Memo Great Quotes

You have a great shift." I tell him. "I'll see you around. It's a good thing we're not friends, or else maybe I'd miss you. Or something more than friends-it's a good thing we weren't going out, or I'd be gutted right now. But, you know, we're not. Going out. Obviously. It's so obvious. I'm not sure why I didn't get the memo on that. Maybe it was all the phone sex, addling my stupid female brain. Or, hell, maybe it was all those hours we spent at the bakery, hanging out, or that time when I slept in your bed and cried on your lap on the bathroom floor. I just got confused about what we are. I didn't get the memo.

Is that a dangler in your memo or are you just glad to see me?

So if I decide to leap for The Fountain when I finish this memo, I want to make one thing perfectly clear—I would genuinely love to make that leap, and if I don’t I will always consider it a mistake and a failed opportunity, one of the very few serious mistakes of my First Life that is now ending.

Good follow-up is just as important as the meeting itself. The great master of follow-up was Alfred Sloan, the most effective business executive I have ever known. Sloan, who headed General Motors from the 1920s until the 1950s, spent most of his six working days a week in meetings—three days a week in formal committee meetings with a set membership, the other three days in ad hoc meetings with individual GM executives or with a small group of executives. At the beginning of a formal meeting, Sloan announced the meeting’s purpose. He then listened. He never took notes and he rarely spoke except to clarify a confusing point. At the end he summed up, thanked the participants, and left. Then he immediately wrote a short memo addressed to one attendee of the meeting. In that note, he summarized the discussion and its conclusions and spelled out any work assignment decided upon in the meeting (including a decision to hold another meeting on the subject or to study an issue). He specified the deadline and the executive who was to be accountable for the assignment. He sent a copy of the memo to everyone who’d been present at the meeting. It was through these memos—each a small masterpiece—that Sloan made himself into an outstandingly effective executive.

Climbing the corporate ladder is an obstacle to doing great work. I wanted to focus on getting things done and making things better, not drafting memos, sitting in meetings, and positioning myself for promotion.

Adjectives are used as nouns (“greats,” “notables”). Nouns are used as verbs (“to host”), or they are chopped off to form verbs (“enthuse,” “emote”), or they are padded to form verbs (“beef up,” “put teeth into”). This is a world where eminent people are “famed” and their associates are “staffers,” where the future is always “upcoming” and someone is forever “firing off” a note. Nobody in America has sent a note or a memo or a telegram in years. Famed diplomat Condoleezza Rice, who hosts foreign notables to beef up the morale of top State Department staffers, sits down and fires off a lot of notes. Notes that are fired off are always fired in anger and from a sitting position. What the weapon is I’ve never found out.

it’s that particular connection between melancholy and humor that Klibansky, Panofsky, and Saxl examined in Saturn and Melancholy (1964). Just as melancholy is sadness made light, so humor is comedy that has lost its physical weight (that dimension of human carnality that, however, makes Boccaccio and Rabelais great) and casts doubts on the self, the world, and the entire network of relations they form.

In 1994, Friedman wrote a memo marked “Very Confidential” to Raymond, Mortimer, and Richard Sackler. The market for cancer pain was significant, Friedman pointed out: four million prescriptions a year. In fact, there were three-quarters of a million prescriptions just for MS Contin. “We believe that the FDA will restrict our initial launch of OxyContin to the Cancer pain market,” Friedman wrote. But what if, over time, the drug extended beyond that? There was a much greater market for other types of pain: back pain, neck pain, arthritis, fibromyalgia. According to the wrestler turned pain doctor John Bonica, one in three Americans was suffering from untreated chronic pain. If that was even somewhat true, it represented an enormous untapped market. What if you could figure out a way to market this new drug, OxyContin, to all those patients? The plan would have to remain secret for the time being, but in his memo to the Sacklers, Friedman confirmed that the intention was “to expand the use of OxyContin beyond Cancer patients to chronic non-malignant pain.” This was a hugely audacious scheme. In the 1940s, Arthur Sackler had watched the introduction of Thorazine. It was a “major” tranquilizer that worked wonders on patients who were psychotic. But the way the Sackler family made its first great fortune was with Arthur’s involvement in marketing the “minor” tranquilizers Librium and Valium. Thorazine was perceived as a heavy-duty solution for a heavy-duty problem, but the market for the drug was naturally limited to people suffering from severe enough conditions to warrant a major tranquilizer. The beauty of the minor tranquilizers was that they were for everyone. The reason those drugs were such a success was that they were pills that you could pop to relieve an extraordinary range of common psychological and emotional ailments. Now Arthur’s brothers and his nephew Richard would make the same pivot with a painkiller: they had enjoyed great success with MS Contin, but it was perceived as a heavy-duty drug for cancer. And cancer was a limited market. If you could figure out a way to market OxyContin not just for cancer but for any sort of pain, the profits would be astronomical. It was “imperative,” Friedman told the Sacklers, “that we establish a literature” to support this kind of positioning. They would suggest OxyContin for “the broadest range of use.” Still, they faced one significant hurdle. Oxycodone is roughly twice as potent as morphine, and as a consequence OxyContin would be a much stronger drug than MS Contin. American doctors still tended to take great care in administering strong opioids because of long-established concerns about the addictiveness of these drugs. For years, proponents of MS Contin had argued that in an end-of-life situation, when someone is in a mortal fight with cancer, it was a bit silly to worry about the patient’s getting hooked on morphine. But if Purdue wanted to market a powerful opioid like OxyContin for less acute, more persistent types of pain, one challenge would be the perception, among physicians, that opioids could be very addictive. If OxyContin was going to achieve its full commercial potential, the Sacklers and Purdue would have to undo that perception.

They must believe they were heading somewhere. Or did they not care? Was it a case of following the tracks laid down yesterday? A boot in a hole, a boot in a hole, round and round. Did these men see themselves as deck hands on some great ark with a noble purpose? Or were they walking in circles simply because they knew the way? Donald remembered running for Congress, thinking he was going to do real good for the future. And then he found himself in an office surrounded by a bewildering tempest of rules, memos and messages, and he quickly learned just to pray for the end of each day. He went from thinking he was going to save the world to passing the time until … until time ran out.

I burned the memo that defined selflessness as the pinnacle of womanhood, but first I forgave myself for believing that lie for so long. I had abandoned myself out of love. They’d convinced me that the best way for a woman to love her partner, family, and community was to lose herself in service to them. In my desire to be of service, I did myself and the world a great disservice. I’ve seen what happens out in the world and inside our relationships when women stay numb, obedient, quiet, and small. Selfless women make for an efficient society but not a beautiful, true, or just one. When women lose themselves, the world loses its way. We do not need more selfless women. What we need right now is more women who have detoxed themselves so completely from the world’s expectations that they are full of nothing but themselves.

Given this blizzard of Bureau paper, any half-sentient high official of the government had to know, by mid-1946, that a truly massive problem existed. Reaction to these advices, however, was strangely torpid. After an early flicker of concern, the White House seemed especially inert—indeed, quite hostile to the revelations, and in virtually no case inclined to action. At agencies where the suspects worked, responses weren’t a great deal better. In some cases, the reports were simply ignored; in others, they provoked some initial interest, but not much beyond this; in still others, people who received the memos would say they never got them. Considering the gravity of the problem, Hoover must have felt he was pushing on a string. A recurring subject in the Bureau files is the matter of reports to high officials that somehow got “lost.” That reports about such topics would be casually laid aside or “lost” suggests, at best, a thorough indifference to the scope and nature of the trouble. From Hoover’s comments it’s also apparent he suspected something worse—the passing around of the memos to people who weren’t supposed to have them.

Lynum had plenty of information to share. The FBI's files on Mario Savio, the brilliant philosophy student who was the spokesman for the Free Speech Movement, were especially detailed. Savio had a debilitating stutter when speaking to people in small groups, but when standing before a crowd and condemning his administration's latest injustice he spoke with divine fire. His words had inspired students to stage what was the largest campus protest in American history. Newspapers and magazines depicted him as the archetypal "angry young man," and it was true that he embodied a student movement fueled by anger at injustice, impatience for change, and a burning desire for personal freedom. Hoover ordered his agents to gather intelligence they could use to ruin his reputation or otherwise "neutralize" him, impatiently ordering them to expedite their efforts. Hoover's agents had also compiled a bulging dossier on the man Savio saw as his enemy: Clark Kerr. As campus dissent mounted, Hoover came to blame the university president more than anyone else for not putting an end to it. Kerr had led UC to new academic heights, and he had played a key role in establishing the system that guaranteed all Californians access to higher education, a model adopted nationally and internationally. But in Hoover's eyes, Kerr confused academic freedom with academic license, coddled Communist faculty members, and failed to crack down on "young punks" like Savio. Hoover directed his agents to undermine the esteemed educator in myriad ways. He wanted Kerr removed from his post as university president. As he bluntly put it in a memo to his top aides, Kerr was "no good." Reagan listened intently to Lynum's presentation, but he wanted more--much more. He asked for additional information on Kerr, for reports on liberal members of the Board of Regents who might oppose his policies, and for intelligence reports about any upcoming student protests. Just the week before, he had proposed charging tuition for the first time in the university's history, setting off a new wave of protests up and down the state. He told Lynum he feared subversives and liberals would attempt to misrepresent his efforts to establish fiscal responsibility, and that he hoped the FBI would share information about any upcoming demonstrations against him, whether on campus or at his press conferences. It was Reagan's fear, according to Lynum's subsequent report, "that some of his press conferences could be stacked with 'left wingers' who might make an attempt to embarrass him and the state government." Lynum said he understood his concerns, but following Hoover's instructions he made no promises. Then he and Harter wished the ailing governor a speedy recovery, departed the mansion, slipped into their dark four-door Ford, and drove back to the San Francisco field office, where Lynum sent an urgent report to the director. The bedside meeting was extraordinary, but so was the relationship between Reagan and Hoover. It had begun decades earlier, when the actor became an informer in the FBI's investigation of Hollywood Communists. When Reagan was elected president of the Screen Actors Guild, he secretly continued to help the FBI purge fellow actors from the union's rolls. Reagan's informing proved helpful to the House Un-American Activities Committee as well, since the bureau covertly passed along information that could help HUAC hold the hearings that wracked Hollywood and led to the blacklisting and ruin of many people in the film industry. Reagan took great satisfaction from his work with the FBI, which gave him a sense of security and mission during a period when his marriage to Jane Wyman was failing, his acting career faltering, and his faith in the Democratic Party of his father crumbling. In the following years, Reagan and FBI officials courted each other through a series of confidential contacts. (7-8)

TWO WEEKS after Oppenheimer wrote his June 16 memo summarizing the views of the science panel, Edward Teller came to him with a copy of a petition that was circulating throughout the Manhattan Project’s facilities. Drafted by Leo Szilard, the petition urged President Truman not to use atomic weapons on Japan without a public statement of the terms of surrender: “. . . the United States shall not resort to the use of atomic bombs in this war unless the terms which will be imposed upon Japan have been made public in detail and Japan knowing these terms has refused to surrender. . . .” Over the next few weeks, Szilard’s petition garnered the signatures of 155 Manhattan Project scientists. A counter-petition mustered only two signatures. In a separate July 12, 1945, Army poll of 150 scientists in the project, seventy-two percent favored a demonstration of the bomb’s power as against its military use without prior warning. Even so, Oppenheimer expressed real anger when Teller showed him Szilard’s petition. According to Teller, Oppie began disparaging Szilard and his cohorts: “What do they know about Japanese psychology? How can they judge the way to end the war?” These were judgments better left in the hands of men like Stimson and General Marshall. “Our conversation was brief,” Teller wrote in his memoirs. “His talking so harshly about my close friends and his impatience and vehemence greatly distressed me. But I readily accepted his decision. . . .

After that preacher told me to quit thinking, I began thinking harder. I did my research. Turns out, the memo he was trying to pass me—“A good Christian bases her faith on disapproving of gays and abortion”—started being issued only forty years ago. In the 1970s, a few rich, powerful, white, (outwardly) straight men got worried about losing their right to continue racially segregating their private Christian schools and maintaining their tax-exempt status. Those men began to feel their money and power being threatened by the civil rights movement. In order to regain control, they needed to identify an issue that would be emotional and galvanizing enough to unite and politically activate their evangelical followers for the first time. They decided to focus on abortion. Before then—a full six years after the Roe v. Wade Supreme Court decision—the prevailing evangelical position was that life began with the baby’s first breath, at birth. Most evangelical leaders had been indifferent to the Court’s decision in Roe, and some were cited as supporting the ruling. Not anymore. They wrote a new memo using freshly feigned outrage and rhetoric calling for “a holy war…to lead the nation back to the moral stance that made America great.” They sponsored a meeting of 15,000 pastors—called The Religious Roundtable—to train pastors on how to convince their congregations to vote for antichoice, antigay candidates. This is how they disseminated the memo down to evangelical ministers, who passed it down to pews across America. The memo read, To be aligned with Jesus, to have family values, to be moral, one must be against abortion and gay people and vote for the candidate that is antiabortion and antigay.

MY DAILY WALK There is no medicine like hope—the expectation that tomorrow will be better than today. And for the Christian, that hope is no idle dream. Your future can brim with expectation because of Jesus’ promise, “I will come and get you” (John 14:3). But in the meantime, you need the daily reminder and encouragement that your waiting is not in vain. In Jesus’ response to his disciples’ questions, he offers several principles to help them—and you—pass the time until his return:     1. Don’t get sidetracked (Matthew 24:4). False christs will abound, but there will be no doubt when Jesus returns (24:24-31).     2. Don’t become a date-setter (24:36). Only the Father knows when that great event will happen.     3. Be a wise steward of your time and opportunities (24:14, 45-46). God wants you to plant seed, not scan the horizon.     On your appointment calendar, pick a date later this month and add this memo: “It’s later than it’s ever been before. Am I more prepared than I’ve ever been before?” THERE IS NO TRIAL SO BIG THAT IT CANNOT BE CONQUERED BY CHRISTIAN HOPE.

eed a gift box? Cover shoe boxes with wrapping paper. Fill them with stationery, a glue stick, small scissors, paper clips, marking pens, memo pads, and thank you notes. You can even add stamps. Any mom, dad, grandparent, or teacher would love such a gift. y motto is "Always be ready for a party." When party supplies go on sale, I stock up. Colored plates, napkins, streamers, little gifts, even party hats. And here's a tip. When you buy candles to use later, store them in your freezer. It helps them burn longer and cleaner. Keep a roll of cookie dough in your freezer, some scone mix in the pantry, and some of those great instant coffees so you'll be ready at any party opportunity. There's nothing like a spontaneous celebration to warm hearts. When you're ready, a party can happen in just a few minutes. You'll be creating memories you and your family and friends will cherish forever.

Or, perhaps, Hillary and Jack Coulter, since she was the one with all the money, and there was a great deal of it. He added a couple of paragraphs to the memo he was sending to the tax and finance department of his law firm, Woodman & Weld, where his suggestions would be reviewed to keep him out of trouble. His phone buzzed.

Originators, however, do not merely master functionalities and use them once and finally in their great creation. What always precedes invention is a lengthy period of accumulating functionalities and of experimenting with them on small problems as five-finger exercises. Often in this period of working with functionalities you can see hints of what originators will use. Five years before his revelation, Charles Townes had argued in a memo that microwave radio "has now been extended to such short wavelengths that it overlaps a region rich in molecular resonances, where quantum mechanical theory and spectroscopic techniques can provide aids to radio engineering." Molecular resonance was exactly what he would use to invent the maser.

Jazz was the opposite of everything Harry Anslinger believed in. It is improvised, and relaxed, and free-form. It follows its own rhythm. Worst of all, it is a mongrel music made up of European, Caribbean, and African echoes, all mating on American shores. To Anslinger, this was musical anarchy, and evidence of a recurrence of the primitive impulses that lurk in black people, waiting to emerge. “It sounded,” his internal memos said, “like the jungles in the dead of night.”94 Another memo warned that “unbelievably ancient indecent rites of the East Indies are resurrected”95 in this black man’s music. The lives of the jazzmen, he said, “reek of filth.”96 His agents reported back to him97 that “many among the jazzmen think they are playing magnificently when under the influence of marihuana but they are actually becoming hopelessly confused and playing horribly.” The Bureau believed that marijuana slowed down your perception of time98 dramatically, and this was why jazz music sounded so freakish—the musicians were literally living at a different, inhuman rhythm. “Music hath charms,”99 their memos say, “but not this music.” Indeed, Harry took jazz as yet more proof that marijuana drives people insane. For example, the song “That Funny Reefer Man”100 contains the line “Any time he gets a notion, he can walk across the ocean.” Harry’s agents warned: “He does think that.” Anslinger looked out over a scene filled with men like Charlie Parker,101 Louis Armstrong,102 and Thelonious Monk,103 and—as the journalist Larry Sloman recorded—he longed to see them all behind bars.104 He wrote to all the agents he had sent to follow them, and instructed: “Please prepare all cases in your jurisdiction105 involving musicians in violation of the marijuana laws. We will have a great national round-up arrest of all such persons on a single day. I will let you know what day.” His advice on drug raids to his men was always “Shoot first.”106 He reassured congressmen that his crackdown would affect not “the good musicians, but the jazz type.”107 But when Harry came for them, the jazz world would have one weapon that saved them: its absolute solidarity. Anslinger’s men could find almost no one among them who was willing to snitch,108 and whenever one of them was busted,109 they all chipped in to bail him out.

Haimchinkel Malintz Anaynikal recently brought to my attention certain intercompany feuds that have led to the downfall of firms smarter, richer and larger than ours. Watching for these signs of dissension will be a high priority of mine. Whenever you have a partnership of over 80 people, there is bound to be a person or two who is not your exact cup of yogurt. For years, the partners of this firm have gotten along remarkably well and the cooperation at this time is great. One of the things I am going to be extremely sensitive about in the future—and come down very hard on when I see or hear of it—is acrimony among partners. Honest men may differ, but when the difference becomes animosity, you can have problems. I am not going to let personal conflicts have any effect on the net income of our golden goose.

The rest of our industry cuts expenses when business is bad. We try to cut expenses all the time, but particularly when business is great.

In fact, since business is booming we will once again emphasize cost control. Remember that great poker players leave nothing on the table when they hold good hands.

After a month like the one we just experienced, I think we should be on our guard against the negatives that go along with great success. I am speaking of complacency, sloppiness, relaxing on expenses, cockiness and just getting careless in general.

I burned the memo that defined selflessness as the pinnacle of womanhood, but first I forgave myself for believing that lie for so long. I had abandoned myself out of love. They’d convinced me that the best way for a woman to love her partner, family, and community was to lose herself in service to them. In my desire to be of service, I did myself and the world a great disservice. I’ve seen what happens out in the world and inside our relationships when women stay numb, obedient, quiet, and small. Selfless women make for an efficient society but not a beautiful, true, or just one. When women lose themselves, the world loses its way. We do not need more selfless women. What we need right now is more women who have detoxed themselves so completely from the world’s expectations that they are full of nothing but themselves. What we need are women who are full of themselves. A woman who is full of herself knows and trusts herself enough to say and do what must be done. She lets the rest burn.

There are those who see influence and power as a reward rather than a responsibility. Such men do not make good leaders. —DIRECTEUR JOSEF VENPORT, internal Venport Holdings memo

When receiving an unexpected gift, a wise man does not ask too many questions. Only the foolish person assumes that a gift is simply a gift, and that there are no implied obligations. —DIRECTEUR JOSEF VENPORT, Venport Holdings consolidation memo

burned the memo that defined selflessness as the pinnacle of womanhood, but first I forgave myself for believing that lie for so long. I had abandoned myself out of love. They’d convinced me that the best way for a woman to love her partner, family, and community was to lose herself in service to them. In my desire to be of service, I did myself and the world a great disservice. I’ve seen what happens out in the world and inside our relationships when women stay numb, obedient, quiet, and small. Selfless women make for an efficient society but not a beautiful, true, or just one. When women lose themselves, the world loses its way. We do not need more selfless women. What we need right now is more women who have detoxed themselves so completely from the world’s expectations that they are full of nothing but themselves. What we need are women who are full of themselves. A woman who is full of herself knows and trusts herself enough to say and do what must be done. She lets the rest burn.

Sustain a positive outlook. Cultivate a can-do spirit, and you will be an inspiration to employees. And, when that's a tall order, fake it until you make it! • Be known as a fair person. Employees want to be treated fairly, and you must take the necessary steps to make sure they feel that is the case. • Keep an eye on morale. Morale at the workplace can be affected positively or negatively by an incident that, although it might seem insignificant to you, might be very important to your employees. A contented group of employees will do more and better work than an unhappy group. • Set an example. If you want your employees to work hard and succeed, then set an example by doing so yourself. Be a spectacular role model! • Take responsibility for your actions. If something goes wrong and it's your fault, step up to the plate and acknowledge whatever it is that went wrong and why. • Maintain your sense of humor. Don't take yourself too seriously, and don't be in such a hurry that you haven't got time to tell or listen to a positive (tasteful) story. Studies suggest laughter and good humor go a long way in helping employees function well in the workplace. • Acknowledge good work through praise. Everyone wants to hear “well done” now and then, so make sure you acknowledge good work. Say it privately and say it within earshot of others, too. • Give credit for ideas. If one of your employees comes up with a great idea, by all means give that person the credit he or she deserves. Don't allow anyone to take an employee's idea and pass it off as his own. (Managers are sometimes accused of stealing an employee's idea; be scrupulous about avoiding even a hint of such a thing.) Beyond the basic guidelines listed above, a good manager must possess other positive qualities: • Understanding: Conventional wisdom dictates that you walk in someone else's shoes before you judge her. Keep that in mind when dealing with people in the workplace. • Good communication skills: Keep your communication skills in good working order. You might want to join speaking organizations to learn how to be a better public speaker. But don't stop there. You communicate when you send a memo, write e-mail, and lead a meeting. There's no such thing as being a “perfect” communicator. An excellent manager will view the pursuit of this art as a work in progress. • Strong listening skills: When was the last time you really listened to someone when he was talking to you? Did you give him your full, undivided attention, or was your mind thinking about five other different things? And when you are listening, do you really know what it is people are trying to tell you? (You might have to ask probing questions in order to get the message.) • Leadership: Employees need good leaders to help guide them, so make sure your leadership skills are enviable and on-duty. • Common sense: You'll need more than your fair share if you expect to be a good manager of people. Some managers toss common sense out the window and then foolishly wonder what happened when things go wrong. • Honesty: Be honest and ethical in all of your business dealings — period! • A desire to encourage: Encouragement is different than praise. Encouragement helps someone who hasn't yet achieved the goal. Employees need your input and encouragement from time to time in order to be successful, so be prepared to fill that role.

Bell Labs engineers had become fond of the suffix “-istor”: Small devices known as varistors and thermistors had already become essential components in the phone system’s circuitry. “Transistor,” the memo noted, was “an abbreviated combination of the words ‘transconductance’ or ‘transfer,’ and ‘varistor.

I burned the memo that defined selflessness as the pinnacle of womanhood, but first I forgave myself for believing that lie for so long. I had abandoned myself out of love. They’d convinced me that the best way for a woman to love her partner, family, and community was to lose herself in service to them. In my desire to be of service, I did myself and the world a great disservice.

Pierce was thinking about the New York fair around the same time that a modest display of Bell Labs innovations was being demonstrated at Seattle’s Century 21 Exposition, which was being marked by the construction of a huge “space needle” on the city’s fairgrounds. At the Seattle fair visitors could ride a monorail to a Bell exhibit intimating a future of startling convenience: phones with speedy touch-tone buttons (which would soon replace dials), direct long-distance calling (which would soon replace operators), and rapid electronic switching (which would soon be powered by transistors). A visitor could also try something called a portable “pager,” a big, blocky device that could alert doctors and other busy professionals when they received urgent calls.2 New York’s fair would dwarf Seattle’s. The crowds were expected to be immense—probably somewhere around 50 or 60 million people in total. Pierce and David’s 1961 memo recommended a number of exhibits: “personal hand-carried telephones,” “business letters in machine-readable form, transmitted by wire,” “information retrieval from a distant computer-automated library,” and “satellite and space communications.” By the time the fair opened in April 1964, though, the Bell System exhibits, housed in a huge white cantilevered building nicknamed the “floating wing,” described a more conservative future than the one Pierce and David had envisioned.

Without question, the Picturephones were diverting. In several obvious respects, the device was less a radical innovation than an elegant melding of the established technologies of television and telephone. But it wasn’t entirely clear whether the Picturephone actually solved a problem. Some Bell Labs engineers worried about this. As far back as the mid-1950s, John Pierce was exchanging memos with colleagues wondering about the utility of the new device: “The need for acceptability of such a service,” Pierce wrote of the Picturephone, “has not been adequately evaluated, and the [phones] themselves were not at the point at which they could be put into commercial use.

As they rose to influence, the web of relationships among the Young Turks was hard to discern. There was little doubt that Baker and Fisk, the most accomplished administrators in the group, admired each other; their lengthy private memos to each other from the 1950s attest to a mutual respect and deep trust. Baker and his research deputy John Pierce were even closer, though their temperaments differed greatly: Pierce was antic and impatient, whereas Baker was poised and diplomatic. The two nevertheless discovered that they were companionable.

Pierce once wrote in a memo, “Things should be done only when there is the possibility of a substantial gain, and this must be weighed against risk.”10 The italics were Pierce’s own. Bell Labs’ substantial innovations, John Mayo, the former Labs president, points out, “account for a large fraction of the jobs in this country and around the world. And they also account for a lot of the social status of the world.

After a month like the one we just experienced, I think we should be on our guard against the negatives that go along with great success. I am speaking of complacency, sloppiness, relaxing on expenses, cockiness and just getting careless in general. This is the time to be on our guard. If the market does go our way, I want to make every dollar and leave nothing on the table. The market may turn sour again, so do not forget for a moment what the great coach Haimchinkel Malintz Anaynikal said many years ago, “when the going gets tough, the tough start selling.

Imperious detachment, or even blissful distraction, appeared as a common thread among many once-great companies as they teetered on the verge of decline. It’s as if the executives began to believe that they needed to act like, well, executives. Instead of asking questions, they issued directives. Instead of going to see for themselves what the heck was going on, they asked for reports. Instead of getting briefings from those closest to the action, they got information filtered by middle management. Instead of asking, “What are the essential details that I need to grasp?” they said, “I’m staying focused on the Big Picture.” Instead of taking notes based on input from people on the front lines, they issued memos for people on the front lines to read.

When Peretti got flak for relying so heavily on this dumbed-down form of publishing, he zealously defended the practice. “Lists are an amazing way to consume media,” he wrote in a public memo. “They work for content as varied as the 10 Commandments [and] the Bill of Rights.” Another BuzzFeed editor claimed that lists worked for Homer. “You could call that [book, The Odyssey,] 24 Chapters about Odysseus. That’s, like, a really great list. Really top notch. Really, really viral. Super viral.

The little flickering part of his brain that was still sparking coherent thought through the fog of mind-numbing terror that filled Colon’s head was telling him that he was so far out of his depth that the fish had lights on their noses. Yes, he did have a clean desk. But that was because he was throwing all the paperwork away. It wasn’t that he was illiterate, but Fred Colon did need a bit of a think and a run-up to tackle anything much longer than a list and he tended to get lost in any word that had more than three syllables. He was, in fact, functionally literate. That is, he thought of reading and writing like he thought about boots— you needed them, but they weren’t supposed to be fun, and you got suspicious about people who got a kick out of them. Of course, Mr. Vimes had kept his desk piled high with paperwork, but it occurred to Colon that maybe Vimes and Carrot between them had developed a way of keeping just ahead of the piles, by knowing what was important and what wasn’t. To Colon, it was all gut-wrenchingly mysterious. There were complaints, and memos, and invitations, and letters requesting “a few minutes of your time” and forms to fill in, and reports to read, and sentences containing words like “iniquitous” and “immediate action” and they tottered in his mind like a great big wave, poised to fall on him.

They will preach what we want them to preach,” said Hitler’s memo. “If any priest acts differently, we will make short work of him. The task of the priest is to keep the Poles quiet, stupid, and dull-witted.

On March 14, 1899, this ambiguous arrangement was formalized in a memorandum sent to the Qing Government by Claude MacDonald, the British Minster at Peking. Echoing the East India Company’s language to the 1846–48 boundary commissioners, MacDonald wrote to the Zongli Yamen73 proposing “that for the sake of avoiding any dispute or uncertainty in the future, a clear understanding should be come to with the Chinese Government as to the frontier between the two States.” Yet the memo also went on to assert that “it will not be necessary to mark out the frontier. … The natural frontier is the crest of a range of mighty mountains, a great part of which is quite inaccessible.” It was sufficient from the British perspective to outline the prominent features of the Indus watershed in the memo, and to cite this line described on a map of the “Russo-Chinese frontier brought by the late Minister, Hung Chun, from St. Petersburg, and in possession of the Yamen.”74 The vague description in the letter, which generates to this day much debate between India and China, suggested a line that largely followed what the British understood to be the Indus watershed limit, though they still did not have a satisfactory map to represent the whole region. As the viceroy, Lord Elgin, had earlier written to the Secretary of State for India, “we regret that we have no map to show the whole line either accurately or on a large scale.

Here’s what we’ve figured out. Often, when a memo isn’t great, it’s not the writer’s inability to recognize the high standard, but instead a wrong expectation on scope: they mistakenly believe a high-standards, six-page memo can be written in one or two days or even a few hours, when really it might take a week or more! They’re trying to perfect a handstand in just two weeks, and we’re not coaching them right.

Kennedy’s influence was cut short by the assassination, but he weighed in with a memo to LBJ. The problem, Kennedy explained on January 16, was that “most federal programs are directed at only a single aspect of the problem. They are sometimes competitive and frequently aimed at only a temporary solution or provide for only a minimum level of subsistence. These programs are always planned for the poor—not with the poor.” Kennedy’s solution was a new cabinet-level committee to coordinate comprehensive, local programs that “[involve] the cooperation of the poor” Kennedy listed six cities where local “coordinating mechanisms” were strong enough that pilot programs might be operational by fall. “In my judgment,” he added prophetically, “the anti-poverty program could actually retard the solution of these problems, unless we use the basic approach outlined above.” If there was such a thing as a “classical” vision of community action, Kennedy’s memo was its epitaph. On February 1, while Kennedy was in East Asia, Johnson appointed Sargent Shriver to head the war on poverty. It was an important signal that the president would be running the program his way, not Bobby’s. It was also a canny personal slap at RFK—who, according to Ted Sorensen, had “seriously consider[ed] heading” the antipoverty effort. Viewed in this light, Johnson’s choice of Shriver was particularly shrewd. Not only was Shriver hardworking and dynamic—a great salesman—but he was a Kennedy in-law, married to Bobby’s sister Eunice. In Kennedy family photos Shriver stood barrel-chested and beaming, a member of the inner circle, every bit as vigorous, handsome, Catholic, and aristocratic as the rest. By placing Shriver at the helm of the war on poverty, Johnson demonstrated his fealty to the dead president. But LBJ and Bobby both understood that Shriver was very much his own man. After the assassination Shriver signaled his independence from the Kennedys by slipping the new president a note card delineating “What Bobby Thinks.” In 1964, Shriver’s status as a quasi-Kennedy made him Bobby’s rival for the vice presidency, but even before then their relationship was hardly fraternal. Within the Kennedy family Shriver was gently mocked. His liberalism on civil rights earned him the monikers “Boy Scout,” “house Communist,” and “too-liberal in-law.” Bobby’s unease was returned in kind. “Believe me,” RFK’s Senate aide Adam Walinsky observed, “Sarge was no close pal brother-in-law and he wasn’t giving Robert Kennedy any extra breaks.” If Shriver’s loyalty was divided, it was split between Johnson and himself, not Johnson and Kennedy.