Matching Senior Quotes

You're beautiful, every part of you. I love your hair, the way it looks, the way it feels. I love touching it, smelling it. I love the way you wrinkle your nose when you laugh. It makes me laugh, too, every time. And I love watching you eat. Sometimes you can't shovel it in fast enough, but when you get interested in a conversation, you forget there's anything in front of you. God knows, I love making love with you. I can't even talk about that without wanting you. I love your pathetic attachment to those seniors. I love how hard you work.

The two senior officers couldn’t have been a better match

Ok, at twenty-five years my senior, and married, and our next door neighbor, and best friends with my parents, it was hardly a feasible match; not by a freaking mile.

When my son David was a high school senior in 2003, his graduating class went on a camping trip in the desert. A creative writing educator visited the camp and led the group through an exercise designed to develop their sensitivity and imaginations. Each student was given a pen, a notebook, a candle, and matches. They were told to walk a short distance into the desert, sit down alone, and “discover themselves.” The girls followed instructions. The boys, baffled by the assignment, gathered together, threw the notebooks into a pile, lit them with the matches, and made a little bonfire.

He had been a fine player, making All-Conference in his junior and senior years, and he knew perfectly well that he had his own bad temper to thank … or to blame. He had not enjoyed football. Every game was a grudge match.

It was Day Three, Freshman Year, and I was a little bit lost in the school library,looking for a bathroom that wasn't full of blindingly shiny sophomores checking their lip gloss. Day Three.Already pretty clear on the fact that I would be using secondary bathrooms for at least the next three years,until being a senior could pass for confidence.For the moment, I knew no one,and was too shy to talk to anyone. So that first sight of Edward: pale hair that looked like he'd just run his hands through it, paint-smeared white shirt,a half smile that was half wicked,and I was hooked. Since, "Hi,I'm Ella.You look like someone I'd like to spend the rest of my life with," would have been totally insane, I opted for sitting quietly and staring.Until the bell rang and I had to rush to French class,completely forgetting to pee. Edward Willing.Once I knew his name, the rest was easy.After all,we're living in the age of information. Wikipedia, iPhones, 4G ntworks, social networking that you can do from a thousand miles away.The upshot being that at any given time over the next two years, I could sit twenty feet from him in the library, not saying a word, and learn a lot about him.ENough, anyway, for me to become completely convinced that the Love at First Sight hadn't been a fluke. It's pretty simple.Edward matched four and a half of my If My Prince Does, In Fact, Come Someday,It Would Be Great If He Could Meet These Five Criteria. 1. Interested in art. For me, it's charcoal. For Edward, oil paint and bronze. That's almost enough right there. Nice lips + artist= Ella's prince. 2. Not afraid of love. He wrote, "Love is one of two things worth dying for.I have yet to decide on the second." 3.Or of telling the truth. "How can I believe that other people say if I lie to them?" 4.Hot. Why not?I can dream. 5.Daring. Mountain climbing, cliff dying, defying the parents. Him, not me. I'm terrified of an embarrassing number of things, including heights, convertibles, moths, and those comedians everyone loves who stand onstage and yell insults at the audience. 5, subsection a. Daring enough to take a chance on me.Of course, in the end, that No. 5a is the biggie. And the problem. No matter how muuch I worshipped him,no matter how good a pair we might have been,it was never, ever going to happen. To be fair to Edward,it's not like he was given an opportunity to get to know me. I'm not stupid.I know there are a few basic truths when it comes to boys and me. Truth: You have to talk to a boy-really talk,if you want him to see past the fact that you're not beautiful. Truth: I'm not beautiful. Or much of a conversationalist. Truth: I'm not entirely sure that the stuff behind the not-beautiful is going to be all that alluring, either. And one written-in-stone, heartbreaking truth about this guy. Truth:Edward Willing died in 1916.

Speaking of Vaughan, his claim in the Daily Telegraph last week that the story of a senior county pro being offered money to fix domestic matches was 'the tip of the iceberg' did not go down well with one former England captain contacted by the Top Spin. 'I played the game for almost 20 years,' he seethed, 'and I don't know a single player who has been offered money, either for information or to fix a game. To say it's the tip of the iceberg is absolute rubbish.' The fact that the player in question had just registered a mediocre Stableford score of 20 playing off a handicap of 14 had nothing to do, I was assured, with his foul mood.

Step 1 gets you the baseline, the GPA you would have predicted if you were told nothing about Julie beyond the fact that she is a graduating senior. In the absence of information, you would have predicted the average. (This is similar to assigning the base-rate probability of business administration graduates when you are told nothing about Tom W.) Step 2 is your intuitive prediction, which matches your evaluation of the evidence. Step 3 moves you from the baseline toward your intuition, but the distance you are allowed to move depends on your estimate of the correlation. You end up, at step 4, with a prediction that is influenced by your intuition but is far more moderate.

Brittany Ellis," Mrs. Peterson says, pointing to the table behind Colin. I unenthusiastically sit on the stool at my assigned place. "Alejandro Fuentes," Mrs. Peterson says, pointing to the stool next to me. Oh my God. Alex . . . my chemistry partner? For my entire senior year! No way, no how, SO not okay. I give Colin a "help me" look as I try to avoid a panic attack. I definitely should have stayed at home. In bed. Under the covers. Forget not being intimidated. "Call me Alex." Mrs. Peterson looks up from her class list and regards Alex above the glasses on her nose. ' Alex Fuentes," she says, before changing his name on her list. "Mr. Fuentes, take off that bandanna. I have a zero tolerance policy in my class. No gang-related accessories are allowed to enter this room. Unfortunately, Alex, your reputation precedes you. Dr. Aguirre backs my zero tolerance policy one hundred percent ... do I make myself clear?" Alex stares her down before sliding the bandanna off his head, exposing raven hair that matches his eyes. "It's to cover up the lice," Colin mutters to Darlene, but I hear him and Alex does, too. "Vete a la verga," Alex says to Colin, his hard eyes blazing. "Collate el hocico." "Whatever, dude," Colin says, then turns around. "He can't even speak English." "That's enough, Colin. Alex, sit down." Mrs. Peterson eyes the rest of the class. "That goes for the rest of you, as well. I can't control what you do outside of this room, but in my class I'm the boss." She turns back to Alex. "Do I make myself clear?" "Si, señora," Alex says, deliberately slow.

It is not only in childhood that people of high potential can be encouraged or held back and their promise subverted or sustained. The year before I went to Amherst, a group of women had declined to stand for tenure. One of them simply said that after six years she was used up, too weary and too eroded by constant belittlement to accept tenure if it were offered to her. Women were worn down or burnt out. During the three years I spent as dean of the faculty, as I watched some young faculty members flourish and others falter, I gradually realized that the principal instrument of sexism was not the refusal to appoint women or even the refusal to promote (though both occurred, for minorities as well as women), but the habit of hiring women and then dealing with them in such a way that when the time came for promotion it would be reasonable to deny it. It was not hard to show that a particular individual who was a star in graduate school had somehow belied her promise, had proved unable to achieve up to her potential. This subversion was accomplished by taking advantage of two kinds of vulnerability that women raised in our society tend to have. The first is the quality of self-sacrifice, a learned willingness to set their own interests aside and be used and even used up by the community. Many women at Amherst ended up investing vast amounts of time in needed public-service activities, committee work, and teaching nondepartmental courses. Since these activities were not weighed significantly in promotion decisions, they were self-destructive. The second kind of vulnerability trained into women is a readiness to believe messages of disdain and derogation. Even women who arrived at Amherst full of confidence gradually became vulnerable to distorted visions of themselves, no longer secure that their sense of who they were matched the perceptions of others. When a new president, appointed in 1983, told me before coming and without previous discussion with me that he had heard I was “consistently confrontational,” that I had made Amherst “a tense, unhappy place,” and that he would want to select a new dean, I should have reacted to his picture of me as bizarre, and indeed confronted its inaccuracy, but instead I was shattered. It took me a year to understand that he was simply accepting the semantics of senior men who expected a female dean to be easily disparaged and bullied, like so many of the young women they had managed to dislodge. It took me a year to recover a sense of myself as worth defending and to learn to be angry both for myself and for the college as I watched a tranquil campus turned into one that was truly tense and unhappy.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

I no longer require your services." With her head held high, she strode for the door. Hell and blazes, he wouldn't let her do this! Now when he knew what was at stake. "You don't want to hear my report?" he called out after her. She paused near the door. "I don't believe you even have a report." "I certainly do, a very thorough one. I've only been waiting for my aunt to transcribe my scrawl into something decipherable. Give me a day, and I can offer you names and addresses and dates, whatever you require." "A day? Just another excuse to put me off so you can wreak more havoc." She stepped into the doorway, and he hurried to catch her by the arm and drag her around to face him. He ignored the withering glance she cast him. "The viscount is twenty-two years your senior," he said baldly. Her eyes went wide. "You're making that up." "He's aged very well, I'll grant you, but he's still almost twice your age. Like many vain Continental gentlemen, he dyes his hair and beard-which is why he appears younger than you think." That seemed to shake her momentarily. Then she stiffened. "All right, so he's an older man. That doesn't mean he wouldn't make a good husband." "He's an aging roué, with an invalid sister. The advantages in a match are all his. You'd surely end up taking care of them both. That's probably why he wants to marry you." "You can't be sure of that." "No? He's already choosing not to stay here for the house party at night because of his sister. That tells me that he needs help he can't get from servants." Her eyes met his, hot with resentment. "Because it's hard to find ones who speak Portuguese." He snorted. "I found out this information from his Portuguese servants. They also told me that his lavish spending is a façade. He's running low on funds. Why do you think his servants gossip about him? They haven't been paid recently. So he’s definitely got his eye on your fortune.” “Perhaps he does,” she conceded sullenly. “But not the others. Don’t try to claim that of them.” “I wouldn’t. They’re in good financial shape. But Devonmont is estranged from his mother, and no one knows why. I need more time to determine it, though perhaps your sister-in-law could tell you, if you bothered to ask.” “Plenty of people don’t get along with their families,” she said stoutly. “He has a long-established mistress, too.” A troubled expression crossed her face. “Unmarried men often have mistresses. It doesn’t mean he wouldn’t give her up when he marries.” He cast her a hard stare. “Are you saying you have no problem with a man paying court to you while he keeps a mistress?” The sigh that escaped her was all the answer he needed. “I don’t think he’s interested in marriage, anyway.” She tipped up her chin. “That still leaves the duke.” “With his mad family.” “He’s already told me about his father, whom I knew about anyway.” “Ah, but did you know about his great-uncle? He ended his life in an asylum in Belgium, while there to receive some special treatment for his delirium.” Her lower lip trembled. “The duke didn’t mention that, no. But then our conversation was brief. I’m sure he’ll tell me if I ask. He was very forthright on the subject of his family’s madness when he offered-“ As she stopped short, Jackson’s heart dropped into his stomach. “Offered what?” She hesitated, then squared her shoulders. “Marriage, if you must know.” Damn it all. Jackson had no right to resent it, but the thought of her in Lyons’s arms made him want to smash something. “And of course, you accepted his offer,” he said bitterly. “You couldn’t resist the appeal of being a great duchess.” Her eyes glittered at him. “You’re the only person who doesn’t see the advantage in such a match.

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Ryogoku Kokugikan* Ryogoku, the largest sumo stadium in Japan with a capacity of 10,000 spectators, holds grand tournaments of basho in January, May and September. These magnificent 15-day long tournaments are filled with ceremonies and rituals that are as interesting as the wrestling matches themselves.   The competition begins around 9am each day, with amateur matches, and progress in order of seniority as the day continues.

The constant needle and edge in their working relationship is matched by a cloak of secrecy the warring offices throw around their rival operations. Diana had to use all her guile to tease out information from her husband’s office before she flew to Pakistan on her first major solo overseas tour last year. She was due to stopover in Oman where Prince Charles was trying to woo the Sultan to win funding for an architectural college. Curious by nature, Diana wanted to know more but realized that a direct approach to Prince Charles or his senior advisers would receive a dusty response. Instead she penned a short memo to the Prince’s private secretary, Commander Richard Aylard and asking innocently if there was anything in the way of briefing notes she needed for the short stopover in Oman. The result was that, as she was travelling on official Foreign Office business, the Prince was forced to reveal his hand. In this milieu of sullen suspicion, secrecy is a necessary and constant companion. Caution is her watchword. There are plenty of eyes and ears as well as police video cameras to catch the sound of a voice raised in anger or the sight of an unfamiliar visitor. Tongues wag and stories circulate with electrifying efficiency. It is why, when she was learning about her bulimic condition, she hid books on the subject from prying eyes. She dare not bring home tapes from her astrology readings nor read the satirical magazine Private Eye with its wickedly accurate portrayal of her husband in case it attracts unfavourable comment. The telephone is her lifeline, spending hours chatting to friends: “Sorry about the noise, I was trying to get my tiara on,” she told one disconcerted friend.

Don’t follow competition We are constantly amazed by how much business leaders obsess about their competition. When you get in a room with a bunch of senior execs from large companies, their attention can often wander as they check smartphones and think about the rest of their day, but bring up the topic of their competition and suddenly you’ll have everyone’s full attention. It’s as if, once you get to a particular level in an organization, you worry as much about what your competition is doing as how your own organization is performing. At the highest echelons of business, the default mentality is, too often, siege. This fixation leads to a never-ending spiral into mediocrity. Business leaders spend much of their time watching and copying the competition, and when they do finally break away and try something new, they are careful risk-takers, developing only incremental, low-impact changes. Being close to your competition offers comfort; it’s like covering tactics in match race sailing, when the lead boat tacks whenever the follower does, to ensure that the follower doesn’t go off in a different direction and find stronger wind. Incumbents clump together so that no one finds a fresher breeze elsewhere. But as Larry Page says, how exciting is it to come to work if the best you can do is trounce some other company that does roughly the same thing?85 If you focus on your competition, you will never deliver anything truly innovative. While you and your competitors

Senior people pose several important challenges:   They come with their own culture. They will bring the habits, the communication style, and values from the company they grew up in. It’s very unlikely these will match your environment exactly.   They will know how to work the system. Because senior people come from larger environments, they usually develop the skills to navigate and be effective in those environments. These skills may seem political and unusual in your environment.   You don’t know the job as well as they do. In fact, you are hiring them precisely because you don’t know how to do the job. So how do you hold them accountable for doing a good job?

In January 2017, Bloomberg reported that although Facebook had started giving recruiters an incentive to bring in more women, black, and Latino engineering candidates back in 2015, the program was netting few new hires. According to former Facebook recruiters, this was because the people responsible for final hiring approvals—twenty to thirty senior leaders who were almost entirely white and Asian men—still assessed candidates by using the same metrics as always: whether they had gone to the right school, already worked at a top tech company, or had friends at Facebook who gave them a positive referral.15 What this means is that, even after making it through round after round of interviews designed to prove their skills and merits, many diverse hires would be blocked at the final stage—all because they didn’t match the profile of the people already working at Facebook.

Networking Beats The HR Elimination System Every Time In a LinkedIn post, Lynda Spiegel shared that she submitted her resume to two different companies, both looking for a senior level human resources executive with global experience. Lynda's experience matched most of the requirements. However, within hours of hitting "send," she received emails from both companies telling her there were other candidates more qualified for the position. Fortunately, Lynda had used her connections to send her resume to the hiring managers at both firms. Within one day of the ATS rejection, she received calls from these hiring managers asking her to interview based on the strength of her resume.

The old man held out a paper scroll, not mere parchment. It was a clear sign of wealth and status. Not every noble family could afford to use paper for invitations. The very fact that Hadjar was being visited by the clan’s attorney, and not by a simple servant, spoke volumes. “Thank-” Hadjar reached out, almost closing his fingers around the scroll, but the old man suddenly loosened his grip. Caught in the wind, the invitation, decorated with monograms and tied with a scarlet ribbon, fell to the dirt at Hadjar’s feet. The old man didn’t apologize. He stood there, with his hand still outstretched, a sneer on his lips, radiating complete confidence in his superiority. A clear example that old age didn’t mean one also gained intelligence or wisdom. He’d lived long enough for his hair to turn gray, but not long enough to acquire a brain. He didn’t even realize how simply and blatantly he was being used. Hadjar, just as the old man had expected, bent down to pick up the invitation, dusted it off, and held it without putting it away in his spatial artifact, as was required by etiquette. “You didn’t have to bow to me, young man,” the old man grunted. This was quite a serious insult. Being the personal disciple of a great hero made Hadjar equal in status to the senior heirs of aristocratic families. He was at the very top of the social structure of Dahanatan. But Hadjar didn’t really care about any of that. The power he possessed was insignificant in his opinion, and ever since he’d eaten those first scraps in Primus’ dungeon, he’d stopped caring about whether he was a Prince or a circus freak. Titles didn’t matter. The important thing was that the old man was a servant, and Hadjar was almost an aristocrat. The lawyer’s words were akin to the old man throwing a glove in Hadjar’s face. Hadjar looked behind his visitor, at the dark carriage emblazoned with the white coat of arms of the Predatory Blades clan. Brustor would have to try a little harder. So far, his provocations weren’t even a match for the insults that Hadjar had received during his meetings with Emperor Morgan. Shocking the old man, Hadjar bowed deeply. “Only a silly young man,” he said, straightening back up, “doesn’t feel respect toward someone whose hair is whiter than his.

The worst feeling was when, in the middle of the night, the numbers didn’t compute as you needed them to, or they didn’t support the arguments the senior bankers expected to make at the client meeting later that day. That would leave you with two bad choices. You could change the thesis of the presentation to match the numbers, or you could fudge the numbers to fit the thesis. A third option—worse still—was to wake your managing director with a phone call. That was never smart. So you would usually alter a revenue assumption here and a margin assumption there, just enough so that none of the changes seemed too aggressive but in totality got you to the profitability and earnings growth needed to justify the deal. Where is the line, you would wonder briefly, between subjective business judgment and manipulation of data? Then you’d yawn and look at the clock and reply, Who gives a shit?

The hierarchy at Morgan Stanley was: managing director, principal, vice president, associate, analyst, secretary. There was no senior/junior distinction among vice presidents or associates. I was an associate as were most employees less than four years out of graduate school. Compensation roughly matched job title. On average, managing directors made several million dollars, principals made close to one million, vice presidents made a half million, and associates made several hundred thousand, with wide ranges within each job title.

While the factories of Europe worked overnight to produce war materials, Ivar quietly purchased match factories throughout Sweden.13 He was a pioneer of vertical integration, buying timber tracts and chemical factories to secure the raw materials needed to make matches. Finally, he merged the leading Swedish competitors to form Swedish Match, a single dominant business with initial capital of about $10 million. Ivar owned half of Swedish Match, held all of the senior executive positions, and controlled the company’s board.

Poland’s political volatility made it a more attractive candidate for a monopoly.8 From the moment Torsten arrived, Polish officials faced so many crises that the right person would be able to slip them a match monopoly without much scrutiny. The government was in chaos. The final borders of the Second Polish Republic had been established two years earlier, and the new constitution just a year before that. The reborn interbellum Poland was fractured into competing sects. President Gabriel Narutowicz had been assassinated in late 1922, and the country had sworn in four different prime ministers that year (and another two the following year). At first, it wasn’t even clear to Torsten which officials he should approach, or who was in charge. Then, through the bedlam, Torsten met Dr Marjam Glowacki, a senior finance ministry official. The two men immediately bonded and became friends. Torsten appeared to be a distinguished businessman with extensive experience in international finance. Their talks moved quickly. Dr Glowacki saw that a significant loan from International Match could resolve many of the country’s humanitarian and fiscal needs. Even a few million dollars would greatly assist Polish reparations from the world war.

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.

At LXCouncil, (Leader Council Exchange), we methodically and with an intentional process match privately-held company CEOs or Senior Leaders with their peers to have a confidential sounding board of advisors known as a CEO peer group. We also offer entrepreneurs a licensing program to start a mastermind group of their own.

(Back to our halls) Like a dumb ass I went to college, (assuming I pass all my boards. Senior year is almost over, and the calculation is the final test I will take. For the past four months, I’ve had all my various board exams-math, science, oral magic, and written proficiency, sociology and psychology, and photography (a specialty elective)-and I must be getting my scores one-time in the next few weeks ago it was not long ago or so it seems to me. Solitary of them will become my husband after I graduate, girls who don’t pass get paired and married right out of high school.) The evaluators will do their best to match me with people who received a similar score in the evaluations. As much as possible they try to avoid any huge disparities in intelligence, temperament, social background, and age. Of development you do hear occasional horror stories: cases, where a poor seventeen-year-old girl is given to a wealthy old man, is the delirium dream, which is dumb, dumb, dumb. The stairs let out their awful moaning, Jenny, appears before me. She is nine and tall for her age, but very thin: all angles and elbows, her chest caving in like a warped sheet pan. It’s terrible to say, but I don’t like her very much. She has the same pinched look as her mother did. The assessment is the last step, so I can get paired, paid, and laid, in the coming months, the evaluators will send me a list of four or five approved matches.

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

...downside of the team approach is that there may be a conflict between the schedules of your senior attorneys and you. If the senior attorneys on the team prefer to stay late and work late, you’ll have to match your schedule to theirs. If they like to work early and leave early, you’ll be expected to do the same – because if work schedule differences arise, they’ll be resolved in favor of the more senior attorneys, not you.

The Razorbacks would play Duke, the NCAA champs in 1991 and 1992. Duke had a host of great players, but their star was Grant Hill, a consensus pick for national Player of the Year honors. The day before the championship, Richardson grew pensive. He was reasonably proud of his accomplishments, but something was nagging him. Richardson had been the underdog so long that despite his team’s yearlong national ranking, he still felt dispossessed. He found himself pondering one of Arkansas’s little-used substitutes, a senior named Ken Biley. Biley was an undersized post player who was raised in Pine Bluff. Neither of his parents had the opportunity to go to college, but every one of his fifteen siblings did, and nearly all graduated. “I had already learned that everybody has to play his role,” Biley says of his upbringing. As a freshman and sophomore, Biley saw some court time and even started a couple of games, but his playing time later evaporated and he lost faith. “Everyone wants to play, and when you don’t you get discouraged,” he says. On two occasions, he sat down with his coach and asked what he could do to earn a more important role. “I never demanded anything,” Biley says, “and he told me exactly what I needed to do, but we had so many good players ahead of me. Corliss Williamson, for one.” Nearly every coach, under the pressure of a championship showdown, reverts to the basic strategies that got the team into the finals. But Richardson couldn’t stop thinking about Biley, and what a selfless worker he had been for four years. The day before the championship game against Duke, at the conclusion of practice, Richardson pulled Biley aside. Biley had hardly played in the first five playoff games leading up to the NCAA title match—a total of four minutes. “I’ve watched how your career has progressed, and how you’ve handled not getting to play,” Richardson began. “I appreciate the leadership you’ve been showing and I want to reward you, as a senior.” “Thanks coach,” Biley said. He was unprepared for what came next. “You’re starting tomorrow against Duke,” Richardson said. “And you’re guarding Grant Hill.” Biley was speechless. Then overcome with emotion. “I was shocked, freaked out!” Biley says. “I hadn’t played much for two years. I just could not believe it.” Biley had plenty of time to think about Grant Hill. “I was a nervous wreck, like you’d expect,” he says. He had a restless night—he stared at the ceiling, sat on the edge of his bed, then flopped around trying to sleep. Richardson had disdained book coaches for years. Now he was throwing the book in the trash by starting a benchwarmer in the NCAA championship game.

Sanity? You want to know what sanity is? Sanity is the thick soup of distraction we immerse ourselves in to keep from remembering that we’re gonna bite it. Every opinion and taste and order you place for brown mustard instead of yellow mustard is just a way to keep from thinking about it. And they call our ability to distract ourselves sanity. So when you get to the end, and you forget whether you prefer brown or yellow mustard, they say you’re going nuts. But that isn’t it. What’s really going on is this. In those little senior moments of clarity, when your head is flipping back and forth between brown and yellow like a tennis match on fast forward, and you suddenly pause, you find yourself undistracted. And it happens. You look straight across the net at all the other people trying to choose between brown and yellow mustard and . . . there he is! At the seat in center court! Death! He’s been there all along! Mustard on the left and right, distractions everywhere, and Death straight ahead.

The First World War legitimized violence to a degree that not even Bismarck’s wars of unification in 1864-70 had been able to do. Before the war, Germans even of widely differing and bitterly opposed political beliefs had been able to discuss their differences without resorting to violence.152 After 1918, however, things were entirely different. The changed climate could already be observed in parliamentary proceedings. These had remained relatively decorous under the Empire, but after 1918 they degenerated all too often into unseemly shouting matches, with each side showing open contempt for the other, and the chair unable to keep order. Far worse, however, was the situation on the streets, where all sides organized armed squads of thugs, fights and brawls became commonplace, and beatings-up and assassinations were widely used. Those who carried out these acts of violence were not only former soldiers, but also included men in their late teens and twenties who had been too young to fight in the war themselves and for whom civil violence became a way of legitimizing themselves in the face of the powerful myth of the older generation of front-soldiers.153 Not untypical was the experience of the young Raimund Pretzel, child of a well-to-do senior civil servant, who remembered later that he and his schoolfriends played war games all the time from 1914 to 1918, followed battle reports with avid interest, and with his entire generation ‘experienced war as a great, thrilling, enthralling game between nations, which provided far more excitement and emotional satisfaction than anything peace could offer; and that’, he added in the 1930s,‘has now become the underlying vision of Nazism.’154 War, armed conflict, violence and death were often for them abstract concepts, killing something they had read about and had processed in their adolescent minds under the influence of a propaganda that presented it as a heroic, necessary, patriotic act.155

I remember Manjrekar admonishing me for rolling the ball back down the pitch. (I was keeping wickets with our regular keeper injured.) Polly Umrigar in a friendly match at CCI, as soon as he came in, would not play balls on his leg toward short leg preferring to take them on his thigh-pad till he was set; such was the seriousness and professional attitude the Bombay player displayed. And the more senior you were, the greater was the discipline for they saw themselves as role models. This was not evident in Madras or Bangalore where players who had made the grade often thought they were above the law and the code of conduct that was preached. Venkataraghavan was the exception—apart from talent, his discipline, fitness and work ethic has ensured that he is till today, the most successful cricketer from Tamil Nadu.

he couldn’t deny the unexpected rush of pleasure at the pairing of his great-nephew with Lizbet Blythe’s granddaughter. “One for you, Sam!” Daisy Vashon exclaimed from behind his right shoulder. The five of them—Sam, Daisy, JW Sterling, Lizbet and Hannah Sprite—were clustered around the computer screen in his garage at the Sunny Autumn Seniors Community in Port Aidin, Florida. “Logan Edwards and Jade Korrigan,” Hannah read aloud from behind