Logistics Job Quotes

Within the next couple of years, whatever your job, you will be able to consult an on-demand expert, ask it about your latest ad campaign or product design, quiz it on the specifics of a legal dilemma, isolate the most effective elements of a pitch, solve a thorny logistical question, get a second opinion on a diagnosis, keep probing and testing, getting ever more detailed answers grounded in the very cutting edge of knowledge, delivered with exceptional nuance. All of the world’s knowledge, best practices, precedent, and computational power will be available, tailored to you, to your specific needs and circumstances, instantaneously and effortlessly. It is a leap in cognitive potential at least as great as the introduction of the internet. And that is before you even get into the implications of something like ACI and the Modern Turing Test.

Commitment can be expressed in many ways. Traditionally it is solidified through marriage, owning property, having kids or wearing certain types of jewelry, but legal, domestic, or ornamental undertakings are not the only ways to show dedication. In a 2018 talk on solo polyamory at the Boulder Non-Monogamy Talk series, Kim Keane offered the following ways that people practicing nonmonogamy can demonstrate commitment to their partners: - Sharing intimate details (hopes, dreams, fears) and being vulnerable with each other. - Introducing partners to people who are important to you. - Helping your partners with moving, packing, homework, job hunting, shopping, etc. - Having regular time together, both mundane and novel. - Making the person a priority. (I suggest defining what 'being a priority' means to each of you.) - Planning trips together. - Being available to partners when they are sick or in need. - Collaborating on projects together. - Having frequent communication. - Offering physical, logistical or emotional support (e.g. at doctor's appointments or hospital visits or by helping with your partners' family, pets, car, children, taxes, etc.).

In real life, we don't get to return to our twenties and step onto the airplane we were afraid to fly; or audition for the play that excited and scared us; or ask the beauty to dinner; or take the job in Boston, despite logistical concerns. What's done is done and all we can do is tell ourselves the intuitively well-crafted stories of what might have been. But in fiction, what has been done can be undone and what hasn't been done can be done -- and very often should be. No limitations. No excuses. And no regrets.

But I hope that with every milestone you achieve, you take the time to appreciate it. Don't let future goals get in the way of enjoying present happiness. Teenage Charlotte spent too many days dwelling over things she couldn't control. Don't let the stress of college exams, jobs or relationships ruin your ability to experience life to the fullest. Hold on to every moment. Be present. Take it all in, second by second, untainted by plans and logistics. Treasure the now forever, because in the blink of an eye, it'll be gone. And on that same note, don't let the past dampen your present. Don't let fear or anger stop you from what you truly want. Let go of the past and stop waiting for the future.

In four months Miranda will be back in Toronto, divorced at twenty-seven, working on a commerce degree, spending her alimony on expensive clothing and consultations with stylists because she’s come to understand that clothes are armor; she will call Leon Prevant to ask about employment and a week later she’ll be back at Neptune Logistics, in a more interesting job now, working under Leon in Client Relations, rising rapidly through the company until she comes to a point after four or five years when she travels almost constantly between a dozen countries and lives mostly out of a carry-on suitcase, a time when she lives a life that feels like freedom and sleeps with her downstairs neighbor occasionally but refuses to date anyone, whispers “I repent nothing” into the mirrors of a hundred hotel rooms from London to Singapore and in the morning puts on the clothes that make her invincible, a life where the moments of emptiness and disappointment are minimal, where by her midthirties she feels competent and at last more or less at ease in the world, studying foreign languages in first-class lounges and traveling in comfortable seats across oceans, meeting with clients and living her job, breathing her job, until she isn’t sure where she stops and her job begins, almost always loves her life but is often lonely, draws the stories of Station Eleven in hotel rooms at night.

Think about the impact of the new wave of AI systems. Large language models enable you to have a useful conversation with an AI about any topic in fluent, natural language. Within the next couple of years, whatever your job, you will be able to consult an on-demand expert, ask it about your latest ad campaign or product design, quiz it on the specifics of a legal dilemma, isolate the most effective elements of a pitch, solve a thorny logistical question, get a second opinion on a diagnosis, keep probing and testing, getting ever more detailed answers grounded in the very cutting edge of knowledge, delivered with exceptional nuance. All of the world’s knowledge, best practices, precedent, and computational power will be available, tailored to you, to your specific needs and circumstances, instantaneously and effortlessly. It is a leap in cognitive potential at least as great as the introduction of the internet.

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.

The cost was not, as I have been led to believe, that women had been prevented from working. Quite the opposite: we have been doing all of the work, around the clock, for centuries. Somebody, after all, must wash and feed and train the kids and get the food and clean the house and care for the sick and elderly. That work is physically depleting, logistically daunting, and relentless. It is not a job, but a constant gaping demand for labor. It's a ceaseless work that has gobbled up our energy and stamina, eroded our collective health, and starved our communal mind of oxygen for generations. We did the work, taught our daughters to do the work (assuming we survive their births), and then we died. That was it. Domestic toil had ground us, one after the next, to dust. We have not been educated because then, naturally, we might balk at the work. We might have the audacity to point out that we were doing all the work. We might ask the man to do some of the work, themselves. And they didn't want to do that work. Nobody wants to do the work, if they can escape it. Still we go around thinking about our primary problem, the essence of our position, is that men explain things to us or that we make less money for the same job. but, most basically, it's the work —the work that we still, somehow, have not managed to escape. It is the work we pretend doesn't exist.

The sub-sector needed a person, preferably an officer, civilian or military, to handle logistics. We had information that a certain Lieutenant Enamul Haque, a native of Chapai Nawabganj had crossed over to India and was now living with relatives in Malda. Jahangir contacted him and invited him to the Sub-sector HQ through some of his relatives who were in our Sub-sector. After much persuasion, he agreed to come. Jahangir scheduled the meeting when the Sector Commander would be present. A couple of days later, Enam came to Mohidipur. Jahangir and I were also present in the meeting. Enam was a tall individual with a good physique but he seemed nervous. Colonel Zaman opened the conversation with the usual inquiries: when did he cross the border, where was he staying in Malda, what was he doing, et cetera. Enam was not doing anything; he was simply hiding in Malda. Colonel Zaman told him that to the Pakistan Army he was a deserter and a rebel, irrespective of whether he joined the Mukti Bahini or not. He implored him to join; we needed all the help we could get. Enam responded that he was from the EME; he was not a fighter. Colonel Zaman assured him he would not be given any combat assignments; he would have an administrative job. He was going to BDF HQ soon and could have Enam assigned to Mohidipur Sub-sector as logistics officer and Enam could even stay with relatives in Malda if he liked. No amount of persuasion could convince Enam. It surprised me a great deal that a Bengali military officer, who deserted the Pakistan Army and crossed over to India, was unwilling to make any contribution to the liberation war, even in a non-combat capacity[33]. This was true of many young and able university and college students especially from middle class families. I had met some of them in Calcutta. On one occasion. Sultana Zaman, Colonel Zaman’s wife, had asked a female MPA why her two university going sons had not joined the Mukti Bahini? The MPA replied that her boys were intellectual types not suited for fighting, implying that combat was the task for lesser beings. [33] In 1973, I met Enamul Haque in the Bangabhaban where he was ADC to the President. He was claiming to be a freedom fighter! He retired as a brigadier. After retirement, he became a state minister in Sheikh Hasina's government in 2009.

Taking down churches of five hundred or more would require a lot of logistical planning and a lot more SWAT teams. The teams had a two and a half hour window to take down these churches from the Sunday school hour to the regular church service, so it was thought that about a dozen or so of the small churches could be raided within that time period. Not a single one of the officers thought they might be being manipulated by powers they may or may not understand; they felt they were doing a job and nothing more. They would go from the northern edge of the city limits and work their way south, one church at a time.

An ordinary travel agency took care of the practicalities of chartering trains in exactly the same way as they dealt with such matters normally. Ordinary railway staff were deployed to organise the logistics of the transport, plotting train times into schedules, passing information on through the system. The camps were built, personnel received their orders, the industry began. Some of the soldiers must have been picked out on account of their brutality, many being obvious sadists who could find outlet and indulge themselves here, while others were ordinary and, in any context, considerate men doing a job for work. Two years later they tried to remove all traces; having demolished Teblinka’s every structure they built a farm on the site and instructed the Ukrainian family they installed in it to say they had lived there always. The same occurred in Sobibor, Belzec and Chelmno, all traces gone. All around, life went on as nothing had happened.

The United States could not win the war if blacks continued as sharecroppers down South. The South was not an important area either politically or economically as far as the internationalists were concerned. (“The white South,” Myrdal wrote, “is itself a minority and a national problem.”) It was important only as a source of much-needed labor, at a time when most white southerners concurred because they no longer needed them to chop or harvest cotton and considered migration a simple solution to their biggest social problem. The foundations which did the thinking for the internationalist ruling class quickly realized that that flow of labor into the factories of the industrial North was impeded less by the system of political segregation in the South than by what they would eventually term the de-facto housing segregation in the North, which meant, in effect, the existence of residential patterns based on ethnic neighborhoods. The logistics problem facing Louis Wirth and his colleagues in the psychological-warfare establishment was not so much how to move the black up from the South — the wage differential and the railroads would accomplish that — but rather where to put him when he got there. Northern cities like Chicago, Detroit, and Philadelphia were essentially an assemblage of neighborhoods arranged as ethnic fiefdoms, dominated at that time by the most recent arrivals from Southern and Eastern Europe as well as the Irish and Germans. As Wirth makes clear in his sociological writings, any group that has this kind of cohesiveness and population density had political power, and the question in his mind was precisely whether this political power was going to be used in the interests of the WASP ruling elite, who needed these people to fight a war that had nothing approaching majority support among ethnics of the sort Wirth viewed with suspicion. This group of “ethnic” Americans posed a problem for the psychological-warfare establishment because it posed a problem to the ethnic group that made up that establishment. This group of people constituted a Gestalt - ethnic, Catholic, unionized, and urban - whose mutual and reinforcing affiliations effectively removed them from the influence of instruments of mass communication which the psychological-warfare establishment saw as critical in controlling them. If one added the demographic increase this group enjoyed — as Catholics they were forbidden to use contraceptives — it is easy enough to see that their increase in political power posed a threat to WASP hegemony over the culture at precisely the moment when the WASP elite was engaged in a life-and-death struggle with fascism. It was Wirth’s job to bring them under control, lest they jeopardize the war effort.

When he died, much was made of how singular Steve Jobs had been. For comparisons, observers needed to reach back to the mythic inventors and showmen of earlier eras, particularly Thomas Edison and Walt Disney. Jobs was singular, to be sure. But he also was of a type. He was what psychotherapist and business coach Michael Maccoby called a “productive narcissist.” In 2000, Maccoby published an insightful article in the Harvard Business Review that applies Freudian terminology to three categories of executives Maccoby had observed in corporate life. “Erotics” feel a need to be loved, value consensus, and as a result are not natural leaders. These are the people to whom a manager should assign tasks—and then heap praise for a job well done. “Obsessives” are by-the-books tacticians with a knack for making the trains run on time. An efficient head of logistics or bottom-line-oriented spreadsheet jockey is the classic obsessive. The greats of business history, however, are “productive narcissists,” visionary risk takers with a burning desire to “change the world.” Corporate narcissists are charismatic leaders willing to do whatever it takes to win and who couldn’t give a fig about being liked. Steve Jobs was the textbook example of a productive narcissist. An unimpressed Jobs was famous for calling other companies “bozos.” His own executives endured their rides on what one called the “bozo/hero rollercoaster,” often within the same marathon meeting.

Somebody, after all, must wash and feed and train the kids and get the food and clean the house and care for the sick and elderly. That work is physically depleting, logistically daunting, and relentless. It is not a job, but a constant gaping demand for labor. It's a ceaseless work that has gobbled up our energy and stamina, eroded our collective health, and starved our communal mind of oxygen for generations. We did the work, taught our daughters to to the work (assuming we survived their births), and then we died. That was it. Domestic toil had ground us, one after the next, to dust. We had not been educated because then, naturally, we might balk at the work. We might have the audacity to point out that we were doing all the work. We might ask men to do some of the work, themselves.

Yes, sir. Apparently some nut job named Chris Sommerkorn in Logistics sat on the requisitions. By the time he went to make the purchase, all the contract offers had expired and had to be renegotiated.

There were no good jobs, and assassination was the worst of them all. Even putting all moral and ethical questions out of mind—and when the order came, it was Chace’s job to do precisely that—assassinations were fiendishly difficult to execute on every conceivable level. Politically, they were nightmarishly sensitive; logistically, they were almost impossible to adequately plan; and finally, once operational, even if the politics and the logistics had fallen in line, it would all go out the window anyway.

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Anjali felt her palms grow sweaty every time her manager Salma asked, “Can I offer some feedback?” “No!” She wanted to scream. “I’m already working as hard as I can!” Indeed, she was, and since joining the company, she’d received positive feedback from managers and direct reports alike. But she’d never had a manager who was also so up-front about areas where she could improve—and it was usually the logistical components of her job, which she rarely had time to stay on top of. Anjali viewed herself as an attentive, hands-on person who always put her customers first, and if she had to choose between taking a customer’s call and updating the company’s database, she’d pick the phone call 100 percent of the time. Talking to Salma made her feel like a kid again, like she couldn’t get it right. The next time Salma uttered that dreaded F-word—feedback—and started offering suggestions on how she could do things differently, Anjali couldn’t hold back. “I’m already working as hard as I can!” After a brief but painful pause, Salma smiled at her. “Anjali, no one wants you to work any harder. We want to figure out how we can make things easier for you.” Anjali had never thought about it like that—she assumed all of the feedback was a veiled warning that her job was in jeopardy. —

Even two hundred years ago, when the British finally defeated the divided yet dominant Marathas in the Third Anglo-Maratha War of 1817, India was a very static place. Most Indians could not have just packed their bags and easily relocated from Maratha Pune to Mughal Delhi, or from British Calcutta to Sikh Lahore—much less from a small fort–town in Rajputana to rural Mysore. Besides logistics, language was a significant barrier and so were social acceptance and job opportunities. The average Indian had almost nothing to fall back on without backing from the biraadri or gotra. The farm and the local market defined most people’s lives, punctuated occasionally by a rare long-distance pilgrimage. Large- scale relocations mostly happened during times of distress. Marrying contrary to parental wishes was unimaginable. Life was ‘nasty, brutish and short’, to borrow the famous Hobbesian description, and solace was found in the Gods.