Joined Senior Quotes

The young man pities his elders, fearing the day he, too, will join their ranks. The elderly man pities the younger generation, well-knowing the trials and tribulations that lie ahead of them.

The good die young, but I have been spared to build myself up so that I may end my life as good as gold. The senior dead will be proud of me.... I will join the Y.M.C.A. of the immortals. Only, in this very hour, I may be missing eternity.

Potter,' she said in ringing tones, 'I will assist you to become an Auror if it is the last thing I do! If I have to coach you nightly, I will make sure you achieve the required results!' 'The Minister for Magic will never employ Harry Potter!' said Umbridge, her voice rising furiously. 'There may well be a new Minister for Magic by the time Potter is ready to join!' shouted Professor McGonagall. 'Aha!' shrieked Professor Umbridge, pointing a stubby finger at McGonagall. 'Yes! Yes, yes, yes! Of course! That's what you want, isn't it, Minerva McGonagall? You want Cornelius Fudge replace by Albus Dumbledore! You think you'll be where I am, don't you: Senior Undersecretary to the Minister and Headmistress to boot!' 'You are raving,' said Professor McGonagall, superbly disdainful.

The Gatekeeper joined the rest of the Senior Council, and they trooped back up to their podiums. Podii. Podia. Whatever. Goddamned correspondence course.

The Gatekeeper joined the rest of the Senior Council, and they trooped back up to their podiums. Podii. Podia.

I'm Dr. Ethan Kane, director of the Hauer Institute. My senior medical staff joins me in welcoming all of you to Maryland and to Liberty General Hospital. Think of it! You've been chosen to make an extraordinary journey with us. You'll be making medical history, making some very good money as well, and this will be the best experience you've ever had. I guarantee it!

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

We've known each other for years." "In every sense of the word." Tanya gave him a nudge and they shared another laugh. In every sense of the word... Daisy felt a cold stab of jealousy at their intimate moment. It didn't make sense. Her relationship with Liam wasn't real. But the more time she spent with him, the more the line blurred and she didn't know where she stood. "Daisy is a senior software engineer for an exciting new start-up that's focused on menstrual products," Liam said. "She's in line for a promotion to product manager. The company couldn't run without her." Daisy grimaced. "I think that's a bit of an exaggeration." "Take the compliment," Tanya said. "Liam doesn't throw many around... At least, he didn't used to." At least, he didn't used to... Was the bitch purposely trying to goad her with little reminders about her shared past with Liam? Daisy's teeth gritted together. Well, she got the message. Tanya was a cool, bike-riding, smooth-haired venture capitalist ex who clearly wasn't suffering in any way after her journey. She was probably so tough she didn't need any padding in her seat. Maybe she just sat on a board or the bare steel frame. Liam ran a hand through his hair, ruffling the dark waves into a sexy tangle. Was he subconsciously grooming himself for Tanya? Or was he just too warm? "What are you riding now?" "Triumph Street Triple 675. I got rid of the Ninja. Not enough power." "You like the naked styling?" Liam asked. Tanya smirked. "Naked is my thing, as you know too well." Naked is my thing... As you know too well... Daisy tried to shut off the snarky voice in her head, but something about Tanya set her possessive teeth on edge. "Do you want to join us inside?" Liam asked. "We're going to have a coffee before we finish the loop." Say no. Say no. Say no. "Sounds good." Tanya took a few steps and looked back over her shoulder. "Do you need a hand, Daisy?" Only to slap you.

Stand firmly rooted in your convictions, and eventually the whole world will come around to you. In 1838, Emerson delivered a lecture to the senior class of Harvard Divinity School. He had been a student there, himself, ten years earlier. Following in his father’s footsteps, Emerson was ordained as junior pastor at Boston’s Second Church in 1829. But just three years later, he resigned his position because he could no longer repeat the prayers and rituals of the past. “To be a good minister,” he wrote in his journal, “I must leave the ministry. The profession is antiquated. We worship the dead forms of our forefathers.”  Emerson sought new insights, new revelations, and new words to express them. The “Divinity School Address” is an invitation for others to join him. It challenged religious orthodoxy, scandalized some in his audience, and was condemned by church leaders—including the college dean. Emerson wasn’t invited back to Harvard for the next thirty years.

After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?

To this point, Sen. Rand Paul of Kentucky has been the Republican flavor of the year. Events from the IRS scandal to NSA revelations to the Obamacare train wreck have corroborated libertarian suspicions of federal power. And Paul has shown serious populist skills in cultivating those fears for his political benefit. For a while, he succeeded in a difficult maneuver: Accepting the inheritance of his father's movement while distancing himself from the loonier aspects of his father's ideology. But now Rand Paul has fallen spectacularly off the tightrope. It turns out that a senior member of his Senate staff, Jack Hunter, has a history of neo-Confederate radio rants. And Paul has come to the defense of his aide. . . . This would not be the first time that Paul has heard secessionist talk in his circle of confederates--I mean, associates. His father has attacked Lincoln for causing a "senseless" war and ruling with an "iron fist." Others allied with Paulism in various think tanks and websites have accused Lincoln of mass murder and treason. For Rand Paul to categorically repudiate such views and all who hold them would be to excommunicate a good portion of his father's movement. This disdain for Lincoln is not a quirk or a coincidence. Paulism involves more than the repeal of Obamacare. It is a form of libertarianism that categorically objects to 150 years of expanding federal power. . . . Not all libertarians, of course, view Appomattox as a temporary setback. A libertarian debate on the topic: "Lincoln: Hero or Despot?" would be two-sided, lively and well attended. But Paulism is more than the political expression of the Austrian school of economics. It is a wildly ambitious ideology in which Hunter's neo-Confederate views are not uncommon. What does this mean for the GOP? It is a reminder that, however reassuring his manner, it is impossible for Rand Paul to join the Republican mainstream. The triumph of his ideas and movement would fundamentally shift the mainstream and demolish a century and a half of Republican political history. The GOP could no longer be the party of Reagan's internationalism or of Lincoln's belief in a strong union dedicated to civil rights.

I have a complicated spiritual history. Here's the short version: I was born into a Mass-going Roman Catholic family, but my parents left the church when I was in the fifth grade and joined a Southern Baptist church—yes, in Connecticut. I am an alumnus of Wheaton College—Billy Graham's alma mater in Illinois, not the Seven Sisters school in Massachusetts—and the summer between my junior and senior year of (Christian) high school, I spent a couple of months on a missions trip performing in whiteface as a mime-for-the-Lord on the streets of London's West End. Once I left home for Wheaton, I ended up worshiping variously (and when I could haul my lazy tuckus out of bed) at the nondenominational Bible church next to the college, a Christian hippie commune in inner-city Chicago left over from the Jesus Freak movement of the 1960s, and an artsy-fartsy suburban Episcopal parish that ended up splitting over same-sex issues. My husband of more than a decade likes to describe himself as a “collapsed Catholic,” and for more than twenty-five years, I have been a born-again Christian. Groan, I know. But there's really no better term in the current popular lexicon to describe my seminal spiritual experience. It happened in the summer of 1980 when I was about to turn ten years old. My parents had both had born-again experiences themselves about six months earlier, shortly before our family left the Catholic church—much to the shock and dismay of the rest of our extended Irish and/or Italian Catholic family—and started worshiping in a rented public grade school gymnasium with the Southern Baptists. My mother had told me all about what she'd experienced with God and how I needed to give my heart to Jesus so I could spend eternity with him in heaven and not frying in hell. I was an intellectually stubborn and precocious child, so I didn't just kneel down with her and pray the first time she told me about what was going on with her and Daddy and Jesus. If something similar was going to happen to me, it was going to happen in my own sweet time. A few months into our family's new spiritual adventure, after hearing many lectures from Mom and sitting through any number of sermons at the Baptist church—each ending with an altar call and an invitation to make Jesus the Lord of my life—I got up from bed late one Sunday night and went downstairs to the den where my mother was watching television. I couldn't sleep, which was unusual for me as a child. I was a champion snoozer. In hindsight I realize something must have been troubling my spirit. Mom went into the kitchen for a cup of tea and left me alone with the television, which she had tuned to a church service. I don't remember exactly what the preacher said in his impassioned, sweaty sermon, but I do recall three things crystal clearly: The preacher was Jimmy Swaggart; he gave an altar call, inviting the folks in the congregation in front of him and at home in TV land to pray a simple prayer asking Jesus to come into their hearts; and that I prayed that prayer then and there, alone in the den in front of the idiot box. Seriously. That is precisely how I got “saved.” Alone. Watching Jimmy Swaggart on late-night TV. I also spent a painful vacation with my family one summer at Jim and Tammy Faye Bakker's Heritage USA Christian theme park in South Carolina. But that's a whole other book…

We can start the process of reform by being honest with seniors. Many are led to believe that they have somehow paid for their benefits and that they have earned unconstrained Medicare. Yet the average person joining Medicare today has paid roughly $60,000 into the program over their lifetime and will use $170,000 in benefits.

Great food also had the ability to attract great talent. "I don't know what to do," senior engineer Luiz Barroso moaned to Jeff Dean the night he had to decide whether to join VMWare or Google. "I've made these lists. I've assigned points to all the pros and cons, and it's tied at 112 to 112." Jeff knew that the day of Luiz's interview at Google, Charlie had served creme brulee for lunch. "Did you factor in the creme brulee?" he asked. "Because I know you really like creme brulee." "Oh no! I didn't consider that," Luiz admitted. The next morning he accepted Google's offer.

is driven more by fear of not being a success than by a concrete desire to do anything in particular.” The postcollege choices of Ivy League students, he explained, “are motivated by two main decision rules: (1) close down as few options as possible; and (2) only do things that increase the possibility of future overachievement.” Recruiters for investment banks and consulting firms understand this psychology, and they exploit it perfectly: the jobs are competitive and high status, but the process of applying and being accepted is regimented and predictable. The recruiters also make the argument to college seniors that if they join Goldman Sachs or McKinsey and Company or any similar firm, they’re not really choosing anything—they’re just going to spend a couple of years making money and, perhaps, recruiters suggest, doing some good in the world, and then at some point in the future they’ll make the real decision about what they want to do and who they want to be. “For people who don’t know how to get a job in the open economy,” Kwak wrote, “and who have ended each phase of their lives by taking the test to do the most prestigious thing possible in the next phase, all of this comes naturally.

Some 81 percent of all Prussian civil servants had been party members, half having joined before 1933.34 The American, British, and French occupation authorities sought to de-Nazify the German government by holding war crimes trials for senior leaders at Nuremburg, and then by purging individuals from the civil service. But as the new Federal Republic was formed in 1949 and pressure mounted to put in place a competent government that could anchor the new NATO alliance against the Soviet Union, large numbers of purged officials were reinstated. A federal law passed in 1951 granted all regular civil servants, including those with Nazi backgrounds and those expelled by East Germany, a right to reinstatement.35 Of the fifty-three thousand civil servants initially purged, only about one thousand remained permanently excluded

Hillary served as a U.S. senator from New York but did not propose a single important piece of legislation; her record is literally a blank slate. Liberal blogger Markos Moulitsas admits that she “doesn’t have a single memorable policy or legislative accomplishment to her name.”2 Despite traveling millions of miles as secretary of state, Hillary negotiated no treaties, secured no agreements, prevented no conflicts—in short, she accomplished nothing. Lack of accomplishment is one thing; deceit is quite another. Everyone who has followed her career knows that Hillary is dishonest to the core, a “congenital liar” as columnist William Safire once put it. The writer Christopher Hitchens titled his book about the Clintons No One Left to Lie To. Even Hollywood mogul David Geffen, an avid progressive, said a few years ago of the Clintons, “Everybody in politics lies but they do it with such ease, it’s troubling.”3 She said her mother named her after the famed climber Sir Edmund Hillary, until someone pointed out that Hillary was born in 1947 and her “namesake” only became famous in 1953. On the campaign trail in 2008, Hillary said she had attempted as a young woman to have applied to join the Marines but they wouldn’t take her because she was a woman and wore glasses. In fact, Hillary at this stage of life detested the Marines and would never have wanted to join. She also said a senior professor at Harvard Law School discouraged her from going there by saying, “We don’t need any more women.”4 If this incident actually occurred one might expect Hillary to have identified the professor. Certainly it would be interesting to get his side of the story. But she never has, suggesting it’s another made-up episode.

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.

Brace yourself,” she said to Will. “Trouble and chaos are headed our direction.” “More kids?” “No,” she said. “Senior citizens.” They were soon joined by two women from Cordelia’s book club. Sylvie Sutton, his landlord, sported a sassy pixie cut and elf ears while her best friend Frannie Nelson preened in a magenta wig.

I think the ground will be good enough,” he said. Then, turning to the nearest group of soldiers, he asked with a grin: “What do you say, men? Is the ground soft enough for a royal backside?” The soldiers chuckled. One of them, a grizzled veteran, rose and walked over to where Duncan and his two senior officers were standing. He made a show of inspecting the ground, brushing aside a few twigs and rocks, then spread out a none-too-clean neckerchief and gestured for the King to sit. “There you go, my lord. Your royal bum should be comfortable there.” The others nearby joined in the laughter. Duncan grinned at him. “If it’s not, I’ll have you in the stocks later tonight,” he said. “We did bring the stocks, didn’t we, Sir David?” “I’m sure we did, sir,” David answered gravely.

It was late May, and as the weather got nicer, seniors were outside on the circle constantly, an even bigger group--after lunch and during free periods and on the weekends--and more than once, as I walked by and pretended not to look at the clock of them, I could make out Aspeth shouting, "I do not!" Or another time: "That's so gross!" Why didn't I ever join them? I wanted to, but there would be that one unbearable moment after I approached when I stood on the fringes of the group, and they would shade their eyes and look up and wonder why I was there. There was something I would have to say, there was a place in the grass I would have to sit, a posture I would have to sit in. For other people, these decisions seemed effortkess, not decisions at all; for me, they had never stopped being decisions.

Anna Carey is a freelance journalist from Drumcondra in Dublin who has written for the Irish Times, Irish Independent and many other publications. Anna joined her first band when she was fifteen and went on to sing and play with several bands over the next fifteen years. Her last band, El Diablo, released two albums and toured all over the country. The Real Rebecca was her first book, published in 2011, starring our heroine, and went on to win the Senior Children’s Book prize at the Irish Book Awards. Readers haven’t stopped asking for the next book.

DATE: August 13, 1992 TO: Senior Managing Directors, Managing Directors, Associate Directors FROM: Alan C. Greenberg You are correct! It is exciting to be associated with Bear Stearns. The first six weeks of our new fiscal year have been a continuation of last year’s record-breaking performance. Top talent continues to join us and it looks like our head count will soon exceed the number we employed in October, 1987.

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.

As Radley Balko, senior editor of Reason magazine, details in his insightful study of the problem, these characteristics include: The militarization of domestic policing, not just in big cities but in small towns and suburbs. The increasingly frequent use of heavily armed SWAT teams for proactive policing and the routine execution of drug warrants, even for simple marijuana possession.

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.

Plus, guards did not jump straight from prep hoops to the NBA. It just wasn’t something to be done. In the history of basketball, five other high schoolers had gone direct to the Association, and all five were forwards or centers. The last one to make the move, a Farragut Career Academy senior named Kevin Garnett, stood 6-foot-11 and was a rebounding and shot-blocking machine. Even with his size and strength, he joined the Minnesota Timberwolves in 1995 and averaged but 10.4 points per game. “It was,” he later said, “really hard.

Their savagery was intimidating: we sissybritches Headquarters-City-of-the-Vast-Permian-Basin-Empire boys lost to Sintown by 20 to 7 and 48 to 0 in my time,” wrote King in Texas Monthly. “Only by joining the Army before my senior season did I avoid the record 55–0 plastering of 1946. High school football was, I think, a legitimate cultural and psychological measuring stick of that time and that place: many of us concluded that Odessa was, indeed, the rawer and tougher community.

Mubarak had been a resolute ally, key to peace with Israel and to the 1991 Gulf War coalition (praised by George H. W. Bush as “my wise friend”), and then in the campaign against Al Qaeda. Barack Obama’s senior advisers—Secretary of State Hillary Clinton, Defense Secretary Robert Gates, and Vice President Joe Biden—urged caution in joining the rush to push Mubarak out. Gates was on the National Security Council in 1979 when, in his view, the United States had pulled the rug out from under the shah, with the expectation that a democratic revolution would follow. The result instead was the rise of the Ayatollah Khomeini, U.S. diplomats held hostage for 444 days, and the implacably hostile Islamic Republic.

Unlike the Al Rasheed of Ha’il, the Al Saud had not traditionally engaged in commerce. Abdulaziz sought to promote the merchants’ prosperity because he relied on them for taxes, customs duties, and loans. He did not compete with them and instructed his sons to stay out of business. King Saud continued his father’s policy, and in 1956 and 1959 issued royal decrees prohibiting princes and civil servants from engaging in private business. King Faisal, however, recognized the need for change. With more and more princes coming of age, they could not all be given large stipends or senior government positions—nor could they be prohibited from earning a living. King Faisal’s own son, Abdullah, had served as minister of the interior but wanted to go into business. When a new decree was issued in 1976 allowing members of the royal family to engage in commerce, Prince Abdullah al-Faisal became Saudi Arabia’s Sony dealer.20 This fundamental legal change ensured that the Al Saud would eventually join the kingdom’s commercial, as well as its social and political, elite.

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

Ken Wharfe In 1987, Ken Wharfe was appointed a personal protection officer to Diana. In charge of the Princess’s around-the-clock security at home and abroad, in public and in private, Ken Wharfe became a close friend and loyal confidant who shared her most private moments. After Diana’s death, Inspector Wharfe was honored by Her Majesty Queen Elizabeth II at Buckingham Palace and made a Member of the Victorian Order, a personal gift of the sovereign for his loyal service to her family. His book, Diana: Closely Guarded Secret, is a Sunday Times and New York Times bestseller. He is a regular contributor with the BBC, ITN, Sky News, NBC, CBS, and CNN, participating in numerous outside broadcasts and documentaries for BBC--Newsnight, Channel 4 News, Channel 5 News, News 24, and GMTV. It was a strange sensation watching her walking away by herself, with no bodyguards following at a discreet distance. What were my responsibilities here? I kept thinking. Yet I knew this area well, and not once did I feel uneasy. I had made this decision--not one of my colleagues knew. Senior officers at Scotland Yard would most certainly have boycotted the idea had I been foolish enough to give them advance notice of what the Princess and I were up to. Before Diana disappeared from sight, I called her on the radio. Her voice was bright and lively, and I knew instinctively that she was happy, and safe. I walked back to the car and drove slowly along the only road that runs adjacent to the bay, with heath land and then the sea to my left and the waters of Poole Harbour running up toward Wareham, a small market town, to my right. Within a matter of minutes, I was turning into the car park of the Bankes Arms, a fine old pub that overlooks the bay. I left the car and strolled down to the beach, where I sat on an old wall in the bright sunshine. The beach huts were locked, and there was no sign of life. To my right I could see the Old Harry Rocks--three tall pinnacles of chalk standing in the sea, all that remains, at the landward end, of a ridge that once ran due east to the Isle of Wight. Like the Princess, I, too, just wanted to carry on walking. Suddenly, my radio crackled into life: “Ken, it’s me--can you hear me?” I fumbled in the large pockets of my old jacket, grabbed the radio, and said, “Yes. How is it going?” “Ken, this is amazing, I can’t believe it,” she said, sounding truly happy. Genuinely pleased for her, I hesitated before replying, but before I could speak she called again, this time with that characteristic mischievous giggle in her voice. “You never told me about the nudist colony!” she yelled, and laughed raucously over the radio. I laughed, too--although what I actually thought was “Uh-oh!” But judging from her remarks, whatever she had seen had made her laugh. At this point, I decided to walk toward her, after a few minutes seeing her distinctive figure walking along the water’s edge toward me. Two dogs had joined her and she was throwing sticks into the sea for them to retrieve; there were no crowd barriers, no servants, no police, apart from me, and no overattentive officials. Not a single person had recognized her. For once, everything for the Princess was “normal.” During the seven years I had worked for her, this was an extraordinary moment, one I shall never forget.

As Fidel Castro’s M–26–7 forces increased their attacks, the Cuban army was forced to withdraw into the larger towns for safety. This caused ever-increasing pressure on Batista. The United States government stopped supplying the Batista régime with weapons and ammunition. In 1958, in spite of an all-out attack and heavy aerial bombings upon Castro’s guerrilla forces, known as “Operation Verano,” the rebels continued advancing. At that time Batista’s Army had 10,000 soldiers surrounding the Sierra Maestra Mountains and Castro had 300 men under his command, many of them former Batista soldiers who joined the rebels after being appalled by the abuses that they were ordered to carry out. By closing off the major roads and rail lines, Castro put Batista’s forces at a severe disadvantage. On January 1, 1959, with his pockets stuffed with money and an airplane full of art, Presidente Fulgencio Batista flew the coop. Flying to the Dominican Republic before continuing to Portugal some months later, he left Anselmo Alliegro Mila to serve as Acting President. The next day he was relieved and Carlos Manuel Piedra, who had served as the senior member of the Supreme Court, was appointed Provisional President for a day. It was in accordance with the 1940 Cuban constitution, but his appointment was opposed by the new leader, Fidel Castro…. Piedra was 92 years old when he died in 1988.

Frank Fiorini, better known as Frank Sturgis, had an interesting career that started when he quit high school during his senior year to join the United States Marine Corps as an enlisted man. During World War II he served in the Pacific Theater of Operations with Edson’s Raiders, of the First Marine Raiders Battalion under Colonel “Red Mike.” In 1945 at the end of World War II, he received an honorable discharge and the following year joined the Norfolk, Virginia Police Department. Getting involved in an altercation with his sergeant, he resigned and found employment as the manager of the local Havana-Madrid Tavern, known to have had a clientele consisting primarily of Cuban seamen. In 1947 while still working at the tavern, he joined the U.S. Navy’s Flight Program. A year later, he received an honorable discharge and joined the U.S. Army as an Intelligence Officer. Again, in 1949, he received an honorable discharge, this time from the U.S. Army. Then in 1957, he moved to Miami where he met former Cuban President Carlos Prío, following which he joined a Cuban group opposing the Cuban dictator Batista. After this, Frank Sturgis went to Cuba and set up a training camp in the Sierra Maestra Mountains, teaching guerrilla warfare to Castro’s forces. He was appointed a Captain in Castro’s M 26 7 Brigade, and as such, he made use of some CIA connections that he apparently had cultivated, to supply Castro with weapons and ammunition. After they entered Havana as victors of the revolution, Sturgis was appointed to a high security, intelligence position within the reorganized Cuban air force. Strangely, Frank Sturgis returned to the United States after the Cuban Revolution, and mysteriously turned up as one of the Watergate burglars who were caught installing listening devices in the National Democratic Campaign offices. In 1973 Frank A. Sturgis, E. Howard Hunt, Eugenio R. Martínez, G. Gordon Liddy, Virgilio R. “Villo” González, Bernard L. Barker and James W. McCord, Jr. were convicted of conspiracy. While in prison, Sturgis feared for his life if anything he had done, regarding his associations and contacts, became public knowledge. In 1975, Sturgis admitted to being a spy, stating that he was involved in assassinations and plots to overthrow undisclosed foreign governments. However, at the Rockefeller Commission hearings in 1975, their concluding report stated that he was never a part of the CIA…. Go figure! In 1979, Sturgis surfaced in Angola where he trained and helped the rebels fight the Cuban-supported communists. Following this, he went to Honduras to train the Contras in their fight against the communist-supported Sandinista government. He also met with Yasser Arafat in Tunis, following which he was debriefed by the CIA. Furthermore, it is documented that he met and talked to the Venezuelan terrorist Ilich Ramírez Sánchez, or Carlos the Jackal, who is now serving a life sentence for murdering two French counter intelligence agents. On December 4, 1993, Sturgis suddenly died of lung cancer at the Veterans Hospital in Miami, Florida. He was buried in an unmarked grave south of Miami…. Or was he? In this murky underworld, anything is possible.

As Fidel Castro’s M–26–7 forces increased their attacks, the Cuban army was forced to withdraw into the larger towns for safety. This caused ever-increasing pressure on Batista. The United States government stopped supplying the Batista régime with weapons and ammunition. In 1958, in spite of an all-out attack and heavy aerial bombings upon Castro’s guerrilla forces, known as “Operation Verano,” the rebels continued advancing. At that time Batista’s Army had 10,000 soldiers surrounding the Sierra Maestra Mountains and Castro had 300 men under his command, many of them former Batista soldiers who joined the rebels after being appalled by the abuses that they were ordered to carry out. By closing off the major roads and rail lines, Castro put Batista’s forces at a severe disadvantage. On January 1, 1959, with his pockets stuffed with money and an airplane full of art, Presidente Fulgencio Batista flew the coop. Flying to the Dominican Republic before continuing to Portugal some months later, he left Anselmo Alliegro Mila to serve as Acting President. The next day he was relieved and Carlos Manuel Piedra, who had served as the senior member of the Supreme Court, was appointed Provisional President for a day. It was in accordance with the 1940 Cuban constitution, but his appointment was opposed by the new leader, Fidel Castro.

Weale had joined the Scouts from the regular army within a few weeks of it being formed. The regiment’s ethos was inspired by the British SAS, with whom several of its senior officers had served, either during the Second World War or in the Malayan emergency or both, but the selection process was even more gruelling: it took seventeen days, the first five of which required living entirely off the land at a training camp on the shores of Lake Kariba. On the fifth day, candidates were given the rotten carcass of a baboon as a reward for making it that far. The few who remained after that – usually around 10 per cent – were given the most meagre of rations to survive the rest of the course to supplement their diet of living off the land. A further four weeks’ training followed, during which they were still monitored for suitability. Successful recruits therefore started out with a strong sense of camaraderie and great pride, as each man knew that the others had also gone well beyond the norms of human endurance and behaviour to become a Selous Scout.

Thomas Sowell was born in North Carolina and grew up in Harlem. He moved out from home at an early age and did not finish high school. After a few tough years … read morehe joined the Marine Corps and became a photographer in the Korean War. After leaving the service, Sowell entered Harvard University, worked a part-time job as a photographer and studied the science that would become his passion and profession: economics. Sowell received his bachelor’s degree in economics (magna cum laude) from Harvard in 1958. He went on to receive his master’s in economics from Columbia University in 1959, and a Ph.D. in economics from the University of Chicago in 1968. In the early ’60s, Sowell held jobs as an economist with the Department of Labor and AT&T. But his real interest was in teaching and scholarship. In 1965, at Cornell University, Sowell began the first of many professorships. His other teaching assignments have included Rutgers, Amherst, Brandeis and the UCLA. In addition, Sowell was project director at the Urban Institute, 1972-1974; a fellow at the Center for Advanced Study in the Behavioral Sciences at Stanford University, 1976–77; and was an adjunct scholar of the American Enterprise Institute, 1975-76. Dr. Sowell has published a large volume of writing, much of which is considered ground-breaking. His has written over 30 books and hundreds of articles and essays. His work covers a wide range of topics, Including: classic economic theory, judicial activism, social policy, ethnicity, civil rights, education, and the history of ideas to name only a few. Sowell has earned international acclaim for his unmatched reputation for academic integrity. His scholarship places him as one of the greatest thinkers of the second half of the twenty century. Thomas Sowell began contributing to newspapers in the late ’70s, and he became a nationally syndicated newspaper columnist 1984. Sowell has brought common sense economic thinking to the masses by his ability to write for the general public with a voice that get to the heart of issues in plain English. Today his columns appear in more than 150 newspapers. In 2003, Thomas Sowell received the Bradley Prize for intellectual achievement. Sowell was awarded the National Humanities Medal in 2002. In 1990, he won the prestigious Francis Boyer Award, presented by The American Enterprise Institute. Currently, Thomas Sowell is the Rose and Milton Friedman Senior Fellow on Public Policy at the Hoover Institution at Stanford University in Palo Alto, California. —Dean Kalahar

Italy, in a coup for Beijing, was the first major industrial power to join the BRI. According to Ding Chun, director of the Centre for European Studies at Shanghai’s Fudan University, Beijing saw Italy’s debt crisis as an opportunity to expand the BRI into ‘the heart’ of Western powers, and the outcome was of ‘huge significance’ to China as it met stronger headwinds with the United States.125 Strategists in China had been taking close note of the fractures in the EU over the debt crisis, the austerity imposed by Germany, conflicts about migration, and Britain’s decision to leave. A divided Europe was much easier to tempt and subvert. A senior Chinese academic and former diplomat, Wang Yiwei of Renmin University, said that the Euroscepticism of the new Italian government made it willing to defy Washington and move closer to China.

Have you guys decided what you’re dressing up as for the Halloween dance?” my friend Scarlett, a senior with auburn hair and high cheekbones, asked Elyse and me when we joined her and her best friend Hunter at the table in the great hall for lunch.

By 1920, he was living back home with his parents while pursuing a degree at Michigan State Agricultural College.5 Specializing in chicken breeding, he proved to be so proficient that, immediately after his graduation, he received a summer school appointment as “instructor in poultry husbandry for federal students”—young veterans attending college with governmental aid.6 In addition to his academic work, the religiously committed Huyck was active in the Student Volunteer Movement, a campaign begun in 1886 to enlist college students for missionary work abroad with the ultimate goal of bringing about (as its watchword put it) “the evangelization of the world in this generation.”7 In April 1922, just prior to his graduation from Michigan State Agricultural College and three months shy of his twenty-eighth birthday, Emory accepted the position of superintendent of the Bath Consolidated School at an annual salary of $2,300. Eight months later, two days after Christmas, Emory married Ethel Newcomb of Pierson, Michigan, six years his senior; she would also join the faculty at the newly built school, teaching “vocal music” and second grade.8

Identifying Cultural Norms The following domains are areas in which cultural norms may vary significantly from company to company. Transitioning leaders should use this checklist to help them figure out how things really work in the organizations they’re joining. Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one? Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private? Execution. When it comes time to get things done, which matters more—a deep understanding of processes or knowing the right people? Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict—or, even worse, push it to lower levels, where it can wreak havoc? Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively? Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives?

Goodreads is becoming my diary- When I joined Nalanda by 2018, Ritika Rajput, Myself and Urvashi punia bishnoi were almost inseparable friends for three months, wherever we go, we go together, we eat together, we fight together almost whole Nalanda could not separate our friendship until two people entered which I do not want to mention. When we were close friends Shubham das and Shalini Chauhan were seniors to us and introduced us into trekking and hiking in and around Rajgir. But Ritika did not like that I even talk with Shalini Chauhan. Once Shalini invited me to visit Banaras with her, but Ritika asked me not to go with her, I did not want to mess up within friendship so I did not go. After Myself, Ritika and Urvashi broke apart in friendships , Shalini was always there to support me without any expectations. Yeah there were few more friends or seemed like friends Rashmi Singh, Rakhi Kashyap, Deepa kundu, Kajal, Madhuri and all of them were making troubles instead of peace. Shalini was the only peace lover at that time in the campus, but second year she went abroad and then I could not see her even until now Just diary of memories

This may be the fundamental problem with caring a lot about what others think: It can put you on the established path—the my-isn’t-that-impressive path—and keep you there for a long time. Maybe it stops you from swerving, from ever even considering a swerve, because what you risk losing in terms of other people’s high regard can feel too costly. Maybe you spend three years in Massachusetts, studying constitutional law and discussing the relative merits of exclusionary vertical agreements in antitrust cases. For some, this might be truly interesting, but for you it is not. Maybe during those three years you make friends you’ll love and respect forever, people who seem genuinely called to the bloodless intricacies of the law, but you yourself are not called. Your passion stays low, yet under no circumstance will you underperform. You live, as you always have, by the code of effort/result, and with it you keep achieving until you think you know the answers to all the questions—including the most important one. Am I good enough? Yes, in fact I am. What happens next is that the rewards get real. You reach for the next rung of the ladder, and this time it’s a job with a salary in the Chicago offices of a high-end law firm called Sidley & Austin. You’re back where you started, in the city where you were born, only now you go to work on the forty-seventh floor in a downtown building with a wide plaza and a sculpture out front. You used to pass by it as a South Side kid riding the bus to high school, peering mutely out the window at the people who strode like titans to their jobs. Now you’re one of them. You’ve worked yourself out of that bus and across the plaza and onto an upward-moving elevator so silent it seems to glide. You’ve joined the tribe. At the age of twenty-five, you have an assistant. You make more money than your parents ever have. Your co-workers are polite, educated, and mostly white. You wear an Armani suit and sign up for a subscription wine service. You make monthly payments on your law school loans and go to step aerobics after work. Because you can, you buy yourself a Saab. Is there anything to question? It doesn’t seem that way. You’re a lawyer now. You’ve taken everything ever given to you—the love of your parents, the faith of your teachers, the music from Southside and Robbie, the meals from Aunt Sis, the vocabulary words drilled into you by Dandy—and converted it to this. You’ve climbed the mountain. And part of your job, aside from parsing abstract intellectual property issues for big corporations, is to help cultivate the next set of young lawyers being courted by the firm. A senior partner asks if you’ll mentor an incoming summer associate, and the answer is easy: Of course you will. You have yet to understand the altering force of a simple yes. You don’t know that when a memo arrives to confirm the assignment, some deep and unseen fault line in your life has begun to tremble, that some hold is already starting to slip. Next to your name is another name, that of some hotshot law student who’s busy climbing his own ladder. Like you, he’s black and from Harvard. Other than that, you know nothing—just the name, and it’s an odd one. Barack.

for survival. However, as the business grows and new people join the firm, it’s impossible to know everyone’s name, let alone to have strong relationships with everyone. The kind of super-direct challenges that are easy when people know each other well become difficult. Not wanting to lose the friendly culture of the early days, many hesitate to speak up when they see problems, backing off of Challenge Directly and retreating to Ruinous Empathy. Because Obnoxious Aggression is more effective than Ruinous Empathy, that kind of behavior has an advantage; people who behave badly begin to win, rising in the company. When confronted with a powerful jerk, many people retreat to Manipulative Insincerity, more out of instinctive self-protectiveness than intentional wrongdoing. In this kind of environment, there’s an incentive to retreat to Manipulative Insincerity in front of those who are more senior to them, and resort to Obnoxious Aggression with those who are less powerful. The culture becomes toxic—many kissing up and

Ivar joined Durant on road shows, and interest grew as Ivar repeated his speech throughout 1923. By the fall Durant believed he finally had found enough investors, and Ivar and Lee Higginson began preparing to close a deal. They followed the same procedure as anyone seeking money. First, they created a new firm, called International Match Corporation, and incorporated it in Delaware. During the late nineteenth century, states had begun competing for corporate charters, the formative documents that corporations are required to file when they are created. Delaware had recently surpassed New Jersey as the incorporation state of choice, and increasingly companies chose to file in Delaware, even if their operations were in another state. Delaware judges took a hands-off approach to business, and would be unlikely to second-guess Ivar’s decisions. By incorporating International Match in Delaware, Lee Higginson would give Ivar and themselves maximum flexibility. Next, Durant and Ivar chose the initial shareholders and directors of International Match. The two original shareholders would be Swedish Match and a syndicate of Swedish banks; they would contribute start-up capital of 30 million dollars and receive the company’s shares, in equal amounts. As shareholders, Swedish Match and the bank syndicate would vote for the company’s board of directors, as well as other major business decisions. The shareholders would elect five directors to oversee International Match’s business: Ivar; Krister Littorin, Ivar’s engineering classmate from Stockholm; Donald Durant; Frederic Allen, Lee Higginson’s senior statesman and head of the firm’s New York office; and Percy A. Rockefeller, a nephew of John D. Rockefeller. Percy Rockefeller owned the World Match Company of Walker-ville, Ontario, and recently had met Ivar while negotiating the sale of a Canadian match manufacturing plant to Swedish Match.29 The two men had impressed each other, and Ivar saw that Rockefeller, who then served on more than sixty other boards, would be the ideal director of International Match: he was well connected, wealthy, generally familiar with the match industry, and far too busy to care about any details. Ivar had idolized the Rockefellers since he was a boy in Kalmar; now, a member of that family would serve on his board.

achieved an outcome that he could call a victory by capturing fifty-three women and children. But in the process, he failed to support his detachment of scouts led by Major Joel Elliott. The detachment was killed and butchered by an army of warriors that Custer didn’t know was there. Benteen, for one, never forgave Custer for failing to make a stronger effort to save Elliott and the scouts. Now, Custer faced a similar problem. He believed the noncombatants were running north from the village. But to his south, Reno’s battalion was in danger of being destroyed. He couldn’t capture the noncombatants and save Reno at the same time. As Custer deliberated, his youngest brother, Boston, rode up. Boston had ridden back to the pack train to exchange his horse for a fresh mount. Along the way, he passed Benteen’s battalion, and now he told his brother that Benteen’s men were on the trail to the battlefield and the pack train was only a mile behind them. Custer decided he needed a better view of the landscape. He led his column farther north, across a wide ravine and up onto a high ridge. From there, he saw even more of the village and realized it was even larger than he’d previously believed. He also saw a dust cloud to the south that he thought was a sign of Benteen’s battalion. If Benteen hurried as ordered, he could reunite with Custer in less than half an hour. That thought solidified the decision in Custer’s mind, and Custer explained his plan to his senior officers. Custer split his command into two wings. He told his old friend Captain George Yates to lead the smaller wing, with two of the five companies, over the hills and down a ravine toward the river. Yates would make a big show of acting like he was going to charge across the river and into the village, but in reality, he would secure a place to cross for the rest of the column. Custer would stay with the larger wing—the three companies commanded by Captain Myles Keogh—and wait for Benteen. If Benteen arrived soon, his three companies would join with Keogh’s three companies and rush down to Yates’s position. Then all eight companies would cross the river together and storm the village. If Benteen was delayed, then Keogh’s companies would fire

All I have I would have given, gladly, not to be standing here today.” The chamber became hushed. He had struck exactly the right note of sorrowful humility. It was a good start, George thought. Johnson continued in the same vein, speaking with slow dignity. If he felt the impulse to rush, he was controlling it firmly. He wore a dark-blue suit and tie, and a shirt with a tab-fastened collar, a style considered formal in the South. He looked occasionally from one side to the other, speaking to the whole of the chamber and at the same time seeming to command it. Echoing Martin Luther King, he talked of dreams: Kennedy’s dreams of conquering space, of education for all children, of the Peace Corps. “This is our challenge,” he said. “Not to hesitate, not to pause, not to turn about and linger over this evil moment, but to continue on our course so that we may fulfill the destiny that history has set for us.” He had to stop, then, because of the applause. Then he said: “Our most immediate tasks are here on this hill.” This was the crunch. Capitol Hill, where Congress sat, had been at war with the president for most of 1963. Congress had the power to delay legislation, and used it often, even when the president had campaigned and won public support for his plans. But since John Kennedy announced his civil rights bill they had gone on strike, like a factory full of militant workers, delaying everything, mulishly refusing to pass even routine bills, scorning public opinion and the democratic process. “First,” said Johnson, and George held his breath while he waited to hear what the new president would put first. “No memorial oration or eulogy could more eloquently honor President Kennedy’s memory than the earliest possible passage of the civil rights bill for which he fought so long.” George leaped to his feet, clapping for joy. He was not the only one: the applause burst out again, and this time went on longer than previously. Johnson waited for it to die down, then said: “We have talked long enough in this country about civil rights. We have talked for one hundred years or more. It is time, now, to write the next chapter—and to write it in the books of law.” They applauded again. Euphoric, George looked at the few black faces in the chamber: five Negro congressmen, including Gus Hawkins of California, who actually looked white; Mr. and Mrs. Wright in the presidential box, clapping; a scatter of dark faces among the spectators in the gallery. Their expressions showed relief, hope, and gladness. Then his eye fell on the rows of seats behind the cabinet, where the senior senators sat, most of them Southerners, sullen and resentful. Not a single one was joining in the applause. •

rice cooker looked neat, too—when Cecilia wasn’t drawing up orders for her custom bullet journals, she loved cooking, so she’d probably want to try it. Maybe she could borrow Ojiichan’s phone and call her sisters to meet up— “Tessa-chan, over here!” Ojiichan hollered from the corner. “But, look!” Tessa gestured at the next shop. The sparkling clear displays of the arcade games reeled her in, teeming with a special kind of magic. The machines were stuffed with all sorts of plushies and even themed chocolate and snacks from her favorite animes. Ojiichan smiled. “We’re going to be late. I still have to fill out the paperwork for you two.” “Why do I need to register for an antique store?” Tessa asked. Couldn’t they spend time looking around Tokyo instead of just staying in a musty old shop? Jin’s jaw dropped, his eyes already glued to something. “Wait, we’re going here?” Tessa followed his gaze to the building Ojiichan was standing in front of. Exercise Land? That sounded like the polar opposite of cool. Slowly, she read the big poster board set in front: Starting at noon! Move to the beat, and join us for our most popular senior aerobics

Daniel Inouye, a nisei senior at McKinley High School long before he became a U.S. senator, furiously pedaled his bike to help at an aid station. He looked up into the sky and said to himself: “You dirty Japs!” On cruiser San Francisco an engineer came topside to join Ensign John Parrott. “I thought I’d come up and die with you.” Rear Admiral William Furlong stood on the bridge wing on Helena. A gunner called: “Excuse me, admiral, would you mind moving so we can shoot through here?” An officer playing golf went into a sand trap after his ball to find a soldier there shooting a rifle into the air. A bomb blew off a comer of a guardhouse. The inmates rushed out to help set up a .50 caliber machine gun. The phone rang in a Hickam hangar and someone reflexively picked it up. The caller wanted to know what all the noise was about. Kimmel stood in a window at his headquarters as a spent bullet tumbled in the window and hit him on the chest, smudging his whites. “It would have been better if it killed me,” he said. Down the hall Layton, Kimmel’s intelligence officer, caught sight of Admiral Bye who the day before had said the Japanese would never attack the United States. He was wearing a life jacket, his whites smeared with oil, staring wordlessly into the middle distance. “Soc” McMorris appeared: “Well, Layton, if it’s any satisfaction to you, we were wrong and you were right.” •

The fearful critiques came from within my government, too. A senior minister said to me, “You can’t stand up to America. Don’t fight a fight you are not going to win. You won’t stop the deal; you’ll only rupture relations with our most important ally. Ask for added defense appropriations, but don’t go.” Another minister argued that we should ask to be at the negotiating table. “You forget that we have been at the table with the Americans for the last two years,” I answered. “They listen politely to our comments, occasionally make minor modifications, but as far as making real changes—they haven’t done a damn thing. We’ve gotten to the point where even the French are tougher than the Americans, but they too don’t call the shots.” As the pressure mounted from abroad and from within, most of my staff joined in urging me to reconsider giving the speech or at least to do it at a later date. I was practically the only holdout. “Why don’t you push it beyond the elections? That way no one could say that it was political,” was the most common suggestion. “We may not be here after the elections,” I answered. As long as doubt lingered whether I would actually go through with the speech, I couldn’t focus my efforts on preparing it properly.

Poonam, 54, is a senior United Nations official. She joined the elite Indian Administrative Service as a 23-year-old. ‘ No, no, I am not afraid. I think I wanted to be thought of  as a nice person . . . not someone with a bichhoo [ scorpion ] in her mouth that comes out suddenly, so I didn’t speak up. Like you know that aggressive Punjabi woman, I didn’t want that to happen. I think it was all these  things  –  what will so-and-so think, how they won’t see it from my point of view and thinking that the  whole  relationship  will fail. So many fears, imagined or real, who knows . . .    I just want to please, please, please. I have never been able  to communicate or talk openly and clearly with people who matter to me, who I love, my family and friends, about what I want. I would get small small ideas from outside like keep your own account – but I was so scared to say it. Even today. Slowly I am changing with little little things. What TV show to watch, what food to eat.

DON’T LET YOUR CULTURE BECOME TOXIC SUCCESSFUL START-UPS often begin with a culture where people challenge one another directly and even fiercely, but also show they care personally. That’s because they start small, involve people who get to know each other really well, and are fighting for survival. However, as the business grows and new people join the firm, it’s impossible to know everyone’s name, let alone to have strong relationships with everyone. The kind of super-direct challenges that are easy when people know each other well become difficult. Not wanting to lose the friendly culture of the early days, many hesitate to speak up when they see problems, backing off of Challenge Directly and retreating to Ruinous Empathy. Because Obnoxious Aggression is more effective than Ruinous Empathy, that kind of behavior has an advantage; people who behave badly begin to win, rising in the company. When confronted with a powerful jerk, many people retreat to Manipulative Insincerity, more out of instinctive self-protectiveness than intentional wrongdoing. In this kind of environment, there’s an incentive to retreat to Manipulative Insincerity in front of those who are more senior to them, and resort to Obnoxious Aggression with those who are less powerful. The culture becomes toxic—many kissing up and kicking down, few willing to speak truth to power. This kind of behavior won’t kill a company right away. Instead, it leads to a slow, painful death of innovation, and lives of quiet desperation. That’s the bad news. The good news is that many companies large and small are now taking active measures to shift to a culture in which caring personally and challenging directly go hand in hand. When people learn to do both simultaneously, bad behavior no longer gives anyone an advantage. Bad behavior is punished not rewarded, the truth comes out, and the environment is more conducive to both success and happiness.

It seemed that just around the time that everything started to feel normal again, here came the AV nerds running down the hallways again. Senior year began with the towers falling. It was all too much. It felt like the world was falling apart and we were just collateral damage in some game grown-ups were playing. A war began and it seemed like half the guys from my graduating class joined the military. They drove around in trucks with “Infidel” written in white letters across their windows. We now had an enemy at home and an enemy abroad. If you were different, if you didn’t look like Leave it to Beaver, you were a suspect. The Muslim kids and the Black kids and the queer kids and the alternative kids; we were a walking perp line.

Your Behavioral Responses to Anxiety The ways in which people react to social situations are often a result of physical and mental responses. Feeling anxious is a clue from your body that you are in danger and need to take action. However, because the danger is exaggerated, your actions often do not fit the situation and do not help you. Two typical behaviors are freezing and avoidance. When people freeze in a situation, they cannot react. Movement, speech, and memory are all affected. You may have experienced freezing when a teacher called on you in class. When attention like that was placed upon you, you probably felt the physical responses of blushing, shortness of breath, and rapid heart rate, among others. You probably had negative thoughts running through your head, such as “I’m such an idiot. I look stupid.” As a result of the strong physical and mental reactions, you froze and were unable to remember the answer; perhaps you could not speak at all. Because feelings of anxiety are unpleasant, some people try to avoid stressful situations altogether. If you are nervous around crowds of people, you may avoid going to parties or dances. If you are afraid of speaking in public, you probably avoid classes or situations in which you would be asked to speak or make a presentation. There are also other, subtler forms of avoidance. If you are nervous in crowds, you may not avoid parties entirely, but you might leave early or latch onto one person the entire time. Or, you may distract yourself by daydreaming or flipping through CDs instead of talking with people. Because of her social anxiety, Ruby hadn’t participated in any extracurricular activities during high school. At the beginning of her senior year, her guidance counselor told her she would have a better chance of getting into her top-choice college if she would join activities, so she joined the Spanish club. The group was led by the Spanish teacher and met once a week before school. When Ruby joined, they were beginning to plan the annual fiesta, and there were many decisions to make. At first, the other students tried to include her and would ask her opinion about decorations or games, but Ruby was so anxious that she couldn’t respond. Soon, they stopped asking and left her alone. Ruby thought she was being a part of the group simply by showing up, but she never volunteered for any of the planning committees and never offered suggestions. When it was time to fill out college applications, Ruby asked the Spanish teacher to write her a recommendation. The teacher said she couldn’t because she didn’t know Ruby well enough. Patterns of avoidance may be so deeply ingrained in your lifestyle that you are not even aware that you are exhibiting them. Think carefully about your reactions to various situations. When you receive an invitation, do you instantly think of reasons why you can’t accept? When you are with a group of people, do you use escape mechanisms, such as reading a magazine, hiding in the restroom, or daydreaming? Avoidance may help lessen your anxiety in the moment, but in the long run, it usually makes things worse. Life is very unsatisfying when you avoid so many situations, and such behavior hurts self-esteem and self-confidence.

The fundamental premise of nearly everybody who joined the Trump White House was, This can work. We can help make this work. Now, only three-quarters of the way through just the first year of Trump’s term, there was literally not one member of the senior staff who could any longer be confident of that premise. Arguably—and on many days indubitably—most members of the senior staff believed that the sole upside of being part of the Trump White House was to help prevent worse from happening. In early October, Secretary of State Rex Tillerson’s fate was sealed—if his obvious ambivalence toward the president had not already sealed it—by the revelation that he had called the president “a fucking moron.” This—insulting Donald Trump’s intelligence—was both the thing you could not do and the thing—drawing there-but-for-the-grace-of-God guffaws across the senior staff—that everybody was guilty of. Everyone, in his or her own way, struggled to express the baldly obvious fact that the president did not know enough, did not know what he didn’t know, did not particularly care, and, to boot, was confident if not serene in his unquestioned certitudes. There was now a fair amount of back-of-the-classroom giggling about who had called Trump what.

With this in mind, I’d started a leadership and mentoring program at the White House, inviting twenty sophomore and junior girls from high schools around Greater D.C. to join us for monthly get-togethers that included informal chats, field trips, and sessions on things like financial literacy and choosing a career. We kept the program largely behind closed doors, rather than thrusting these girls into the media fray. We paired each teen with a female mentor who would foster a personal relationship with her, sharing her resources and her life story. Valerie was a mentor. Cris Comerford, the White House’s first female executive chef, was a mentor. Jill Biden was, too, as were a number of senior women from both the East and the West Wing staffs. The students were nominated by their principals or guidance counselors and would stay with us until they graduated. We had girls from military families, girls from immigrant families, a teen mom, a girl who’d lived in a homeless shelter. They were smart, curious young women, all of them. No different from me. No different from my daughters. I watched over time as the girls formed friendships, finding a rapport with one another and with the adults around them. I spent hours talking with them in a big circle, munching popcorn and trading our thoughts about college applications, body image, and boys. No topic was off-limits. We ended up laughing a lot. More than anything, I hoped this was what they’d carry forward into the future—the ease, the sense of community, the encouragement to speak and be heard. My wish for them was the same one I had for Sasha and Malia—that in learning to feel comfortable at the White House, they’d go on to feel comfortable and confident in any room, sitting at any table, raising their voices inside any group.

Part of making a market thick involves finding a time at which lots of people will participate at the same time. But gaming the system when the system is “first come, first served” can mean contriving to be earlier than your competitors. That’s why, for example, the recruitment of college freshmen to join fraternities and sororities is called “rush.” Back in the late 1800s, fraternities were mostly social clubs for college seniors. But in an effort to get a little ahead of their competitors in recruiting, some started “rushing” to recruit earlier and earlier. Fast-forward to today, when it is first-semester students who are the targets of fraternity and sorority rush.

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Okay, so where were we?” I asked. “I was telling you I’m busy and you were excusing me from this meeting.” “No, that’s not where we were.”  I left the space behind my desk and came around to join her, taking the chair on her left.  She turned away from me, facing the wall of bookshelves that ran next to my desk. “Ruby, if you’re worried that being honest with me will cause you to lose your job, I want you to know that it won’t happen.  I’d never let you go for being honest.  Besides … the senior partners love you.  You have total job protection here.” She swiveled her head slowly in my direction.  “Can I get that in writing?” “Shit, Ruby, you know the law as well as I do.  Your job is safe.  Come on, talk to me.” She sighed.  “I don’t want to upset you.”  Her tone wasn’t quite as harsh.   It was the kindest thing she’d said to me in six months, and it gave me hope. “Please, if it will help get us to the bottom of this mess, I don’t care.  Upset me.” She stared at me long and hard before exhaling in a really long, really sad-sounding sigh. Just that alone made me want to cry.  I almost didn’t want to hear what she had to say now, knowing she was preparing herself to deliver some very bad news. “Okay, I’m just going to come right out and say it, because this is something you need to hear.  And since you don’t talk to your friends anymore, it’s on my shoulders to do it.”  She pressed her lips together and sat straighter.  Then she looked at the ceiling before muttering, “Lord Jesus, please forgive me for being so bold and honest, but you know I’m doing it for the right reasons and my heart is true.” My own heart skipped a few beats.  I threw up a prayer of my own.  Dear Tiny Baby Jesus, please give me the strength to not bite Ruby’s head off, because I have a feeling I’m going to want to before she’s done.

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