Joined New Job Quotes

The filigreed iron gates of the Navy Yard were open wide between two pillars that featured large spread-winged eagles on orbs. Men were standing around as women came out together in their overalls after their shifts. Before the war women didn’t work at the Navy Yard, but with men joining up or drafted and a new campaign with a poster of 'Rosie the Riveter' it did its job encouraging woman to work outside the home for the war effort.

It is a bit of a cliché to characterize life as a rambling journey on which we can alter our course at any given time--by the slightest turn of the wheel, the wisdom goes, we influence the chain of events and thus recast our destiny with new cohorts, circumstances, and discoveries. But for the most of us, life is nothing like that. Instead, we have a few brief periods when we are offered a handful of discrete options. Do I take this job or that job? In Chicago or New York? Do I join this circle of friends or that one, and with whom do I go home at the end of the night? And does one make time for children now? Or later? Or later still? In that sense, life is less like a journey than it is a game of honeymoon bridge. In our twenties, when there is still so much time ahead of us, time that seems ample for a hundred indecisions, for a hundred visions and revisions--we draw a card, and we must decide right then and there whether to keep that card and discard the next, or discard the first card and keep the second. And before we know it, the deck has been played out and the decisions we have just made shape our lives for decades to come.

We are now ready to tackle Dickens. We are now ready to embrace Dickens. We are now ready to bask in Dickens. In our dealings with Jane Austen we had to make a certain effort to join the ladies in the drawing room. In the case of Dickens we remain at table with our tawny port. With Dickens we expand. It seems to me that Jane Austen's fiction had been a charming re-arrangement of old-fashioned values. In the case of Dickens, the values are new. Modern authors still get drunk on his vintage. Here, there is no problem of approach as with Austen, no courtship, no dallying. We just surrender ourselves to Dickens' voice--that is all. If it were possible I would like to devote fifty minutes of every class meeting to mute meditation, concentration, and admiration of Dickens. However my job is to direct and rationalize those meditations, that admiration. All we have to do when reading Bleak House is to relax and let our spines take over. Although we read with our minds, the seat of artistic delight is between the shoulder-blades. That little shiver behind is quite certainly the highest form of emotion that humanity has attained when evolving pure art and pure science. Let us worship the spine and its tingle. Let us be proud of being vertebrates, for we are vertebrates tipped at the head with a divine flame. The brain only continues the spine, the wick really runs through the whole length of the candle. If we are not capable of enjoying that shiver, if we cannot enjoy literature, then let us give up the whole thing and concentrate on our comics, our videos, our books-of-the-week. But I think Dickens will prove stronger.

This election is about the past vs. the future. It's about whether we settle for the same divisions and distractions and drama that passes for politics today or whether we reach for a politics of common sense and innovation, a politics of shared sacrifice and shared prosperity. There are those who will continue to tell us that we can't do this, that we can't have what we're looking for, that we can't have what we want, that we're peddling false hopes. But here is what I know. I know that when people say we can't overcome all the big money and influence in Washington, I think of that elderly woman who sent me a contribution the other day, an envelope that had a money order for $3.01 along with a verse of scripture tucked inside the envelope. So don't tell us change isn't possible. That woman knows change is possible. When I hear the cynical talk that blacks and whites and Latinos can't join together and work together, I'm reminded of the Latino brothers and sisters I organized with and stood with and fought with side by side for jobs and justice on the streets of Chicago. So don't tell us change can't happen. When I hear that we'll never overcome the racial divide in our politics, I think about that Republican woman who used to work for Strom Thurmond, who is now devoted to educating inner city-children and who went out into the streets of South Carolina and knocked on doors for this campaign. Don't tell me we can't change. Yes, we can. Yes, we can change. Yes, we can. Yes, we can heal this nation. Yes, we can seize our future. And as we leave this great state with a new wind at our backs and we take this journey across this great country, a country we love, with the message we carry from the plains of Iowa to the hills of New Hampshire, from the Nevada desert to the South Carolina coast, the same message we had when we were up and when we were down, that out of many, we are one; that while we breathe, we will hope. And where we are met with cynicism and doubt and fear and those who tell us that we can't, we will respond with that timeless creed that sums up the spirit of the American people in three simple words -- yes, we can.

And so, like any emotionally cornered woman, I did something extreme. I joined eLove.com to try to find someone special—or not horrible—for New Year's. The internet had found me everything else of import over the last few years: An apartment, a job, a car… that Kate Spade bag. So, yes, I had some confidence in the internet.

Top academic institutions are wonderful, but there are unrecognized benefits to not coming out of one. Grads from top schools are funneled into high-income 80-hour-per-week jobs, and 15–30 years of soul-crushing work has been accepted as the default path. How do I know? I’ve been there and

It’s amazing to think where adventure can lead when you trust your crazy ideas, when you’re bold enough to look at only what lies ahead of you. I don’t want the normal life. I don’t want to go to college because it’s the next practical step, just to join the pack, just to follow a leader. I don’t want to sit inside a room under fluorescent lights and study and read and memorize other people’s ideas about the world. I want to form my own ideas. I want to experience the world with my own eyes. I’m not going to follow my old friends to avoid the effort of making new ones. I don’t want to settle for any job just to get a paycheck, just to pay rent, just to need furniture and cable and more bills and be tied down with routine and monotony. I don’t want to own things because they’ll eventually start to own me. Most importantly, I don’t want to be told who I am or who I should be. I want to find myself—the bits and pieces that are scattered in places and in people waiting to meet me. If I fall down, I’ll learn how to pick myself up again. You need to fall apart once in a while before you understand how you best fit together.

I even have a welcoming speech prepared for fear, which I deliver right before embarking upon any new project or big adventure. It goes something like this: “Dearest Fear: Creativity and I are about to go on a road trip together. I understand you’ll be joining us, because you always do. I acknowledge that you believe you have an important job to do in my life, and that you take your job seriously. Apparently your job is to induce complete panic whenever I’m about to do anything interesting—and, may I say, you are superb at your job. So by all means, keep doing your job, if you feel you must. But I will also be doing my job on this road trip, which is to work hard and stay focused. And Creativity will be doing its job, which is to remain stimulating and inspiring. There’s plenty of room in this vehicle for all of us, so make yourself at home, but understand this: Creativity and I are the only ones who will be making any decisions along the way. I recognize and respect that you are part of this family, and so I will never exclude you from our activities, but still—your suggestions will never be followed. You’re allowed to have a seat, and you’re allowed to have a voice, but you are not allowed to have a vote. You’re not allowed to touch the road maps; you’re not allowed to suggest detours; you’re not allowed to fiddle with the temperature. Dude, you’re not even allowed to touch the radio. But above all else, my dear old familiar friend, you are absolutely forbidden to drive.

10 ways to raise a wild child. Not everyone wants to raise wild, free thinking children. But for those of you who do, here's my tips: 1. Create safe space for them to be outside for a least an hour a day. Preferable barefoot & muddy. 2. Provide them with toys made of natural materials. Silks, wood, wool, etc...Toys that encourage them to use their imagination. If you're looking for ideas, Google: 'Waldorf Toys'. Avoid noisy plastic toys. Yea, maybe they'll learn their alphabet from the talking toys, but at the expense of their own unique thoughts. Plastic toys that talk and iPads in cribs should be illegal. Seriously! 3. Limit screen time. If you think you can manage video game time and your kids will be the rare ones that don't get addicted, then go for it. I'm not that good so we just avoid them completely. There's no cable in our house and no video games. The result is that my kids like being outside cause it's boring inside...hah! Best plan ever! No kid is going to remember that great day of video games or TV. Send them outside! 4. Feed them foods that support life. Fluoride free water, GMO free organic foods, snacks free of harsh preservatives and refined sugars. Good oils that support healthy brain development. Eat to live! 5. Don't helicopter parent. Stay connected and tuned into their needs and safety, but don't hover. Kids like adults need space to roam and explore without the constant voice of an adult telling them what to do. Give them freedom! 6. Read to them. Kids don't do what they are told, they do what they see. If you're on your phone all the time, they will likely be doing the same thing some day. If you're reading, writing and creating your art (painting, cooking...whatever your art is) they will likely want to join you. It's like Emilie Buchwald said, "Children become readers in the laps of their parents (or guardians)." - it's so true! 7. Let them speak their truth. Don't assume that because they are young that you know more than them. They were born into a different time than you. Give them room to respectfully speak their mind and not feel like you're going to attack them. You'll be surprised what you might learn. 8. Freedom to learn. I realize that not everyone can homeschool, but damn, if you can, do it! Our current schools system is far from the best ever. Our kids deserve better. We simply can't expect our children to all learn the same things in the same way. Not every kid is the same. The current system does not support the unique gifts of our children. How can they with so many kids in one classroom. It's no fault of the teachers, they are doing the best they can. Too many kids and not enough parent involvement. If you send your kids to school and expect they are getting all they need, you are sadly mistaken. Don't let the public school system raise your kids, it's not their job, it's yours! 9. Skip the fear based parenting tactics. It may work short term. But the long term results will be devastating to the child's ability to be open and truthful with you. Children need guidance, but scaring them into listening is just lazy. Find new ways to get through to your kids. Be creative! 10. There's no perfect way to be a parent, but there's a million ways to be a good one. Just because every other parent is doing it, doesn't mean it's right for you and your child. Don't let other people's opinions and judgments influence how you're going to treat your kid. Be brave enough to question everything until you find what works for you. Don't be lazy! Fight your urge to be passive about the things that matter. Don't give up on your kid. This is the most important work you'll ever do. Give it everything you have.

In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him

an empathic and patient listener, coaxing each of us through the maze of our feelings, separating out our weapons from our wounds. He cautioned us when we got too lawyerly and posited careful questions intended to get us to think hard about why we felt the way we felt. Slowly, over hours of talking, the knot began to loosen. Each time Barack and I left his office, we felt a bit more connected. I began to see that there were ways I could be happier and that they didn’t necessarily need to come from Barack’s quitting politics in order to take some nine-to-six foundation job. (If anything, our counseling sessions had shown me that this was an unrealistic expectation.) I began to see how I’d been stoking the most negative parts of myself, caught up in the notion that everything was unfair and then assiduously, like a Harvard-trained lawyer, collecting evidence to feed that hypothesis. I now tried out a new hypothesis: It was possible that I was more in charge of my happiness than I was allowing myself to be. I was too busy resenting Barack for managing to fit workouts into his schedule, for example, to even begin figuring out how to exercise regularly myself. I spent so much energy stewing over whether or not he’d make it home for dinner that dinners, with or without him, were no longer fun. This was my pivot point, my moment of self-arrest. Like a climber about to slip off an icy peak, I drove my ax into the ground. That isn’t to say that Barack didn’t make his own adjustments—counseling helped him to see the gaps in how we communicated, and he worked to be better at it—but I made mine, and they helped me, which then helped us. For starters, I recommitted myself to being healthy. Barack and I belonged to the same gym, run by a jovial and motivating athletic trainer named Cornell McClellan. I’d worked out with Cornell for a couple of years, but having children had changed my regular routine. My fix for this came in the form of my ever-giving mother, who still worked full-time but volunteered to start coming over to our house at 4:45 in the morning several days a week so that I could run out to Cornell’s and join a girlfriend for a 5:00 a.m. workout and then be home by 6:30 to get the girls up and ready for their days. This new regimen changed everything: Calmness and strength, two things I feared I was losing, were now back. When it came to the home-for-dinner dilemma, I installed new boundaries, ones that worked better for me and the girls. We made our schedule and stuck to it. Dinner each night was at 6:30. Baths were at 7:00, followed by books, cuddling, and lights-out at 8:00 sharp. The routine was ironclad, which put the weight of responsibility on Barack to either make it on time or not. For me, this made so much more sense than holding off dinner or having the girls wait up sleepily for a hug. It went back to my wishes for them to grow up strong and centered and also unaccommodating to any form of old-school patriarchy: I didn’t want them ever to believe that life began when the man of the house arrived home. We didn’t wait for Dad. It was his job now to catch up with

Thank you," he said. "Welcome. Welcome especially to Mr. Coyle Mathis and the other men and women of Forster Hollow who are going to be employed at this rather strikingly energy-inefficient plant. It's a long way from Forster Hollow, isn't it?" "So, yes, welcome," he said. "Welcome to the middle class! That's what I want to say. Although, quickly, before I go any further, I also want to say to Mr. Mathis here in the front row: I know you don't like me. And I don't like you. But, you know, back when you were refusing to have anything to do with us, I respected that. I didn't like it, but I had respect for your position. For your independence. You see, because I actually came from a place a little bit like Forster Hollow myself, before I joined the middle class. And, now you're middle-class, too, and I want to welcome you all, because it's a wonderful thing, our American middle class. It's the mainstay of economies all around the globe!" "And now that you've got these jobs at this body-armor plant," he continued, "You're going to be able to participate in those economies. You, too, can help denude every last scrap of native habitat in Asia, Africa, and South America! You, too, can buy six-foot-wide plasma TV screens that consume unbelievable amounts of energy, even when they're not turned on! But that's OK, because that's why we threw you out of your homes in the first places, so we could strip-mine your ancestral hills and feed the coal-fired generators that are the number-one cause of global warming and other excellent things like acid rain. It's a perfect world, isn't it? It's a perfect system, because as long as you've got your six-foot-wide plasma TV, and the electricity to run it, you don't have to think about any of the ugly consequences. You can watch Survivor: Indonesia till there's no more Indonesia!" "Just quickly, here," he continued, "because I want to keep my remarks brief. Just a few more remarks about this perfect world. I want to mention those big new eight-miles-per-gallon vehicles you're going to be able to buy and drive as much as you want, now that you've joined me as a member of the middle class. The reason this country needs so much body armor is that certain people in certain parts of the world don't want us stealing all their oil to run your vehicles. And so the more you drive your vehicles, the more secure your jobs at this body-armor plant are going to be! Isn't that perfect?" "Just a couple more things!" Walter cried, wresting the mike from its holder and dancing away with it. "I want to welcome you all to working for one of the most corrupt and savage corporations in the world! Do you hear me? LBI doesn't give a shit about your sons and daughters bleeding in Iraq, as long as they get their thousand-percent profit! I know this for a fact! I have the facts to prove it! That's part of the perfect middle-class world you're joining! Now that you're working for LBI, you can finally make enough money to keep your kids from joining the Army and dying in LBI's broken-down trucks and shoddy body armor!" The mike had gone dead, and Walter skittered backwards, away from the mob that was forming. "And MEANWHILE," he shouted, "WE ARE ADDING THIRTEEN MILLION HUMAN BEINGS TO THE POPULATION EVERY MONTH! THIRTEEN MILLION MORE PEOPLE TO KILL EACH OTHER IN COMPETITION OVER FINITE RESOURCES! AND WIPE OUT EVERY OTHER LIVING THING ALONG THE WAY! IT IS A PERFECT FUCKING WORLD AS LONG AS YOU DON'T COUNT EVERY OTHER SPECIES IN IT! WE ARE A CANCER ON THE PLANT! A CANCER ON THE PLANET!

The next year, Kroger refused to negotiate a new contract, and Hoffa’s victory was short-lived. But on the strength of his stand with the Strawberry Boys, Jimmy Hoffa was recruited by Detroit’s Teamsters Local 299 as an organizer. Hoffa’s job was to encourage men to join the union and through solidarity and organization to better their lives and the lives of their families. Detroit was home to America’s auto industry. As the auto industry’s chief spokesman, Henry Ford’s position on the labor movement in general was that “labor unions are the worst thing that ever struck the earth.” In

Maybe it wasn’t rational, but she didn’t like the idea of Leo invading her little world. Yesterday, Brooklyn had belonged to her. The Long Island ’burbs where she’d grown up had felt far away from the brick streets and renovated factory spaces of Brooklyn. In this job, she’d felt truly independent, putting down her own fragile roots in a new place. Fast forward twenty-four hours, and her daddy had joined the workplace and her ex-boyfriend had shown up to remind her of all that she’d lost. Really, a girl could be forgiven for feeling slightly hysterical. Not that there was any time to panic.

In Pawtucket, Rhode Island, in 1824, came the first known strike of women factory workers; 202 women joined men in protesting a wage cut and longer hours, but they met separately. Four years later, women in Dover, New Hampshire, struck alone. And in Lowell, Massachusetts, in 1834, when a young woman was fired from her job, other girls left their looms, one of them then climbing the town pump and making, according to a newspaper report, “a flaming Mary Wollstonecraft speech on the rights of women and the iniquities of the ‘moneyed aristocracy’ which produced a powerful effect on her auditors and they determined to have their own way, if they died for it.

project aside for a while. Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He

AT THE SAME TIME Empire was dying, a new and very different kind of company town was thriving seventy miles to the south. In many ways, it felt like the opposite of Empire. Rather than offering middle-class stability, this village was populated by members of the “precariat”: temporary laborers doing short-term jobs in exchange for low wages. More specifically, its citizens were hundreds of itinerant workers living in RVs, trailers, vans, and even a few tents. Early each fall, they began filling the mobile home parks surrounding Fernley. Linda didn’t know it yet, but she would soon be joining them. Many were in their sixties and seventies, approaching or well into traditional retirement age. Most had traveled hundreds of miles—and undergone the routine indignities of criminal background checks and pee-in-a-cup drug tests—for the chance to earn $11.50 per hour plus overtime at temporary warehouse jobs. They planned to stay through early winter, despite the fact that most of their homes on wheels weren’t designed to support life in subzero temperatures. Their employer was Amazon.com.

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

This job of international leadership is not the kind of assignment one ever finishes. Old dangers rarely go away completely, and new ones appear as regularly as dawn. Dealing with them effectively has never been a matter of just money and might. Countries and people must join forces, and that doesn’t happen naturally. Though the United States has made many mistakes in its eventful history, it has retained the ability to mobilize others because of its commitment to lead in the direction most want to go—toward liberty, justice, and peace. The issue before us now is whether America can continue to exhibit that brand of leadership under a president who doesn’t appear to attach much weight to either international cooperation or democratic values. The answer matters because, although nature abhors a vacuum, Fascism welcomes one.

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At this point, I must describe an important study carried out by Clare W. Graves of Union College, Schenectady, N.Y. on deterioration of work standards. Professor Graves starts from the Maslow-McGregor assumption that work standards deteriorate when people react against workcontrol systems with boredom, inertia, cynicism... A fourteen-year study led to the conclusion that, for practical purposes, we may divide people up into seven groups, seven personality levels, ranging from totally selfpreoccupied and selfish to what Nietzsche called ‘a selfrolling wheel’-a thoroughly self-determined person, absorbed in an objective task. This important study might be regarded as an expansion of Shotover’s remark that our interest in the world is an overflow of our interest in ourselves—and that therefore nobody can be genuinely ‘objective’ until they have fully satiated the subjective cravings. What is interesting—and surprising—is that it should not only be possible to distinguish seven clear personality-ypes, but that these can be recognised by any competent industrial psychologist. When Professor Graves’s theories were applied in a large manufacturing organisation—and people were slotted into their proper ‘levels’—the result was a 17% increase in production and an 87% drop in grumbles. The seven levels are labelled as follows: (1) Autistic (2) Animistic (3) Awakening and fright (4) Aggressive power seeking (5) Sociocentric (6) Aggressive individualistic (7) Pacifist individualistic. The first level can be easily understood: people belonging to it are almost babylike, perhaps psychologically run-down and discouraged; there is very little to be done with these people. The animistic level would more probably be encountered in backward countries: primitive, superstitious, preoccupied with totems and taboos, and again poor industrial material. Man at the third level is altogether more wide-awake and objective, but finds the complexity of the real world frightening; the best work is to be got out of him by giving him rules to obey and a sense of hierarchical security. Such people are firm believers in staying in the class in which they were born. They prefer an autocracy. The majority of Russian peasants under the Tsars probably belonged to this level. And a good example of level four would probably be the revolutionaries who threw bombs at the Tsars and preached destruction. In industry, they are likely to be trouble makers, aggressive, angry, and not necessarily intelligent. Management needs a high level of tact to get the best out of these. Man at level five has achieved a degree of security—psychological and economic—and he becomes seriously preoccupied with making society run smoothly. He is the sort of person who joins rotary clubs and enjoys group activities. As a worker, he is inferior to levels three and four, but the best is to be got out of him by making him part of a group striving for a common purpose. Level six is a self-confident individualist who likes to do a job his own way, and does it well. Interfered with by authoritarian management, he is hopeless. He needs to be told the goal, and left to work out the best way to achieve it; obstructed, he becomes mulish. Level seven is much like level six, but without the mulishness; he is pacifistic, and does his best when left to himself. Faced with authoritarian management, he either retreats into himself, or goes on his own way while trying to present a passable front to the management. Professor Graves describes the method of applying this theory in a large plant where there was a certain amount of unrest. The basic idea was to make sure that each man was placed under the type of supervisor appropriate to his level. A certain amount of transferring brought about the desired result, mentioned above—increased production, immense decrease in grievances, and far less workers leaving the plant (7% as against 21% before the change).

Competition is the spice of sports; but if you make spice the whole meal you'll be sick. The simplest single-celled organism oscillates to a number of different frequencies, at the atomic, molecular, sub-cellular, and cellular levels. Microscopic movies of these organisms are striking for the ceaseless, rhythmic pulsation that is revealed. In an organism as complex as a human being, the frequencies of oscillation and the interactions between those frequencies are multitudinous. -George Leonard Learning any new skill involves relatively brief spurts of progress, each of which is followed by a slight decline to a plateau somewhat higher in most cases than that which preceded it…the upward spurts vary; the plateaus have their own dips and rises along the way…To take the master’s journey, you have to practice diligently, striving to hone your skills, to attain new levels of competence. But while doing so–and this is the inexorable–fact of the journey–you also have to be willing to spend most of your time on a plateau, to keep practicing even when you seem to be getting nowhere. (Mastery, p. 14-15). Backsliding is a universal experience. Every one of us resists significant change, no matter whether it’s for the worse or for the better. Our body, brain and behavior have a built-in tendency to stay the same within rather narrow limits, and to snap back when changed…Be aware of the way homeostasis works…Expect resistance and backlash. Realize that when the alarm bells start ringing, it doesn’t necessarily mean you’re sick or crazy or lazy or that you’ve made a bad decision in embarking on the journey of mastery. In fact, you might take these signals as an indication that your life is definitely changing–just what you’ve wanted….Be willing to negotiate with your resistance to change. Our preoccupation with goals, results, and the quick fix has separated us from our own experiences…there are all of those chores that most of us can’t avoid: cleaning, straightening, raking leaves, shopping for groceries, driving the children to various activities, preparing food, washing dishes, washing the car, commuting, performing the routine, repetitive aspects of our jobs….Take driving, for instance. Say you need to drive ten miles to visit a friend. You might consider the trip itself as in-between-time, something to get over with. Or you could take it as an opportunity for the practice of mastery. In that case, you would approach your car in a state of full awareness…Take a moment to walk around the car and check its external condition, especially that of the tires…Open the door and get in the driver’s seat, performing the next series of actions as a ritual: fastening the seatbelt, adjusting the seat and the rearview mirror…As you begin moving, make a silent affirmation that you’ll take responsibility for the space all around your vehicle at all times…We tend to downgrade driving as a skill simply because it’s so common. Actually maneuvering a car through varying conditions of weather, traffic, and road surface calls for an extremely high level of perception, concentration, coordination, and judgement…Driving can be high art…Ultimately, nothing in this life is “commonplace,” nothing is “in between.” The threads that join your every act, your every thought, are infinite. All paths of mastery eventually merge. [Each person has a] vantage point that offers a truth of its own. We are the architects of creation and all things are connected through us. The Universe is continually at its work of restructuring itself at a higher, more complex, more elegant level . . . The intention of the universe is evolution. We exist as a locus of waves that spreads its influence to the ends of space and time. The whole of a thing is contained in each of its parts. We are completely, firmly, absolutely connected with all of existence. We are indeed in relationship to all that is.

As he surveyed the world being remade by Silicon Valley, and especially what was once called the sharing economy, he began to see through the fantasy-speak. Here were a handful of companies thriving by serving as middlemen between people who wanted rides and people who offered them, people who wanted their Ikea furniture assembled and people who came over to install it, people who defrayed their costs by renting out a room and people who stayed there. It was no accident, Scholz believed, that these services had taken off at the historical moment that they had. An epic meltdown of the world financial system had cost millions of people their homes, jobs, and health insurance. And as the fallout from the crash spread, many of those cut loose had been drafted into joining a new American servant class. The precariousness at the bottom, which had shown few signs of improving several years after the meltdown, had become the fodder for a bounty of services for the affluent—and, Scholz noted, for the “channeling of wealth in fewer and fewer hands.” Somehow, the technologies celebrated by the Valley as leveling playing fields and emancipating people had fostered a slick new digitally enabled upstairs-downstairs line in American social life.

To try to counter Jobs’s spin, Sculley called Wozniak and urged him to speak out. “Steve can be an insulting and hurtful guy,” he told Time that week. He revealed that Jobs had asked him to join his new firm—it would have been a sly way to land another blow against Apple’s current management—but he wanted no part of such games and had not returned Jobs’s phone call. To the San Francisco Chronicle, he recounted how Jobs had blocked frogdesign from working on his remote control under the pretense that it might compete with Apple products. “I look forward to a great product and I wish him success, but his integrity I cannot trust,” Wozniak said.

Without doubt, images of comfort and wealth, of technological sophistication, have a magnetic allure. Any job in the city may seem better than back-breaking labour in sun-scorched fields. Entranced by the promise of the new, people throughout the world have in many instances voluntarily and in great earnest turned their backs on the old. The consequences, as we have seen in Kenya, can be profoundly disappointing. The fate of the vast majority of those who sever their ties with their traditions will not be to attain the prosperity of the West, but to join the legions of urban poor, trapped in squalor, struggling to survive. As cultures wither away, individuals remain, often shadows of their former selves, caught in time, unable to return to the past, yet denied any real possibility of securing a place in a world whose values they seek to emulate and whose wealth they long to acquire. This creates a dangerous and explosive situation, which is precisely why the plight of diverse cultures is not a simple matter of nostalgia or even of human rights alone, but a serious issue of geopolitical stability and survival. [..] Outside of the major industrial nations, globalization has not brought integration and harmony, but rather a firestorm of change that has swept away languages and cultures, ancient skills and visionary wisdom.

When I graduated from college and joined Spade Hotels, my father pulled me aside. He said there are two things anyone can control when they’re starting a new job. The first is your reputation. How you treat others, how you demand respect. How dedicated you are to the job. Maybe a coworker doesn’t end up liking you, maybe your personalities clash, but don’t give them a chance to call you lazy or for them to question your work ethic. In a work environment, your reputation is all you have.” I paused as the waitress dropped off another round of drinks, and I downed the rest of mine before I handed her the empty. “The second is punctuality. Neither my father nor Walter tolerates anyone being late.

few years later, Demeter took a vacation to the beach. She was walking along, enjoying the solitude and the fresh sea air, when Poseidon happened to spot her. Being a sea god, he tended to notice pretty ladies walking along the beach. He appeared out of the waves in his best green robes, with his trident in his hand and a crown of seashells on his head. (He was sure that the crown made him look irresistible.) “Hey, girl,” he said, wiggling his eyebrows. “You must be the riptide, ’cause you sweep me off my feet.” He’d been practicing that pickup line for years. He was glad he finally got to use it. Demeter was not impressed. “Go away, Poseidon.” “Sometimes the sea goes away,” Poseidon agreed, “but it always comes back. What do you say you and me have a romantic dinner at my undersea palace?” Demeter made a mental note not to park her chariot so far away. She really could’ve used her two dragons for backup. She decided to change form and get away, but she knew better than to turn into a snake this time. I need something faster, she thought. Then she glanced down the beach and saw a herd of wild horses galloping through the surf. That’s perfect! Demeter thought. A horse! Instantly she became a white mare and raced down the beach. She joined the herd and blended in with the other horses. Her plan had serious flaws. First, Poseidon could also turn into a horse, and he did—a strong white stallion. He raced after her. Second, Poseidon had created horses. He knew all about them and could control them. Why would a sea god create a land animal like the horse? We’ll get to that later. Anyway, Poseidon reached the herd and started pushing his way through, looking for Demeter—or rather sniffing for her sweet, distinctive perfume. She was easy to find. Demeter’s seemingly perfect camouflage in the herd turned out to be a perfect trap. The other horses made way for Poseidon, but they hemmed in Demeter and wouldn’t let her move. She got so panicky, afraid of getting trampled, that she couldn’t even change shape into something else. Poseidon sidled up to her and whinnied something like Hey, beautiful. Galloping my way? Much to Demeter’s horror, Poseidon got a lot cuddlier than she wanted. These days, Poseidon would be arrested for that kind of behavior. I mean…assuming he wasn’t in horse form. I don’t think you can arrest a horse. Anyway, back in those days, the world was a rougher, ruder place. Demeter couldn’t exactly report Poseidon to King Zeus, because Zeus was just as bad. Months later, a very embarrassed and angry Demeter gave birth to twins. The weirdest thing? One of the babies was a goddess; the other one was a stallion. I’m not going to even try to figure that out. The baby girl was named Despoine, but you don’t hear much about her in the myths. When she grew up, her job was looking after Demeter’s temple, like the high priestess of corn magic or something. Her baby brother, the stallion, was named Arion. He grew up to be a super-fast immortal steed who helped out Hercules and some other heroes, too. He was a pretty awesome horse, though I’m not sure that Demeter was real proud of having a son who needed new horseshoes every few months and was constantly nuzzling her for apples. At this point, you’d think Demeter would have sworn off those gross, disgusting men forever and joined Hestia in the Permanently Single Club. Strangely, a couple of months later, she fell in love with a human prince named Iasion (pronounced EYE-son, I think). Just shows you how far humans had come since Prometheus gave them fire. Now they could speak and write. They could brush their teeth and comb their hair. They wore clothes and occasionally took baths. Some of them were even handsome enough to flirt with goddesses.

Thinking of Christ as nonblack in the twentieth century is as theologically impossible as thinking of him as non-Jewish in the first century. God's Word in Christ not only fulfills his purposes for man through his elected people, but also inaugurates a new age in which all oppressed people become his people. In America, that people is a black people. In order to remain faithful to his Word in Christ, his present manifestation must be the very essence of blackness. It is the job of the Church to become black with him and accept the shame that white society places on blacks. But the Church knows that what is shame to the world is holiness to God. Black is holy, that is, it is a symbol of God's presence in history on behalf of the oppressed man. Where there is black, there is oppression; but blacks can be assured that where there is blackness, there is Christ who has taken on blackness so that what is evil in men's eyes might become good. Therefore Christ is black because he is oppressed, and oppressed because he is black. And if the Church is to join Christ by following his opening, it too must go where suffering is and become black also. This is what the New Testament means by the service of reconciliation. It is not smoothing things over by ignoring the deep-seated racism in white society. It is freeing the racist of racism by making him confront blacks as men. Reconciliation has nothing to do with the “let's talk about it” attitude, or “it takes time” attitude. It merely says, “Look man, the revolution is on. Whose side are you on?

Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts. Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them.

Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts. Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them. “I

You should be!” “But we’re not,” Sophie insisted. “So please don’t blame yourself. And please don’t leave. You can make any other changes you want to my security. Just . . . not that. I promise, I’ll follow any rules you want me to. I’ll even promise I won’t sneak off without you.” Alden huffed a small laugh. “You should take that deal, Sandor. It’s the bargain of the century.” “Seriously,” Grady agreed. “Can I get in on that?” Sophie shook her head. “It’s just for Sandor—and it doesn’t apply to any replacement bodyguards. In fact, I’ll go out of my way to make their job impossible.” “No, you won’t,” Sandor told her. “You’re much too smart to resort to such reckless behavior.” Sophie’s eyebrows shot up. “You sure about that? You’ve seen how much time I spend with Keefe.” “I’ll give her some pointers, too,” Tam volunteered. “I picked up lots of tricks at Exillium.” “And I have lots of prank elixirs,” Dex added. “How many weeks do you think the new guard would last before they’d run screaming back to Gildingham?” Tam wondered. “I doubt they’d last days,” Sophie told him. “Especially if Keefe and Ro join in the torment.” Sandor’s sigh had a definite snarl. “I’m trying to help—can’t you see that?

Nonconformity is an affront to those in the mainstream. Our impulse is to dismiss this lifestyle, create reasons why it can’t work, why it doesn’t even warrant consideration. Why not? Living outdoors is cheap and can be afforded by a half year of marginal employment. They can’t buy things that most of us have, but what they lose in possessions, they gain in freedom. In Somerset Maugham’s The Razor’s Edge, lead character Larry returns from the First World War and declares that he would like to “loaf.”23 The term “loafing” inadequately describes the life he would spend traveling, studying, searching for meaning, and even laboring. Larry meets with the disapproval of peers and would-be mentors: “Common sense assured…that if you wanted to get on in this world, you must accept its conventions, and not to do what everybody else did clearly pointed to instability.” Larry had an inheritance that enabled him to live modestly and pursue his dreams. Larry’s acquaintances didn’t fear the consequences of his failure; they feared his failure to conform. I’m no maverick. Upon leaving college I dove into the workforce, eager to have my own stuff and a job to pay for it. Parents approved, bosses gave raises, and my friends could relate. The approval, the comforts, the commitments wound themselves around me like invisible threads. When my life stayed the course, I wouldn’t even feel them binding. Then I would waiver enough to sense the growing entrapment, the taming of my life in which I had been complicit. Working a nine-to-five job took more energy than I had expected, leaving less time to pursue diverse interests. I grew to detest the statement “I am a…” with the sentence completed by an occupational title. Self-help books emphasize “defining priorities” and “staying focused,” euphemisms for specialization and stifling spontaneity. Our vision becomes so narrow that risk is trying a new brand of cereal, and adventure is watching a new sitcom. Over time I have elevated my opinion of nonconformity nearly to the level of an obligation. We should have a bias toward doing activities that we don’t normally do to keep loose the moorings of society. Hiking the AT is “pointless.” What life is not “pointless”? Is it not pointless to work paycheck to paycheck just to conform? Hiking the AT before joining the workforce was an opportunity not taken. Doing it in retirement would be sensible; doing it at this time in my life is abnormal, and therein lay the appeal. I want to make my life less ordinary.

The only word these corporations know is more,” wrote Chris Hedges, former correspondent for the Christian Science Monitor, National Public Radio, and the New York Times. They are disemboweling every last social service program funded by the taxpayers, from education to Social Security, because they want that money themselves. Let the sick die. Let the poor go hungry. Let families be tossed in the street. Let the unemployed rot. Let children in the inner city or rural wastelands learn nothing and live in misery and fear. Let the students finish school with no jobs and no prospects of jobs. Let the prison system, the largest in the industrial world, expand to swallow up all potential dissenters. Let torture continue. Let teachers, police, firefighters, postal employees and social workers join the ranks of the unemployed. Let the roads, bridges, dams, levees, power grids, rail lines, subways, bus services, schools and libraries crumble or close. Let the rising temperatures of the planet, the freak weather patterns, the hurricanes, the droughts, the flooding, the tornadoes, the melting polar ice caps, the poisoned water systems, the polluted air increase until the species dies. There are no excuses left. Either you join the revolt taking place on Wall Street and in the financial districts of other cities across the country or you stand on the wrong side of history. Either you obstruct, in the only form left to us, which is civil disobedience, the plundering by the criminal class on Wall Street and accelerated destruction of the ecosystem that sustains the human species, or become the passive enabler of a monstrous evil. Either you taste, feel and smell the intoxication of freedom and revolt or sink into the miasma of despair and apathy. Either you are a rebel or a slave. To be declared innocent in a country where the rule of law means nothing, where we have undergone a corporate coup, where the poor and working men and women are reduced to joblessness and hunger, where war, financial speculation and internal surveillance are the only real business of the state, where even habeas corpus no longer exists, where you, as a citizen, are nothing more than a commodity to corporate systems of power, one to be used and discarded, is to be complicit in this radical evil. To stand on the sidelines and say “I am innocent” is to bear the mark of Cain; it is to do nothing to reach out and help the weak, the oppressed and the suffering, to save the planet. To be innocent in times like these is to be a criminal.

Then one evening he reached the last chapter, and then the last page, the last verse. And there it was! That unforgivable and unfathomable misprint that had caused the owner of the books to order them to be pulped. Now Bosse handed a copy to each of them sitting round the table, and they thumbed through to the very last verse, and one by one burst out laughing. Bosse was happy enough to find the misprint. He had no interest in finding out how it got there. He had satisfied his curiosity, and in the process had read his first book since his schooldays, and even got a bit religious while he was at it. Not that Bosse allowed God to have any opinion about Bellringer Farm’s business enterprise, nor did he allow the Lord to be present when he filed his tax return, but – in other respects – Bosse now placed his life in the hands of the Father, the Son and the Holy Spirit. And surely none of them would worry about the fact that he set up his stall at markets on Saturdays and sold bibles with a tiny misprint in them? (‘Only ninety-nine crowns each! Jesus! What a bargain!’) But if Bosse had cared, and if, against all odds, he had managed to get to the bottom of it, then after what he had told his friends, he would have continued: A typesetter in a Rotterdam suburb had been through a personal crisis. Several years earlier, he had been recruited by Jehovah’s Witnesses but they had thrown him out when he discovered, and questioned rather too loudly, the fact that the congregation had predicted the return of Jesus on no less than fourteen occasions between 1799 and 1980 – and sensationally managed to get it wrong all fourteen times. Upon which, the typesetter had joined the Pentecostal Church; he liked their teachings about the Last Judgment, he could embrace the idea of God’s final victory over evil, the return of Jesus (without their actually naming a date) and how most of the people from the typesetter’s childhood including his own father, would burn in hell. But this new congregation sent him packing too. A whole month’s collections had gone astray while in the care of the typesetter. He had sworn by all that was holy that the disappearance had nothing to do with him. Besides, shouldn’t Christians forgive? And what choice did he have when his car broke down and he needed a new one to keep his job? As bitter as bile, the typesetter started the layout for that day’s jobs, which ironically happened to consist of printing two thousand bibles! And besides, it was an order from Sweden where as far as the typesetter knew, his father still lived after having abandoned his family when the typesetter was six years old. With tears in his eyes, the typesetter set the text of chapter upon chapter. When he came to the very last chapter – the Book of Revelation – he just lost it. How could Jesus ever want to come back to Earth? Here where Evil had once and for all conquered Good, so what was the point of anything? And the Bible… It was just a joke! So it came about that the typesetter with the shattered nerves made a little addition to the very last verse in the very last chapter in the Swedish bible that was just about to be printed. The typesetter didn’t remember much of his father’s tongue, but he could at least recall a nursery rhyme that was well suited in the context. Thus the bible’s last two verses plus the typesetter’s extra verse were printed as: 20. He who testifies to these things says, Surely I am coming quickly. Amen. Even so, come, Lord Jesus!21. The grace of our Lord Jesus Christ be with you all. Amen.22. And they all lived happily ever after.

SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet

her that when he had first raised the idea, I hadn’t known he was sick. Almost nobody knew, she said. He had called me right before he was going to be operated on for cancer, and he was still keeping it a secret, she explained. I decided then to write this book. Jobs surprised me by readily acknowledging that he would have no control over it or even the right to see it in advance. “It’s your book,” he said. “I won’t even read it.” But later that fall he seemed to have second thoughts about cooperating and, though I didn’t know it, was hit by another round of cancer complications. He stopped returning my calls, and I put the project aside for a while. Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts. Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them. “I always thought of myself as a humanities person as a kid, but I liked electronics,” he said. “Then I read something that one of my heroes, Edwin Land of Polaroid, said about the importance of people who could stand at the intersection of humanities and sciences, and I decided that’s what I wanted to do.” It was as if he were suggesting themes for his biography (and in this instance, at least, the theme turned out to be valid). The creativity that can occur when a feel for both the humanities and the sciences combine in one strong personality was the topic that most interested me in my biographies of Franklin and Einstein, and I believe that it will be a key to creating innovative economies in the twenty-first century. I asked Jobs why he wanted me to be the one to write his biography. “I think you’re good at getting people to talk,” he replied. That was an unexpected answer. I knew that I would have to interview scores of people he had fired, abused, abandoned, or otherwise infuriated, and I feared he would not be comfortable with my getting them to talk. And indeed he did turn out to be skittish when word trickled back to him of people that I was interviewing. But after a couple of months,

[Description of the behind-the-scenes situation of the Beer Hall Putsch] The crowd began to grow so sullen that Goering felt it necessary to step to the rostrum and quiet them. “There is nothing to fear,” he cried. “We have the friendliest intentions. For that matter, you’ve no cause to grumble, you’ve got your beer!” And he informed them that in the next room a new government was being formed. It was, at the point of Adolf Hitler’s revolver. Once he had herded his prisoners into the adjoining room, Hitler told them, “No one leaves this room alive without my permission.” He then informed them they would all have key jobs either in the Bavarian government or in the Reich government which he was forming with Ludendorff. With Ludendorff? Earlier in the evening Hitler had dispatched “Scheubner-Richter to Lud-wigshoehe to fetch the renowned General, who knew nothing of the Nazi conspiracy, to the beerhouse at once. The three prisoners at first refused even to speak to Hitler. He continued to harangue them. Each of them must join him in proclaiming the revolution and the new governments; each must take the post he, Hitler, assigned them, or “he has no right to exist.” Kahr was to be the Regent of Bavaria; Lossow, Minister of the National Army; Seisser, Minister of the Reich Police. None of the three was impressed at the prospect of such high office. They did not answer. Their continued silence unnerved Hitler. Finally he waved his gun at them. “I have four shots in my pistol! Three for my collaborators, if they abandon me. The last bullet for myself!” Pointing the weapon to his forehead, he cried, “If I am not victorious by tomorrow afternoon, I shall be a dead man!” (...) Not one of the three men who held the power of the Bavarian state in their hands agreed to join him, even at pistol point. The putsch wasn’t going according to plan. Then Hitler acted on a sudden impulse. Without a further word, he dashed back into the hall, mounted the tribune, faced the sullen crowd and announced that the members of the triumvirate in the next room had joined him in forming a new national government. “The Bavarian Ministry,” he shouted, “is removed…. The government of the November criminals and the Reich President are declared to be removed. A new national government will be named this very day here in Munich. Not for the first time and certainly not for the last, Hitler had told a masterful lie, and it worked. When the gathering heard that Kahr, General von Lossow and Police Chief von Seisser had joined Hitler its mood abruptly changed. There were loud cheers, and the sound of them impressed the three men still locked up in the little side room. (...) He led the others back to the platform, where each made a brief speech and swore loyalty to each other and to the new regime. The crowd leaped on chairs and tables in a delirium of enthusiasm. Hitler beamed with joy.

I worry about you too,” I said softly as I caressed her head resting against my chest. “You look tired.” Lark didn’t speak for a minute. When she finally looked at me, I saw a lot of different emotions swirling in those bright green eyes. “I feel like shit. I’m tired and dizzy. I can’t eat ninety percent of the food I used to eat. I feel awful, but I’m afraid to complain.” “Why?” “Maddy just had her baby and she was so tough about the whole thing. I’m surprised she didn’t give birth in the middle of the grocery store then go back to picking up things for dinner. Next to her, I’m a weakling. Also, Farah is going to be all brave and awesome too. I don’t want to be the whiner.” “First of all, Maddy’s got that natural breeder look about her. Some chicks are like that and you can’t let the exception be your rule. Besides, you’re having twins. You have more baby cooking to do than she did, so screw comparisons.” “I just don’t want people to think less of me.” “By people, do you mean Aaron?” “We barely met and got married and now I’m getting fat and I’m tired all the time. I don’t want him to lose interest.” “Oh, Lark, you’re so fucking stupid sometimes.” “Yeah, I know,” she said, grinning. “We have that in common.” “So true.” “Mom said that I’m like her and she had a guy like Aaron and she suffocated him and he ditched her. I know Mom sucks, but what if she’s right and I wear down Aaron and he stops loving me?” “Any man who would want Mom must be shit. Aaron isn’t shit.” “I know, but I get scared of messing up everything I have.” Kissing her forehead, I stood up and walked to the bedroom door. “Hey, Mister Clean, get over here.” Laughing, Lark followed me into the hallway where Aaron appeared, clearly loving his new nickname. “Listen up, Yul Brynner,” I said, sending Lark into giggles. “My sister is cooking up two kids that you stuck inside her. She needs more damn love than you’re giving. If you don’t do a better job of babying her, I’m going to have to replace you. Hmm, I just saw this guy Jake that I knew from high school. He’s ripped and works at the gym. The gym, Aaron.” My brother-in-law stared unaffected until I finished then he gazed down at his wife. Lark must have known what was coming because she started giggling. “My sweet muse,” he murmured and she laughed harder, “do you need more love than I’m giving?” Aaron swept Lark into his arms and cradled her like a kid. “Poor thing. I’ll just need to pay more attention.” As he kissed all over her, Lark stopped giggling and began moaning affirmations. “Good thing you obeyed because I think Jake might be gay.” After giving me a wink, Aaron gestured for me to go away. I was the one to obey this time. Leaving them to cuddle and more in the bedroom, I watched television and finished the popcorn. Professor joined me, but Pollack was wary. I think it was because I was always barking at her. In my defense, she started it.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

8:00am The sun is shining, the cows are mooing, and I am ready for the mines. I hope I find something awesome today. Steve has told me about some pretty crazy things I had no idea existed. According to him, I must find empty tombs in the desert. That’s where the real treasures are. For today, I will stick to regular mining. Who knows, maybe I will come across an abandoned mine shaft; could be my lucky day.   12:30pm I was forced to come home for lunch today because I had too much stuff to carry. I was getting low on my iron ore, gold, and lapis lazuli stocks before this mine trip. It’s amazing how quick lapis goes when you are busy enchanting everything but the kitchen sink. I’d enchant that too if I had one. I wonder what an enchanted kitchen sink would do. Would it do my dishes for me? That would be so cool.   I have plenty of both now. I can make some new armor and enchant it! I love mining.   Steve decided to join me for lunch and we ate a couple of pork chops and some cake. I love cake! We ate until no more food could fill us up. Then, Steve had the guts to brag about how, when he mines, he takes a horse with extra storage so he can stay down there all day long. Well fancy you, Steve.   He also went on to tell me about how well the crops are doing these days. He thinks it’s because he is looking after them half of the time. What he doesn’t know is I throw bone marrow on them when I am working. Makes my job faster and gives me more free time so whatever you need to tell yourself, Steve.   Life may be easier switching every day between mines and farming, but it still doesn’t make me his biggest fan. I just don’t think he needs to fall in a hole, either. At least… Not right now. I would consider us to be frienemies; Friendly enemies. Yes. At times we pretend to get along, but most of the time, we are happiest doing our own thing.   6:00pm Mining this afternoon was super fun… Not! I got attacked by a partially hidden skeleton guy. I couldn’t see him enough to strike back until half of my life hearts were gone. I must not have made the space bright enough. Those guys are nasty. They are hard to kill too. If you don’t have a bow and arrow you might as well surrender. Plus, they kind of smell like death. Yuck.   Note to self: Bring more torches on the next mining day.   On the other hand, I came back with an overshare of Redstone, too much iron for my own good, and oddly, quite a few diamonds. I won’t be sharing the diamonds with anyone. They are far too precious. They will go to some new diamond pickaxes, and maybe some armor. Hmm, I could enchant those too! The iron and Redstone though, I am thinking a trip to the village may be in order. See what those up-tight weirdos are willing to trade me.   For now, it’s bedtime.   6:10pm You can only sleep at night. You can only sleep at night. You can only sleep at night.   6:11pm That stupid rule gets me every time. Why can’t I decide when it’s bed time?   First, I will go eat a cookie, then I will go to sleep. Day Thirty-Three   3:00am I just dreamt that our world was made of cookies.

God’s work does not begin when we show up; it is already well underway. A big part of our job is to slow down and observe where He is already at work and join Him there.12

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On another occasion, Alinsky was working in his home base of Chicago to force Chicago’s department stores to give jobs to black activists who were Alinsky’s cronies. On this issue of course Alinsky was competing—or working in tandem, however we choose to view it—with Chicago’s number one racial shakedown man, Jesse Jackson. Jackson mastered a simple strategy of converting race into a protection racket. He would offer to “protect” Chicago businesses from accusations of racism—accusations that the businesses knew were actually fomented by Jackson himself. The businesses would then pay Jackson to make the trouble go away, and also to chase away other potential troublemakers. In return for his efforts, Jackson would typically receive hundreds of thousands in annual donations from the company, plus jobs and minority contracts that would go through his network, and finally other goodies such as free flights on the corporate airplane, supposedly for his “charitable work.” Later Jackson would go national with this blackmail approach. In New York, for example, Jackson opened an office on Wall Street where he extracted millions of dollars in money and patronage from several leading investment houses including Goldman Sachs, Citigroup, Credit Suisse, First Boston, Morgan Stanley, Paine Webber, and Prudential Securities. On the national stage, another race hustler, Al Sharpton, joined Jackson. For two decades these shakedown men in clerical garb successfully prosecuted their hustles. Jackson was the leader at first, but eventually Sharpton proved more successful than Jackson. While Jackson’s star has faded, Sharpton became President Obama’s chief advisor on race issues.

A simple way to see a movement of new believers is to raise up the new disciples in strong biblical foundations and to send them out to repeat the missionary process of identifying, investing, inviting, and increasing. The previous statement is not a job description for a pastor but rather the intent given to every believer of the gospel.

The best proof that entrepreneurship is a question of behaviour, policies, and practices rather than personality is the growing number of older large-company people in the United States who make entrepreneurship their second career. Increasingly, middle- and upper-level executives and senior professionals who have spent their entire working lives in large companies – more often than not with the same employer – take early retirement after twenty-five or thirty years of service when they have reached what they realize is their terminal job. At fifty or fifty-five, these middle-aged people then become entrepreneurs. Some start their own business. Some, especially technical specialists, set up shop as consultants to new and small ventures. Some join in a new small company in a senior position. And the great majority are both successful and happy in their new assignment.

Much of the negation poisoning the democratic process has stemmed from a confusion of the personal and the statistical. I may hold down an excellent job, but the failure of the stimulus to meet its targets infuriates me. I may live in peaceful Vienna, Virginia, safe from harm—but a report that several Americans have died violently in Kabul appears like a fatal failure of authority. By dwelling on the plane of gross statistics, I become vulnerable to grandiose personal illusions: that if I compel the government to move in this direction or that, I can save the Constitution, say, or the earth, or stop the war, or end poverty now. Though my personal sphere overflows with potentiality, I join the mutinous public and demand the abolition of the established order. This type of moral and political displacement is nothing new. The best character in the best novel by Dickens, to my taste, is Mrs. Jellyby of Bleak House, who spent long days working to improve “the natives of Borrioboola-Gha, on the left bank of the Niger,” while, in her London home, her small children ran wild and neglected. Dickens termed this “telescopic philanthropy”—the trampling of the personal sphere for the sake of a heroic illusion. Mrs. Jellyby, sitting in quite a nest of waste paper, drank coffee all the evening and dictated at intervals to her eldest daughter. She also held a discussion with Mr. Quale, the subject of which seemed to be—if I understood it—the brotherhood of humanity, and gave utterance to some beautiful sentiments. I was not so attentive an auditor as I might have wished to be, however, for Peepy and the other children came flocking about Ada and me in a corner of the drawing-room to ask for another story; so we sat down among them and told them in whispers “Puss in Boots” and I don’t know what else until Mrs. Jellyby, accidentally remembering them, sent them to bed.3 The revolt of the public has had a telescopic and Jellybyan aspect to it. Though they never descended to details, insurgents assumed that, by symbolic gestures and sheer force of desire, they could refashion the complex systems of democracy and capitalism into a personalized utopia. Instead, unknowingly, they crossed into N. N. Taleb’s wild “Extremistan,” where “we are subjected to the tyranny of the singular, the accidental, the unseen, and the unpredicted.” In that unstable country, “you should always be suspicious of the knowledge you derive from data.”4 I can’t command a complex social system like the United States, but I can control my political expectations of it: I can choose to align them with reality. To seize this alternative, I must redirect the demands I make on the world from the telescopic to the personal, because actionable reality resides in the personal sphere. I can do something about losing my job, for example, but I have no clue what could or should be done about the unemployment rate. I know directly whether a law affects my business for better or worse, but I have no idea of its effect on the gross domestic product. I can assist a friend in need, but I have little influence over the natives of Borrioboola-Gha, on the left bank of the Niger. Control, however tenuous, and satisfaction, however fleeting, can only be found in the personal sphere, not in telescopic numbers reported by government. A

In April 2000, three years after Steve Jobs returned to Apple, he invited Art Levinson to join his new board of directors. After Jobs passed away in 2011, Levinson replaced him as chairman of Apple.

change. I’m sure we’ll need your help from time to time, and maybe one of these days we’ll be able to return the favor.” Higgins felt that bubble of word vomit rise in his throat and spill out of his mouth before he could help himself. “Beirut,” he said. There was a change in the atmosphere as soon as the word slipped out, but he hammered on. “You lost a lot of Marines.” “Higgins.” Zyga’s voice was sharp. Stokes’ voice was colored with sadness as he said, “I keep telling myself we could’ve done something to prevent it.” “That’s why you’re here,” Higgins said. “When Director Thatcher told me about this program, I jumped at the chance to help build a better relationship between the Marine Corps and the CIA. My colleagues aren’t thrilled at the idea of getting into bed with your lot, but I have a great deal of respect for what you do. That’s why I’m here. Like the CIA, some of us in the Marine Corps are planning for the future. Terrorism will only grow in the coming years. Beirut was just the beginning. Lucky for me, your bosses and I agree.” He looked from one team member to another. “I heard about your first mission, and I’m glad it was a success. I’m glad you all made it out of there alive.” “Major Stokes will be stopping by every so often to check on our progress and offer additional advice and support,” Decker said. “I know it’s a bit unorthodox, but this man has seen it all. Don’t let his dumb grunt act fool you. His help will be invaluable to us as we move forward.” “Now we just need to get the Feds on board.” Stokes laughed, and the room joined him. “Good luck with that,” Abrams called out. “They hate us more than you do.” “That they do,” Stokes said. “They’ve been working on their program since the late ‘70s. Same sort of deal. If you can get into the mind of a killer, really understand how your enemy works, then you have a better chance of catching him before he hurts anyone else. We’re usually sent in after it’s too late. I want to change that.” “Might put you out of a job,” Higgins joked. Stokes laughed again. “Honestly, I don’t think that’d be so bad. Maybe I’ll join up with you. Maybe in a perfect world.” “In a perfect world, there wouldn’t be a need for any of us,” Higgins said. “You’re exactly right, Mr. Higgins.” “Doctor,” Higgins corrected automatically. His face flushed. “Ignore him,” Abrams said, reaching across Spencer to whack Higgins in the stomach. “He thinks just because he has two doctorates that he’s better than us.” “I do not,” Higgins mumbled. He felt his face grow even hotter. Stokes held up a hand in surrender. “You earned those degrees, Dr. Higgins. Wear them with pride.” Higgins shot a look at Abrams while the rest of the room continued to chuckle. Thatcher looked down at his watch. “It seems my time is up here,” he said. “I assume you can find your way back, Major?” “I’ll try not to steal any secrets on the way out.” “See that you don’t,” Thatcher said, shaking Stokes’s hand again before exiting the room. Everyone took their turn introducing themselves to Major Stokes, except Higgins, who hung back to observe how this new player interacted with everyone in the room. Where Higgins lacked interpersonal skills, Stokes excelled in the area. He could joke with Abrams in one breath and rein it in to speak in serious undertones with Spencer in the next. He and Johnson exchanged battle scars, and when it came to York, Stokes found a fellow intellectual to converse with. Higgins detected no condescension or disrespect in his voice even though she was the only woman in the room. As the personal introductions were finishing up, Stokes broke off from the group and walked over to where Higgins was still seated at the front of the room and sat down next to him. “More of an observer than a talker, right?” “You could say that.” “Should I be worried?” Higgins smiled.

These days, I’ve come to mostly accept my body—I’ve turned my focus to my health and strength—and now, instead of what the scale shows, I record my 10K race times and the pounds I can deadlift. I glance around the coffee shop. A woman leans over her laptop, typing purposefully. A couple sits side by side, her leg draped over his, The New York Times splayed across their laps. A father and a young boy sporting matching Yankees caps wait at the counter for their order. Lately it seems like the stats are against me: I’m thirty-one years old, and I’m not dating anyone. When my boss called me into his office last month, I thought I was getting promoted. Instead, he told me I was being downsized. It’s like I’m caught in a slow spiral. I’m fighting as hard as I can to turn things around. First, a job. Then maybe I’ll join a dating site. There’s a void in my life Sean used to fill. Before he met Jody, we ordered in Chinese food at least once a week and binge-watched Netflix. He’s forever misplacing his keys; I instantly know from the way he calls “Shay?” when he needs help finding them. He waters the plant we named Fred, and I bring up the mail.

They were, David decided, a very colourful lot, but apart from Herries himself he was unable, during those first weeks, to strike up a friendship with any one of them. It was as though he had joined a band of castaways on a desert island, the lone survivor of a subsequent wreck, and at first he was inclined to view his isolation as the inevitable result of his own mental confusion. In the end he took his problem to Herries. 'In a sense you are an outsider, my dear chap,' he said, 'and that's the reason I grabbed you the moment you showed up. You're the bridge, don't you see? A passage over a generation gap, and it isn't the conventional generation gap we all have to cross if we know our business properly. Your gap, caused by the war, is semi permanent. It might take twenty years to close.' 'But some of the chaps on the staff are only a year or so older than I am,' David argued. 'There's the C.3 men, and Carter.' 'It's not a matter of years, but of experience, don't you see? What are our casualties to date? Not far short of three million, I'd say, and a third of them dead at eighteen-plus. No one who hasn't been out can imagine what it's like. Mentally a man like you must have aged about a year every month, and that makes you immeasurably senior to theorists like me, and faithful old buffers like Cordwainer, Acton and Gibbs. Someone has to tackle the job of nudging all those young rascals over the threshold into what I sincerely hope will be an entirely new world. We can't do it because we're even more adrift than they are and haven't a compass reading between us. In a year or so I daresay we can find you some help. Hang it all, everyone in his early twenties can't be dead or maimed or gassed. In the meantime you're on your own, lad.

Adm. James Loy, commandant, U.S. Coast Guard: Maybe the fourth or fifth day, it dawned on me that the church at the end of Wall Street, Trinity Church, was within spitting distance of the Tower site and was part of the rest of the city that was deluged in debris. I sat in my office for a second and said, “Alexander Hamilton is buried in that cemetery.” He’s considered the founder of the modern-day Coast Guard because he established its predecessor, the Revenue Cutter Service. I couldn’t stand the notion that he and his headstone were probably inundated with debris. I called Master Chief Vince Patton into the office and I said, “Vince, I need you to get some senior enlisted folks from the captain of the Port of New York’s office. I know they’re up to their ass in alligators right now, but we’ve got to go fix that.” He got a senior chief in New York on the phone. They went and began the cleanup of the entire Trinity Church yard. The word got out to the Trade Center site, and people, after finishing their unbelievably difficult work for a 12-hour cycle, came over and joined with these Coast Guard people to finish the job. I was damned if I could go to sleep that night without doing something about it.

It showed me one thing that being an adult meant. You were no longer limited to observing the world: Now you can join in. Instead of just being a fan of things you loved, you could get inside them. You could make them yourself. I was thrilled to know this. I was twenty-one years old and I was going to move to New York, get a job at a magazine, and become a writer.

Spinner at one point comes up with an idea to get some publicity. “We should pitch a story about you working here at HubSpot, and how you’re learning a whole new thing,” she says. “We can call it ‘Old Dog, New Tricks.’” I look at her as if to say, You must be kidding. She tries to backpedal, saying she didn’t mean it as an insult. She thinks it’s really cool that I’ve joined this company with such a young culture and I’ve done such an awesome job of fitting in. I want to believe she means well. I tell her I’ll think about

These jobs are new—direct creations of meritocracy. Historically, the private sector did not value managerial and professional skills, and the state (which required such skills) faced effectively no private competition for elite labor. Into the early twentieth century, top civil servants were paid ten or even twenty times the median wage. And even at midcentury, elite government incomes remained roughly equivalent to their private-sector counterparts. In 1969, a congressperson was paid more than he might make as a lobbyist, a federal judge received perhaps half what he might have commanded at a law firm, and the secretary of the treasury was paid a salary that was smaller than but broadly comparable to what he might have made in finance. The best-educated and most skilled workers therefore naturally gravitated toward government or other public jobs (as when subsequent sons, deprived by primogeniture of inherited lands, joined the military or the clergy), simply because they had no better (or even credible) private alternatives. This kept regulators ahead of the people whom they regulated and helped the state effectively to govern even its richest subjects.

It is a bit of a cliché to characterize life as a rambling journey on which we can alter our course at any given time—by the slightest turn of the wheel, the wisdom goes, we influence the chain of events and thus recast our destiny with new cohorts, circumstances, and discoveries. But for the most of us, life is nothing like that. Instead, we have a few brief periods when we are offered a handful of discrete options. Do I take this job or that job? In Chicago or New York? Do I join this circle of friends or that one, and with whom do I go home at the end of the night? And does one make time for children now? Or later? Or later still? In that sense, life is less like a journey than it is a game of honeymoon bridge. In our twenties, when there is still so much time ahead of us, time that seems ample for a hundred indecisions, for a hundred visions and revisions—we draw a card, and we must decide right then and there whether to keep that card and discard the next, or discard the first card and keep the second. And before we know it, the deck has been played out and the decisions we have just made will shape our lives for decades to come. — Maybe that sounds bleaker than I intended. — Life doesn’t have to provide you any options at all.

hand, it became increasingly clear that many problems that U.S. Blacks faced were not due solely to racial discrimination. While many African- Americans benefited from the changed legislative climate, many others did not. Class factors were equally important. Many Blacks endured downward social mobility from the working-class center. The downwardly mobile—those who lost their jobs and failed to find new ones—joined a growing population of poor Blacks that had been on the bottom all along.This growing group on the bottom, often referred to as the “Black underclass,” was not the cause of Black economic disadvantage but, instead, constituted one outcome.

Into that strange scene came my future mentors in the hamburger business, the McDonald brothers, Maurice and Richard, a pair of transplanted New Englanders. Maurice had moved out to California in about 1926 and got a job handling props in one of the movie studios. Richard joined him after he was graduated from West High School in Manchester, New Hampshire, in 1927. Mac and Dick worked together in the studio, moving scenery, setting up lights, driving trucks, and so forth until 1932, when they decided to go into business for themselves. They bought a run-down movie theater in Glendora. It provided a very sparse living,

Domains of Human Concerns: Common Types of Possibilities For Action 1. BODY: exercise, medical checkups, traveling to an appointment. 2. PLAY or AESTHETICS: taking a vacation, going to the movies, going to an art museum, painting, putting a puzzle together. 3. SOCIABILITY: inviting a new person into a conversation, meeting an old friend, declaring a person trustworthy or untrustworthy. 4. FAMILY: getting married, sending children to college. 5. WORK: finishing a report, writing a letter. 6. EDUCATION: enrolling in a class, reading a book. 7. CAREER: choosing a major in college, getting a new job. 8. MONEY or PRUDENCE: investing money, bargaining for a new salary, buying health insurance. 9. MEMBERSHIP: joining a professional organization, becoming a citizen of a new country, founding a new club. 10. WORLD: working in a political campaign, visiting another country or culture.        11. DIGNITY: declaring pride in your work, declaring that your work is significant or insignificant, declaring standards of action for yourself to live up to.        12. SITUATION: declaring that your future is good or not good, declaring that you have more possibilities than you have been seeing, declaring that you have fewer possibilities in life than you supposed, discussing your possibilities with other persons. 13. SPIRITUALITY: reflecting on the facticity of life, going to church, philosophical discussions with others.

When examined through the lens of Meerkat’s Law and the central framework of this book, it is obvious why the resulting networks generated by big launches are weak. You’d rather have a smaller set of atomic networks that are denser and more engaged than a large number of networks that aren’t there. When a networked product depends on having other people in order to be useful, it’s better to ignore the top-line aggregate numbers. Instead, the quality of the traction can only be seen when you zoom all the way into the perspective of an individual user within the network. Does a new person who joins the product see value based on how many other users are already on it? You might as well ignore the aggregate numbers, and in particular the spike of users that a new product might see in its first days. As Eric Ries describes in his book The Lean Startup, these are “vanity metrics.” The numbers might make you feel good, especially when they are going up, but it doesn’t matter if you have a hundred million users if they are churning out at a high rate, due to a lack of other users engaging. When networks are built bottom-up, they are more likely to be densely interconnected, and thus healthier and more engaged. There are multiple reasons for this: A new product is often incubated within a subcommunity, whether that’s a college campus, San Francisco techies, gamers, or freelancers—as recent tech successes have shown. It will grow within this group before spreading into other verticals, allowing time for its developers to tune features like inviting or sharing, while honing the core value proposition. Once a new networked product is spreading via word of mouth, then each user is likely to know at least one other user already on the network. By the time it reaches the broader consciousness, it will be seen as a phenomenon, and top-down efforts can always be added on to scale a network that’s already big and engaged. If Big Bang Launches work so poorly in general, why do they work for Apple? This type of launch works for Apple because their core offerings can stand alone as premium, high-utility products that generally don’t need to construct new networks to function. At most, they tap into existing networks like email and SMS. Famously, Apple has not succeeded with social offerings like the now-defunct Game Center and Ping. The closest new networked product they’ve launched is arguably the App Store, but even that was initially not in Steve Jobs’s vision for the phone.87 Most important, though, you aren’t Apple. So don’t try to copy them without having their kinds of products.

When clerks and truck drivers tried to join unions and Wal-Mart ruthlessly crushed them, firing anyone foolish enough to speak out, Mr. Sam would come around afterward and apologize to any associates who felt ill-treated, vowing to do better, and some of them said that if only Mr. Sam knew what was going on, things wouldn’t be so bad. When the departure of factory jobs for overseas turned into a flood, Mr. Sam launched a Buy American campaign, winning praise from politicians and newspapers around the country, and Wal-Mart stores put up MADE IN THE U.S.A. signs over racks of clothing imported from Bangladesh, and consumers didn’t stop to consider that Wal-Mart was driving American manufacturers overseas or out of business by demanding killingly low prices.

Overcrowding works in a different way for creators than for viewers. For creators, the problem becomes—how do you stand out? How do you get your videos watched? This is particularly acute for new creators, who face a “rich get richer” phenomenon. Across many categories of networked products, when early users join a network and start producing value, algorithms naturally reward them—and this is a good thing. When they do a good job, perhaps they earn five-star ratings, or they quickly gain lots of followers. Perhaps they get featured, or are ranked highly in popularity lists. This helps consumers find what they want, quickly, but the downside is that the already popular just get more popular. Eventually, the problem becomes, how does a new member of the network break in? If everyone else has millions of followers, or thousands of five-star reviews, it can be hard. Eugene Wei, former CTO of Hulu and noted product thinker, writes about the “Old Money” in the context of social networks, arguing that established networks are harder for new users to break into: Some networks reward those who gain a lot of followers early on with so much added exposure that they continue to gain more followers than other users, regardless of whether they’ve earned it through the quality of their posts. One hypothesis on why social networks tend to lose heat at scale is that this type of old money can’t be cleared out, and new money loses the incentive to play the game. It’s not that the existence of old money or old social capital dooms a social network to inevitable stagnation, but a social network should continue to prioritize distribution for the best content, whatever the definition of quality, regardless of the vintage of user producing it. Otherwise a form of social capital inequality sets in, and in the virtual world, where exit costs are much lower than in the real world, new users can easily leave for a new network where their work is more properly rewarded and where status mobility is higher.75 This is true for social networks and also true for marketplaces, app stores, and other networked products as well. Ratings systems, reviews, followers, advertising systems all reinforce this, giving the most established members of a network dominance over everyone else. High-quality users hogging all of the attention is the good version of the problem, but the bad version is much more problematic: What happens, particularly for social products, when the most controversial and opinionated users are rewarded with positive feedback loops? Or when purveyors of low-quality apps in a developer platform—like the Apple AppStore’s initial proliferation of fart apps—are downloaded by users and ranked highly in charts? Ultimately, these loops need to be broken; otherwise your network may go in a direction you don’t want.

Raskob decided to enter the world of New York real estate and give his pal a job as the head of the undertaking. Raskob convinced some of his wealthy friends, including Pierre S. du Pont, to join him in a syndicate, and they negotiated with Chatham Phenix for the Waldorf-Astoria site. They were the mysterious prospective buyers whose interest in the site had been floated. By all accounts, they got the property for a song—$16 or $17 million. On August 29, 1929, the same day the city announced that Second Avenue would be the site for the next subway line, former governor Al Smith lived up to a promise made months before to newspaper reporters to announce his business plans. From his suite in the Hotel Biltmore, surrounded by trappings of his former office, Smith announced the creation of a company that would build a thousand-foot-high eighty-

PREPARE YOURSELF—CHECKLIST If you have been promoted, what are the implications for your need to balance breadth and depth, delegate, influence, communicate, and exhibit leadership presence? If you are joining a new organization, how will you orient yourself to the business, identify and connect with key stakeholders, clarify expectations, and adapt to the new culture? What is the right balance between adapting to the new situation and trying to alter it? What has made you successful so far in your career? Can you succeed in your new position by relying solely on those strengths? If not, what are the critical skills you need to develop? Are there aspects of your new job that are critical to success but that you prefer not to focus on? Why? How will you compensate for your potential blind spots? How can you ensure that you make the mental leap into the new position? From whom might you seek advice and counsel on this? What other activities might help you do this?

But what aren't you doing already? What more can you possibly do?’ ‘I guess he means the team stuff’, I said. ‘The bonding. The camaraderie I've never really been –‘. ‘Don't start judging yourself’, she said sharply. ‘Don't start seeing yourself in the light of those kinds of standards.’ ‘No, but it's true. There's always been the part of work I've struggled with, the unquestioning side. The feeling of joining in. I've always tried to do it at this kind of remove. Maybe what he's saying is –‘ ‘Of course you've done it at a remove. How else are you supposed to do it and still be you?’ ‘But maybe those days are gone’, I said. ‘Maybe I have to accept that. Maybe there just won't be those kind of jobs anymore - the ones where you can roll out of bed and staggering without speaking to anyone and keep your head down and just do it, you know? maybe this is what work is, now’ […] ‘Definitely. Simple tasks can be automated. They've already almost got the machine learning to do what you do. It's about what else a human can bring to the table, which is, literally, their humanity.’ It was possible, I realised, to imagine. A semi-global future in which the bulk of paid human employment would revolve not around hard skills, but around the messy, blurry business of interpersonal success. A new divide would open up, between the well liked, The easy to get along with, and the awkward, The rude, the unfriendly. I pictured the encampment on which I had lived, filled not as it was then, with migrants, unfortunates, hard drinkers, the out of luck. But instead, the abrasive, the poorly adjusted, the excessively reserved and painfully shy. (p.136-7)

Here were a handful of companies thriving by serving as middlemen between people who wanted rides and people who offered them, people who wanted their Ikea furniture assembled and people who came over to install it, people who defrayed their costs by renting out a room and people who stayed there. It was no accident, Scholz believed, that these services had taken off at the historical moment that they had. An epic meltdown of the world financial system had cost millions of people their homes, jobs, and health insurance. And as the fallout from the crash spread, many of those cut loose had been drafted into joining a new American servant class. The precariousness at the bottom, which had shown few signs of improving several years after the meltdown, had become the fodder for a bounty of services for the affluent—and, Scholz noted, for the “channeling of wealth in fewer and fewer hands.” Somehow, the technologies celebrated by the Valley as leveling playing fields and emancipating people had fostered a slick new digitally enabled upstairs-downstairs line in American social life.

From their hotel in Orlando, Florida, before team training on March 31, 2016, Hope Solo, Carli Lloyd, Becky Sauerbrunn, and Alex Morgan, joined by Jeffrey Kessler, spoke live with Matt Lauer over a video feed at the Today show studio in New York City. “Carli, you don’t just wake up one morning and say, We’re going to file a claim with the EEOC, and point a finger at U.S. Soccer,” Matt Lauer said to open the segment. “This has been simmering for a while. But why does it come to a head now?” “The timing is right,” Lloyd said. “We’ve proven our worth over the years, just coming off of a World Cup win, and the pay disparity between the men and women is just too large. We want to continue to fight. The generation of players before us fought, and now it is our job to keep on fighting.

Well, it’s something I never felt before I joined up,” he said, returning to his slow careful manner. “But coming back this time, I’ve felt it all right. [Farming] seems to cut you off too much. After a time, if you don’t look out, you don’t seem to care what’s happening to other people. You aren’t part of anything. You’re out for yourself – and just your family. Mind you, it’s easy to feel like that – because you have to work hard and it takes nearly all your time—and you don’t meet many people who are doing different jobs, the way you do in towns. But it’s not right somehow. It shouldn’t be like that. We’ve had enough of that.

Every talk you give has the potential to improve another person’s life. Each of us has the power to positively affect a fellow human being, to broaden a perspective, open a new door to success, make their job easier, help them through a moment of crisis, or to be a bit happier or healthier thanks to our story. Share your dream of a better tomorrow, and invite others to join you in that dream.

If you are joining a new organization, how will you orient yourself to the business, identify and connect with key stakeholders, clarify expectations, and adapt to the new culture? What is the right balance between adapting to the new situation and trying to alter it? What has made you successful so far in your career? Can you succeed in your new position by relying solely on those strengths? If not, what are the critical skills you need to develop? Are there aspects of your new job that are critical to success but that you prefer not to focus on? Why? How will you compensate for your potential blind spots? How can you ensure that you make the mental leap into the new position? From whom might you seek advice and counsel on this? What other activities might help you

Effectively communicate feelings and needs: Visiting the sister-in-law Because Tom’s job is so hectic, Rebecca barely gets to see him during the week, and she often feels very alone. On Saturdays, she usually visits her sister, who lives close by. Tom doesn’t typically join her for these visits; he likes to stay home and veg out on the couch. Generally, this is fine with her, but this Saturday, after a particularly long week at work, when Tom was even more absent than usual, she becomes very insistent that he come along. Tom, exhausted from his work week, is adamant about not wanting to go. Rebecca won’t take no for an answer and pushes the issue. He reacts by clamming up even more. Finally she tells him he’s being selfish, he ends up in front of the TV not talking, and she ends up going alone. Rebecca acts in a way that is very typical of people with an anxious attachment style. Because her husband’s being at work more than usual during the week has activated her attachment system, she feels a need to reconnect. What she needs most is to feel that Tom is available to her—that he cares and wants to be with her. However, instead of saying this directly and explaining what is bothering her, she uses protest behavior—accusing him of being selfish and insisting that he come to her sister’s. Tom is bewildered that Rebecca is suddenly behaving so irrationally—after all, they have an understanding that he doesn’t have to go to her sister’s. How different Tom’s reaction might be if Rebecca simply said, “I know you hate going to my sister’s, but it would mean the world to me if you could come this one time. I’ve hardly seen you all week and I don’t want to miss out on any more time together.” Effectively expressing your emotional needs is even better than the other person magically reading your mind. It means that you’re an active agent who can be heard, and it opens the door for a much richer emotional dialogue. Even if Tom still chose not to join Rebecca, if he understood how she felt, he could find another way to reassure her: “If you really want me to go, I will. But I also want to relax. How about we go out tonight—just the two of us? Would that make you feel better? You don’t really want me at your sister’s anyway, do you? I will get in the way of the two of you catching up.

Throwing even more fuel on this fire was Alibaba’s record-breaking 2014 debut on the New York Stock Exchange. A group of Taobao sellers rang the opening bell for Alibaba’s initial public offering on September 19, just nine days after Premier Li’s speech. When the dust settled on a furious round of trading, Alibaba had claimed the title of the largest IPO in history, and Jack Ma was crowned the richest man in China. But it was about more than just the money. Ma had become a national hero, but a very relatable one. Blessed with a goofy charisma, he seems like the boy next door. He didn’t attend an elite university and never learned how to code. He loves to tell crowds that when KFC set up shop in his hometown, he was the only one out of twenty-five applicants to be rejected for a job there. China’s other early internet giants often held Ph.D.s or had Silicon Valley experience in the United States. But Ma’s ascent to rock-star status gave a new meaning to “mass entrepreneurship”—in other words, this was something that anyone from the Chinese masses had a shot at. The government endorsement and Ma’s example of internet entrepreneurship were particularly effective at winning over some of the toughest customers: Chinese mothers. In the traditional Chinese mentality, entrepreneurship was still something for people who couldn’t land a real job. The “iron rice bowl” of lifetime employment in a government job remained the ultimate ambition for older generations who had lived through famines. In fact, when I had started Sinovation Ventures in 2009, many young people wanted to join the startups we funded but felt they couldn’t do so because of the steadfast opposition of their parents or spouses. To win these families over, I tried everything I could think of, including taking the parents out to nice dinners, writing them long letters by hand, and even running financial projections of how a startup could pay off. Eventually we were able to build strong teams at Sinovation, but every new recruit in those days was an uphill battle. By 2015, these people were beating down our door—in one case, literally breaking Sinovation’s front door—for the chance to work with us. That group included scrappy high school dropouts, brilliant graduates of top universities, former Facebook engineers, and more than a few people in questionable mental states. While I was out of town, the Sinovation headquarters received a visit from one would-be entrepreneur who refused to leave until I met with him. When the staff told him that I wouldn’t be returning any time soon, the man lay on the ground and stripped naked, pledging to lie right there until Kai-Fu Lee listened to his idea.

Expectations Alignment No matter how well you think you understand what you’re expected to do, be sure to check and recheck expectations once you formally join your new organization. Why? Because understandings that are developed before you join—about mandates, support, and resources—may not prove to be fully accurate once you’re in the job.

It is a bit of a cliché to characterize life as a rambling journey on which we can alter our course at any given time—by the slightest turn of the wheel, the wisdom goes, we influence the chain of events and thus recast our destiny with new cohorts, circumstances, and discoveries. But for the most of us, life is nothing like that. Instead, we have a few brief periods when we are offered a handful of discrete options. Do I take this job or that job? In Chicago or New York? Do I join this circle of friends or that one, and with whom do I go home at the end of the night? And does one make time for children now? Or later? Or later still? In that sense, life is less like a journey than it is a game of honeymoon bridge. In our twenties, when there is still so much time ahead of us, time that seems ample for a hundred indecisions, for a hundred visions and revisions—we draw a card, and we must decide right then and there whether to keep that card and discard the next, or discard the first card and keep the second. And before we know it, the deck has been played out and the decisions we have just made will shape our lives for decades to come. —

(1) create a company-approved project that will force you to learn new skills and introduce you to new people within your company; (2) take on leadership positions in the hobbies and outside organizations that interest you; (3) join your local alumni club and spend time with people who are doing the jobs you’d like to be doing; (4) enroll in a class at a community college on a subject that relates to either the job you’re doing now or a job you see yourself doing in the future.

One of the most common mistakes companies make as they scale is to drift from their consistent drumbeat. This can happen when new employees join by the hundreds—or by the thousands—and they’re so far removed from the leader that they don’t really hear the beat. So while they may understand the “what,” they may not be clear on the “how.” Meaning, they may know what their job is and what the company is trying to do, but they don’t appreciate how the company goes about doing what it does. The “how” is all about culture and values of a company, which must be communicated clearly.

In 1966 Israel invited a California scientist, Sidney Loeb, to spend a year at Ben-Gurion University in Beer-Sheva (the new Hebrew name for Beersheba). Loeb had worked for industry after taking an undergraduate degree in engineering in 1941. Feeling restless, he quit his job at the age of forty and went to graduate school at the University of California at Los Angeles. Like the researchers in Israel, scientists at UCLA had been seeking practical desalination methods. Loeb joined the quest with another student, a Canadian named Srinivasa Sourirajan. They developed the first successful reverse-osmosis process in 1960—“successful” in the sense that it worked in a laboratory, not that it could be deployed in the real world. Sourirajan soon ran into visa problems and Loeb continued alone, constantly tweaking the all-important membrane. By 1965 the technology had advanced enough that Loeb was able to build a commercial reverse-osmosis plant—the first in the Americas—in Coalinga, a town of about six thousand in the San Joaquin Valley. So thick with salts was its groundwater that residents had always brought in potable water by tanker cars. The

In 2018, the average annual pay raise per employee in the US was about 3 percent (5 percent for top performers). For an employee quitting her job and joining a new company, the average raise was between 10 percent and 20 percent. Staying in the same job is bad for your pocketbook.

Research shows that a church must keep about 16 percent of its first time guests to experience a minimal growth rate of 5 percent a year. Rapidly growing churches keep between 25 and 30 percent of their first time guests. Declining churches keep only about 5 to 8 percent of their first time guests. By using the average of 16 percent, we can calculate the number of guests our church needs to grow. For example, a church that wants to add fifty new members this year will need to have a minimum of three hundred guests attend its worship services during the year. The same research revealed the crucial importance of getting guests to return for a second visit. A church keeps about 60 percent of its guests who come back for a second visit in the week after their first visit. This points out the importance of being gracious hosts the first time, so that our guests will feel encouraged to return. Research also indicates that new comers who remain in a church more than six months have an average of seven friends in their church, while people who drop out of a church average only two friends. 90 percent of new members who do not find a group to join and a job to do will be inactive at the end of the year. Less than 10 percent of first timers will ever return after their first time visit. 10-12 percent of those that come back will join the church within one year. 45-60 percent of second time guests will join the church if graciously received at the first visit. 75 percent of third time visitors will join the church if there is friendliness among church people and towards guests.

How long does it take to Learn Freelancing? How long it takes to learn freelancing depends on what you're learning, how you start freelancing, and how hard you try to learn it. Learning something requires more willpower and concentration than any effort. The sooner you continue to learn to work with focus, the sooner you will succeed. And the slower you go, the longer it will take you to learn the task. So if you want to build a career online as a professional freelancer then you must spend extra time on it. Freelancing for Beginners: If you are new to the freelancing sector, there are a few things you need to know. For example: What is data entry? What is outsourcing? Web design key etc. Having a basic understanding of these things will make it much easier for you to learn freelancing. Although freelancing has complex tasks as well as some simple ones. But it is very few and low incomes. There are many new freelancers who want to earn freelancing with mobile. Their statement is, "I don't need so much money, only 4-5 thousand taka will do". In their case, I would say that you learn data entry work. You can earn that amount of money in this work. But if you choose freelancing just to do this job then I would say you are doing it wrong. Because this data entry work is very long, you need to work for 7-8 hours. And if you dream of only 4-5 thousand rupees by working 7-8 hours, then my suggestion for you is that you should not do this work but get tutoring. At least it will be best for you. Freelancing requires you to have big dreams and the passion to make them come true. Misconceptions about Freelancing: There is no substitute for a good quality computer or a good quality laptop to learn and master freelancing professionally. This way you can practice and learn very quickly without any hassle. Many people think that by looking at the monitor and pressing the keyboard, they become freelancing and can earn lakhs of rupees a month. In fact, those who think so cannot be entirely blamed. Many of us get lured by such mouthwatering advertisements as "opportunity to earn lakhs per month with just one month course" and waste both our precious time and money by joining bad unprofessional coaching centers. Why is it not possible to learn freelancing in just one month even in one year? It is clear proof that glittering does not make gold. There are thousands of jobs in freelancing, each job is different, and each job takes a different amount of time to learn. So it is very difficult to comment on how long it takes to learn freelancing. Be aware in choosing the right Freelancing Training Center: But whatever you do, don't go for an online course of Rs 400-600-1200. Because it will also lose the willpower you have to learn to freelance. If you have to do this type of bad course today, then do a government freelancing course or you can take practical training from an organization called "Bhairab ​​IT Zone" for a nominal fee. Here hands-on training is provided by professional freelancers using tools in free, premium, and upgraded versions. Although there are many ways or mediums to learn freelancing or outsourcing. E.g. Outsourcing Learning Books, Youtube Video Tutorials, Seminars etc. Either way, some learn to swim in a day and some in a week. To become a good swimmer one must continue swimming for a long time. Not everyone has the same brain capacity or stamina. Humans are naturally different from one another. The same goes for freelancing. You might learn the ins and outs of freelancing within 6-7 months, it might take another 1-2 years. No matter how long it takes to learn, you need to work twice as long to become proficient at it. But with hard work, willpower, and determination you can make any impossible possible. Please visit Our Blogging Website to Read More Articles related to Freelancing and Outsourcing.

Close the circle!” yelled Devlin. Jake the gladiator ran over to our injured teammate. “Are you okay?!” Luigio replied weakly, “It hurts… it hurts so much.” “Move him to the middle,” commanded the knight-captain, “and tighten the formation.” “We’re no match for these thieves,” said Lendro. “We’re just guards!” “It’s okay, we’ll work together. We’ll protect you,” said Arthur. “Yeah, we got your back,” said Pierce. Then Devlin commanded, “Alternate our classes for the positions of the defensive circle. I want the positions to be knight, guard, knight, guard.” “Yes, sir. Understood,” replied the knights. The guards and knights got into the new formation. Our defensive power was spread across the circle much more evenly now. “Good job, everyone. Work together and protect each other,” said Devlin. “Yes, sir,” the knights and guards replied. Jake ran up to Devlin. “I want to join the circle. I want to help defend.” “Sorry, my friend. I can’t use you for the circle because you don’t have a shield,” replied the knight-captain. “What am I supposed to do then?” “Stay in the middle and take care of our wounded.” “But I want to he—” Right at that moment, Jake heard a grass block behind him crumble away. Both Devlin and Jake turned back to see what happened. Shadow yelled, “They’re coming from the ground!” Immediately, Jake rushed over to the hole. Right when he reached the hole, he saw an enemy rogue pop his head up. The gladiator jumped in the air and as he descended, he pointed his iron sword downward toward the hole. His attack struck the rogue right between the shoulder and neck.

Among his peers, Pablo Guzmán had a unique upbringing. He graduated from one of New York’s premier academic high schools, Bronx Science, where students were engaged with the political debates of the day, from the Vietnam War to the meaning of black power, thanks to the influence of a history teacher. Guzmán had also been politicized by his Puerto Rican father and maternal grandfather, who was Cuban. Both saw themselves as members of the black diaspora in the Americas. The job discrimination and racist indignities they endured in the Spanish-speaking Caribbean and in New York turned them into race men committed to the politics of black pride and racial uplift. When Guzmán was a teenager, his father took him to Harlem to hear Malcolm X speak.188 He also remembers that his Afro-Cuban grandfather, Mario Paulino, regularly convened meetings at his home to discuss world politics with a circle of friends, many of whom were likely connected through their experience at the Tuskegee Institute, the historic black American school of industrial training, to which Paulino had applied from Cuba and at which he enrolled in the early 1920s.189 Perhaps because of the strong black politics of his household, Guzmán identified strongly with the black American community, considered joining the BPP, and called himself “Paul.” His “field studies” in Cuernavaca, Mexico, during his freshman year at SUNY Old Westbury, however, awakened him to the significance of his Latin American roots.

Power levels were dropped so low that even voice communications were difficult. Removing carbon dioxide from the air was another serious problem. Lithium hydroxide normally did the job but there wasn’t enough of it. The only additional supply they had was in the Command Module, and its canisters were cube-shaped whereas the Lunar Module’s sockets were cylindrical. It looked like the men would suffocate before they made it back. In one of the most inspired brainstorming sessions of all time, engineers on the ground got out all the kit that the crew would have available. They then improvised a ‘mailbox’ that would join the two incompatible connections and draw the air through. The air was becoming more poisonous with every breath as the astronauts followed the meticulous radio instructions to build the Heath Robinson repair. Amazingly, it worked. They would have enough clean air. But they weren’t out of the woods yet. They needed to re-enter the atmosphere in the Command Module, but it had been totally shut down to preserve its power. Would it start up again? Its systems hadn’t been designed to do this. Again, engineers and crew on the ground had to think on their feet if their friends were to live. They invented an entirely new protocol that would power the ship back up with the limited power supply and time available without blowing the system. They also feared that condensation in the unpowered and freezing cold Command Module might damage electrical systems when it was reactivated. It booted up first time. Back to Earth with a splash With Apollo 13 nearing Earth, the crew jettisoned the Service Module and photographed the damage for later analysis. Then they jettisoned the redundant Lunar Module, leaving them sitting tight in the Command Module Odyssey as they plunged into the atmosphere.

Normally Anthony would have written something like this: “I’m so sorry, but unfortunately I’m no longer going to be able to join you on the trip to KL. We’ve recently taken on three big projects and I’m finding myself swamped with all that entails. As a result, I just can’t carve out the time to make it possible, despite my best efforts. Huge apologies again.” By comparison, his positive no went something like this: “I was honored that you invited me to KL. The work you’re doing is fascinating and impressive [warmth]. As you might know, our side of the business has also grown enormously in the past few months. We’ve taken on three exciting new projects that will really change the way our clients think about marketing. I’ll be setting up the projects in the coming month, and it’s my responsibility to make them the success they deserve to be [his yes]. To do a good job, though, I’m having to let go of a lot of things. And sadly, one of them is the chance to come to KL. I’m disappointed, as I was looking forward to it [his no]. Please let me know if it would be helpful to connect you with people who might take my place and add value to the group—I have a few ideas. In the meantime, I wish you all the best for a fruitful trip [warmth].

Fear itself is quite fear-inducing. Most intelligent people in the world dress it up as something else: optimistic denial. Most who avoid quitting their jobs entertain the thought that their course will improve with time or increases in income.

I was accidentally at the forefront of a movement that was taking shape—what Li Jin, former partner at Andreessen Horowitz and founder of Atelier Ventures, calls the “passion economy”—“a world in which people are able to do what they love for a living and to have a more fulfilling and purposeful life.” At the time I created Gumroad, online creator platforms were still new, but the rise of no-code solutions has made building and charging for podcasts, video and audio content, online courses, virtual teaching, and virtual coaching almost seamless, so that starting a business around something you love has never been more attainable. You probably have something you enjoy, something that on its face has nothing to do with your “real” job. Maybe it’s marathon running or ceramics or electronic music or another passion that you pursue in your free time. Whatever it is, building a minimalist business around the people you love to spend time with and the ways you love to spend your time depends on being part of a community. You may already be thinking about how to solve the problems of a current community you participate in, or you may simply be planning to join a community based on something you love. Either way, finding your people is really important at the beginning. Not just for the sake of your business but also for the sake of your own well-being. Taking writing and painting classes in Provo reminded me that my community wasn’t just the people in front of me; it was also a wider group who wanted, like me, to “turn their passions into livelihoods.” The real communities I was a part of didn’t care about growth at all costs; that kind of accelerated expansion would have cracked them into a million little pieces. Instead, their priority, like mine, was connecting to each other in ways that allowed for the space, time, and freedom to explore their interests and to eventually transform their passions into businesses in meaningful ways.

What are your feelings from Bush to Obama? Besides being responsible for the death of half a million people, I feel like Bush dealt a huge economic and social blow to the USA, one from which we may never fully recover. He directly flushed 3 trillion dollars down the toilet on hopeless, pointlessly destructive wars in Afghanistan and Iraq …and they’re not even over! For years to come, we’ll be paying costs for all the injured veterans (over 50,000) and destabilizing three countries, because you have to look at the impact that the Afghan war has on Pakistan. Bush expanded the use of torture, and created a whole new layer of government bureaucracy (the “Department of Homeland Security”) to spy on Americans. He created Indefinite Detention (at Guantanamo and other US military bases) and expanded the use of executive-ordered assassinations using the new drone technology. On economic issues, his administration allowed corporations to run things and regulate themselves. The agency that was supposed to regulate oil drilling had lobbyist-paid prostitutes sleeping with employees while oil industry lobbyists basically ran the agency. Energy companies like Enron, and the country’s investment banks were deregulated at the end of the Clinton administration and Bush allowed them to run wild. Above all, he was incompetent and appointed some really stupid people to important positions at every level of government. Certainly, Obama has been involved in many of these same activities. A few he’s increased, such as the use of drone assassinations, but most of them he has at least tried to scale back. At the beginning of his first term, he tried to close the Guantanamo prison and have trials for many of the detainees in the United States but conservatives (including many Democrats) stirred up public resistance and blocked this from happening. He tried to get some kind of universal healthcare because over 50 million Americans don’t have health insurance. This is one of the leading causes of personal bankruptcies and foreclosures because someone gets sick in a family, loses their job, loses their health insurance (because American employers are source of most people’s healthcare) and they can’t pay their health bills or their mortgage. Or they use up all their money caring for a sick family member. So many people in the US wanted health insurance reform or single-payer, universal health care similar to what you have in the UK. Members of Obama’s own party (The Democrats) joined with Republicans to narrowly block “The public option” but they managed to pass a half-assed but not-unsubstantial reform of health insurance that would prevent insurers from denying you coverage when you’re sick or have a “preexisting condition.” The minute it was signed into law, Republicans sued in the courts (all the way to the supreme court) and fought, tooth and nail to block its implementation. Same thing with gun control, even as we’re one of the most violent industrial countries in the world. (Among industrial countries, our murder rate is second only to Russia). Obama has managed to withdraw troops from Iraq and Afghanistan over Republican opposition but, literally, everything he tries to do, they blast it in the media and fight it in Congress. So, while I have a lot of criticisms of Obama, he is many orders of magnitude less awful than Bush and many of the positive things he’s tried to do have been blocked. That said, the Democratic and Republican parties agree on more things than they disagree. Both signed off on the Afghan and Iraq wars. Both signed off on deregulation of banks, of derivatives, of mortgage regulations and of the energy and telecom business …and we’ve been living with the consequences ever since. I’m guessing it’s the same thing with Labor and Conservatives in the UK. Labor or Democrats will SAY they stand for certain “progressive” things but they end up supporting the same old crap... (2014 interview with iamhiphop)

I’ve never said anything bad about your books.” She’s eyeing me with blatant confusion, like she can’t figure me out. Join the club. It has many members, and I don’t care. “Doesn’t mean you haven’t ruined other writers’ careers.” A tiny dent appears between her brows. “It’s my job to review books and I’m as objective as I can be. It’s a simple fact that not every book published is good. And I owe it to the New York Press readers to give my honest opinion.” It sounds like a spiel she’s recited many times before. Which means I’m not the first author to bail her up. “I’m in publishing. I know how reviews work.” I stalk to the fire and grab a poker. Her logic merely accentuates how unreasonable I’m being, and I need something to jab at, so I start prodding at the smoldering logs. “But your words hold more sway than most. Books you pump up go gangbusters, books you trash end up languishing. Surely you know that?” For the first time since we met, I glimpse an angry spark in her eyes. She’s obviously trying to impress me, to stay calm, probably with the aim to suck up. But I’ve hit a nerve and her eyes drift to the poker in my hand for a moment, like she’s imagining skewering me with it.

She was built to be a part of a team. It was how she'd grown up, It had always been hr and her dad, unbreakable partners. Then she'd join forces with Liz, the two of them taking on adolescence together. Now, for better or worse -- clearly, unquestionably worse, -- she'd agreed to a new partnership... It was her job as a teammate.

Why did you leave your last job?” Not the most original question, but the answer matters. I’m looking for a crisp, clear story. If they complain about a bad manager or being the victim of politics, I ask what they did about it. Why didn’t they fight harder? And did they leave a mess behind them? What did they do to make sure they left in the right way? [See also: Chapter 2.4: I Quit.] And why do they want to join this company? That reason had better be completely different from why they left their previous job. They should have a new story, a compelling story, about what they’re excited about, who they want to work with, and how they want to grow and develop.

Night One Introduction   Stampy Cat is an adventurous young fellow who loves having fun. One day, when Stampy is thinking of what to do, he starts having a random craving. He wants pizza!   Lee, Squid, and all of Stampy’s other friends have been talking about a new pizza restaurant called Freddy’s.   Stampy’s hunger leads him to go to Freddy’s, but something seems a little strange… Being the inquisitive guy he is, Stampy decides to investigate.   He applies for a job at Freddy’s so he can do some detective work of his own.   To make this mission even more fun, Stampy invites Lee and Amy to join him.   The gang sure is in for a lot of adventure…   Night One     Stampy was ready to become a security guard and he had his pals Lee and Squid ready to go as well.     The boys got all their gear ready. Stampy grabbed a shiny diamond sword. Lee grabbed his favorite pickaxe. And Squid grabbed a bucket.  

When his teaching is more straightforward, it is no less baffling or challenging. Blessed are the meek (Mt 5:5); to look at a woman with lust is to commit adultery (Mt 5:28); forgive wrongs seventy times seven (Mt 18:22); you can't be my disciple if you do not give up all your possessions (Lk 14:33); no divorce (Mk 10:9); love your enemies and pray for those who persecute you (Mt 5:44). A passage that gives us the keys to the reign, or kingdom, of God is Matthew 25:31–46, the scene of the judgment of the nations: Then the king will say to those on his right hand, “Come, you that are blessed by my Father, inherit the kingdom prepared for you from the foundation of the world; for I was hungry and you gave me food, I was thirsty and you gave me something to drink, I was a stranger and you welcomed me, I was naked and you gave me clothing, I was sick and you took care of me, I was in prison and you visited me.” As Mother Teresa put it, we meet Christ in the distressing disguise of the poor. Jesus’ teaching and witness is obviously relevant to social, economic, and political issues. Indeed, the Jewish leaders and the Romans (the powers that be of the time) found his teaching and actions disturbing enough to arrest him and execute him. A scene from the life of Clarence Jordan drives home the radicalism and relevance of Jesus’ message. In the early 1950s Clarence approached his brother, Robert Jordan, a lawyer and future state senator and justice of the Georgia Supreme Court, to legally represent Koinonia Farm. Clarence, I can't do that. You know my political aspirations. Why if I represented you, I might lose my job, my house, everything I've got. We might lose everything too, Bob. It's different for you. Why is it different? I remember, it seems to me, that you and I joined the church the same Sunday, as boys. I expect when we came forward the preacher asked me about the same question he did you. He asked me, “Do you accept Jesus as your Lord and Savior?” And I said, “Yes.” What did you say? I follow Jesus, Clarence, up to a point. Could that point by any chance be—the cross? That's right. I follow him to the cross, but not on the cross. I'm not getting myself crucified. Then I don't believe you're a disciple. You're an admirer of Jesus, but not a disciple of his. I think you ought to go back to the church you belong to, and tell them you're an admirer not a disciple. Well now, if everyone who felt like I do did that, we wouldn't have a church, would we? The question, Clarence said, is, “Do you have a church?”25 The early Christian community tried to live according to the values of the reign of God that Jesus proclaimed, to be disciples. The Jerusalem community was characterized by unlimited liability and total availability for each other, sharing until everyone's needs were met (Acts 2:43–47; 4:32–37).26 Paul's exhortation to live a new life in Christ in his letter to the Romans, chapters 12 through 15, has remarkable parallels to Jesus’ Sermon on the Mount in Matthew, chapters 5 through 7, and Luke 6:20–49.27 Both Jesus and Paul offer practical steps for conflict resolution and peacemaking. Similarly, the Epistle of James exhorts Christians to “be doers of the word and not merely hearers who deceive themselves” (1:22), and warns against class divisions (2:1–13) and the greed and corruption of the wealthy (5:1–6).

I was in a unique position. I joined the New Church organization as an innocent new member, a seeker for truth. I was welcomed with open arms. The old folks shared their stories with me, what people had done, what ministers had said, why someone had left, or died. When I expressed an interest in the priesthood, older ministers began to share their own stories. This time from the inside of the organization. I was after all a new soldier, carrying the hope of the future. In the theological seminary we were instructed how to interpret doctrine. The old ladies of Bryn Athyn gossiped about neighbors. College students talked about growing up here. In a men’s group I witnessed tales of in-family pain and abuse, shared in confidence. I sat in on board meetings and heard about land deals, donations, and powerful families that had their own agenda for the church. From the bishop we got the background on hirings and firings, divorces, rogue ministers who had not toed the party line. We listened to, but did not believe, reports from African congregations. There was the occasional suicide. I got ordained and sent to Sweden. Now I had insight into the paperwork, the contracts, the long term plans. I had the keys to the doors and the passwords to the computers. I got copies of the financial records. My job required it. In the library I read ancient New Church magazines with some very strangely slanted articles in Swedish or Norwegian. Photos of men in uniforms. I collected it all. This would make a good book some day, I thought.

Orpheus literally had his hands full, holding on to her while she struggled to break away from him and plunge into the water, time after time. How the other Argonauts laughed! Jason was exasperated. He needed Orpheus to keep the rowers working together and he was short by three men since the battle. He couldn’t spare anyone else from the crew to keep the girl from killing herself. When he ordered Herakles to grab her and tie her to the mast, our “dove” showed us that she spoke our language well enough to spew blistering curses and threats. “Listen to that!” Herakles exclaimed with an exaggerated shudder. “She’s a witch’s daughter, sure enough. She’ll put a spell on me if I offend her.” “Stop that nonsense and control the brat,” Jason snapped. “Alas, beloved prince, I can’t.” Herakles sighed and hung his head with such a pathetic air that Milo, Hylas, and I stuffed our knuckles into our mouths to stifle snickers. “I made a vow to Hera not to touch a woman until we come to Colchis.” That was too much for Hylas. He burst into hoots of laughter, and Milo and I joined in, until we had to clutch one another to keep from falling over. I was still trying to catch my breath when Jason’s foot shot out and dealt me an undeniable kick in the behind. “You think this is funny? You watch her!” he barked at me. “If anything happens to the scrawny little bitch, we’ll stick you in a dress, hand you over to her flea-bitten relatives, and be halfway to Colchis before they figure out they’ve been duped. If you’re lucky, they’ll kill you quickly. If not, they might decide to use their knives to turn you into the daughter they lost. See if you can laugh your way out of that, boy!” He showed his teeth in a satisfied smirk and didn’t understand why I kept on laughing at his threat, even while I walked off to assume my new job as the girl’s keeper.

A loud knock at the door interrupts us. “Abre la puerta, soy Elena.” “Who’s that?” “The bride.” “Let me in!” Elena commands. Alex unlocks the door. A vision in white ruffles with dozens of dollar bills safety-pinned to the back of her dress squeezes her way into the bathroom, then shuts the door behind her. “Okay, what’s goin’ on?” She, too, sniffs a bunch of times. “Was Paco in here?” Alex and I nod. “What the fuck does that guy eat that it comes out his other end smelling so rotten? Dammit,” she says, wadding up tissue and putting it over her nose. “It was a beautiful ceremony,” I say through my own tissue. This is the most awkward and surreal situation I’ve ever been in. Elena grabs my hand. “Come outside and enjoy the party. My aunt can be confrontational, but she doesn’t mean any harm. Besides, I think deep down she likes you.” “I’m taking her home,” Alex says, playing the role of my hero. I wonder when he’ll get sick of it. “No, you’re not takin’ her home or I’ll lock both of you in this stinkin’ smelly room so you’ll stay.” Elena means every word. Another knock at the door. “Vete vete.” I don’t know what Elena said, but she sure said it with gusto. “Soy Jorge.” I shrug and look to Alex for an explanation. “It’s the groom,” he says, clueing me in. Jorge slips in. He isn’t as crude as the rest of us because he ignores the fact that the room smells like something died. But he sniffs loudly a few times and his eyes start to water. “Come on, Elena,” Jorge says, trying to cover his nose inconspicuously but doing a poor job of it. “Your guests are wondering where you are.” “Can’t you see I’m talkin’ to my cousin and his date?” “Yeah, but--” Elena holds up a hand to silence him while holding the tissue over her nose with the other. “I said, I’m talkin’ to my cousin and his date,” she declares with attitude. “And I’m not finished yet.” “You,” Elena says, pointing directly at me. “Come with me. Alex, I want you and your brothers to sing.” Alex shakes his head. “Elena, I don’t think--” Elena holds up a hand in front of Alex, silencing even him. “I didn’t ask you to think. I asked you to join your brothers in singin’ to me and my new husband.” Elena opens the door and yanks me through the house, stopping only when we reach the backyard. She lets me go only to grab the microphone from the lead singer. “Paco!” she announces loudly. “Yeah, I’m talkin’ to you,” Elena says, pointing to Paco talking to a bunch of girls. “Next time you want to take a dump, do it in someone else’s house.

But for the most of us, life is nothing like that. Instead, we have a few brief periods when we are offered a handful of discrete options. Do I take this job or that job? In Chicago or New York? Do I join this circle of friends or that one, and with whom do I go home at the end of the night? And does one

Since they had established a household at Riverton, Beatrix had increased the size of her menagerie, and was constantly occupied with animal-related charities and concerns. She had also compiled a report for the newly established natural history society in London. For some reason it had not been at all difficult to convince the group of elderly entomologists, ornithologists, and other naturalists to include a pretty young woman in their midst. Especially when it became clear that Beatrix could talk for hours about migration patterns, plant cycles, and other matters relating to animal habitats and behavior. There was even discussion of Beatrix's joining a board to form a new natural history museum, to provide a lady's perspective on various aspects of the project.

That summer, the month he turned twenty-nine, my brother had proposed to his girlfriend, the one he’d met four years earlier, just before coming to stay with me in Brooklyn. Nearly everyone from high school and most of my friends from college were married, or soon to be, and as for ex-boyfriends: W married in 2005; R met his soon-to-be wife in 2006 (today both couples have two children). Even the close friends I’d made in New York were “joining the vast majority,” as Neith had put it. All of us wanted to believe this wouldn’t change anything. But it did, invariably, in ways small and large. It’s a rare friendship that transcends the circumstances that forged it, and being single together in the city, no matter how powerful a bond when it’s happening, can prove pretty weak glue. Alliances had been redrawn, resources shifted and reconsolidated; new envies replaced the old. Whereas before we were all broke together, now they had husbands splitting the rent and bills, and I couldn’t shake my awareness of this difference. A treacherous, unspoken sense of inequality set in, which only six months into my new magazine job had radically reversed: I’d become the one who could afford nice restaurants while they had to channel their disposable incomes toward a shared household, and I felt their unspoken judgment just as before they’d felt mine. One newly married friend lashed out at me for never inviting her to parties. I tried to explain: Didn’t she see I was going because someone else had invited me? And that if I didn’t go, I’d be home alone, whereas she had someone to keep her company? When a dear friend said, “You know, I may be married now, but I’m still just like you! I can still do whatever I want!” I blanched. She’d been on her own so recently herself. Didn’t she remember that being single is more than just following your whims—that it also means having nobody to help you make difficult decisions, or comfort you at the end of a bad week?

Feeling obscurely reassured, she turned over and fell asleep. Chapter 6 The next morning Maura was awakened by the tapping of rain against the glass sliding doors. It came as a surprise, but Maura realized it shouldn’t have: it must rain all the time in Ireland, to keep all those fields so green. Still, she was glad she’d had a day of sunshine first. If it had stayed cold and grey, like the day she’d arrived, she might have turned tail and run. She lay listening to the sounds: the rain, of course, but also the clinking of pans and plates in the kitchen above, and the young voices as the Keohane children pounded down the hall and out the door. She thought she heard the rumble of a male voice as well—Ellen’s husband? She didn’t want to move, but she knew Ellen would probably be waiting breakfast on her, and surely her landlady had other things to do today. She checked the clock: 8:00. That meant she’d had no more than six hours of sleep, after a long day yesterday. The night before, Jimmy and Mick had offered her a job at the pub. And by the light of day she still thought she wanted it. She could stay longer. It wouldn’t be much of a vacation, working all the time, but she’d never had any vacations anyway, so nothing new there. She wouldn’t be seeing much of Ireland, but she’d never been a fan of touristy things back home in Boston, and she didn’t plan to join groups of gawping tourists here. And she’d get to know some real people. But there were a lot of things that were murky, starting with how long Jimmy

When Lombardi joined the Green Bay Packers in 1959, the team had gone eleven straight seasons without a winning record, and after winning only one of twelve games the previous year, the team fired Lombardi’s predecessor. Upon arriving at training camp as their new head coach, Lombardi made an immediate and indelible first impression on Bart Starr, a struggling third-string, fourth-year quarterback. After leading the players to a meeting room, Lombardi waited in front of a portable blackboard as the players sat down. He picked up a piece of chalk and began to speak. “Gentlemen,” he said, “we have a great deal of ground to cover. We’re going to do things a lot differently than they’ve been done here before . . . [We’re] going to relentlessly chase perfection, knowing full well we will not catch it, because perfection is not attainable. But we are going to relentlessly chase it because, in the process, we will catch excellence.”6 He paused and stared, his eyes moving from player to player. The room was silent. “I’m not remotely interested in being just good,” he said with an intensity that startled them all.

How is it different and why should I buy it? ONE sentence or phrase, folks. Apple did an excellent job of this with the iPod. Instead of using the usual industry jargon with GB, bandwidth, and so forth, they simply said, “1,000 songs in your pocket.