Mandatory Meeting Quotes

3) Saturday night is the official meeting night of Penny Lane's Lonely Hearts Club. Attendance is mandatory. Exceptions are for family emergencies and bad hair days only.

I spent the last Friday of summer vacation spreading hot, sticky tar across the roof of George Washington High. My companions were Dopey, Toothless, and Joe, the brain surgeons in charge of building maintenance. At least they were getting paid. I was working forty feet above the ground, breathing in sulfur fumes from Satan's vomitorium, for free. Character building, my father said. Mandatory community service, the judge said. Court-ordered restitution for the Foul Deed. He nailed me with the bill for the damage I had done, which meant I had to sell my car and bust my hump at a landscaping company all summer. Oh, and he gave me six months of meetings with a probation officer who thought I was a waste of human flesh. Still, it was better than jail. I pushed the mop back and forth, trying to coat the seams evenly. We didn't want any rain getting into the building and destroying the classrooms. Didn't want to hurt the school. No, sir, we sure didn't.

After I took two pees- 'cause the news of this mandatory dress rehearsal was way too big of a nuclear bomb to just take one- we made plans to meet by the Fountain before the dress rehearsal began to get our act together.

These are among the people I've tried to know twice, the second time in memory and language. Through them, myself. They are what I've become, in ways I don't understand but which I believe will accrue to a rounded truth, a second life for me as well as them. Cracking jokes in the mandatory American manner of people self-concious about death. This is the humor of violent surprise. How do you connect things? Learn their names. It was a strange conversation, full of hedged remarks and obscure undercurrents, perfect in its way. I was not a happy runner. I did it to stay interested in my body, to stay informed, and to set up clear lines of endeavor, a standard to meet, a limit to stay within. I was just enough of a puritan to think there must be some virtue in rigorous things, although I was careful not to overdo it. I never wore the clothes. the shorts, tank top, high socks. Just running shoes and a lightweight shirt and jeans. I ran disguised as an ordinary person. -When are you two going to have children? -We're our own children. In novels lately the only real love, the unconditional love I ever come across is what people feel for animals. Dolphins, bears, wolves, canaries. I would avoid people, stop drinking. There was a beggar with a Panasonic. This is what love comes down to, things that happen and what we say about them. But nothing mattered so much on this second reading as a number of spirited misspellings. I found these mangled words exhilarating. He'd made them new again, made me see how they worked, what they really were. They were ancient things, secret, reshapable.The only safety is in details. Hardship makes the world obscure. How else could men love themselves but in memory, knowing what they know? The world has become self-referring. You know this. This thing has seeped into the texture of the world. The world for thousands of years was our escape, was our refuge. Men hid from themselves in the world. We hid from God or death. The world was where we lived, the self was where we went mad and died. But now the world has made a self of its own.

Fine. You won’t tell me why your crew worked me over. You won’t let me see Derek. That’s your prerogative. We’ll do it your way. James Damael Shrapshire, in your capacity as the Pack’s chief security officer, you have permitted Pack members under your command to deliberately injure an employee of the Order. At least three individuals involved in the assault wore the shapeshifter warrior form. Under the Georgia Code, a shapeshifter in a warrior form is equivalent to being armed with a deadly weapon. Therefore, your actions fall under O.C.G.A. Section 16-5-21(c), aggravated assault on a peace officer engaged in the performance of her duties, which is punishable by mandatory imprisonment of no less than five and no more than twenty years. A formal complaint will be filed with the Order within twenty-four hours. I advise you to seek the assistance of counsel.” Jim stared at me. The hardness drained from his eyes, and in their depths I saw astonishment. I held his stare for a long moment. “Don’t call; don’t stop by. You need something done, go through official channels. And the next time you meet me, mind your p’s and q’s, because I’ll fuck you over in a heartbeat the second you step over the line. Now return my sword, because I’m walking out of here, and I dare any of your idiots to try and stop me.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

See especially academia, which has effectively become a hope labor industrial complex. Within that system, tenured professors—ostensibly proof positive that you can, indeed, think about your subject of choice for the rest of your life, complete with job security, if you just work hard enough—encourage their most motivated students to apply for grad school. The grad schools depend on money from full-pay students and/or cheap labor from those students, so they accept far more master’s students than there are spots in PhD programs, and far more PhD students than there are tenure-track positions. Through it all, grad students are told that work will, in essence, save them: If they publish more, if they go to more conferences to present their work, if they get a book contract before graduating, their chances on the job market will go up. For a very limited few, this proves true. But it is no guarantee—and with ever-diminished funding for public universities, many students take on the costs of conference travel themselves (often through student loans), scrambling to make ends meet over the summer while they apply for the already-scarce number of academic jobs available, many of them in remote locations, with little promise of long-term stability. Some academics exhaust their hope labor supply during grad school. For others, it takes years on the market, often while adjuncting for little pay in demeaning and demanding work conditions, before the dream starts to splinter. But the system itself is set up to feed itself as long as possible. Most humanities PhD programs still offer little or nothing in terms of training for jobs outside of academia, creating a sort of mandatory tunnel from grad school to tenure-track aspirant. In the humanities, especially, to obtain a PhD—to become a doctor in your field of knowledge—is to adopt the refrain “I don’t have any marketable skills.” Many academics have no choice but to keep teaching—the only thing they feel equipped to do—even without fair pay or job security. Academic institutions are incentivized to keep adjuncts “doing what they love”—but there’s additional pressure from peers and mentors who’ve become deeply invested in the continued viability of the institution. Many senior academics with little experience of the realities of the contemporary market explicitly and implicitly advise their students that the only good job is a tenure-track academic job. When I failed to get an academic job in 2011, I felt soft but unsubtle dismay from various professors upon telling them that I had chosen to take a high school teaching job to make ends meet. It

The door was still open, so I shut it and was returning to my desk when I braked. There was a backpack resting on the other side of my desk chair. It wasn’t mine. It wasn’t Missy’s. I was pretty sure it wasn’t Holly’s or the cousin’s. “Shit,” I muttered under my breath. “Huh?” she barked, her head swinging around to me. A quick glance confirmed what I already knew. She was drunk. “Nothing.” She pulled out one of her shirts, but it wasn’t her normal pajama top. She was really drunk. I picked up Shay’s bag and checked the contents to make sure it was his. It was. I saw his planner with his name scrawled at the top, so I zipped that bag and put it in the back of my closet. No one needed to go through it. I didn’t think Missy would, but I just never knew. Dropping into my chair, I picked up my phone to text Shay as Missy fell to the floor. I looked up to watch. I couldn’t not see this. I was tempted to video it, but I was being nice. For once. As Missy wrestled with her jeans and lifted them over her head to throw into her closet, I texted Shay. Me: You left your bag here. Missy let out a half-gurgled moan and a cry of frustration at the same time. She didn’t stand, instead crawling to the closet. She grabbed another pair of pants. Those weren’t her pajamas, either. As she pulled them on—or tried since her feet kept eluding the pants’ hole—my phone buzzed back. Coleman: Can I pick it up in the morning? I texted back. Me: When? Missy got one leg in. Success. I wanted to thrust my fist in the air for her. My phone buzzed again. Coleman: Early. My playbook is in there. I groaned. Me: When is early? I’m in college, Coleman. Sleeping in is mandatory. Coleman: Nine too early for you? I can come back to get it now. Nine was doable. Me: Let’s do an exchange. You bring me coffee, and I’ll meet you at the parking lot curb with your bag. Coleman: Done. Decaf okay? I glared at my phone. Me: Back to hating you. Coleman: Never stop that. The world’s equilibrium will be fucked up. I have to know what’s right and wrong. Don’t screw with my moral compass, Cute Ass. Oh, no! No way. Me: Third rule of what we don’t talk about. No nicknames unless they reconfirm our mutual dislike for each other. No Cute Ass. His response was immediate. Coleman: Cunt Ass? A second squeak from me. Me: NO! I could almost hear him laughing. Coleman: Relax. I know. Clarke’s Ass. That’s how you are in my phone. The tension left my shoulders. Me: See you in the morning. 9 sharp. Coleman: Night. I put my phone down, but then it buzzed once again. Coleman: Ass. I was struggling to wipe this stupid grin off my face. All was right again. I plugged my phone in, pulled my laptop back toward me, and sent a response to Gage’s email. I’ll sit with you, but only if we’re in the opposing team’s section. He’d be pissed, but that was the only way. I turned the computer off, and by then Missy was climbing up the ladder in a bright pink silk shirt. The buttons were left buttoned, and her pajama bottoms were a pair of corduroy khakis. I was pretty sure she didn’t brush her teeth, but before my head even hit the pillow, she was snoring

Those who have been swept within the criminal justice system know that the way the system actually works bears little resemblance to what happens on television or in the movies. Full-blow trials of guilt or innocence rarely occur; many people never even meet with an attorney; witnesses are routinely paid and coerced by the government; police regularly stop and search people for no reason whatsoever; penalties for many crimes are so severe that innocent people plead guilty, accepting plea bargains to avoid harsh mandatory sentences; and children, even as young as fourteen, are sent to adult prisons. Rules of law and procedure, such as 'guilt beyond a reasonable doubt' or 'probable cause' or 'reasonable suspicion,' can easily be found in court cases and law-school textbooks but are much harder to find in real life.

TO THE GIRLS ON THE LIST: PLEASE REPORT TO MY OFFICE IMMEDIATELY AFTER SCHOOL. THIS IS A MANDATORY MEETING.

IN CLOSING, LET’S TAKE a brief look back at where we began: with 10 children who developed type 1 diabetes in 24 months within two miles of one another in the upscale suburbs of Boston. Rather than bemoan their fate, parents there organized and asked for an investigation to be conducted by the state, which is ongoing. Among those who have participated in organizing meetings are Ray Allen, the Celtics star, and his wife, Shannon, whose son, Walker, was the seventh child diagnosed there. “Shannon and Ray have turned out to be the most incredible advocates,” Ann Marie Kreft recently told me. “We have fabulous people on board who are spending inordinate amounts of their time on advocacy.” I asked her what they are advocating for. “I think we all agree that mandatory case reporting would be the ideal,” she said. “That would be the dream come true. I think we may be building up to that.” Rather than have to design a special survey every time an apparent cluster of type 1 cases emerges, mandatory case reporting, on a national level, would permit the CDC to automatically track cases as they emerge, to see not only the big national picture, but also local variations that could prove crucial in unraveling the riddle of why type 1 diabetes continues to rise, each and every year, by 3 percent. Presently, however, no national organization is advocating for mandated case reporting of type 1. Where is the line of protesters holding placards, marching outside the Atlanta offices of the CDC? Perhaps we need to look farther back, to the period before the diabetes pandemic began. In 1866, you might recall, the death rate from diabetes in New York City was 1.3 per 100,000 residents. If that rate held today for the 306 million residents of the United States, there would be 4,284 deaths due to diabetes each year. Instead, in 2006, there were 72,507 death certificates on which diabetes was listed as the underlying cause. The official national death rate from diabetes now stands at 23.3 per 100,000, according to the CDC — nearly 19 times higher than it was following the Civil War. And that doesn’t count the additional 200,000 or so deaths each year for which diabetes is listed as a “contributing” cause.

according to N.L.R.B. rules, which forbid mandatory meetings the day before unionization votes. Then, the players will have their say. Why Chocolate Is Good for Us By GRETCHEN REYNOLDS This column appears in the April 27, 2014 issue of The New York Times Magazine.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

All over the country, bishops broomed out of churches those priests who had once been accused of misconduct. Numerous bishops, including Cardinal Law, began voluntarily turning over to prosecutors the names of dozens of priests accused of abuse. In many states, such a step was already mandatory; others, including Massachusetts and Colorado, were poised to make it so. The U.S. Conference of Catholic Bishops agreed to devote its June 2002 meeting, in Dallas, to the issue of clergy sexual abuse and was ready for the first time to approve mandatory rules for all 194 dioceses in the United States, a step the bishops’ conference had resisted for nearly two decades. The new requirements would likely insist that all priests who sexually abuse minors be removed from ministry and be reported to prosecutors, that dioceses reach out to victims, and that Church workers be trained to recognize and report indications that a child might have been harmed.

What is it?” “It’s a souvenir.” I frown, sitting back in my chair. “For what?” “I didn’t even wash it.” She laughs. “Tinsley, that better not be what I think it is.” I growl. She lifts her mother’s eyes and smiles at me. “You can’t take a knife to school.” She knows this. We just went over this last week. With me, her mother, the principal, and the police officer that were present for our mandatory meeting. “I’m going to mail it to him.” I run a hand down my face, holding in a sigh. I thought Carnage was going to be the death of me. But nope. It’s my teenage daughter.

Unbeknown to them, secret negotiations had already been taking place, as early as 1947, before the British Mandate in Palestine ended. These were between King Abdullah and the Zionist leaders, who were united in their goal of preventing the birth of a Palestinian state under their common enemy, Haj Amin al-Husseini, the Palestinian head of the Arab Higher Committee, which was established on April 25, 1936, and outlawed by the British Mandatory administration in September 1937 after the assassination of a British official. The British government was continuing with its determined efforts to deprive the Palestinians of their country, exploring the possibility that the Arab parts of Palestine, which it believed would be unviable as an Arab Palestine on their own, could be fused with the Hashemite Kingdom of Transjordan, established in 1946. At a secret meeting in London in February 1948, Ernest Bevin, the UK foreign secretary, gave King Abdullah the green light to snatch part of Palestine provided that the king’s forces stayed out of those areas allotted by the UN partition plan to the Jews.

The Modern Meeting refuses to be informational. Reading memos is mandatory.

What to Do Tonight Practice asking, “Who is responsible for this?” “Whose problem is it?” Determine if your home is a safe base. Do you fight frequently about food or screen time? What’s the emotional temperature? If you are feeling frustrated with your kid, chances are he is with you as well. Ask him. If a kid hates or resists homework, suggest a homework club at school, find older kids to work with him, or approach your child’s teacher about minimizing mandatory homework. If your child’s strong negative reactions to homework are out of character, have your child evaluated to rule out a problem like a learning disability. Help your child create an effective learning environment and, if necessary, develop her own system of rewards for completing goals. If she does not meet a goal, respond with compassion: “I’m sorry you weren’t able to meet your goals tonight.” Don’t get angry or threaten punishment. Your job is to help her develop ways to motivate herself. Express confidence in your child’s ability to figure things out.

Mention should be made of the constant interplay between love and the desire for clothes, insatiable, though I suspect futile with regard to desire in general. Uncertainty gives these meetings an unbridled, violent intensity. No absolutely mandatory tasks are imposed on me from outside. Freedom makes me prone to passion, so very occupying. There is an inexhaustible charm to secrecy.

What is it?” “It’s a souvenir.” I frown, sitting back in my chair. “For what?” “I didn’t even wash it.” She laughs. “Tinsley, that better not be what I think it is.” I growl. She lifts her mother’s eyes and smiles at me. “You can’t take a knife to school.” She knows this. We just went over this last week. With me, her mother, the principal, and the police officer that were present for our mandatory meeting. “I’m going to mail it to him.” I run a hand down my face, holding in a sigh. I thought Carnage was going to be the death of me. But nope. It’s my teenage daughter.

Teach skills of healthy interdependence. Instead of raising kids who think they must do it all on their own, teach them how to ask for help when they need it and model these skills yourself. Make chores mandatory. To encourage a “we’re all in this together” mindset, you might save your own household chores—paying the bills, recycling newspapers, straightening up the house—for when your kids are scheduled to do theirs. Avoid linking chores to allowances or excessive praise. Chores are what you do when you are part of a family, a contribution to the greater whole. Widen their circle of concern and caring. Point out how other people add value to your kids’ lives every day, like janitors at school who work hard to keep the school clean of germs, or teachers who sacrifice their own time to meet outside class. Broaden their circle of caring. Say thank you to the waitress and the bus driver. Children learn kindness and empathy not just by how we treat those closest to us, but also by how we treat strangers, notes Rick Weissbourd.

I do not think I will be in love again in my life, except with you. These are honest words.” And they were. His anxiety about the long separation from JP seemed to intensify during the affair with Arthur, especially after he decided that Arthur wanted him only for sex. “I’m still very much in love with Jean Pierre,” he wrote in his journal near the end of May. “I still desire the chance to leave here and live with him in Paris. Jean Pierre was the first man to be completely relaxed and loving with me. Unafraid of my personality or my creative movements. There was room with him to love and live and grow and change. Time has put a distance between us. And my meeting Arthur filled up that kind of empty space.” Ever since David left Paris, he and JP had tried to figure out some way to get back together. Like dual citizenship—which would have allowed David to work in France but would also require his mandatory service in its military. Then there was the idea of entering a French university, but David didn’t have the money. That May, they had one last pipe dream between them: David would get a position with UNESCO. Jean Pierre knew a woman who worked there and she promised to help, but David had none of the skills or education the agency required. It would have been easy to lose touch completely. David still had no telephone. Letters usually took about a week to arrive and sometimes as long as three. But now that David finally had some income, he hoped to visit France in August. He and JP had, of course, not seen each other since the previous August.

Full-blown trials of guilt or innocence rarely occur; many people never even meet with an attorney; witnesses are routinely paid and coerced by the government; police regularly stop and search people for no reason whatsoever; penalties for many crimes are so severe that innocent people plead guilty, accepting plea bargains to avoid harsh mandatory sentences; and children, even as young as fourteen, are sent to adult prisons. Rules of law and procedure, such as “guilt beyond a reasonable doubt” or “probable cause” or “reasonable suspicion,” can easily be found in court cases and law-school textbooks but are much harder to find in real life.

But leaning on friends is never going anywhere, it is not proof of anything, and there are no mandatory standards for it to meet or fail to meet. You just find yourself together, side by side, and then one day you are depending on each other, bearing one another’s burdens, basking in each other’s warmth, for decades or only for a moment.

Those who have been swept within the criminal justice system know that the way the system actually works bears little resemblance to what happens on television or in movies. Full-blown trials of guilt or innocence rarely occur; many people never even meet with an attorney; witnesses are routinely paid and coerced by the government; police regularly stop and search people for no reason whatsoever; penalties for many crimes are so severe that innocent people plead guilty, accepting plea bargains to avoid harsh mandatory sentences; and children, even as young as fourteen, are sent to adult prisons. Rules of law and procedure, such as “guilt beyond a reasonable doubt” or “probable cause” or “reasonable suspicion,” can easily be found in court cases and law-school textbooks but are much harder to find in real life.

and becoming a general at age sixteen. Joseph Smith received an answer to his prayer at age fourteen. What happened? How did young people change from being responsible to reckless? The current stereotypical assumption of teenagers was invented in the United States after World War II. In the early 1900s, large cities sprouted up in which youth experienced crime, child labor, and emotional stress. To protect children from these ills, reformers pushed for mandatory schooling, which pooled young people together for the first time. In the early 1940s, the word “teen-ager” was coined, and after the war an explosion of births produced the largest number of youths in history in the baby boomer generation. Economic stability after the war gave American families more disposable income, and to attract more of that money, advertisers began to market things directly to teenagers—cars, music, clothing, magazines, and movies.11 The idea of a “rebellious teenager” was thus invented in the 1950s and 1960s and sold (literally) to the baby boomer generation of youngsters, who grew up and passed this invented “tradition” down to their children, grandchildren, and now great-grandchildren in the twenty-first century. If we assume young men and women will act rebelliously, then when they do, they are simply meeting our expectations! In rebellion against my cultural surroundings and in support of the divine nature and potential of my children, I frequently tell them that “I don’t believe in teenagers!