Internal Newsletter Quotes

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.

Leonard H. Stringfield 1)Retrievals of the Third Kind: A Case Study of Alleged UFOs and Occupants in Military Custody. The first formal research paper presented publicly on the subject of UFO crash/retrievals at the MUFON Symposium, Dayton, Ohio, July, 1978. Original edition, dated April, 1978, was published in MUFON Proceedings (1978). Address: MUFON, 103 Oldtowne Road, Seguin, Texas 78155. If available, price___________. 2)Retrievals of the Third Kind: A Case Study of Alleged UFOs and Occupants in Military Custody,Status Report I. Revised edition, July, 1978, word processed copy, 34 pages. Available at author's address. See below. Price, USA___________. 3)UFO Crash/Retrieval Syndrome, Status Report II. Published by MUFON. Flexible cover, typeset, illustrations, 37 pages. Available only at MUFON address: 103 Oldtowne Road, Seguin, Texas 78155. Price, USA___________. 4)UFO Crash/Retrievals: Amassing the Evidence, Status Report III, June 1982; flexible cover, typeset, illustrations, 53 pages. Available from author's address. See below. Price, USA___________. 5)The Fatal Encounter at Ft. Dix -- McGuire: A Case Study, Status Report IV, June, 1985. Paper presented at MUFON Symposium, St. Louis, Missouri, 1985. Xeroxed copy, 26 pages. Available at author's address. See below. Price, USA___________. 6)UFO Crash/Retrievals: Is the Coverup Lid Lifting? Status Report V. Published in MUFON UFO Journal, January, 1989, with updated addendum. Xeroxed copy, 23 pages. Available at author's address. See below. Price, USA___________. 7)Inside Saucer Post, 3-0 Blue. Book privately published, 1957. Review of author's early research and cooperative association with the Air Defense Command Filter Center, using code name, FOX TROT KILO 3-0 BLUE. Flexible cover, typeset, illustrations, 94 pages. Available from author's address. See below. Price, USA___________. 8)Situation Red: The UFO Siege. Hardcover book published by Doubleday & Co., 1977. Paperback edition published by Fawcett Crest Books, 1977. Also foreign publishers. Out of print, not available. 9)Orbit Newsletter, published monthly, 1954-1957, by author for international sale and distribution. Set of 36 issues. Some issues out of stock, duplicated by xerox. Available at author's address -- see below. Price of set, USA___________. 10)UFO Crash/Retrievals: The Inner Sanctum, Status Report VI, July, 1991; flexible cover, book length, 81.000 words, 142 (8-1/2 X 11) pages, illustrated. Privately published. Available from author's address. See below. Price, USA___________. Prices include postage and handling. Mailings to Canada, add 500 for each item ordered. All foreign orders, payable U.S. funds, International money order or draft on U.S. Bank. Recommend Air Mail outside U.S. territories. Check on price. Leonard H. Stringfield 4412 Grove Avenue Cincinnati, Ohio 45227 USA Telephone: (513) 271-4248

Al-Shabaab seemed right about many things. The newsletter said that international aid was brought to ruin Somali agriculture and to make people dependent on foreign food; both had indeed been side effects of the relief effort. They said that the West wanted Somalis to be held in ‘camps, like animals’, which could be an accurate description of Dadaab. Most of all though, it was the rhetorical question posed in the newsletter that had the biggest impact among Guled’s traumatized generation: ‘Why invade a country that has been fighting a civil war for a decade and a half the moment they have decided to live in peace?’ The Islamic Courts Union had brought peace. It had been wildly popular and Somalis resented the US-sponsored Ethiopian invasion. ‘The United States cannot abide a situation in which Islam is the solution,’ the newsletter argued. And to many that seemed like the truth. The

Become a Member of the DONA International (Cost for 1 year is $50, 2 years $85, and years $125) Though you are not required to join DONA International until you apply for certification, it will do you good to become a member. There are benefits that you can get including a subscription to the quarterly magazine and newsletter, discounts on certification packets and conference fees, and eDoula.

course, I loved it”: Ibid. “It fairly well takes the position”: The New York Times, May 23, 1963. He came across the Atlantic: Author interview with Jacqueline Grobarek, October 2013. “if it had not been for”: Peter, Zyklus, unpaginated. “A mighty good American”: Newsletter, The Charles Hancock Reed Papers. “He lives through the Regiment”: Ibid. “He was a peaceful, kind person”: Author interview with Anne Stewart, October 2013. “It was 34 years”: Ibid. The international Lipizzaner registry: Current numbers of Lipizzaners comes from an email interview with Karin Mayrhofer, press spokeswoman for the Spanish Riding School, Vienna.

On October 26, 2016—less than two weeks to election day—travel writer Zach Everson covered the ribbon cutting at the Trump International Hotel in the Old Post Office building in Washington, DC, just a few blocks from the White House. Everson frequently covered hotel openings, which often featured lavish food spreads and “the owners sipping champagne with a few travel writers.” But this one was different. A horde of political reporters trailed Donald and Ivanka Trump as they toured the hotel. “The political reporters were amazed they had complimentary pastries,” Everson said in an interview. 1 A couple months later, Everson got an assignment from Condé Nast Traveller to cover the growing political and social scene at the hotel. In the course of researching that story, Everson booked a night at the hotel. One of his fellow guests told Everson he was about to leave for a restaurant outside the hotel, when he noticed workers polishing the banisters and the manager nervously pacing. The guest concluded, correctly, that the president was on his way, cancelled his outside reservation, and ate at the hotel instead. To track presidential comings and goings for his story, Everson started monitoring social media feeds. And he noticed something: not even a year into Trump’s presidency, the hotel had become a unique locale in Washington. “It became like Melville’s white whale,” Everson said. “If you want it to be your opportunity and a place for you to go and rub elbows with the President, it’s that. If you’re a lobbyist or a businessman or a foreign leader and want to portray you are close to the president, it’s that too. It’s everything you hate or love about Donald Trump.” Everson quit travel writing to cover, full time, the Trump International Hotel. He began publishing a newsletter, 1100 Pennsylvania Avenue. He had plenty of material.

There is the documentary Sensitive: The Untold Story and the feature film, Sensitive and in Love. There have been twice-a-year HSP Gathering Retreats, frequent international research conferences, and numerous seminars and webinars for the public on the subject in the U.S. and Europe, plus YouTube videos, books, magazines, newsletters, and websites, and all sorts of services exclusively for highly sensitive persons—most good and some, well, not as good.

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.” Now he’ll sell his family’s land. Has to, he says. He is still paying off his mortgage.7 In some respects, Prestwood’s case is not unusual. Often people do not diversify at all, and sometimes employees invest a lot of their money in their employer’s stock. Amazing but true: five million Americans have more than 60 percent of their retirement savings in company stock.8 This concentration is risky on two counts. First, a single security is much riskier than the portfolios offered by mutual funds. Second, as employees of Enron and WorldCom discovered the hard way, workers risk losing both their jobs and the bulk of their retirement savings all at once.

Diana was on a conference call with the chairman of the board of an international professional association. She listened as he listed problem after problem: staff members are critical of each other and of members; there is little collaboration among staff and board members; no one is willing to go the extra mile; everyone complains about the cost of membership; members seldom volunteer to serve on committees or to write articles for the newsletter. The list of problems went on and on. Diana gently interrupted the habitual tirade: Diana: May I share my reflections and ask a question? Peter: Yes. Diana: I hear that you are very frustrated and feeling somewhat overwhelmed with all the problems people bring to you. Peter: Yes. Diana: I wonder what it is that you really want. You have described in detail what you do not want—all the problems. I am curious, what do you want for the association, its members, and the board and the staff? Peter: That is quite easy. I would like more members who are actively engaged. Diana: That is a clear and exciting image for the future. I suggest that you begin an inquiry into “Engaged Membership.” Ask members of the board, the staff, and the association to share stories of when they have been highly engaged as members of the association and/or as members of another organization, team, or community. Ask them who or what led them to be so engaged. What did they do and contribute? How did leadership encourage and support their engagement? How did it feel? What were the benefits to them and to others? What ideas do they have to enhance engaged membership in the association? Peter: That is a very different approach. Diana: Yes, when you flip problems and ask about what you really want, two things happen. One, people learn what it is that you stand for as a leader. They learn what you expect of them. In your case it is “Engaged Membership.” And two, you get more of want you want. When people know what is wanted and expected for success, they do it.