plant, Ohm Laboratories in New Jersey, found that the company, though required to report adverse events to the FDA, rarely did so. There was no system to capture patient complaints after hours, and no global medical officer to ensure that any potential negative consequences for patients were being monitored. The consultants from Lachman urged Ranbaxy to address these problems globally. Ranbaxy’s initial reaction to the findings was to question the number of hours, and the resulting invoice, that Lachman had sent for its work.

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.

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In the early 1990s, Target adopted some of Walt Disney’s staff training and customer service initiatives. It has since developed a variety of methods—from hiring to coaching to grading performance—to ensure “team members” embody the motto “fast, fun and friendly.” (See Chapter 5.)

you have to be willing to give your customer-service staff the freedom to work without a script or specific instructions. If you don’t dare do this, you have to ask yourself why they were hired in the first place if you don’t trust their judgement. And if you don’t show them that level of confidence, you shouldn’t expect much commitment from them in return.

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

As with most voluntary school integration programs, dispersal of the black children was the norm. In Portland, no more than forty-five black children were bused to any single elementary school, and white schools of four-hundred to five-hundred pupils received as few as four and in most instances only ten to fifteen black students. Brush Elementary, the all-white school Rist selected for daily observation, received about thirty black children. The principal, along with most of his all-white teaching staff, had never taught a black child. He hired a black school aide because he felt that most of the white students had never spoken to a black person. His lack of racial sensitivity was illustrated in a staff discussion about the collection of milk money, when he said, "I guess we had better not call it chocolate milk any longer. It would probably now be more appropriate to refer to it as black milk.

Sean Spicer, whose job was literally to explain what people did and why, often simply could not—because nobody really had a job, because nobody could do a job. Priebus, as chief of staff, had to organize meetings, schedules, and the hiring of staff; he also had to oversee the individual functions of the executive office departments. But Bannon, Kushner, Conway, and the president’s daughter actually had no specific responsibilities—they could make it up as they went along. They did what they wanted. They would seize the day if they could—even if they really didn’t know how to do what they wanted to do.

He (John Steiner, former chief of staff in Treasury Department) told me to figure out what I wanted to do before I went to see the people who had the ability to hire me. That way I would not waste my one shot seeking general guidance, but would be able to discuss specific opportunities that they could offer. (p.69)

For example, in 2015, Payal Kadakia, the founder of ClassPass (a monthly subscription service for fitness classes) decided that she needed to double the size of her staff in just three months so that ClassPass would be able expand into more cities. To achieve this kind of speed, Kadakia and her team abandoned traditional hiring processes and followed two simple rules. First, they hired people from their personal networks, with an emphasis on “branded” talent. For example, if an employee had a friend, and that friend worked for the management consulting firm Bain & Company, that friend got hired because ClassPass could assume that the person was smart and would get along with people. Second, some of the time saved by not interviewing for skills allowed the team to interview for alignment with the company’s mission. Crazy? Perhaps. But ClassPass was in a crowded, emerging market, and being able to hire faster than the competition helped it maintain and increase its leadership position. Blitzscaling also requires a strong focus on risk management. While blitzscaling requires risk taking, it doesn’t require unnecessary risk taking. Indeed, the higher level of risk associated with blitzscaling makes risk management even more valuable and important. As Yahoo! cofounder Jerry Yang told us in an interview for Reid’s Masters of Scale podcast, “All bold strategies have a risk. If you don’t see it, you’re flying risk-blind.

Silicon Valley has maintained that pace since the 1970s and has been seen as an innovative force in the American economy. Technology has rapidly transformed nearly every industry. While colleges have spent millions to outfit campuses with wireless technology, purchase the latest computing power, and hire IT staff, technology has failed, until now, to improve quality, bring greater efficiency, and lower costs, as the next two chapters will detail.

[P]sychiatric treatment should not be about punishing someone who is too sick to be responsible for her behavior. Seclusion keeps everyone safe until the patient is in control, but it shouldn't be used instead of hiring more staff when increased supervision might substitute.

they were unable to hire a law firm with a top-notch white-collar government practice. By the time Bannon and Priebus were back in Washington, three blue-chip firms had said no. All of them were afraid they would face a rebellion among the younger staff if they represented Trump, afraid Trump would publicly humiliate them if the going got tough, and afraid Trump would stiff them for the bill. In the end, nine top firms turned them down.

Notes Day was led from within. Many companies hire outside consulting firms to organize their all-staff retreats, and I understand why: Doing them well is a monumental, enormously time-consuming undertaking. But that our own people made Notes Day happen was, I believe, key to its success.

If I am hiring someone at a senior level, it's critically important they are decent people. So I always take them out for lunch -- not a long one but enough so they relax, we talk, we get to know one another. But what I always do is notice how they treat the waiting staff; you can tell a lot about a person about how they do that.

It was time to scale and that would probably one of my most important advices to you: You can’t handle everything yourself. Perhaps when you start out and you have zero budgets but at some point you need to take earnings and put them into outsourcing tasks or hiring people. Because you as the founder or owner you are responsible for the direction of your company/blog etc. and you should focus on the future of the business and not handle every day things or troubleshooting. I too thought only I can do what I do, no one else can do it. I was so wrong. I hired staff and outsourced tasks that took too much time and all of a sudden I had freed up so much time to focus what is most important for company – the future direction. Admittedly it was hard in the beginning to teach my tasks to outsourced staff but after a few hiccups I was all set and ready to scale more.

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she quickly hired a housekeeper and a kitchen staff for the White House and then threw herself into what mattered far more to her—civil rights, women’s equality, poverty, housing, employment, and the war. She was the busiest, most public, most productive First Lady in history, and complaints about dinner just didn’t register. But

As I looked over this curious document, I was particularly struck by a band of text across the bottom. It bore the title “Paperwork Reduction Act Notice” and read: The time needed to complete and file this form will vary depending on individual circumstances. The estimated average time is: The text then cheerfully concluded with a note that if I had comments “concerning the accuracy of these time estimates or suggestions for making this form simpler” the IRS would be happy to hear from me. It provided an address in Washington, D.C., where I could send my comments. The Paperwork Reduction Act, passed in 1980 in the waning days of the Carter administration and amended in 1995, is a classic example of structural deepening gone awry. The law was supposed to improve the efficiency of the U.S. federal government and lighten the burden of paperwork on citizens. In Brian Arthur’s terms, the additional complexity introduced by the law was supposed to improve government performance. But it has not worked. Although the U.S. Office of Management and Budget hired a special staff to review and approve every form and information request of every agency of the federal government, the estimated total time that the U.S. public invested each year fulfilling federal paperwork requirements rose from 4.7 billion hours in 1980 to 6.7 billion hours in 1996.14 More perversely, Form 1001 showed how the law makes government more inefficient and confusing to the average person. My first reaction to the notice at the bottom was to add up the time allotments. Was I really supposed to spend over six and a half hours on this form? The suggested times seemed so precise, and the total amount so daunting, that Form 1001 practically leapt at me with self-importance. And what records, exactly, was I supposed to spend four hours and thirty-two minutes keeping? I hadn’t a clue. In its entirety, Form 1001 resembled the jumble of hoses and wiring under the hood of a modern car, and the “Paperwork Reduction Act Notice” at the bottom was a particularly forbidding clump of complexity.

After that letter, I became a victim of the secret agencies in March 2013. I am not going into details, but it is enough information related to my letter written on 20 November 2012 to retired Chief Justice Iftikhar Chaudhry and Chief of Army Staff General Pervez Kayani; the details are in my biography, The Prisoner Of The Hague, on Google Books.com. I hope that information will enlighten Pakistani authorities to realize the facts that foreign secret agencies' engagement to damage the Pakistani state through hired ones since the wars in Iraq and Afghanistan. It is the shameful behavior of our agencies and media figures who stay ignoring and do not take it seriously. Please do not wear the mask if you love Pakistan and its people; there should be clarity between you and the enemy.

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

According to Sequoia Capital, the average startup in Silicon Valley spends 990 hours to hire 12 software engineers!1 That’s more than 80 hours per hire, and all that time taken away from a team that’s already understaffed and working on deadline only adds to the urgency to staff up.

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June Brought, a leadership collaborator of mine, works in corporate wellness for the successful women’s clothing company Eileen Fisher. The company has flourished since its founding in 1984, currently earning revenue of more than $300 million a year. What truly sets the company apart, however, is its early adoption of conscious capitalism and a sincere desire to enhance the lives of all its stakeholders. Eileen Fisher was one of the first clothing companies that insisted on using sustainable materials such as organic cotton, and implemented programs to reduce fabric and fiber waste. Eileen Fisher’s philanthropic efforts focus on business leadership grants to develop and benefit the careers of young women around the world. The company is also committed to enhancing the well-being of its own employees at every level, which is why June was hired. According to June, “Eileen Fisher is not just another company that claims to care about the well-being of its employees but really only cares about how they can contribute to the well-being of the bottom line. Eileen Fisher truly is concerned with its staff as human beings first.” One of the tools June uses to help individuals at Eileen Fisher and elsewhere find a healthy balance between life and work involves what she calls “completing your own circuit.” She believes it is essential that we plug into our own beings first in order to feel empowered, fulfilled, and complete. As June explains, when we outsource our power to a job, a romantic relationship, or any external condition, “we compromise our emotional welfare and risk having someone cut off our power.” She says that completing our own circuit involves a deep internal knowing that “we are fully charged and complete unto ourselves without any need for outside support or validation.

Cultures in scaling startups can fracture in two ways. First, “old guard versus new guard” conflicts may arise if early team members resent the growing power of specialists or some new employees’ lack of initiative and commitment. Recent hires, in turn, may be jealous of early employees who’ve amassed enormous stock option gains (“That engineer in the next cubicle does the same thing I do, and she just made $5 million”). Second, as specialists are added to the staff and their units expand, functions can develop their own subcultures. Employees may feel a stronger sense of attachment to their functional unit—say, marketing or warehouse operations—than to the venture overall.

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

If any of the news coverage had drawn blood, Meta wasn’t going to show it. Zuckerberg told the company’s People Planning team to bring him an aggressive hiring target for 2022. When they brought him an unprecedentedly ambitious plan to bring on 40,000 new staffers that year, Zuckerberg took the one-page document—known as “the napkin”—and then passed it back with a handwritten instruction to hire 8,000 more. “If we don’t hit these targets it’s game over,” Recruiting VP Miranda Kalinowski told the managers on her staff. To handle the deluge of hiring, Meta brought on an additional 1,000 recruiters between the last quarter of 2021 and the first quarter of the following year. Few of the new staffers would be slated to go into integrity work. Zuckerberg had declared that the company’s existing products were no longer its future, and Haugen’s document breach had solidified a sense that researchers and data scientists working on societal problems contained a potential corporate fifth column.

President Ronald Reagan officially announced the current drug war in 1982, before crack became an issue in the media or a crisis in poor black neighborhoods. A few years after the drug war was declared, crack began to spread rapidly in the poor black neighborhoods of Los Angeles and later emerged in cities across the country.2 The Reagan administration hired staff to publicize the emergence of crack cocaine in 1985 as part of a strategic effort to build public and legislative support for the war.

Our parents were murdered by a rival Bratva when I was ten, and my brothers have raised me ever since. They left most of my care to a hired staff, but I learned very quickly that the best thing I could do was remain as invisible as possible. The less Konstantin and Osip see me, the better.

What was that, stitched all round his cap?” I asked distractedly. “Feathers. And locks of hair from horse tails.” She was still breathless. I looked askance at her. “It was Patience’s fancy this year. All the boys she hired from Withy to act as pages for the holiday are dressed so. Feathers to bid all our troubles take flight, and horse tail hairs, which is what we will show to our problems as we flee them.” “I…see.” My second lie of the evening. “Well, it’s good that you do, as I certainly don’t. But every Winterfest, it’s something, isn’t it? Do you remember the year that Patience handed out greenwood staffs to every unmarried man who came to the festival? With the length based on her assessment of his masculinity?” I bit down on the laugh that threatened to escape. “I do. Apparently she thought the young ladies needed a clear indication of which men would make the best mates.” Molly lifted her brows. “Perhaps they did. There were six weddings at Springfest that year.

By now you know the drill—build a lab, hire a very senior expert, add bunch of people from customers, suppliers, and universities, bring in a few ex-pats to staff the place, go through some growing pains and learning curves, make some missteps and mistakes and most likely, in two or three years—we will see some positive impact.

rank-and-file staff rarely want to hire people more skilled than themselves.

Over the next couple of years, we built and tested a series of prototypes, started dialogues with leading manufacturers, and added business development and technical staff to our team, including mechanical and aerospace engineers. Our plan was that PAX scientific would be an intellectual-property-creating R & D company. When we identified appropriate market sectors, we would license our patents to outside entrepreneurs or to our own, purpose-built, subsidiaries. Given my previous experience on the receiving end of hostile takeovers, we were determined to maintain control of PAX Scientific and its subsidiaries in their development stages. Creating subsidiaries that were market specific would help, since new investors could buy stock in a more narrowly focused business, without direct dilution of the parent company. We were introduced to fellow Bay Area resident Paul Hawken. A successful entrepreneur, author, and articulate advocate for sustainability and natural capitalism, Paul understood our vision of a parent company that concentrated on research and intellectual property, while separate teams focused on product commercialization. With his own angel investment backing, Paul established a series of companies to market computer, industrial, and automotive fans. PAX assigned worldwide licenses to these companies in exchange for up-front fees and a share of revenue; Paul hired managers and set off to sell fan designs to manufacturers.

A wave of unease traveled the room. Everyone recalled Levi’s memorable introduction to the Surrey City Press. Kim had been a new hire, only on the job a few days. At Levi’s first staff meeting, he’d loudly noted that her byline—Kimmy Jones—made it sound as if she were writing for the school newspaper, which she had been only months before. Adding insult to injury, Levi had handed Kim back a redlined piece she’d done on the 140th anniversary of Benjamin Franklin Savings Bank. From there he’d remarked, “If you rewrite the lead, find a quote worth using, and back off the superlatives, it might not sound like a college student wrote it.” And that was the beginning of Levi St John—expert at handling a newspaper agenda, disturbingly dense in the area of personal communication.

Thane had security covering nearly every inch of his house, but Emerson couldn’t help but follow her nose down to the kitchens, dodging around the busy staff he’d hired for the occasion to find the creamy, rich, sugary smell of wonderfulness that had lured her from his bedroom. She’d left him in a naked, facedown sprawl, dead center on the bed, his bare feet and shins hanging off the end. But for all his efforts—and they were godlike—she wasn’t quite sated.

Five days after the last debate, on October 21, 2016, Politico reported that Clinton’s secretive transition team had “hit the gas pedal,” hiring staff and culling through résumés, while quietly reaching out to key Democrats.96 At

Third, and relatedly, Notes Day was led from within. Many companies hire outside consulting firms to organize their all-staff retreats, and I understand why: Doing them well is a monumental, enormously time-consuming undertaking. But that our own people made Notes Day happen was, I believe, key to its success. Not only did they drive the discussion in meaningful ways, but their involvement also paid its own dividends. Seeing

Mr. Hazlit, won’t you please, please help me find my reticule? It is one of my dearest possessions. I feel horrid for having lost track of it, and I’m too embarrassed to prevail upon anybody else but you to aid me in my hour of need.” She turned her best swain-slaying gaze on him in the moonlight, the look Val had told her never to use on his friends. For good measure, she let a little sincerity into her eyes, because she’d spoken nothing but the truth. “God help me.” Hazlit scrubbed a hand over his face. “Stick to quoting the law with me, please. I might have a prayer of retaining my wits.” She dropped the pleading expression. “You’ll keep our bargain, then?” “I will make an attempt to find this little purse of yours, but there are no guarantees in my work, Miss Windham. Let’s put a limit on the investigation—say, four weeks. If I haven’t found the thing by then, I’ll refund half your money.” “You needn’t.” She rose, relieved to have her business concluded. “I can spare it, and this is important to me.” “Where are you going?” He rose, as well, as manners required. But Maggie had the sense he was also just too… primordial to let a woman go off on her own in the moonlight. “I’m going back to the ballroom. We’ve been out here quite long enough, unless you’re again trying to wiggle out of your obligations?” “No need to be nasty.” He came closer and winged his arm at her. “We’ve had our bit of air, but you’ve yet to tell me anything that would aid me in attaining your goal. What does this reticule look like? Who has seen you with it? Where did you acquire it? When did you last have it?” “All of that?” “That and more if it’s so precious to you,” he said, leading her back toward the more-traveled paths. “That is just a start. I will want to establish who had access to the thing, what valuables it contained, and who might have been motivated to steal it.” “Steal?” She went still, dropping his arm, for this possibility honestly hadn’t occurred to her. She realized, as he replaced her hand on his arm, that she’d held the thought of theft away from her awareness, an unacknowledged fear. “You think somebody would steal a little pin money? People are hung for stealing a few coins, Mr. Hazlit, and transported on those awful ships, and… you think it was a thief?” “You clearly do not.” She was going to let him know in no uncertain terms that no, she could not have been victimized by a thief. She was too careful, too smart. She’d hired only staff with the best references, she seldom had visitors, and such a thing was utterly… “I did not reach that conclusion. I don’t want to.” Voices

How a person treats wait staff speaks volumes about their character and values. If they misbehave in this scenario, you can likely predict how they will react when cut off in traffic, when their luggage is lost, or when life doesn’t go their way. It is also an indicator to CEOs and hiring managers as to whether a person is a viable candidate for being a considerate team player.

Chinese family businesses instinctively thought of ways of hiding income from the tax collector. The situation is quite different in Japan, where the family is weaker and individuals are pulled in different directions by the various vertical authority structures standing above them. The entire Japanese nation, with the emperor at the top, is, in a sense, the ie of all ies, and calls forth a degree of moral obligation and emotional attachment that the Chinese emperor never enjoyed. Unlike the Japanese, the Chinese have had less of a we-against-them attitude toward outsiders and are much more likely to identify with family, lineage, or region as with nation. The dark side to the Japanese sense of nationalism and proclivity to trust one another is their lack of trust for people who are not Japanese. The problems faced by non-Japanese living in Japan, such as the sizable Korean community, have been widely noted. Distrust of non-Japanese is also evident in the practices of many Japanese multinationals operating in other countries. While aspects of the Japanese lean manufacturing system have been imported with great success into the United States, Japanese transplants have been much less successful integrating into local American supplier networks. Japanese auto companies building assembly plants in the United States, for example, have tended to bring over with them the suppliers in their network organizations from Japan. According to one study, some ninety percent of the parts for Japanese cars assembled in America come from Japan or from subsidiaries of Japanese companies in America.43 This is perhaps predictable given the cultural differences between the Japanese assembler and the American subcontractor but has understandably led to hard feelings between the two. To take another example, while Japanese multinationals have hired a great number of native executives to run their overseas businesses, these people are seldom treated like executives at the same level in Japan. An American working for a subdivision of a Japanese company in the United States might aspire to rise within that organization but is very unlikely to be asked to move to Tokyo or even to a higher post outside the United States.44 There are exceptions. Sony America, for example, with its largely American staff, is highly autonomous and often influences its parent in Japan. But by and large, the Japanese radius of trust can be fully extended only to other Japanese.

The New York Times - Daily Edition for Kindle (The New York Times Company) - Clip This Article on Location 970 | Added on Sunday, September 21, 2014 10:35:40 AM Many Veterans Adapt to a Strange World, One With Walls By DAVE PHILIPPS LOS ANGELES — For 30 years after Vietnam, Art Harmon’s address was a dry wash under the 210 freeway, where he tried to forget his tour as a 19-year-old helicopter gunner. “I couldn’t be around human beings anymore,” he said. “I didn’t feel at home anywhere.” Today Mr. Harmon has a one-bedroom apartment in nearby Sun Valley, thanks to what is being described as the largest campaign in history to stamp out homelessness among military veterans, who have constituted as much as a quarter of the nation’s homeless population. Since 2010, the Obama administration has spent $4 billion hiring thousands of staff workers, expanding social services and medical programs, and renting thousands of apartments, seeking to fulfill a pledge by Eric Shinseki, the former secretary of Veterans Affairs, to end veterans’ homelessness by the end

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

The RBC trading floor had what the staff liked to refer to as a “no-asshole rule”; if someone came in the door looking for a job and sounding like a typical Wall Street asshole, they wouldn’t hire him, no matter how much money he said he could make the firm. There was even an expression used to describe the culture: “RBC nice.

ahead of ICAO audit By Tarun Shukla | 527 words New Delhi: India's civil aviation regulator has decided to restructure its safety board and hire airline safety professionals ahead of an audit by the UN's aviation watchdog ICAO (International Civil Aviation Organization). The Directorate General of Civil Aviation (DGCA) announced its intent, and advertised the positions on its website. ICAO told the Indian regulator recently that it would come down to India to conduct an audit, its third in just over a decade, Mint reported on 12 February. Previous ICAO audits had highlighted the paucity of safety inspectors in DGCA. After its 2006 and 2012 audits, ICAO had placed the country in its list of 13 worst-performing nations. US regulator Federal Aviation Authority followed ICAO's 2012 audit with its own and downgraded India, effectively barring new flights to the US by Indian airlines. FAA is expected to visit India in the summer to review its downgrade. The result of the ICAO and FAA audits will have a bearing on the ability of existing Indian airlines to operate more flights to the US and some international destinations and on new airlines' ability to start flights to these destinations. The regulator plans to hire three directors of safety on short-term contracts to be part of the accident investigation board, according to the information on DGCA's website. This is first time the DGCA is hiring external staff for this board, which is critical to ascertain the reasoning for any crashes, misses or other safety related events in the country. These officers, the DGCA said on its website, must have at least 12 years of experience in aviation, specifically on the technical aspects, and have a degree in aeronautical engineering. DGCA has been asked by international regulators to hire at least 75 flight inspectors. It has only 51. India's private airlines offer better pay and perks to inspectors compared with DGCA. The aviation ministry told DGCA in January to speed up the recruitment and do whatever was necessary to get more inspectors on board, a government official said, speaking on condition of anonymity. DGCA has also announced it will hire flight operations inspectors as consultants on a short-term basis for a period of one year with a fixed remuneration of `1.25 lakh per month. "There will be a review after six months and subsequent continuation will be decided on the basis of outcome of the review," DGCA said in its advertisement. The remuneration of `1.25 lakh is higher than the salary of many existing DGCA officers. In its 2006 audit, ICAO said it found that "a number of final reports of accident and serious incident investigations carried out by the DGCA were not sent to the (member) states concerned or to ICAO when it was applicable". DGCA had also "not established a voluntary incident reporting system to facilitate the collection of safety information that may not otherwise be captured by the state's mandatory incident reporting system". In response, DGCA "submitted a corrective action plan which was never implemented", said Mohan Ranganthan, an aviation safety analyst and former member of government appointed safety council, said of DGCA. He added that the regulator will be caught out this time. Restructuring DGCA is the key to better air safety, said former director general of civil aviation M.R. Sivaraman. Hotel industry growth is expected to strengthen to 9-11% in 2015-16: Icra By P.R. Sanjai | 304 words Mumbai: Rating agency Icra Ltd on Monday said Indian hotel industry revenue growth is expected to strengthen to 9-11% in 2015-16, driven by a modest increase in occupancy and small increase in rates. "Industry wide revenues are expected to grow by 5-8% in 2014-15. Over the next 12 months, Icra expects RevPAR (revenue per available room) to improve by 7-8% driven by up to 5% pickup in occupancies and 2-3% growth in average room rates (ARR)," Icra said. Further, margins are expected to remain largely flat for 2014-15 while

Company To Experiment With Valuing Employees 148 words SAN DIEGO—Cautioning that the initiative was being instituted on a trial basis only, Forrest Logistics CEO Wayne Gartner announced Thursday that the company had recently begun experimenting with valuing its employees. “For the next three months, we’ll be treating our workers as skilled professionals we appreciate having on our staff instead of as disposable laborers whose morale could not matter less to us,” said Gartner, telling reporters that during this provisional period, management would be assessing the long-term viability of constructively addressing employee concerns and creating an overall positive work environment. “This is completely new to us, obviously, but that’s why we’re just testing it out. If need be, we can go back to essentially telling our workers that they’re lucky we hired them in the first place.” At press time, the initiative had been canceled after estimates revealed it would cost the company upwards of $2,500 annually.

Ready for Hillary aides were ecstatic about the new jobs they were going to get on the Clinton campaign. Not only had Hillary declared her desire to hire them, but Podesta also gave verbal assurances to Smith and Parkhomenko that the RFH staff would be brought on board. “There will be no gaps in your paychecks,” Podesta said. The RFH upstarts began looking at apartments in Brooklyn. Parkhomenko told his team members that they would each get a call from a hiring authority on the campaign—it might not be for the job at the top of their wish list, but they would be taken care of.

If you are searching for security guard job in UK contact us, we are hiring all security guard including manned guarding security, event security, static guard and much more. Most reliable and helpful staff always available for your need. If you would like to discuss your security requirements or wish to speak to a member of our team please feel free to get in touch today. Head office: 01325 464340 National free phone: 0800 7720 519 info@ga-security.co.uk

Michelangelo then summarily fired his Roman staff of assistants. He next sent for five longtime friends, all artists with experience in fresco work, to come in from Florence for the duration of the project. Some would later on be replaced, but Buonarroti hired only Florentine helpers with tightly closed lips, so that none of the Roman spies could find out what he was really putting up on the Sistine ceiling.

Book Mechanical Bull for hire at just $550.00 from Smack Amusements in Brisbane and fill your party or event with fun, this bull operates by trained staff and the ring fully inflatable for your safety.

If you aren't hiring, the only way for your business to grow is for your people to grow.

When you’re a freelancer, your reputation is always on the line. You have skin in the game, and the stakes are high. You’re fired up about every job because if you don’t do a good job, the client doesn’t have to hire you again. There’s a direct relationship between the work you do and your future with the client. On the other hand, if you’re on staff, you get paid whether the work is great or not.

There are downsides to working at consultancies. The most common: Career development-wise, these companies usually don’t offer paths to above staff engineer-level, which is one step above senior engineer. The scope of work is limited to what the customer sets. Consultancies are generally hired for projects that a customer considers to be outside its core competency. Not much focus on good software engineering practices. Clients pay for short-term results, not for a developer to work on long-term things like reducing tech debt. It might be hard to switch to product-focused companies later. Companies that build products like Big Tech, startups, and scaleups tend to have very different cultures where maintainability is important, as is taking the initiative. Working at a consultancy for too long can make the switch to these places harder.

The Importance of Bookkeeping Services for Doctors Managing the financial side of a medical practice can be challenging for doctors, as they are often focused on providing quality patient care. However, maintaining accurate financial records is essential for the success of any healthcare practice. Bookkeeping services tailored specifically for doctors help ensure that their financial transactions are organized, compliant, and manageable, allowing them to focus on what they do best—caring for patients. Why Doctors Need Specialized Bookkeeping Services Doctors face unique financial complexities, such as billing for medical services, managing insurance claims, handling payroll for staff, and keeping track of medical supplies and equipment. Additionally, they must ensure compliance with healthcare regulations and tax laws. Professional bookkeeping services designed for doctors take these unique needs into account, helping physicians streamline their financial operations. As a result, they can avoid errors, reduce administrative burdens, and improve cash flow. Accurate Billing and Cash Flow Management One of the key challenges doctors face is managing billing and cash flow. With a constant flow of patients and complex insurance claims, maintaining an accurate record of all transactions is essential. Bookkeeping services ensure that billing is handled efficiently, minimizing delays in receiving payments. This service also helps manage insurance claims, reducing errors that could lead to delayed reimbursements. By keeping track of revenue and expenses, bookkeepers ensure that doctors maintain a healthy cash flow. Tax Compliance and Planning Doctors often qualify for specific tax deductions related to medical equipment, staff salaries, and office expenses. However, navigating the complexities of healthcare tax regulations can be difficult. Bookkeeping services help doctors stay compliant by keeping their financial records organized and accurate, making it easier to file taxes and take advantage of available deductions. Additionally, bookkeepers can assist in planning for tax obligations throughout the year, ensuring that there are no surprises during tax season. Financial Reporting for Growth Bookkeeping services also provide doctors with valuable financial reports that offer insights into their practice’s performance. By analyzing income, expenses, and cash flow trends, doctors can make more informed decisions about expanding services, hiring staff, or investing in new equipment. These reports give a clear picture of the financial health of the practice, enabling better long-term planning. In conclusion, specialized bookkeeping services for doctors are essential for maintaining accurate financial records, ensuring tax compliance, and improving cash flow. By outsourcing bookkeeping tasks, doctors can focus more on patient care while gaining peace of mind that their financials are in order.

raising funding also has the potential to save you years. As Craig Hewett, the founder of Castos, told me, funding allows you to “live in the future” by making investments you otherwise would have had to wait for. When Craig Hewett raised money for Castos, he spent it on hiring senior sales and development team members rather than the juniors many startups are forced to hire because of a lack of cash. This allowed Castos to make progress fast. Ruben Gamez, the founder of SignWell, used funding to invest in compliance (SOC2 Type 2 and HIPAA). They would have done so eventually, but they wouldn’t have been able to afford it until later. This investment allowed them to start closing major deals sooner and grow faster. Strategic hiring can be another way to spend funds. Jordan Gal, the founder of Rally, hired a chief of staff almost from day one. He told me, “Money allows you to hire in such a way that you, as the founder, can focus on whatever your superpower is, with far fewer distractions than when bootstrapped.” Derrick Reimer of SavvyCal burst into a crowded scheduling space by investing funds into SEO and marketing earlier than he would have been able to if he was purely bootstrapped. This potentially shaved a year or more off his marketing efforts. Those are just a few of the ways funding can help when applied strategically.

Tax Consultants for the Medical Industry: A Specialized Service The medical industry is known for its complexity, especially when it comes to taxes. Healthcare professionals, whether running private practices or working in hospitals, often encounter unique tax challenges. This is where tax consultants who specialize in the medical industry come into play. Understanding Medical Industry Tax Regulations Tax regulations affecting the medical industry differ significantly from other sectors. From managing equipment expenses to handling employee benefits, healthcare providers face a myriad of financial obligations. Moreover, understanding how tax laws apply to medical practices ensures compliance with government regulations. A tax consultant with expertise in this industry can assist in navigating these intricate tax codes, ensuring accurate reporting and timely filing. Maximizing Deductions for Healthcare Providers One of the primary reasons healthcare professionals hire tax consultants is to maximize their deductions. Many medical practitioners are unaware of the potential tax-saving opportunities available to them. For example, medical equipment depreciation, office space rental, and staff salaries are just a few of the deductible expenses. Tax consultants ensure that healthcare providers take advantage of every tax break they qualify for. Staying Updated with Changing Tax Laws Tax laws, particularly those impacting the medical industry, are constantly evolving. It can be difficult for healthcare providers to stay up to date with these changes. By working with a specialized tax consultant, they can ensure compliance with new regulations and avoid costly penalties. These professionals help medical practitioners focus on their patients while handling the financial complexities in the background. In conclusion, tax consultants provide essential services to the medical industry. Their expertise ensures that healthcare professionals meet their tax obligations efficiently, saving both time and money.

The store was filled with shelves; the shelves were filled with products; the staff was hired from in and around Yellowton; the wheel stops were installed in the parking lots; signs that said Compact Only were painted on those spots, though of course, no one meant it.

(Guy Strait once described the conversion of a struggling venue into a gay bar by way of hiring the right staff as turning it on.)

it is much cheaper for corporations to hire diversity experts ‘to lecture staff about their alleged racism than it is to offer them better pay and working conditions’.

Kenton County began shuttling inmates from 104 directly to the LLC to avoid the perilous bus trip. The day before I met Webb-Edgington, eleven people from the jail arrived. LLC staff fed them, then got busy finding them beds in sober-living houses. They fitted a couple for eyeglasses. One man was wearing only shorts; outside, the temperature was 21 degrees. LLC staff dug him up a pair of pants. Kenton County jailer Terry Carl hired a social worker to sign inmates up for Medicaid. They often asked her for dental care, too. Ravaged teeth were as public a sign of street addiction as visible tattoos. Improved smiles, on the other hand, helped their confidence; then they dressed better and they got their hair cut, too. Some of them got tattoos removed by Jo Martin, who in the winter of 2019, three years after being turned away, moved her lasers into an office at the LLC. Jason Merrick imagined now what he called “recovery-ready communities”—towns geared to helping addicts recover. “This is what rehabilitation looks like,” Merrick told me. “It’s a full continuum of care, not just punishment.

Choice of profession also no longer guarantees a high social status. This is bound up, among other things, with fragmented processes of downward mobility within occupational groups. A senior teacher earns a relatively comfortable income and need not worry about the future; they may even be able to retire early. In the same school and in the same class, however, there is possibly also a younger teacher on a temporary contract who has to claim unemployment benefit during the summer vacation and has no prospects for permanent employment. (Many German states now rely on a growing number of flexible teachers who are no longer guaranteed permanent positions.) In the postal service, too, although there are still many permanent employees, newly hired staff generally are not offered any job security (cf. Chapter 5). Among certain occupational groups the differences can be tremendous, as with journalists, for example. Those who began working at major German publications like Stern, Spiegel or Die Zeit ten or twenty years ago could expect a secure future. In the big publishing houses today, on the other hand, not only have precarious jobs and poorly paid groups of online writers proliferated, but not even the established staff can feel secure any more. A growing share belong to the ‘media precariat’ and earn less than €30,000 per year.99 Another example is that of lawyers, formerly the very model of status and prosperity. This professional group now divides into those who continue to earn good money and enjoy a high social prestige while employed in large offices or working for corporations, and a growing flock of precarious self-employed legal professionals, who fail to gain a steady footing in an over-filled market.

Carry individual items as opposed to whole lines. We wouldn’t try to carry a whole line of spices, or bag candy, or vitamins. Each SKU (a single size of a single flavor of a single item) had to justify itself, as opposed to riding piggyback into the stores just so we had a “complete” line. Depth of assortment now was of no interest. As soon as Fair Trade ended in 1978, we began to get rid of the hundred brands of Scotch, seventy brands of bourbon, and fifty brands of gin. And slowly (it was like pulling teeth) we dismantled the broad assortment of California boutique wines. No fixtures. By 1982, the store would have most of its merchandise displayed in stacks with very little shelving. This implied a lower SKU count: a high-SKU store needs lots of shelves. The average supermarket carries about 27,000 SKUs in 30,000 square feet of sales area, or roughly one SKU per square foot. Trader Joe’s, by 1988, carried one SKU per five square feet! Price-Costco, one of my heroes, carried about one SKU per twenty square feet. As much as possible I wanted products to be displayed in the same cartons in which they were shipped by the manufacturers. This was already a key element in our wine merchandising. Each SKU would stand on its own two feet as a profit center. We would earn a gross profit on each SKU that was justified by the cost of handling that item. There would be no “loss leaders.” Above all we would not carry any item unless we could be outstanding in terms of price (and make a profit at that price per #7) or uniqueness. By the end of 1977, we increased the size of the buying staff, adding one very key person, Doug Rauch, whom we hired out of the wholesale health food trade. Leroy, Frank Kono, Bob Berning, and Doug rolled out Five Year Plan ’77, which for purposes of this history I call Mac the Knife. Back in those days we had no idea how sharp that knife would become! We just wanted to survive deregulation. Everything now depended on buying. So here we go into the next chapter, Intensive Buying.

He began, “I know that the next couple of hours might be tedious, and that there are a hundred other things we’d all rather be doing right now. But let’s keep a few things in mind while we’re here today. First, our competitors are hoping we get this wrong. They’re hoping we underallocate resources for advertising, or hire too many administrative staff. And our employees are desperate for us to get this right, because every decision we make today has a profound impact on someone’s job, not to mention their morale. In their minds, our credibility is on the line. And finally, I don’t want to be sitting at my desk nine months from now thinking, ‘Why didn’t I pay closer attention during that budget review?’ So let’s sit forward in our seats and do this right so we can feel good about it for the rest of the year.

While legislators kept increasing jail time for offenses, they appropriated funds insufficient to build additional jails or prisons, or hire staff, or pay probation officers. As a result, judges were hesitant to throw anyone but the most dangerous into jail—it was simply too expensive to give offenders three-hots-and-a-cot for every little offense, and the overcrowding was serious.

If you hear someone at the water cooler say, “black people are always late,” you can definitely say, “Hey, that’s racist” but you can also add, “and it contributes to false beliefs about black workers that keeps them from even being interviewed for jobs, while white workers can be late or on time, but will always be judged individually with no risk of damaging job prospects for other white people seeking employment.” That also makes it less likely that someone will brush you off saying “Hey, it’s not that big of a deal, don’t be so sensitive.” Tying racism to its systemic causes and effects will help others see the important difference between systemic racism, and anti-white bigotry. In addition, the more practice you have at tying individual racism to the system that gives it power, the more you will be able to see all the ways in which you can make a difference. Yes, you can demand that the teacher shouting racial slurs at Hispanic kids should be fired, but you can also ask what that school’s suspension rate for Hispanic kids is, ask how many teachers of color they have on staff, and ask that their policies be reviewed and reformed. Yes, you can definitely report your racist coworker to HR, but you can also ask your company management what processes they have in place to minimize racial bias in their hiring process, you can ask for more diversity in management and cultural sensitivity training for staff, and you can ask what procedures they have in place to handle allegations of racial discrimination. When we look at racism as a system, it becomes much

to hire a “strong leader,” as she put it, with the hope that whoever it was would take charge of an inefficient staff. However, within months some were complaining of Jim’s bullying. Sandy, who directed the youth ministry, said, “I’ve never seen a worse bedside presence. He has no empathy, only opinions.” Dick, a longtime pastor of discipleship, cited Jim’s condescension in their meetings with one another, even though Jim was younger and had no ministry experience prior to this role. When Denise sat down to discuss these issues with Jim, he allowed little time before he launched into a

Jim was an executive pastor whose success in the business world made him an attractive hire for Denise, serving in her first lead pastor role at a larger urban church. Having never managed a large staff, Denise looked