New Job Short Quotes

This is your life. Do what you want and do it often. If you don't like something, change it. If you don't like your job, quit. If you don't have enough time, stop watching TV. If you are looking for the love of your life, stop; they will be waiting for you when you start doing things you love. Stop over-analysing, life is simple. All emotions are beautiful. When you eat, appreciate every last bite. Life is simple. Open your heart, mind and arms to new things and people, we are united in our differences. Ask the next person you see what their passion is and share your inspiring dream with them. Travel often; getting lost will help you find yourself. Some opportunities only come once, seize them. Life is about the people you meet and the things you create with them, so go out and start creating. Life is short, live your dream and wear your passion.

I’m not laughing.” I was actually crying. “And please don’t laugh at me now, but I think the reason it’s so hard for me to get over this guy is because I seriously believed David was my soul mate. ”He probably was. Your problem is you don’t understand what that word means. People think a soul mate is your perfect fit, and that’s what everyone wants. But a true soul mate is a mirror, the person who shows you everything that’s holding you back, the person who brings you to your own attention so you can change your life. A true soul mate is probably the most important person you’ll ever meet, because they tear down your walls and smack you awake. But to live with a soul mate forever? Nah. Too painful. Soul mates, they come into your life just to reveal another layer of yourself to you, and then they leave. And thank God for it. Your problem is, you just can’t let this one go. It’s over, Groceries. David’s purpose was to shake you up, drive you out of your marriage that you needed to leave, tear apart your ego a little bit, show you your obstacles and addictions, break your heart open so new light could get in, make you so desperate and out of control that you had to transform your life, then introduce you to your spiritual master and beat it. That was his job, and he did great, but now it’s over. Problem is, you can’t accept that his relationship had a real short shelf life. You’re like a dog at the dump, baby – you’re just lickin’ at the empty tin can, trying to get more nutrition out of it. And if you’re not careful, that can’s gonna get stuck on your snout forever and make your life miserable. So drop it.“But I love him.” “So love him.” “But I miss him.” “So miss him. Send him some love and light every time you think about him, then drop it. You’re just afraid to let go of the last bits of David because then you’ll be really alone, and Liz Gilbert is scared to death of what will happen if she’s really alone. But here’s what you gotta understand, Groceries. If you clear out all that space in your mind that you’re using right now to obsess about this guy, you’ll have a vacuum there, an open spot – a doorway. And guess what the universe will do with the doorway? It will rush in – God will rush in – and fill you with more love than you ever dreamed. So stop using David to block that door. Let it go.

Dave, would you please tell your wife she can relax. She’s got the job. It isn’t necessary for her to keep pointing out our short-comings just so you can feel better about leaving us.

Soul mates, they come into your life just to reveal another layer of yourself to you, and then they leave. And thank God for it. Your problem is, you just can't let this one go. It's over, Groceries. David's purpose was to shake you up, drive you out of that marriage that you needed to leave, tear apart your ego a little bit, show you your obstacles and addictions, break your heart open so new light could get in, make you so desperate and out of control that you had to transform your life, then introduce you to your spiritual master and beat it. That was his job, and he did great, but now it's over. Problem is, you can't accept that this relationship had a real short shelf life. You're like a dog at the dump, baby - you're just lickin' at an empty tin can, trying to get more nutrition out of it. And if you're not careful, that can's gonna get stuck on your snout forever and make your life miserable. So drop it.

Summoning my inner Kojak, I tried to convince myself that she would have sat next to me even had there been somewhere else on the bus to sit. Unfortunately, I didn't do a very good job of self-persuasion. Good thing I wasn't in court suing myself, because I would have lost. From: "My Best Valentine's Day.Ever: A Short Story

Cognitive flexibility is an important executive function that reflects our ability to shift thinking and to produce a steady flow of creative thoughts and answers as opposed to a regurgitation of the usual responses. The trait correlates with high-performance levels in intellectually demanding jobs. So if you have an important afternoon brainstorming session scheduled, going for a short, intense run during lunchtime is a smart idea.

Assume that the job of building a positive relationship with your new boss is 100 percent your responsibility. In short, this means adapting to his style.

10 ways to raise a wild child. Not everyone wants to raise wild, free thinking children. But for those of you who do, here's my tips: 1. Create safe space for them to be outside for a least an hour a day. Preferable barefoot & muddy. 2. Provide them with toys made of natural materials. Silks, wood, wool, etc...Toys that encourage them to use their imagination. If you're looking for ideas, Google: 'Waldorf Toys'. Avoid noisy plastic toys. Yea, maybe they'll learn their alphabet from the talking toys, but at the expense of their own unique thoughts. Plastic toys that talk and iPads in cribs should be illegal. Seriously! 3. Limit screen time. If you think you can manage video game time and your kids will be the rare ones that don't get addicted, then go for it. I'm not that good so we just avoid them completely. There's no cable in our house and no video games. The result is that my kids like being outside cause it's boring inside...hah! Best plan ever! No kid is going to remember that great day of video games or TV. Send them outside! 4. Feed them foods that support life. Fluoride free water, GMO free organic foods, snacks free of harsh preservatives and refined sugars. Good oils that support healthy brain development. Eat to live! 5. Don't helicopter parent. Stay connected and tuned into their needs and safety, but don't hover. Kids like adults need space to roam and explore without the constant voice of an adult telling them what to do. Give them freedom! 6. Read to them. Kids don't do what they are told, they do what they see. If you're on your phone all the time, they will likely be doing the same thing some day. If you're reading, writing and creating your art (painting, cooking...whatever your art is) they will likely want to join you. It's like Emilie Buchwald said, "Children become readers in the laps of their parents (or guardians)." - it's so true! 7. Let them speak their truth. Don't assume that because they are young that you know more than them. They were born into a different time than you. Give them room to respectfully speak their mind and not feel like you're going to attack them. You'll be surprised what you might learn. 8. Freedom to learn. I realize that not everyone can homeschool, but damn, if you can, do it! Our current schools system is far from the best ever. Our kids deserve better. We simply can't expect our children to all learn the same things in the same way. Not every kid is the same. The current system does not support the unique gifts of our children. How can they with so many kids in one classroom. It's no fault of the teachers, they are doing the best they can. Too many kids and not enough parent involvement. If you send your kids to school and expect they are getting all they need, you are sadly mistaken. Don't let the public school system raise your kids, it's not their job, it's yours! 9. Skip the fear based parenting tactics. It may work short term. But the long term results will be devastating to the child's ability to be open and truthful with you. Children need guidance, but scaring them into listening is just lazy. Find new ways to get through to your kids. Be creative! 10. There's no perfect way to be a parent, but there's a million ways to be a good one. Just because every other parent is doing it, doesn't mean it's right for you and your child. Don't let other people's opinions and judgments influence how you're going to treat your kid. Be brave enough to question everything until you find what works for you. Don't be lazy! Fight your urge to be passive about the things that matter. Don't give up on your kid. This is the most important work you'll ever do. Give it everything you have.

(About her first job as a fashion model in New York...) It was mostly hats. I was too short and my breasts were too big, so any fantasies I had about modeling in New York literally went to my head. I wore hats.

That we are in the midst of crisis is now well understood. Our nation is at war, against a far-reaching network of violence and hatred. Our economy is badly weakened, a consequence of greed and irresponsibility on the part of some, but also our collective failure to make hard choices and prepare the nation for a new age. Homes have been lost; jobs shed; businesses shuttered. Our health care is too costly; our schools fail too many; and each day brings further evidence that the ways we use energy strengthen our adversaries and threaten our planet. These are the indicators of crisis, subject to data and statistics. Less measurable but no less profound is a sapping of confidence across our land — a nagging fear that America's decline is inevitable, and that the next generation must lower its sights. Today I say to you that the challenges we face are real. They are serious and they are many. They will not be met easily or in a short span of time. But know this, America — they will be met. On this day, we gather because we have chosen hope over fear, unity of purpose over conflict and discord. On this day, we come to proclaim an end to the petty grievances and false promises, the recriminations and worn out dogmas, that for far too long have strangled our politics.

poor supervision or inadequate job design, the ‘solution’ will be temporary as the new staff themselves will shortly need to be replaced. Thus

A buyer persona profile is a short biography of the typical customer, not just a job description but a person description,” says Adele Revella,

Although the ending was more John Carpenter than John Updike, Carroll hadn't come across anything like it in any of the horror magazines, either, not lately. It was, for twenty-five pages, the almost completely naturalistic story of a woman being destroyed a little at a time by the steady wear of survivor's guilt. It concerned itself with tortured family relationships, shitty jobs, the struggle for money. Carroll had forgotten what it was like to come across the bread of everyday life in a short story. Most horror fiction didn't bother with anything except rare bleeding meat. ("Best New Horror")

You see, the Mets are losers, just like nearly everybody else in life. This is a team for the cab driver who gets held up and the guy who loses out on a promotion because he didn't maneuver himself to lunch with the boss enough. It is the team for every guy who has to get out of bed in the morning and go to work for short money on a job he does not like. And it is the team for every woman who looks up ten years later and sees her husband eating dinner in a t-shirt and wonders how the hell she ever let this guy talk her into getting married. The Yankees? Who does well enough to root for them, Laurence Rockefeller?

A lesson any writer can use. Don’t be afraid. That simple; don’t let them scare you. There’s nothing they can do to you. If they kick you out of films, do TV. If they kick you out of TV, write novels. If they won’t buy your novels, sell short stories. Can’t do that, then take a job as a bricklayer. A writer always writes. That’s what he’s for. And if they won’t let you write one kind of thing, if they chop you off at the pockets in the market place, then go to another market place. And if they close of all the bazaars, then by God go and work with your hands till you can write, because the talent is always there. But the first time you say, “Oh, Christ, they’ll kill me!” then you’re done. Because the chief commodity a writer has to sell is his courage. And if he has none, he is more than a coward. He is a sellout and a fink and a heretic, because writing is a holy chore.

If I’m wrong, and you find yourself in an organization where sucking up is in fact a good way to get ahead, look for a new job. It’s not a quality organization after all, no matter how glittering its public reputation may be. Life is too short to work there.

Now, obviously, Meredith Whitney didn't sink Wall Street. She'd just expressed most clearly and most loudly a view that turned out to be far more seditious to the social order than, say, the many campaigns by various New York attorneys general against Wall Street corruption. If mere scandal could have destroyed the big Wall Street investment banks, they would have vanished long ago. This woman wasn't saying that Wall Street bankers were corrupt. She was saying that they were stupid. These people whose job it was to allocate capital apparently didn't even know how to manage their own.

The next year, Kroger refused to negotiate a new contract, and Hoffa’s victory was short-lived. But on the strength of his stand with the Strawberry Boys, Jimmy Hoffa was recruited by Detroit’s Teamsters Local 299 as an organizer. Hoffa’s job was to encourage men to join the union and through solidarity and organization to better their lives and the lives of their families. Detroit was home to America’s auto industry. As the auto industry’s chief spokesman, Henry Ford’s position on the labor movement in general was that “labor unions are the worst thing that ever struck the earth.” In

Well, I’m too intimidated to try something new and too scared of failure to commit to anything more than a string of short-term relationships and the same job I’ve had since I turned eighteen. Everyone keeps telling me I can be anything I want to be and do anything I want to do. And I’m just . . . paralyzed by it all.

When you start searching for ‘pure elements’ in literature you will find that literature has been created by the following classes of persons: Inventors. Men who found a new process, or whose extant work gives us the first known example of a process. The masters. Men who combined a number of such processes, and who used them as well as or better than the inventors. The diluters. Men who came after the first two kinds of writer, and couldn’t do the job quite as well. Good writers without salient qualities. Men who are fortunate enough to be born when the literature of a given country is in good working order, or when some particular branch of writing is ‘healthy’. For example, men who wrote sonnets in Dante’s time, men who wrote short lyrics in Shakespeare’s time or for several decades thereafter, or who wrote French novels and stories after Flaubert had shown them how. Writers of belles-lettres. That is, men who didn’t really invent anything, but who specialized in some particular part of writing, who couldn’t be considered as ‘great men’ or as authors who were trying to give a complete presentation of life, or of their epoch. The starters of crazes. Until the reader knows the first two categories he will never be able ‘to see the wood for the trees’. He may know what he ‘likes’. He may be a ‘compleat book-lover’, with a large library of beautifully printed books, bound in the most luxurious bindings, but he will never be able to sort out what he knows to estimate the value of one book in relation to others, and he will be more confused and even less able to make up his mind about a book where a new author is ‘breaking with convention’ than to form an opinion about a book eighty or a hundred years old. He will never understand why a specialist is annoyed with him for trotting out a second- or third-hand opinion about the merits of his favourite bad writer.

Reason is flawed, but how badly? How should success or failure in reasoning be assessed? What are the mechanisms responsible? In spite of their often bitter disagreements, parties to these polemics have failed to question a basic dogma. All have taken for granted that the job of reasoning is to help individuals achieve greater knowledge and make better decisions. If you accept the dogma, then, yes, it is quite puzzling that reason should fall short of being impartial, objective, and logical. It is paradoxical that, quite commonly, reasoning should fail to bring people to agree and, even worse, that it should often exacerbate their differences. But why accept the dogma in the first place?

Let’s be honest: we prefer distraction. The more distracted we are, the less present we are to our souls’ various hurts, needs, disappointments, boredom, and fears. It’s a short-term relief with long-term consequences. What blows my mind is how totally normal this has become; it’s the new socially acceptable addiction. I’ve got a friend who decided to break with his; he now turns his phone off over the weekend. I text him, and he doesn’t reply until Sunday night or Monday morning. I’m embarrassed by my irritation: C’mon, man—you know the protocol. Everybody agrees to be totally available, anywhere, anytime, 24/7. It’s what we do. What does it say that you look like some sort of nut job when you turn your phone off?

AT THE SAME TIME Empire was dying, a new and very different kind of company town was thriving seventy miles to the south. In many ways, it felt like the opposite of Empire. Rather than offering middle-class stability, this village was populated by members of the “precariat”: temporary laborers doing short-term jobs in exchange for low wages. More specifically, its citizens were hundreds of itinerant workers living in RVs, trailers, vans, and even a few tents. Early each fall, they began filling the mobile home parks surrounding Fernley. Linda didn’t know it yet, but she would soon be joining them. Many were in their sixties and seventies, approaching or well into traditional retirement age. Most had traveled hundreds of miles—and undergone the routine indignities of criminal background checks and pee-in-a-cup drug tests—for the chance to earn $11.50 per hour plus overtime at temporary warehouse jobs. They planned to stay through early winter, despite the fact that most of their homes on wheels weren’t designed to support life in subzero temperatures. Their employer was Amazon.com.

Well, I’m too intimidated to try something new and too scared of failure to commit to anything more than a string of short-term relationships and the same job I’ve had since I turned eighteen. Everyone keeps telling me I can be anything I want to be and do anything I want to do. And I’m just . . . paralyzed by it all.” I snort out a sad laugh. “I sound flighty to me.

at Dunkin’ Donuts, how did we move our anchor to Starbucks? This is where it gets really interesting. When Howard Shultz created Starbucks, he was as intuitive a businessman as Salvador Assael. He worked diligently to separate Starbucks from other coffee shops, not through price but through ambience. Accordingly, he designed Starbucks from the very beginning to feel like a continental coffeehouse. The early shops were fragrant with the smell of roasted beans (and better-quality roasted beans than those at Dunkin’ Donuts). They sold fancy French coffee presses. The showcases presented alluring snacks—almond croissants, biscotti, raspberry custard pastries, and others. Whereas Dunkin’ Donuts had small, medium, and large coffees, Starbucks offered Short, Tall, Grande, and Venti, as well as drinks with high-pedigree names like Caffè Americano, Caffè Misto, Macchiato, and Frappuccino. Starbucks did everything in its power, in other words, to make the experience feel different—so different that we would not use the prices at Dunkin’ Donuts as an anchor, but instead would be open to the new anchor that Starbucks was preparing for us. And that, to a great extent, is how Starbucks succeeded. GEORGE, DRAZEN, AND I were so excited with the experiments on coherent arbitrariness that we decided to push the idea one step farther. This time, we had a different twist to explore. Do you remember the famous episode in The Adventures of Tom Sawyer, the one in which Tom turned the whitewashing of Aunt Polly’s fence into an exercise in manipulating his friends? As I’m sure you recall, Tom applied the paint with gusto, pretending to enjoy the job. “Do you call this work?” Tom told his friends. “Does a boy get a chance to whitewash a fence every day?” Armed with this new “information,” his friends discovered the joys of whitewashing a fence. Before long, Tom’s friends were not only paying him for the privilege, but deriving real pleasure from the task—a win-win outcome if there ever was one. From our perspective, Tom transformed a negative experience to a positive one—he transformed a situation in which compensation was required to one in which people (Tom’s friends) would pay to get in on the fun. Could we do the same? We

But the biggest news that month was the departure from Apple, yet again, of its cofounder, Steve Wozniak. Wozniak was then quietly working as a midlevel engineer in the Apple II division, serving as a humble mascot of the roots of the company and staying as far away from management and corporate politics as he could. He felt, with justification, that Jobs was not appreciative of the Apple II, which remained the cash cow of the company and accounted for 70% of its sales at Christmas 1984. “People in the Apple II group were being treated as very unimportant by the rest of the company,” he later said. “This was despite the fact that the Apple II was by far the largest-selling product in our company for ages, and would be for years to come.” He even roused himself to do something out of character; he picked up the phone one day and called Sculley, berating him for lavishing so much attention on Jobs and the Macintosh division. Frustrated, Wozniak decided to leave quietly to start a new company that would make a universal remote control device he had invented. It would control your television, stereo, and other electronic devices with a simple set of buttons that you could easily program. He informed the head of engineering at the Apple II division, but he didn’t feel he was important enough to go out of channels and tell Jobs or Markkula. So Jobs first heard about it when the news leaked in the Wall Street Journal. In his earnest way, Wozniak had openly answered the reporter’s questions when he called. Yes, he said, he felt that Apple had been giving short shrift to the Apple II division. “Apple’s direction has been horrendously wrong for five years,” he said.

It had been building for a while, starting with a tiny ache, for life as I’d known it before, and culminating--once J accepted his new job--in a full-blown resolve that I wanted to head back to the Midwest. Chicago probably. It would be closer to home--one short plane ride away rather than two, sometimes three legs and an entire day of travel. I’d be closer to friends, closer to family. I’d be in a climate more suited to my complexion.

Finally, we are confronted with the psychology and tradition of the country; if the Negro vote is so easily bought and sold, it is because it has been treated with so little respect; since no Negro dares seriously assume that any politician is concerned with the fate of Negroes, or would do much about it if he had the power, the vote must be bartered for what it will get, for whatever short-term goals can be managed. These goals are mainly economic and frequently personal, sometimes pathetic: bread or a new roof or five dollars, or, continuing up the scale, schools, houses or more Negroes in hitherto Caucasian jobs. The American commonwealth chooses to overlook what Negroes are never able to forget: they are not really considered a part of it. Like Aziz in A Passage to India or Topsy in Uncle Tom’s Cabin, they know that white people, whatever their love for justice, have no love for them.

They never asked, "Were you able to work today?" Maybe they had, twenty or thirty years earlier, but they'd gradually learned not to. There are empty spaces that must be respected - those often long periods when a person can't see the pictures or find the words and needs to be left alone. When Mari came in, Jonna was on a ladder building shelves in her front hall. Mari knew that when Jonna started putting up shelves she was approaching a period of work. Of course the hall would be far too narrow and cramped, but that was immaterial. The last time, it was shelves in the bedroom and the result had been a series of excellent woodcuts. She glanced into the bathroom as she passed, but Jonna had not yet put printing paper in to soak, not yet. Before Jonna could do her graphic work in peace, she always spent some time printing up sets of earlier, neglected works - a job that had been set aside so she could focus on new ideas. After all, a period of creative grace can be short.

Jews have become the smartest weakest people in the history of the world. Look, I’m not always right. I realize that. But I’m always strong. And if our history has taught us anything, it’s that it’s more important to be strong than right. Or good, for that matter. I would rather be alive and wrong and evil. I don’t need Bishop Wears-a-Tutu, or that hydrocephalic peanut farmer president, or the backseat-driving pseudo-sociologist eunichs from the New York Times op-ed page, or anyone, to give me their blessing. I don’t need to be a Light unto the Nations; I need to not be on fire. Life is long when you’re alive, and history has a short memory. America had its way with the Indians. Australia and Germany and Spain … They did what had to be done. And what was the big deal? Their history books have a few regrettable pages? They have to issue weak-tea apologies once a year and pay out some reparations to the unfinished parts of the job? They did what had to be done, and life went on.

Shortly before his assassination, he envisioned bringing to Washington, D.C., thousands of the nation’s disadvantaged in an interracial alliance that embraced rural and ghetto blacks, Appalachian whites, Mexican Americans, Puerto Ricans, and Native Americans to demand jobs and income—the right to live. In a speech delivered in 1968, King acknowledged there had been some progress for blacks since the passage of the Civil Rights Act of 1964, but insisted that the current challenges required even greater resolve and that the entire nation must be transformed for economic justice to be more than a dream for poor people of all colors. As historian Gerald McKnight observes, “King was proposing nothing less than a radical transformation of the Civil Rights Movement into a populist crusade calling for redistribution of economic and political power. America’s only civil rights leader was now focusing on class issues and was planning to descend on Washington with an army of poor to shake the foundations of the power structure and force the government to respond to the needs of the ignored underclass.

Sometimes,” she told me, “a girl will give a guy a blow job at the end of the night because she doesn’t want to have sex with him and he expects to be satisfied. So if I want him to leave and I don’t want anything to happen . . .” She trailed off, leaving me to imagine the rest. There was so much to unpack in that short statement: why a young man should expect to be sexually satisfied; why a girl not only isn’t outraged, but considers it her obligation to comply; why she doesn’t think a blow job constitutes “anything happening”; the pressure young women face in any personal relationship to put others’ needs before their own; the potential justification of assault with a chaser of self-blame. “It goes back to girls feeling guilty,” Anna said. “If you go to a guy’s room and are hooking up with him, you feel bad leaving him without pleasing him in some way. But, you know, it’s unfair. I don’t think he feels badly for you.” In their research on high school girls and oral sex, April Burns, a professor of psychology at City University of New York, and her colleagues found that girls thought of fellatio kind of like homework: a chore to get done, a skill to master, one on which they expected to be evaluated, possibly publicly. As with schoolwork, they worried about failing or performing poorly—earning the equivalent of low marks. Although they took satisfaction in a task well done, the pleasure they described was never physical, never located in their own bodies. They were both dispassionate and nonpassionate about oral sex—socialized, the researchers concluded, to see themselves as “learners” in their encounters rather than “yearners.” The concern with pleasing, as opposed to pleasure, was pervasive among the girls I met, especially among high schoolers, who were just starting sexual experimentation.

Nothing short of Trump shooting my daughter in the street and my grandchildren” can dissuade me from voting for Trump, a woman told Ashley Parker of the New York Times. So imagine how you would feel if every time you turned on NBC, you saw my reporting on this figure you love—this figure you think will lift you up, save your job, make your country great again. Imagine how you’d feel if every night and all day this little blond-haired girl was shining a critical light on your beloved figure. Who is she to question his plans? Double-check his statements? Follow up on his promises? You would hate me. And people do.

More than 754,000 Danes aged between fifteen and sixty-four—over 20 percent of the working population—do no work whatsoever and are supported by generous unemployment or disability benefits. The New York Times has called Denmark “The best place on earth to be laid off,” with unemployment benefits of up to 90 percent of previous wages for up to two years (until recent reforms, it was eleven years). The Danes call their system flexicurity, a neologism blending the flexibility Danish companies enjoy to fire people with short notice and little compensation (compared with Sweden, where jobs can still be for life) with the security the labor market enjoys knowing that there will be ample support in times of unemployment

The clearest short-term yardstick may be the PSA nadir (discussed above). One study of 743 patients at Memorial Sloan-Kettering Cancer Center in New York confirmed that higher-intensity radiation does a better job of achieving a rock-bottom PSA level. Of the men who received higher doses—76 to 81 Gy—90 percent achieved a PSA nadir of 1.0 ng/ml or less; 76 percent of men who received 70 Gy and 56 percent of men who received 64.8 Gy achieved those low PSA levels. But there was a trade-off—the men who received higher doses of radiation also had a significantly higher rate of gastrointestinal side effects, urinary tract complications, and impotence. To overcome these side effects at high doses, intensity-modulated radiation therapy

He studied, fretted, complained. He never should have taken the job; it was impossible. The next day he would be flying: he never should have taken the job; it was too simple to be worth his labors. Joy to despair, joy to despair, day to day, hour to hour. Sometimes Inigo would wake to find him weeping: “What is it, Father?” “It is that I cannot do it. I cannot make the sword. I cannot make my hands obey me. I would kill myself except what would you do then?” “Go to sleep, Father.” “No, I don’t need sleep. Failures don’t need sleep. Anyway, I slept yesterday.” “Please, Father, a little nap.” “All right; a few minutes; to keep you from nagging.” Some nights Inigo would awake to see him dancing. “What is it, Father?” “It is that I have found my mistakes, corrected my misjudgments.” “Then it will be done soon, Father?” “It will be done tomorrow and it will be a miracle.” “You are wonderful, Father.” “I’m more wonderful than wonderful, how dare you insult me.” But the next night, more tears. “What is it now, Father?” “The sword, the sword, I cannot make the sword.” “But last night, Father, you said you had found your mistakes.” “I was mistaken; tonight I found new ones, worse ones. I am the most wretched of creatures. Say you wouldn’t mind it if I killed myself so I could end this existence.” “But I would mind, Father. I love you and I would die if you stopped breathing.” “You don’t really love me; you’re only speaking pity.” “Who could pity the greatest sword maker in the history of the world?” “Thank you, Inigo.” “You’re welcome, Father.” “I love you back, Inigo.” “Sleep, Father.” “Yes. Sleep.” A whole year of that. A year of the handle being right, but the balance being wrong, of the balance being right, but the cutting edge too dull, of the cutting edge sharpened, but that threw the balance off again, of the balance returning, but now the point was fat, of the point regaining sharpness, only now the entire blade was too short and it all had to go, all had to be thrown out, all had to be done again. Again. Again. Domingo’s health began to leave him. He was fevered always now, but he forced his frail shell on, because this had to be the finest since Excalibur. Domingo was battling legend, and it was destroying him. Such a year.

We have to think of something new in order to wake people up. Because at the moment people have become so blasé. How do you get through this miasma of complacency and make people listen? How do we break through it and slap people’s faces—metaphorically—and say, “The world’s collapsing around you, and all you’re worried about is how many ‘likes’ you’ve got on your social media accounts. For fuck’s sake, wake up!” We used to think we were a romantic existentialist. But after all the incredible evidence we’ve witnessed in different shamanic traditions worldwide, we’ve had to adjust our perceptions. Now we are happy to be a compassionate utopian idealist. The potential of humanity is infinite. And the choices we make as a species could be either our downfall or our celebration. That’s what we think about now: What’s next? There is definitely a parallel between what was happening at the end of the 1970s and what is happening now. People need to be slapped awake … but that’s not our job anymore. All of you who are reading this: you’re supposed to be changing this. You must. “Because what happens in the future is a direct result of what you do and don’t do right now. There’s always a way. You don’t need resources. You don’t need money. You just need to have an idea that’s strong enough, and that you feel strongly enough about, that you will go against everybody else to say or to put into practice. Please go out and try to change the fucking world. End gender. Break sex. Short-circuit control.” .

When, during the course of an interview for The New Yorker, I told the interviewer (Mark Singer) that I believed stories are found things, like fossils in the ground, he said that he didn't believe me. I replied that that was fine, as long as he believed that I believe it. And I do. Stories aren't souvenir tee-shirts or GameBoys. Stories are relics, part of an undiscovered pre-existing world. The writer's job is to use the tools in his or her toolbox to get as much of each one out of the ground intact as possible. Sometimes the fossil you uncover is small; a seashell. Sometimes it's enormous, a Tyrannosaurus Rex with all those gigantic ribs and grinning teeth. Either way, short story or thousand-page whopper of a novel, the techniques of excavation remain basically the same.

Your life is too short and too valuable to fritter away in work. If you don’t get out now, you may end up like the frog that is placed in a pot of fresh water on the stove. As the temperature is gradually increased, the frog feels restless and uncomfortable, but not uncomfortable enough to jump out. Without being aware that a chance is taking place, he is gradually lulled into unconsciousness. Much the same thing happens when you take a person and put him in a job which he does not like. He gets irritable in his groove. His duties soon become a monotonous routine that slowly dulls his senses. As I walk into offices, through factories and stores, I often find myself looking into the expressionless faces of people going through mechanical motions. They are people whose minds are stunned and slowly dying.

One unfortunate thing about Black Power is that it gives priority to race precisely at a time when the impact of automation and other forces have made the economic question fundamental for blacks and whites alike. In this context a slogan “Power for Poor People” would be much more appropriate than the slogan “Black Power.” However much we pool our resources and “buy black,” this cannot create the multiplicity of new jobs and provide the number of low-cost houses that will lift the Negro out of the economic depression caused by centuries of deprivation. Neither can our resources supply quality integrated education. All of this requires billions of dollars which only an alliance of liberal-labor-civil-rights forces can stimulate. In short, the Negroes’ problem cannot be solved unless the whole of American society takes a new turn toward greater economic justice.

As Mayor Giuliani began his cleanup of the Times Square area, nobody in power gave any thought to the thousands of “support” people whose survival would be affected when the economic driver of sex was removed from the scene. And the optimistic view that these workers would be forced toward more legitimate work turned out to be puritanical hypocrisy—it was crime itself that gave these men an entrée into the straight world. In time, Santosh began selling laptops of dubious origin, Rajesh started offering small short-term loans, and Azad operated an increasingly successful sideline as a job referral service for undocumented immigrants. Whenever otherwise legitimate employers found themselves in need of some quick off-the-books labor—and they often did, even the hedge fund titans and investment banks down on Wall Street—Azad made it happen for them with one phone call.

Ted and Rick. Ted graduates from university and starts his climb up the corporate ladder. Every day he works long hours. He spends Saturday on projects to try to get ahead. No time for sports, no time for relationships, and no money to save. Every month he reviews his goals to see how far he can climb the corporate ladder. Extra meetings, extra projects. Gradually, Ted begins his climb to the top. And after 18 short years, Ted has his chance. He could become the next new, semi-young, chief executive of the company. But the owner gives the chief executive job to his recently graduated grandson, who promptly fires Ted. Ted has lost 18 years of his life, his dignity, his hard effort, and is again unemployed. Ted’s friend, Rick, also leaves university, but takes an ordinary job. However, Rick does something different. In the evenings, after work, Rick starts his part-time network marketing business. Four years later, Rick fires his boss, and lives the rest of his life on the earnings of his network marketing business.

Re-Read Your Vision And if you don’t have one, write it. A vision is a document that describes how you picture your life in a given timeframe (say, one year). However, you don’t necessarily have to write a vision describing every little aspect of your life (although it’s a powerful motivator, too). You can write a short vision describing the achievement of a single goal. Use images and videos to make your vision stronger and more appealing. For instance, if you want to lose weight and become fitter, find a picture of a person who looks the way you’d like to look. Describe how you feel, how strong you are, and how often you exercise. If you want to build a successful business, find images of things or experiences you’ll buy with the money your business will generate. Write down the vision of how your business serves its clients, how your employees feel about it, and how you feel as the owner. If you want to get a new job, make a list of your dream employers. Find pictures of their offices and other images that will motivate you to keep looking for a new job.

[There is] no direct relationship between IQ and economic opportunity. In the supposed interests of fairness and “social justice”, the natural relationship has been all but obliterated. Consider the first necessity of employment, filling out a job application. A generic job application does not ask for information on IQ. If such information is volunteered, this is likely to be interpreted as boastful exaggeration, narcissism, excessive entitlement, exceptionalism [...] and/or a lack of team spirit. None of these interpretations is likely to get you hired. Instead, the application contains questions about job experience and educational background, neither of which necessarily has anything to do with IQ. Universities are in business for profit; they are run like companies, seek as many paying clients as they can get, and therefore routinely accept people with lukewarm IQ’s, especially if they fill a slot in some quota system (in which case they will often be allowed to stay despite substandard performance). Regarding the quotas themselves, these may in fact turn the tables, advantaging members of groups with lower mean IQ’s than other groups [...] sometimes, people with lower IQ’s are expressly advantaged in more ways than one. These days, most decent jobs require a college education. Academia has worked relentlessly to bring this about, as it gains money and power by monopolizing the employment market across the spectrum. Because there is a glut of college-educated applicants for high-paying jobs, there is usually no need for an employer to deviate from general policy and hire an applicant with no degree. What about the civil service? While the civil service was once mostly open to people without college educations, this is no longer the case, and quotas make a very big difference in who gets hired. Back when I was in the New York job market, “minorities” (actually, worldwide majorities) were being spotted 30 (thirty) points on the civil service exam; for example, a Black person with a score as low as 70 was hired ahead of a White person with a score of 100. Obviously, any prior positive correlation between IQ and civil service employment has been reversed. Add to this the fact that many people, including employers, resent or feel threatened by intelligent people [...] and the IQ-parameterized employment function is no longer what it was once cracked up to be. If you doubt it, just look at the people running things these days. They may run a little above average, but you’d better not be expecting to find any Aristotles or Newtons among them. Intelligence has been replaced in the job market with an increasingly poor substitute, possession of a college degree, and given that education has steadily given way to indoctrination and socialization as academic priorities, it would be naive to suppose that this is not dragging down the overall efficiency of society. In short, there are presently many highly intelligent people working very “dumb” jobs, and conversely, many less intelligent people working jobs that would once have been filled by their intellectual superiors. Those sad stories about physics PhD’s flipping burgers at McDonald's are no longer so exceptional. Sorry, folks, but this is not your grandfather’s meritocracy any more.

By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading

Bipolar II disorder is a highly misunderstood form of bipolar illness. By its very designation as type II, clinicians, patients, and the public often assume it is less impairing than bipolar I, “the real thing.” When we examine the diagnostic criteria for bipolar II, they sound very mild. Who doesn’t get sad and happy? Who doesn’t have mood swings? Why would a four-day period of excess energy, which does not affect the ability to function, be of any clinical importance? Several longitudinal studies have found that bipolar II is far more impairing than we once thought. It is characterized by lengthy and recurrent periods of depression, comorbid anxiety disorders, and high rates of substance and alcohol misuse. The occasional hypomanias of bipolar II—in which people experience elation and irritability, exuberance, increased energy, and reduced need to sleep—are not as impairing as the full manic episodes of bipolar I, but they can certainly have a negative impact on family members and friends. Moreover, for the person with the disorder, these high periods are often short-lived, and they do little to alleviate the suffering caused by depressive phases. The hypomanic periods may even overlap with the low phases, resulting in an agitated, anxiety-ridden, and highly distressing period of depression. People with bipolar II often have difficulty maintaining jobs and relationships, and, like people with bipolar I, they are at high risk for suicide.

was dog-tired when, a little before dawn, the boatswain sounded his pipe and the crew began to man the capstan-bars. I might have been twice as weary, yet I would not have left the deck, all was so new and interesting to me—the brief commands, the shrill note of the whistle, the men bustling to their places in the glimmer of the ship's lanterns. "Now, Barbecue, tip us a stave," cried one voice. "The old one," cried another. "Aye, aye, mates," said Long John, who was standing by, with his crutch under his arm, and at once broke out in the air and words I knew so well: "Fifteen men on the dead man's chest—" And then the whole crew bore chorus:— "Yo-ho-ho, and a bottle of rum!" And at the third "Ho!" drove the bars before them with a will. Even at that exciting moment it carried me back to the old Admiral Benbow in a second, and I seemed to hear the voice of the captain piping in the chorus. But soon the anchor was short up; soon it was hanging dripping at the bows; soon the sails began to draw, and the land and shipping to flit by on either side; and before I could lie down to snatch an hour of slumber the HISPANIOLA had begun her voyage to the Isle of Treasure. I am not going to relate that voyage in detail. It was fairly prosperous. The ship proved to be a good ship, the crew were capable seamen, and the captain thoroughly understood his business. But before we came the length of Treasure Island, two or three things had happened which require to be known. Mr. Arrow, first of all, turned out even worse than the captain had feared. He had no command among the men, and people did what they pleased with him. But that was by no means the worst of it, for after a day or two at sea he began to appear on deck with hazy eye, red cheeks, stuttering tongue, and other marks of drunkenness. Time after time he was ordered below in disgrace. Sometimes he fell and cut himself; sometimes he lay all day long in his little bunk at one side of the companion; sometimes for a day or two he would be almost sober and attend to his work at least passably. In the meantime, we could never make out where he got the drink. That was the ship's mystery. Watch him as we pleased, we could do nothing to solve it; and when we asked him to his face, he would only laugh if he were drunk, and if he were sober deny solemnly that he ever tasted anything but water. He was not only useless as an officer and a bad influence amongst the men, but it was plain that at this rate he must soon kill himself outright, so nobody was much surprised, nor very sorry, when one dark night, with a head sea, he disappeared entirely and was seen no more. "Overboard!" said the captain. "Well, gentlemen, that saves the trouble of putting him in irons." But there we were, without a mate; and it was necessary, of course, to advance one of the men. The boatswain, Job Anderson, was the likeliest man aboard, and though he kept his old title,

Born in 1821, Croll grew up poor, and his formal education lasted only to the age of thirteen. He worked at a variety of jobs—as a carpenter, insurance salesman, keeper of a temperance hotel—before taking a position as a janitor at Anderson’s (now the University of Strathclyde) in Glasgow. By somehow inducing his brother to do much of his work, he was able to pass many quiet evenings in the university library teaching himself physics, mechanics, astronomy, hydrostatics, and the other fashionable sciences of the day, and gradually began to produce a string of papers, with a particular emphasis on the motions of Earth and their effect on climate. Croll was the first to suggest that cyclical changes in the shape of Earth’s orbit, from elliptical (which is to say slightly oval) to nearly circular to elliptical again, might explain the onset and retreat of ice ages. No one had ever thought before to consider an astronomical explanation for variations in Earth’s weather. Thanks almost entirely to Croll’s persuasive theory, people in Britain began to become more responsive to the notion that at some former time parts of the Earth had been in the grip of ice. When his ingenuity and aptitude were recognized, Croll was given a job at the Geological Survey of Scotland and widely honored: he was made a fellow of the Royal Society in London and of the New York Academy of Science and given an honorary degree from the University of St. Andrews, among much else. Unfortunately,

There was something of an unwritten code about working in the office of Rudy Giuliani, as I suppose there is in most organizations. In his case, the message was that Rudy was the star at the top and the successes of the office flowed in his direction. You violated this code at your peril. Giuliani had extraordinary confidence, and as a young prosecutor I found his brash style exciting, which was part of what drew me to his office. I loved it that my boss was on magazine covers standing on the courthouse steps with his hands on his hips, as if he ruled the world. It fired me up. Prosecutors almost never saw the great man in person, so I was especially pumped when he stopped by my office early in my career, shortly after I had been assigned to an investigation that touched a prominent New York figure who dressed in shiny tracksuits and sported a Nobel-sized medallion around his neck. The state of New York was investigating Al Sharpton for alleged embezzlement from his charity, and I was assigned to see if there was a federal angle to the case. I had never even seen Rudy on my floor, and now he was at my very door. He wanted me to know he was personally following the investigation and knew I would do a good job. My heart thumped with anxiety and excitement as he gave me this pep talk standing in the doorway. He was counting on me. He turned to leave, then stopped. “Oh, and I want the fucking medal,” he said, then walked away. But we never made a federal case. The state authorities charged Sharpton, and he was acquitted after a trial. The medal stayed with its owner.

The shift in focus served to align the goals of the Civil Rights Movement with key political goals of poor and working-class whites, who were also demanding economic reforms. As the Civil Rights Movement began to evolve into a “Poor People’s Movement,” it promised to address not only black poverty, but white poverty as well—thus raising the specter of a poor and working-class movement that cut across racial lines. Martin Luther King Jr. and other civil rights leaders made it clear that they viewed the eradication of economic inequality as the next front in the “human rights movement” and made great efforts to build multiracial coalitions that sought economic justice for all. Genuine equality for black people, King reasoned, demanded a radical restructuring of society, one that would address the needs of the black and white poor throughout the country. Shortly before his assassination, he envisioned bringing to Washington, D.C., thousands of the nation’s disadvantaged in an interracial alliance that embraced rural and ghetto blacks, Appalachian whites, Mexican Americans, Puerto Ricans, and Native Americans to demand jobs and income—the right to live. In a speech delivered in 1968, King acknowledged there had been some progress for blacks since the passage of the Civil Rights Act of 1964, but insisted that the current challenges required even greater resolve and that the entire nation must be transformed for economic justice to be more than a dream for poor people of all colors. As historian Gerald McKnight observes, “King was proposing nothing less than a radical transformation of the Civil Rights Movement into a populist crusade calling for redistribution of economic and political power. America’s only civil rights leader was now focusing on class issues and was planning to descend on Washington with an army of poor to shake the foundations of the power structure and force the government to respond to the needs of the ignored underclass.”36

Isaac Asimov’s short story “The Fun They Had” describes a school of the future that uses advanced technology to revolutionize the educational experience, enhancing individualized learning and providing students with personalized instruction and robot teachers. Such science fiction has gone on to inspire very real innovation. In a 1984 Newsweek interview, Apple’s co-founder Steve Jobs predicted computers were going to be a bicycle for our minds, extending our capabilities, knowledge, and creativity, much the way a ten-speed amplifies our physical abilities. For decades, we have been fascinated by the idea that we can use computers to help educate people. What connects these science fiction narratives is that they all imagined computers might eventually emulate what we view as intelligence. Real-life researchers have been working for more than sixty years to make this AI vision a reality. In 1962, the checkers master Robert Nealey played the game against an IBM 7094 computer, and the computer beat him. A few years prior, in 1957, the psychologist Frank Rosenblatt created Perceptron, the first artificial neural network, a computer simulation of a collection of neurons and synapses trained to perform certain tasks. In the decades following such innovations in early AI, we had the computation power to tackle systems only as complex as the brain of an earthworm or insect. We also had limited techniques and data to train these networks. The technology has come a long way in the ensuing decades, driving some of the most common products and apps today, from the recommendation engines on movie streaming services to voice-controlled personal assistants such as Siri and Alexa. AI has gotten so good at mimicking human behavior that oftentimes we cannot distinguish between human and machine responses. Meanwhile, not only has the computation power developed enough to tackle systems approaching the complexity of the human brain, but there have been significant breakthroughs in structuring and training these neural networks.

John Bradshaw, in his best-seller Homecoming: Reclaiming and Championing Your Inner Child, details several of his imaginative techniques: asking forgiveness of your inner child, divorcing your parent and finding a new one, like Jesus, stroking your inner child, writing your childhood history. These techniques go by the name catharsis, that is, emotional engagement in past trauma-laden events. Catharsis is magnificent to experience and impressive to behold. Weeping, raging at parents long dead, hugging the wounded little boy who was once you, are all stirring. You have to be made of stone not to be moved to tears. For hours afterward, you may feel cleansed and at peace—perhaps for the first time in years. Awakening, beginning again, and new departures all beckon. Catharsis, as a therapeutic technique, has been around for more than a hundred years. It used to be a mainstay of psychoanalytic treatment, but no longer. Its main appeal is its afterglow. Its main drawback is that there is no evidence that it works. When you measure how much people like doing it, you hear high praise. When you measure whether anything changes, catharsis fares badly. Done well, it brings about short-term relief—like the afterglow of vigorous exercise. But once the glow dissipates, as it does in a few days, the real problems are still there: an alcoholic spouse, a hateful job, early-morning blues, panic attacks, a cocaine habit. There is no documentation that the catharsis techniques of the recovery movement help in any lasting way with chronic emotional problems. There is no evidence that they alter adult personality. And, strangely, catharsis about fictitious memories does about as well as catharsis about real memories. The inner-child advocates, having treated tens of thousands of suffering adults for years, have not seen fit to do any follow-ups. Because catharsis techniques are so superficially appealing, because they are so dependent on the charisma of the therapist, and because they have no known lasting value, my advice is “Let the buyer beware.

Non-Tenure Writing Jobs The MLA session on the adjunct crisis indicates where higher education has come to in the Brave New World of the 21st century. Research by the MLA itself, by Gloria McMillan, by Eileen Schell and other colleagues, already confirm the deep replacement of tenure-track faculty with contingent adjuncts and others. This crisis is deepest in composition and in community colleges. Doug Hesse’s program at Denver Univ. is no solution; it will extend the subordination of composition through sub-faculty lines while rationalizing it as “good for students"(before research has even proved it so). But, sub-faculty writing lecturers will never be treated as “real” professors by their institutions and will never be accepted as colleagues by their tenure-track peers. Such sub-faculty plans will weaken the faculty as a whole in the academy by further dividing it into competing sub-groups. Neither will a sub-faculty plan benefit the 14 million undergraduates on campus, most who attend under-funded public colleges with no billion-dollar endowments or corporate angels to turn to. Community colleges, in particular, where about 6 million students are enrolled, can have up to 65% of classes taught by adjuncts. The sub-faculty plan is thus really a management tool available in the short-term to those colleges with deep pockets and deep readiness to entrench a lesser sub-faculty in their writing programs. Doug Hesse acknowledges such an outcome as a possibility. He is quoted in the IHE report saying he was disturbed by the degree of interest other WPAs took in DU’s new sub-faculty writing program, fearing that DU was installing a “Vichy"-type model(collaborating with the authorities desire to de-tenure faculty generally and to subordinate writing instructors particularly). But, Hesse is quoted as making peace with this because he feels that sub-faculty lines for writing teachers are at least good for writing students. Even if we knew for sure this was true, why must writing teachers be the only professionals in higher education called upon to make such sacrifices? A large private grant to finance Denver University’s program($10 million for Hesse’s project)is good fortune for one campus, but it offers no model for how we can solve the national disgrace of exploited adjuncts.

Perhaps the hardest part of the job was simply being attached to and dependent on people who didn’t think much of you. Virginia Woolf’s diaries are almost obsessively preoccupied with her servants and the challenge of maintaining patience with them. Of one, she writes: “She is in a state of nature: untrained; uneducated … so that one sees a human mind wriggling undressed.” As a class they were as irritating as “kitchen flies.” Woolf’s contemporary Edna St. Vincent Millay was rather more blunt: “The only people I really hate are servants. They are not really human beings at all.” It was unquestionably a strange world. Servants constituted a class of humans whose existences were fundamentally devoted to making certain that another class of humans would find everything they desired within arm’s reach more or less the moment it occurred to them to desire it. The recipients of this attention became spoiled almost beyond imagining. Visiting his daughter in the 1920s, in a house too small to keep his servants with him, the tenth Duke of Marlborough emerged from the bathroom in a state of helpless bewilderment because his toothbrush wasn’t foaming properly. It turned out that his valet had always put the toothpaste on the brush for him, and the Duke was unaware that toothbrushes didn’t recharge automatically. The servants’ payoff for all this was often to be treated appallingly. It was common for mistresses to test the honesty of servants by leaving some temptation where they were bound to find it—a coin on the floor, say—and then punishing them if they pocketed it. The effect was to instill in servants a slightly paranoid sense that they were in the presence of a superior omniscience. Servants were also suspected of abetting burglars by providing inside information and leaving doors unlocked. It was a perfect recipe for unhappiness on both sides. Servants, especially in smaller households, tended to think of their masters as unreasonable and demanding. Masters saw servants as slothful and untrustworthy. Casual humiliation was a regular feature of life in service. Servants were sometimes required to adopt a new name, so that the second footman in a household would always be called “Johnson,” say, thus sparing the family the tedium of having to learn a new name each time a footman retired or fell under the wheels of a carriage. Butlers were an especially delicate issue. They were expected to have the bearing and comportment of a gentleman, and to dress accordingly, but often the butler was required to engage in some intentional sartorial gaucherie—wearing trousers that didn’t match his jacket, for instance—to ensure that his inferiority was instantly manifest.* One handbook actually gave instructions—in fact, provided a working script—for how to humiliate a servant in front of a child, for the good of both child and servant.

I’m having my lunch when I hear a familiar hoarse shout, ‘Oy Tony!’ I whip round, damaging my neck further, to see Michael Gambon in the lunch queue. … Gambon tells me the story of Olivier auditioning him at the Old Vic in 1962. His audition speech was from Richard III. ‘See, Tone, I was thick as two short planks then and I didn’t know he’d had a rather notable success in the part. I was just shitting myself about meeting the Great Man. He sussed how green I was and started farting around.’ As reported by Gambon, their conversation went like this: Olivier: ‘What are you going to do for me?’ Gambon: ‘Richard the Third.’ Olivier: ‘Is that so. Which part?’ Gambon: ‘Richard the Third.’ Olivier: ‘Yes, but which part?’ Gambon: ‘Richard the Third.’ Olivier: ‘Yes, I understand that, but which part?’ Gambon: ‘Richard the Third.’ Olivier: ‘But which character? Catesby? Ratcliffe? Buckingham’s a good part …’ Gambon: ‘Oh I see, beg your pardon, no, Richard the Third.’ Olivier: ‘What, the King? Richard?’ Gambon: ‘ — the Third, yeah.’ Olivier: “You’ve got a fucking cheek, haven’t you?’ Gambon: ‘Beg your pardon?’ Olivier: ‘Never mind, which part are you going to do?’ Gambon: ‘Richard the Third.’ Olivier: ‘Don’t start that again. Which speech?’ Gambon: ‘Oh I see, beg your pardon, “Was every woman in this humour woo’d.”‘ Olivier: ‘Right. Whenever you’re ready.’ Gambon: ‘ “Was ever woman in this humour woo’d –” ‘ Olivier: ‘Wait. Stop. You’re too close. Go further away. I need to see the whole shape, get the full perspective.’ Gambon: ‘Oh I see, beg your pardon …’ Gambon continues, ‘So I go over to the far end of the room, Tone, thinking that I’ve already made an almighty tit of myself, so how do I save the day? Well I see this pillar and I decide to swing round it and start the speech with a sort of dramatic punch. But as I do this my ring catches on a screw and half my sodding hand gets left behind. I think to myself, “Now I mustn’t let this throw me since he’s already got me down as a bit of an arsehole”, so I plough on … “Was ever woman in this humour woo’d –”‘ Olivier: ‘Wait. Stop. What’s the blood?’ Gambon: ‘Nothing, nothing, just a little gash, I do beg your pardon …’ A nurse had to be called and he suffered the indignity of being given first aid with the greatest actor in the world passing the bandages. At last it was done. Gambon: ‘Shall I start again?’ Olivier: ‘No. I think I’ve got a fair idea how you’re going to do it. You’d better get along now. We’ll let you know.’ Gambon went back to the engineering factory in Islington where he was working. At four that afternoon he was bent over his lathe, working as best as he could with a heavily bandaged hand, when he was called to the phone. It was the Old Vic. ‘It’s not easy talking on the phone, Tone. One, there’s the noise of the machinery. Two, I have to keep my voice down ’cause I’m cockney at work and posh with theatre people. But they offer me a job, spear-carrying, starting immediately. I go back to my work-bench, heart beating in my chest, pack my tool-case, start to go. The foreman comes up, says, “Oy, where you off to?” “I’ve got bad news,” I say, “I’ve got to go.” He says, “Why are you taking your tool box?” I say, “I can’t tell you, it’s very bad news, might need it.” And I never went back there, Tone. Home on the bus, heart still thumping away. A whole new world ahead. We tend to forget what it felt like in the beginning.

Like,” he repeats with distaste. “How about I tell you what I don’t like? I do not like postmodernism, postapocalyptic settings, postmortem narrators, or magic realism. I rarely respond to supposedly clever formal devices, multiple fonts, pictures where they shouldn’t be—basically, gimmicks of any kind. I find literary fiction about the Holocaust or any other major world tragedy to be distasteful—nonfiction only, please. I do not like genre mash-ups à la the literary detective novel or the literary fantasy. Literary should be literary, and genre should be genre, and crossbreeding rarely results in anything satisfying. I do not like children’s books, especially ones with orphans, and I prefer not to clutter my shelves with young adult. I do not like anything over four hundred pages or under one hundred fifty pages. I am repulsed by ghostwritten novels by reality television stars, celebrity picture books, sports memoirs, movie tie-in editions, novelty items, and—I imagine this goes without saying—vampires. I rarely stock debuts, chick lit, poetry, or translations. I would prefer not to stock series, but the demands of my pocketbook require me to. For your part, you needn’t tell me about the ‘next big series’ until it is ensconced on the New York Times Best Sellers list. Above all, Ms. Loman, I find slim literary memoirs about little old men whose little old wives have died from cancer to be absolutely intolerable. No matter how well written the sales rep claims they are. No matter how many copies you promise I’ll sell on Mother’s Day.” Amelia blushes, though she is angry more than embarrassed. She agrees with some of what A.J. has said, but his manner is unnecessarily insulting. Knightley Press doesn’t even sell half of that stuff anyway. She studies him. He is older than Amelia but not by much, not by more than ten years. He is too young to like so little. “What do you like?” she asks. “Everything else,” he says. “I will also admit to an occasional weakness for short-story collections. Customers never want to buy them though.” There is only one short-story collection on Amelia’s list, a debut. Amelia hasn’t read the whole thing, and time dictates that she probably won’t, but she liked the first story. An American sixth-grade class and an Indian sixth-grade class participate in an international pen pal program. The narrator is an Indian kid in the American class who keeps feeding comical misinformation about Indian culture to the Americans. She clears her throat, which is still terribly dry. “The Year Bombay Became Mumbai. I think it will have special int—” “No,” he says. “I haven’t even told you what it’s about yet.” “Just no.” “But why?” “If you’re honest with yourself, you’ll admit that you’re only telling me about it because I’m partially Indian and you think this will be my special interest. Am I right?” Amelia imagines smashing the ancient computer over his head. “I’m telling you about this because you said you liked short stories! And it’s the only one on my list. And for the record”—here, she lies—“it’s completely wonderful from start to finish. Even if it is a debut. “And do you know what else? I love debuts. I love discovering something new. It’s part of the whole reason I do this job.” Amelia rises. Her head is pounding. Maybe she does drink too much? Her head is pounding and her heart is, too. “Do you want my opinion?” “Not particularly,” he says. “What are you, twenty-five?” “Mr. Fikry, this is a lovely store, but if you continue in this this this”—as a child, she stuttered and it occasionally returns when she is upset; she clears her throat—“this backward way of thinking, there won’t be an Island Books before too long.

The Western medical model — and I don't mean the science of it, I mean the practice of it, because the science is completely at odds with the practice — makes two devastating separations. First of all we separate the mind from the body, we separate the emotions from the physiology. So we don't see how the physiology of people reflects their lifelong emotional experience. So we separate the mind from the body, which is not something that traditional medicine has done, I mean, Ayuverdic or Chinese medicine or shamanic tribal cultures and medicinal practices throughout the world have always recognized that mind and body are inseparable. They intuitively knew it. Many Western practitioners have known this and even taught it, but in practice we ignore it. And then we separate the individual from the environment. The studies are clear, for example, that when people are emotionally isolated they tend to get sick more quickly and they succumb more rapidly to their disease. Why? Because people's physiology is completely related to their psychological, social environment and when people are isolated and alone their stress levels are much higher because there's nothing there to help them moderate their stress. And physiologically it is straightforward, you know, it takes a five-year-old kid to understand it. However because in practice we separate them... when somebody shows up with an inflamed joint, all we do is we give them an anti-inflammatory or because the immune system is hyperactive and is attacking them we give them a medication to suppress their immune system or we give them a stress hormone like cortisol or one of its analogues, to suppress the inflammation. But we never ask: "What does this manifest about your life?", "What does this say about your relationships?", "How stressful is your job?", "To what extent do you lack control in your life?", "Where are you not authentic?", "How are you trying to work so hard to meet your attachment needs by suppressing yourself?" (because that is what you learn to do as a kid). Then we do all this research that has to do with cell biology, so we keep looking for the cause of cancer in the cell. Now there's a wonderful quote in the New York Times a couple of years ago they did a series on cancer and somebody said: "Looking for the cause of cancer inside the individual cell is like trying to understand a traffic jam by studying the internal combustion engine." We will never understand it, but we spend hundreds of billions of dollars a year looking for the cause of cancer inside the cell, not recognizing that the cell exists in interaction with the environment and that the genes are modulated by the environment, they are turned on and off by the environment. So the impact of not understanding the unity of emotions and physiology on one hand and in the other hand the relationship between the individual and the environment.. in other words.. having a strictly biological model as opposed to what has been called a bio-psycho-social, that recognizes that the biology is important, but it also reflects our psychological and social relationships. And therefore trying to understand the biology in isolation from the psychological and social environment is futile. The result is that we are treating people purely through pharmaceuticals or physical interventions, greatly to the profit of companies that manufacture pharmaceuticals and which fund the research, but it leaves us very much in the dark about a) the causes and b) the treatment, the holistic treatment of most conditions. So that for all our amazing interventions and technological marvels, we are still far short of doing what we could do, were we more mindful of that unity. So the consequences are devastating economically, they are devastating emotionally, they are devastating medically.

joke around—nothing serious—as I work to get my leg back to where it was. Two weeks later, I’m in an ankle-to-hip leg brace and hobbling around on crutches. The brace can’t come off for another six weeks, so my parents lend me their townhouse in New York City and Lucien hires me an assistant to help me out around the house. Some guy named Trevor. He’s okay, but I don’t give him much to do. I want to regain my independence as fast as I can and get back out there for Planet X. Yuri, my editor, is griping that he needs me back and I’m more than happy to oblige. But I still need to recuperate, and I’m bored as hell cooped up in the townhouse. Some buddies of mine from PX stop by and we head out to a brunch place on Amsterdam Street my assistant sometimes orders from. Deacon, Logan, Polly, Jonesy and I take a table in Annabelle’s Bistro, and settle in for a good two hours, running our waitress ragged. She’s a cute little brunette doing her best to stay cheerful for us while we give her a hard time with endless coffee refills, loud laughter, swearing, and general obnoxiousness. Her nametag says Charlotte, and Deacon calls her “Sweet Charlotte” and ogles and teases her, sometimes inappropriately. She has pretty eyes, I muse, but otherwise pay her no mind. I have my leg up on a chair in the corner, leaning back, as if I haven’t a care in the world. And I don’t. I’m going to make a full recovery and pick up my life right where I left off. Finally, a manager with a severe hairdo and too much makeup, politely, yet pointedly, inquires if there’s anything else we need, and we take the hint. We gather our shit and Deacon picks up the tab. We file out, through the maze of tables, and I’m last, hobbling slowly on crutches. I’m halfway out when I realize I left my Yankees baseball cap on the table. I return to get it and find the waitress staring at the check with tears in her eyes. She snaps the black leather book shut when she sees me and hurriedly turns away. “Forget something?” she asks with false cheer and a shaky smile. “My hat,” I say. She’s short and I’m tall. I tower over her. “Did Deacon leave a shitty tip? He does that.” “Oh no, no, I mean…it’s fine,” she says, turning away to wipe her eyes. “I’m so sorry. I just…um, kind of a rough month. You know how it is.” She glances me up and down in my expensive jeans and designer shirt. “Or maybe you don’t.” The waitress realizes what she said, and another round of apologies bursts out of her as she begins stacking our dirty dishes. “Oh my god, I’m so sorry. Really. I have this bad habit…blurting. I don’t know why I said that. Anyway, um…” I laugh, and fish into my back pocket for my wallet. “Don’t worry about it. And take this. For your trouble.” I offer her forty dollars and her eyes widen. Up close, her eyes are even prettier—large and luminous, but sad too. A blush turns her skin scarlet “Oh, no, I couldn’t. No, please. It’s fine, really.” She bustles even faster now, not looking at me. I shrug and drop the twenties on the table. “I hope your month improves.” She stops and stares at the money, at war with herself. “Okay. Thank you,” she says finally, her voice cracking. She takes the money and stuffs it into her apron. I feel sorta bad, poor girl. “Have a nice day, Charlotte,” I say, and start to hobble away. She calls after me, “I hope your leg gets better soon.” That was big of her, considering what ginormous bastards we’d been to her all morning. Or maybe she’s just doing her job. I wave a hand to her without looking back, and leave Annabelle’s. Time heals me. I go back to work. To Planet X. To the world and all its thrills and beauty. I don’t go back to my parents’ townhouse; hell I’m hardly in NYC anymore. I don’t go back to Annabelle’s and I never see—or think about—that cute waitress with the sad eyes ever again. “Fucking hell,” I whisper as the machine reads the last line of

The fascination with automation in part reflected the country’s mood in the immediate postwar period, including a solid ideological commitment to technological progress. Representatives of industry (along with their counterparts in science and engineering) captured this mood by championing automation as the next step in the development of new production machinery and American industrial prowess. These boosters quickly built up automation into “a new gospel of postwar economics,” lauding it as “a universal ideal” that would “revolutionize every area of industry.” 98 For example, the November 1946 issue of Fortune magazine focused on the prospects for “The Automatic Factory.” The issue included an article titled “Machines without Men” that envisioned a completely automated factory where virtually no human labor would be needed. 99 With visions of “transforming the entire manufacturing sector into a virtually labor-free enterprise,” factory owners in a range of industries began to introduce automation in the postwar period. 100 The auto industry moved with particular haste. After the massive wave of strikes in 1945–46, automakers seized on automation as a way to replace workers with machines. 101 As they converted back to civilian auto production after World War II, they took the opportunity to install new labor-saving automatic production equipment. The two largest automakers, Ford and General Motors, set the pace. General Motors introduced the first successful automated transfer line at its Buick engine plant in Flint in 1946 (shortly after a 113-day strike, the longest in the industry’s history). The next year Ford established an automation department (a Ford executive, Del S. Harder, is credited with coining the word “automation”). By October 1948 the department had approved $ 3 million in spending on 500 automated devices, with early company estimates predicting that these devices would result in a 20 percent productivity increase and the elimination of 1,000 jobs. Through the late 1940s and 1950s Ford led the way in what became known as “Detroit automation,” undertaking an expensive automation program, which it carried out in concert with the company’s plans to decentralize operations away from the city. A major component of this effort was the Ford plant in the Cleveland suburb of Brook Park, a $ 2 billion engine-making complex that attracted visitors from government, industry, and labor and became a national symbol of automation in the 1950s. 102

Mulroney used a little-known constitutional procedure to appoint enough senators to overcome Liberal appointees. By 1990, free trade coincided with a harsh new recession. Almost a million Canadians saw their well-paid factory jobs disappear. Mulroney was to blame.

Great Roofing Tips You Should Check Out To make sure that you get the right roof for your needs, learn more about it before you hire someone to install one. This article is going to teach you a few things that can help you to have a roofing project that goes well. You just might learn a thing or two about roofing that can save you some time or money. Don't mess around with your roof if the weather is inclement. Not only does it make it more dangerous for you to go up there, but it can also ruin the work you're attempting to do. Wait for nice weather, both temperature and storm-wise, and then take advantage of the beautiful day. Always be safe when you're up on your roof. If you don't know what you're doing, don't go up there! Wear the right safety gear and don't do anything that puts your body at risk. Remember to bring along the right tools for the job as well to ensure you do the work right. Safety should always be your primary concern when repairing a roof. A quick way to seriously injure yourself is to try to work on your roof in wet conditions. Put a bucket beneath any leaks until the weather improves, then go inspect the roof and see if it's possible for you to repair it. Gutter To protect the integrity of your roof, clean the gutters regularly. Many roof problems, such as leaking, are caused by back-ups in the gutter system. Having a clogged gutter means that rain and snow cannot adequately drain and that puts an extra burden on your roofing materials. Buy tools to make cleaning the gutters faster and easier on you. If you have a hard time getting debris out of your gutter, you may want to bring in some new tools. Try fastening a metal angle on the end of a long board, then move the material towards you with a raking motion. Afterwards, clear out extra debris with a wire brush. While you should give your gutter periodic deep cleanings, there are certain things you should get away from your gutter the moment you see them. Litter, twigs, and pine needles are all big clogging culprits, and knocking them out of the way will help you prevent problems with your own gutter. These short tips have given you the knowledge you needed. These tips will maximize your knowledge of roofing. It can be a nightmare to repair or replace your roof if you are not educated on the matter.

Their affair had been three of the most intense, reckless, terrifying, happy, alive months of his life. Like how he imagined being on heroin felt if the high never ended, if every syringe didn’t also contain the possibility of death. They’d been partners at the time, and there had been one week when they’d been on the road together in northern California. Every night, they rented two rooms. Every night, for five days, he stayed with her. They barely slept that week. Couldn’t keep their hands off each other. Couldn’t stop talking when they weren’t making love, and the daylight hours when they had to pretend to be professionals made it all the more beautifully excruciating. He had never felt such a complete lack of self-consciousness around anyone. Even Theresa. Unconditional acceptance. Not just of his body and mind, but also of something more, of something indefinably him. Ethan had never connected with anyone on this level. The most generous blessing and life-destroying curse all wrapped up in the same woman, and despite the pain of the guilt and the knowledge of how it would crush his wife, whom he still loved, the idea of turning away from Kate seemed like a betrayal of his soul. So she had done it for him. On a cold and rainy night in Capitol Hill. In a booth over glasses of Belgian beer in a loud dark bar called the Stumbling Monk. He was ready to leave Theresa. To throw everything away. He had asked Kate there to tell her that and instead she had reached across the scuffed wood of a table worn smooth by ten thousand pint glasses and broken his heart. Kate wasn’t married, had no children. She wasn’t ready to jump off the cliff with him when he had so much pulling him back from the ledge. Two weeks later, she was in Boise, pursuant to her own transfer request. One year later, she was missing in a town in Idaho in the middle of nowhere called Wayward Pines, with Ethan off to find her. Eighteen hundred years later, after almost everything they had known had turned to dust or eroded out of existence, here they stood, facing each other in a toy shop in the last town on earth. For a moment, staring into her face at close range blanked Ethan’s mind. Kate spoke first. “I was wondering if you’d ever drop in.” “I was wondering that myself.” “Congratulations.” “For?” She reached over the counter and tapped his shiny brass star. “Your promotion. Nice to see a familiar face running the show. How are you adjusting to the new job?” She was good. In this short exchange, it was obvious that Kate had mastered the superficial conversational flow that the best of Wayward Pines could achieve without straining. “It’s going well,” he said. “Good to have something steady and challenging, I bet.” Kate smiled, and Ethan couldn’t help hearing the subtext, wondered if everyone did. If it ever went silent. As opposed to running half naked through town while we all try to kill you. “The job’s a good fit,” he said. “That’s great. Really happy for you. So, to what do I owe the pleasure?” “I just wanted to pop in and say hi.” “Well, that was nice of you. How’s your son?” “Ben’s great,” Ethan said.

Perhaps nowhere does Chesterton explore the themes of the darkness of sadness and sorrow with more insight than in his “Introduction to the Book of Job.” The Book of Job was one of Chesterton’s favorite parts of Scripture, and in his short introduction he explores

This, the techno-optimists assert, is the real story of technological change and economic development. Technology improves human productivity and lowers the price of goods and services. Those lower prices mean consumers have greater spending power, and they either buy more of the original goods or spend that money on something else. Both of these outcomes increase the demand for labor and thus jobs. Yes, shifts in technology might lead to some short-term displacement. But just as millions of farmers became factory workers, those laid-off factory workers can become yoga teachers and software programmers. Over the long term, technological progress never truly leads to an actual reduction in jobs or rise in unemployment.

Edmund Phelps, a Nobel Prize winning economist, claims in his book Mass Flourishing: How Grassroots Innovation Created Jobs, Challenge, and Change that one of the virtues of capitalism is its ability to provide “the experience of mental stimulation, the challenge of new problems to solve, the chance to try the new, and the excitement of venturing into the unknown.”9 That is indeed a possibility under capitalism. But those subject to performance metrics are forced to focus their efforts on limited goals, imposed by others, who may not understand the work that they do. For the workers under scrutiny, mental stimulation is dulled, they decide neither the problems to be solved nor how to solve them, and there is no excitement of venturing into the unknown because the unknown is beyond the measureable. In short, the entrepreneurial element of human nature—which extends beyond the owners of enterprises—may be stifled by metric fixation.10

Orpheus literally had his hands full, holding on to her while she struggled to break away from him and plunge into the water, time after time. How the other Argonauts laughed! Jason was exasperated. He needed Orpheus to keep the rowers working together and he was short by three men since the battle. He couldn’t spare anyone else from the crew to keep the girl from killing herself. When he ordered Herakles to grab her and tie her to the mast, our “dove” showed us that she spoke our language well enough to spew blistering curses and threats. “Listen to that!” Herakles exclaimed with an exaggerated shudder. “She’s a witch’s daughter, sure enough. She’ll put a spell on me if I offend her.” “Stop that nonsense and control the brat,” Jason snapped. “Alas, beloved prince, I can’t.” Herakles sighed and hung his head with such a pathetic air that Milo, Hylas, and I stuffed our knuckles into our mouths to stifle snickers. “I made a vow to Hera not to touch a woman until we come to Colchis.” That was too much for Hylas. He burst into hoots of laughter, and Milo and I joined in, until we had to clutch one another to keep from falling over. I was still trying to catch my breath when Jason’s foot shot out and dealt me an undeniable kick in the behind. “You think this is funny? You watch her!” he barked at me. “If anything happens to the scrawny little bitch, we’ll stick you in a dress, hand you over to her flea-bitten relatives, and be halfway to Colchis before they figure out they’ve been duped. If you’re lucky, they’ll kill you quickly. If not, they might decide to use their knives to turn you into the daughter they lost. See if you can laugh your way out of that, boy!” He showed his teeth in a satisfied smirk and didn’t understand why I kept on laughing at his threat, even while I walked off to assume my new job as the girl’s keeper.

the horses to the oak freight wagon, and McCloskey helped him load, distributing the weight evenly in the wagon. When they were done, Johnny got a tarpaulin, and as he'd done many times, he threw it over the load and tucked it in carefully to keep out any rain he might encounter. Finally he'd strapped it all down tight with ropes. McCloskey had looked over the load and said, "Good job, Johnny. You sure you can do this run by yourself?" He said, "I'm sure I'll be fine, Fleet. It's just 19 miles over there and mostly flat. I won't have to use the brakes at all."   "Be sure though and set the brake when you stop." Johnny nodded, and Fleet asked, "You got your book?" Nodding and smiling, Johnny said, "Yessir, got it," as he drove the wagon out of the warehouse yard, headed west to Forest City, which was often referred to as "Irish City" because it had been settled by Irishmen. The folks there were still mostly Irish, which was evident from the heavy Irish lilt to the speech of many of the folks living there. McCloskey's face showed tiny creases of worry as he watched Johnny drive off. He was a good boy, but he was still a boy being asked to do a man's job. In his year on the job, Johnny had grown to be a fine young man. He was only a few inches short of six feet, and he'd added a lot of muscle. He could lift as much as most of the teamsters. Even so, McCloskey worried about sending the boy out alone, but he'd had no choice in the matter. He'd promised the load would reach Forest City by tomorrow morning. Johnny had a brand-new Spencer repeating rifle leaning against his leg. Peter Sarpy, the owner, had used his contacts back east and gotten a shipment of the new rifles. Now, with his four drivers armed with repeating rifles, Sarpy worried a little less about being robbed. But the rifle made Johnny worry more because if outlaws did hit a wagon, they'd kill the driver if he lifted a rifle. Johnny had helped take a load to Forest City with old Monk Beeson two weeks before, and they hadn't had any problems, and he didn't expect any problems with today's load. But during that trip, Beeson had told Johnny about an outlaw gang living a few miles north of Forest City led by a man the Irish called Ranger Jones who collected tribute from prospective

When asked “With respect to your job/career you would like to have, how important are the following to you?” The rating scale ranged from 1 (not important) to 7 (very important). Men exposed to young, attractive women rated “having a large income” to be 5.09, whereas men exposed to older, less attractive models rated it only 3.27—an astonishingly large effect. Similar differences occurred in rating the importance of “being financially successful.” A full 60 percent of the men exposed to young, attractive models described themselves as “ambitious,” compared to 9 percent of the men exposed to older, less-attractive models. Another study found that merely having a young woman in the same room caused men to increase the importance they attach to having material wealth (Roney, 2003). Similar effects have been found by others. Men “primed” with attractive images of women display more creativity, independence, and nonconformity, causing them to stand out from other men (Griskevicius, Cialdini, & Kenrick, 2006; Griskevicius, Goldstein, Mortensen, Cialdini, & Kenrick, 2006). Chinese men also increase risk taking when being observed by women (Shan et al., 2012). In short, when mating motives are “primed” by exposure to young, attractive women, a cascade of psychological shifts occurs in men such that they value and display precisely what women want and hence what men need to succeed in mate competition.

The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas. Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development. You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998. Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.

Degradation of work. Compelling the people in an organization to focus their efforts on the narrow range of what gets measured leads to a degradation of the experience of work. Edmund Phelps, a Nobel Prize winning economist, claims in his book Mass Flourishing: How Grassroots Innovation Created Jobs, Challenge, and Change that one of the virtues of capitalism is its ability to provide “the experience of mental stimulation, the challenge of new problems to solve, the chance to try the new, and the excitement of venturing into the unknown.”9 That is indeed a possibility under capitalism. But those subject to performance metrics are forced to focus their efforts on limited goals, imposed by others, who may not understand the work that they do. For the workers under scrutiny, mental stimulation is dulled, they decide neither the problems to be solved nor how to solve them, and there is no excitement of venturing into the unknown because the unknown is beyond the measureable. In short, the entrepreneurial element of human nature—which extends beyond the owners of enterprises—may be stifled by metric fixation.10 One result is to motivate those with greater initiative and enterprise to move out of mainstream, large-scale organizations where the culture of accountable performance prevails. Teachers move out of public schools to private schools and charter schools. Engineers move out of large corporations to boutique firms. Enterprising government employees become consultants. There is a healthy element in this. But surely the large-scale organizations of our society are the poorer for driving out those most likely to innovate and initiate. The more that work becomes a matter of filling in the boxes by which performance is to be measured and rewarded, the more it will repel those who think outside the box.

late 1857, Frederick Law Olmsted, short on cash and desperate for a job, had campaigned to be appointed park superintendent, a position that reported to Viele. Calvert Vaux, remembering Olmsted’s Walks and Talks of an American Farmer and his keen interest in the principles of park design, approached him to form a partnership. Vaux, the trained architect, brought to the table his drafting skills, his knowledge of construction, and a sense of how to sell a project.

What are the consequences if I do nothing? What opportunity could I be throwing away?” By not doing it, you are not getting away with anything. In the short term, it might appear that way, but this is an illusion. It’s a lie that you tell yourself. Ask yourself: What are the consequences of not looking for a new job? What will I lose by staying in the same place doing the same thing, surrounded by the same negative environment? You must visualize the life you want to lead, and not what is expected of you. You can change your life, but only if you take charge and lead the way. Nobody will step in and do what is best for you. The unknown is waiting for you to jump in and discover all you can be. But you must trust yourself and start your journey.

You might believe that making six figures or landing a new job or upgrading from your old Honda will make you happy, but in short order you will have gotten used to that situation, too, and your brain will move on to the next challenge, the next desire.

the years immediately after the election, Nina wanted to atone for every American misdeed since our great-grandfather immigrated in 1929. She still does, though her new job at an immigrant-services nonprofit seems to be making her feel more purposeful, which is her code word for “virtuous.” If she’s lucky, it will eventually teach her the lesson she needs, which is how to feel small.

Our job in the new exploration is nothing short of making a utopia of reconstruction—the remodeling of an unshapen and cacophonous environment into a humanized and well-ordered one. —Benton MacKaye

51. Do you have a really hard time tolerating frustration? 52. Are you restless without “action” in your life? 53. Do you have a hard time reading a book all the way through? 54. Do you regularly break rules or minor laws rather than put up with the frustration of obeying them? 55. Are you beset by irrational worries? 56. Do you frequently make letter or number reversals? 57. Have you been the driver and at fault in more than four car accidents? 58. Do you handle money erratically? 59. Are you a gung-ho, go-for-it sort of person? 60. Do you find that structure and routine are both rare in your life and soothing when you find them? 61. Have you been divorced more than once? 62. Do you struggle to maintain self-esteem? 63. Do you have poor hand-eye coordination? 64. As a kid, were you a bit of a klutz at sports? 65. Have you changed jobs a lot? 66. Are you a maverick? 67. Are memos virtually impossible for you to read or write? 68. Do you find it almost impossible to keep an updated address book, phone book, or Rolodex? 69. Are you the life of the party one day and hangdog the next? 70. Given an unexpected chunk of free time, do you often find that you don’t use it well or get depressed during it? 71. Are you more creative or imaginative than most people? 72. Is paying attention or staying tuned in a chronic problem for you? 73. Do you work best in short spurts? 74. Do you let the bank balance your checkbook? 75. Are you usually eager to try something new?

My life was about me, ever since I was a little kid growing up, everything was about me, what could I get, what could I do, who could I become, and it just centered around myself. But at some point I began drinking, as I graduated college I was already an alcoholic. I was married at the time, I had two children, I had a decent job, but everything was about me, and everything was about my next drink. My wife got tired of it and she divorced me. I went home and there she was in our living room, with two plastic trash bags, and basically all my worldly belongings were in those bags. The day I got kicked out, that was the last day I ever drank. After the divorce went through I took a new job, we became wildly successful in that business. At this point in my life I am single, I am making more money than I ever thought I will make in my life, and everything was going well, but at night when you are by yourself, as much as I thought I hated my wife, I knew inside I loved her. One day I decided to see where my kids where going to church, and I thought it was going to be a cult. (He thought that if he could prove to the judge that his ex-wife had his kids in a cult, he will get full custody.) Again the thought was: “I am getting my kids, for me”. It wasn’t about what was best for them, it’s about what I want. That morning I had an encounter with God, I heard the Gospel like I never heard it before, and ended up giving my life to Jesus. And when I did that it was like my whole life, my view was just central, it was all about me, but when I gave my life to Christ that lens got pulled away and all of a sudden there’s a range of beautiful mountains, which represented the best of my life and the rest of my life. And everything started to change immediately then, and I started to think about my children, and my ex-wife, what would be good for my ex-wife? Isn’t that strange? So kind of a long story short, we ended up getting remarried 6 months later, and we haven’t looked back since. Now our hearts are about serving other people, it’s about serving God, it’s about serving Jesus, it’s about helping others. (At that time he had no idea how God was about to transform his life or the adventure on which he was about to take him, his own escape from selfishness.) And I believe with all my heart, that the Christian life should be the greatest adventure on the planet and if we as Christians do not live it that way, and do not experience that, then I am gonna challenge you and say: Who’s your mind on?

Managing the Neutral Zone: A Checklist Yes No   ___ ___ Have I done my best to normalize the neutral zone by explaining it as an uncomfortable time that (with careful attention) can be turned to everyone’s advantage? ___ ___ Have I redefined the neutral zone by choosing a new and more affirmative metaphor with which to describe it? ___ ___ Have I reinforced that metaphor with training programs, policy changes, and financial rewards for people to keep doing their jobs during the neutral zone? ___ ___ Am I protecting people adequately from inessential further changes? ___ ___ If I can’t protect them, am I clustering those changes meaningfully? ___ ___ Have I created the temporary policies and procedures that we need to get us through the neutral zone? ___ ___ Have I created the temporary roles, reporting relationships, and organizational groupings that we need to get us through the neutral zone? ___ ___ Have I set short-range goals and checkpoints? ___ ___ Have I set realistic output objectives? ___ ___ Have I found the special training programs we need to deal successfully with the neutral zone? ___ ___ Have I found ways to keep people feeling that they still belong to the organization and are valued by our part of it? And have I taken care that perks and other forms of “privilege” are not undermining the solidarity of the group? ___ ___ Have I set up one or more Transition Monitoring Teams to keep realistic feedback flowing upward during the time in the neutral zone? ___ ___ Are my people willing to experiment and take risks in intelligently conceived ventures—or are we punishing all failures? ___ ___ Have I stepped back and taken stock of how things are being done in my part of the organization? (This is worth doing both for its own sake and as a visible model for others’ similar efforts.) ___ ___ Have I provided others with opportunities to do the same thing? Have I provided them with the resources—facilitators, survey instruments, and so on—that will help them do that? ___ ___ Have I seen to it that people build their skills in creative thinking and innovation? ___ ___ Have I encouraged experimentation and seen to it that people are not punished for failing in intelligent efforts that do not pan out? ___ ___ Have I worked to transform the losses of our organization into opportunities to try doing things a new way? ___ ___ Have I set an example by brainstorming many answers to old problems—the ones that people say we just have to live with? Am I encouraging others to do the same? ___ ___ Am I regularly checking to see that I am not pushing for certainty and closure when it would be more conducive to creativity to live a little longer with uncertainty and questions? ___ ___ Am I using my time in the neutral zone as an opportunity to replace bucket brigades with integrated systems throughout the organization?

For some reason I couldn’t wait until Aunt Tillie proved Brian’s assertion wrong. “I guess we’ll just have to agree to disagree,” I said. “Are you going back to the newspaper office?” “Yeah, I have to talk to Bay about a new idea I have for advertorial business pieces,” Brian said. “I have a feeling she’s going to put up a fight when I tell her what I want to do to boost revenue.” “Have you ever considered letting Bay run the editorial division and sticking to the advertising?” I asked. “She seems to know what she’s doing.” “I’m the boss,” Brian said. “It’s my job to lead her to the stories. It will be fine.

The fossil fuel companies, in short, are no longer dealing with those Big Green groups that can be silenced with a generous donation or a conscience-clearing carbon offset program. The communities they are facing are, for the most part, not looking to negotiate a better deal—whether in the form of local jobs, higher royalties, or better safety standards. More and more, these communities are simply saying “No.” No to the pipeline. No to Arctic drilling. No to the coal and oil trains. No to the heavy hauls. No to the export terminal. No to fracking. And not just “Not in My Backyard” but, as the French anti-fracking activists say: Ni ici, ni ailleurs—neither here, nor elsewhere. In other words: no new carbon frontiers.

Most of them [the soldiers—Warriors in New Pentagon Speak—of the all-volunteer military] come from small towns in the South or the rustbelt of the Midwest or the big city ghettoes. Many are following a family heritage of military service that has made veterans of past wars a relatively privileged class, enjoying special access to higher education, jobs, and a nationwide system of socialized medicine. But so many of them are so very young, enticed or strong-armed by smartly uniformed recruiters who work the corridors and classrooms of America's most impoverished and thoroughly militarized high schools. So many are badly educated, knowing nothing of the world and how it operates. So many are immigrants, risking their lives for a fast track to citizenship. So many are poor and short on promise. So many have such a slim chance of another job, another line of work [like the one who tells the author "where else can I get a job doing the stuff I love? . . . Shootin' people. Blowin' shit up. It's fuckin' fun. I fuckin' love it."], let alone a decent wage or a promotion. And because the Pentagon lowered standards to fill the ranks of the volunteer army, so many are high school dropouts, or gangbangers, or neo-Nazi white supremacists, or drug addicts, or convicted felons with violent crimes on their record. In just three years following the invasion of Iraq, the military issued free passes—so called "moral waivers"—to one of every five recruits, including more than 58,000 convicted drug users and 1,605 with "serious" felony convictions for offenses including rape, kidnapping, and murder. When the number of free passes rose in the fourth year, the Pentagon changed the label to "conduct waiver.

If you want to observe the power of control up close in the workplace, look toward companies embracing a radical new philosophy called Results-Only Work Environment (or, ROWE, for short). In a ROWE company, all that matters is your results. When you show up to work and when you leave, when you take vacations, and how often you check e-mail are all irrelevant. They leave it to the employee to figure out whatever works best for getting the important things done. “No results, no job: It’s that simple,” as ROWE supporters like to say. If

During NASA’s first fifty years the agency’s accomplishments were admired globally. Democratic and Republican leaders were generally bipartisan on the future of American spaceflight. The blueprint for the twenty-first century called for sustaining the International Space Station and its fifteen-nation partnership until at least 2020, and for building the space shuttle’s heavy-lift rocket and deep spacecraft successor to enable astronauts to fly beyond the friendly confines of low earth orbit for the first time since Apollo. That deep space ship would fly them again around the moon, then farther out to our solar system’s LaGrange points, and then deeper into space for rendezvous with asteroids and comets, learning how to deal with radiation and other deep space hazards before reaching for Mars or landings on Saturn’s moons. It was the clearest, most reasonable and best cost-achievable goal that NASA had been given since President John F. Kennedy’s historic decision to land astronauts on the lunar surface. Then Barack Obama was elected president. The promising new chief executive gave NASA short shrift, turning the agency’s future over to middle-level bureaucrats with no dreams or vision, bent on slashing existing human spaceflight plans that had their genesis in the Kennedy, Johnson, Nixon, Ford, Carter, Reagan, Bush, Clinton, and Bush White Houses. From the starting gate, Mr. Obama’s uncaring space team rolled the dice. First they set up a presidential commission designed to find without question we couldn’t afford the already-established spaceflight plans. Thirty to sixty thousand highly skilled jobs went on the chopping block with space towns coast to coast facing 12 percent unemployment. $9.4 billion already spent on heavy-lift rockets and deep space ships was unashamedly flushed down America’s toilet. The fifty-year dream of new frontiers was replaced with the shortsighted obligations of party politics. As 2011 dawned, NASA, one of America’s great science agencies, was effectively defunct. While Congress has so far prohibited the total cancellation of the space agency’s plans to once again fly astronauts beyond low earth orbit, Obama space operatives have systematically used bureaucratic tricks to slow roll them to a crawl. Congress holds the purse strings and spent most of 2010 saying, “Wait just a minute.” Thousands of highly skilled jobs across the economic spectrum have been lost while hundreds of billions in “stimulus” have been spent. As of this writing only Congress can stop the NASA killing. Florida’s senior U.S. Senator Bill Nelson, a Democrat, a former spaceflyer himself, is leading the fight to keep Obama space advisors from walking away from fifty years of national investment, from throwing the final spade of dirt on the memory of some of America’s most admired heroes. Congressional committees have heard from expert after expert that Mr. Obama’s proposal would be devastating. Placing America’s future in space in the hands of the Russians and inexperienced commercial operatives is foolhardy. Space legend John Glenn, a retired Democratic Senator from Ohio, told president Obama that “Retiring the space shuttles before the country has another space ship is folly. It could leave Americans stranded on the International Space Station with only a Russian spacecraft, if working, to get them off.” And Neil Armstrong testified before the Senate’s Commerce, Science & Transportation Committee that “With regard to President Obama’s 2010 plan, I have yet to find a person in NASA, the Defense Department, the Air Force, the National Academies, industry, or academia that had any knowledge of the plan prior to its announcement. Rumors abound that neither the NASA Administrator nor the President’s Science and Technology Advisor were knowledgeable about the plan. Lack of review normally guarantees that there will be overlooked requirements and unwelcome consequences. How could such a chain of events happen?

The knights performed their feats with very little planning and rarely did their post-feat paperwork, but they made up for these shortcomings with their fearlessness, their strength, and their energy. The king was also lucky to have a very good prime minister. The minister saw that taxes were collected, that the majority of the revenues were wisely spent to improve the kingdom, and that the excess monies were well managed. One day the prime minister died, and the king asked his bravest and most fearless knight to be the new minister. Unfortunately, the knight chosen for the job liked jumping on his white charger more than he liked caring for the affairs of the kingdom. He continued to gallop off to slay dragons whenever he had the opportunity and neglected tax collections, investments, improvements, and repairs. After only a short time, the king ran out of money, the peasants ran out of patience, and the kingdom collapsed.

What happened to the troubled young reporter who almost brought this magazine down The last time I talked to Stephen Glass, he was pleading with me on the phone to protect him from Charles Lane. Chuck, as we called him, was the editor of The New Republic and Steve was my colleague and very good friend, maybe something like a little brother, though we are only two years apart in age. Steve had a way of inspiring loyalty, not jealousy, in his fellow young writers, which was remarkable given how spectacularly successful he’d been in such a short time. While the rest of us were still scratching our way out of the intern pit, he was becoming a franchise, turning out bizarre and amazing stories week after week for The New Republic, Harper’s, and Rolling Stone— each one a home run. I didn’t know when he called me that he’d made up nearly all of the bizarre and amazing stories, that he was the perpetrator of probably the most elaborate fraud in journalistic history, that he would soon become famous on a whole new scale. I didn’t even know he had a dark side. It was the spring of 1998 and he was still just my hapless friend Steve, who padded into my office ten times a day in white socks and was more interested in alphabetizing beer than drinking it. When he called, I was in New York and I said I would come back to D.C. right away. I probably said something about Chuck like: “Fuck him. He can’t fire you. He can’t possibly think you would do that.” I was wrong, and Chuck, ever-resistant to Steve’s charms, was as right as he’d been in his life. The story was front-page news all over the world. The staff (me included) spent several weeks re-reporting all of Steve’s articles. It turned out that Steve had been making up characters, scenes, events, whole stories from first word to last. He made up some funny stuff—a convention of Monica Lewinsky memorabilia—and also some really awful stuff: racist cab drivers, sexist Republicans, desperate poor people calling in to a psychic hotline, career-damaging quotes about politicians. In fact, we eventually figured out that very few of his stories were completely true. Not only that, but he went to extreme lengths to hide his fabrications, filling notebooks with fake interview notes and creating fake business cards and fake voicemails. (Remember, this was before most people used Google. Plus, Steve had been the head of The New Republic ’s fact-checking department.) Once we knew what he’d done, I tried to call Steve, but he never called back. He just went missing, like the kids on the milk cartons. It was weird. People often ask me if I felt “betrayed,” but really I was deeply unsettled, like I’d woken up in the wrong room. I wondered whether Steve had lied to me about personal things, too. I wondered how, even after he’d been caught, he could bring himself to recruit me to defend him, knowing I’d be risking my job to do so. I wondered how I could spend more time with a person during the week than I spent with my husband and not suspect a thing. (And I didn’t. It came as a total surprise). And I wondered what else I didn’t know about people. Could my brother be a drug addict? Did my best friend actually hate me? Jon Chait, now a political writer for New York and back then the smart young wonk in our trio, was in Paris when the scandal broke. Overnight, Steve went from “being one of my best friends to someone I read about in The International Herald Tribune, ” Chait recalled. The transition was so abrupt that, for months, Jon dreamed that he’d run into him or that Steve wanted to talk to him. Then, after a while, the dreams stopped. The Monica Lewinsky scandal petered out, George W. Bush became president, we all got cell phones, laptops, spouses, children. Over the years, Steve Glass got mixed up in our minds with the fictionalized Stephen Glass from his own 2003 roman à clef, The Fabulist, or Steve Glass as played by Hayden Christiansen in the 2003

There are many facets to the decline in fairness and opportunity in American life. Perhaps the worst are the conditions now imposed upon young children born into the underclass and subjected to the recent evolution of the educational system. They are related, and they reinforce each other; their combined result is to condemn tens of millions of children, particularly those born into the new underclass, to a life of hardship and unfairness. For any young child whose parents don’t have money, or who is the child of a migrant agricultural worker and/or an illegal immigrant, prenatal care, nursery, day care, after school, school nutrition, and foster-care systems are nothing short of appalling. And then comes school itself. The “American dream”, stated simply, is that no matter how poor or humble your origins—even if you never knew your parents—you have a shot at a decent life. America’s promise is that anyone willing to work hard can do better over time, and have at least a reasonable life for themselves and their own children. You could expect to do better than your parents, and even be able to help them as they grew old. More than ever before, the key to such a dream is a good education. The rise of information technology, and the opening of Asian economies, means that only a small portion of America’s population can make a good living through unskilled or manual labour. But instead of elevating the educational system and the opportunities it should provide, American politicians, and those who follow their lead around the globe, have been going in exactly the wrong direction. As a result, we are developing not a new class system, but, without exaggeration, a new caste system—a society in which the circumstances of your birth determine your entire life. As a result, the dream of opportunity is dying. Increasingly, the most important determinant of a child’s life prospects—future income, wealth, educational level, even health and life expectancy—is totally arbitrary and unfair. It’s also very simple. A child’s future is increasingly determined by his or her parents’ wealth, not by his or her intelligence or energy. To be sure, there are a number of reasons for this. Income is correlated with many other things, and it’s therefore difficult to isolate the impact of individual factors. Children in poor households are more likely to grow up in single-parent versus two-parent households, exposed to drugs and alcohol, with one or both parents in prison, with their immigration status questionable, and more likely to have problems with diet and obesity. Culture and race play a role: Asian children have far higher school graduation rates, test scores, and grades than all other groups, including whites, in the US; Latinos, the lowest.

WHAT IS IT, exactly, that people are really afraid of when they say they don’t like change? There is the discomfort of being confused or the extra work or stress the change may require. For many people, changing course is also a sign of weakness, tantamount to admitting that you don’t know what you are doing. This strikes me as particularly bizarre—personally, I think the person who can’t change his or her mind is dangerous. Steve Jobs was known for changing his mind instantly in the light of new facts, and I don’t know anyone who thought he was weak. Managers often see change as a threat to their existing business model—and, of course, it is. In the course of my life, the computer industry has moved from mainframes to minicomputers to workstations to desktop computers and now to iPads. Each machine had a sales, marketing, and engineering organization built around it, and thus the shift from one to the next required radical changes to the organization. In Silicon Valley, I have seen the sales forces of many computer manufacturers fight to maintain the status quo, even as their resistance to change caused their market share to be gobbled up by rivals—a short-term view that sank many companies. One good example is Silicon Graphics, whose sales force was so accustomed to selling large, expensive machines that they fiercely resisted the transition to more economical models. Silicon Graphics still exists, but I rarely hear about them anymore.

If you dislike Michigan winters so much,” Connell said, “why did you move here? Why didn’t you stay in New York?” At least there she’d be away from wild lumber camps and towns. The sunshine in her face disappeared. She took a longer drink of coffee before looking at him. The heartache in her expression socked him in the stomach. “I wish we could have stayed. Then maybe Daisy wouldn’t have gotten herself into this predicament.” Her voice was soft. “If you find her, do you think you’ll move back?” “There’s nothing left for us there. No one who wants us. No one who ever did.” She spoke so low, he wasn’t sure he’d heard her correctly. And he couldn’t help wondering what had happened to the rest of her family and how she had ended up with the cranky old photographer. “When I find Daisy—not if,” she said, her voice growing louder and ringing with the passion he’d heard before. “When I find her, I’ll never let her go. And I’ll give her the kind of home she deserves—finally.” He took a slurp of coffee, not quite sure how to answer her. If he did the math, he could come up with the slim percentage she had of finding her sister, especially alive. But he didn’t think she’d be too happy with the statistic. “I’m old enough now that I’ll be able to get a job and find a place for the two of us,” she said, looking him directly in the eyes, as if somehow she could convince him. “I’ll take care of her. We’ll make it this time.” He prayed she was right. But he had the gut feeling she was in for far more challenges than she expected. But who was he to contradict her and discourage her plans? He hardly knew her. In a few short weeks, she’d move on with Oren to another town and Connell would likely never see her again. And yet, down in the dark depths of her eyes, there was a spark that drew him in, a flicker of loneliness and longing, and it tugged on him, pulling him deeper. . . . And he was afraid

A father stork and baby stork are sitting in their nest. The baby stork is crying and crying and father stork is trying to calm him. “Don’t worry, son. Your mother will come back. She’s just out bringing people babies and making them happy.” The next night, it’s the father’s turn to do the job. Mother and child are sitting in the nest and the baby stork is crying and crying. The mother stork says, “Son, don’t cry. Your father will be back soon. He’s just out bringing joy to new mommies and daddies.” A few days later, the stork parents are desperate: their son is absent from the nest all night! Shortly before dawn, the little chick returns and the parents ask him where he’s been all night. “Nowhere,” says the storklet. “Just out scaring the shit out of college students!

For my own job, my short list included Hillary, Colin Powell, Panetta, and New York mayor Michael Bloomberg.

BBQ Grills There are a number of gas grills which might be obtainable to the market. Grill professionals from different manufactures point out that the grills can either be propane and none propane BBQ grills can be found. Once the necessity to purchase the brand new grill to switch the outdated one, one has to contemplate security components and the mobility of the grill. Gas out of doors grill are ideal for cooking out that saves the consumer an ideal deal on gas vitality giant, future-laden fuel grills have taken over the barbecue backyard what one has to keep in mind is that a better worth doesn’t guarantee performance. Gasoline grills make the most of propane or natural gasoline as gasoline. They're accessible in various textures and sizes. The commonest type of such a grill is the Cart Grill design mannequin. Infrared grills, however, produce built-in grills infrared warmth to cook dinner meals and are fueled using propane or pure gas. Charcoal bbq grills use charcoal briquettes because the gas supply and it generates high ranges of warmth. Electrical grills are much smaller in dimension and they can be simply placed in the kitchen. They offer nice convenience however are expensive to function compared to the other grill types. A grill is cooking gear that cooks by directly exposing meals to heat. The floor where the meals is placed is an open rack with a source of warmth beneath it. There are a number of forms of grills relying on the type of warmth source used.A barbeque grill is a grill that uses charcoal or wooden as the heat supply. Food produced from BBQ grills have gotten attribute grill marks made by the racks where they had been resting throughout cooking. BBQ grills are often used to cook dinner poultry meat. However they will also be used to cook dinner other forms of meat in addition to fish. Manufactures recommendation the grill customers to depart the grill open when u have completed grilling. The fueled propane grill finally ends up burning itself out after the fuel has been used up within the tank. Typically the regulator can develop a leak which may shortly empty the propane bottle. There are significant variations between the grills fueled by pure gases and the ones with propane. Selecting the best grill all is determined by your self upon the uniqueness of the product.one has to take into concern the security points associated to natural gases. Choosing a good quality barbeque grill could be quite a difficult job. Due to this fact, it is crucial that you understand the advantages and features of the different types of bbq grills. In addition, while making your alternative, you want to consider several features. Test the essential options of the grill including the heat management mechanism, ash cleanup and different points that affect the feel and taste of the food. Guantee that the grill framework accommodates a protecting coating for preventing rust.

Once we assembled the entire package, Mike named it Netscape SuiteSpot, as it would be the “suite” that displaced Microsoft’s BackOffice. We lined everything up for a major launch on March 5, 1996, in New York. Then, just two weeks before the launch, Marc, without telling Mike or me, revealed the entire strategy to the publication Computer Reseller News. I was livid. I immediately sent him a short email: To: Marc Andreessen Cc: Mike Homer From: Ben Horowitz Subject : Launch I guess we’re not going to wait until the 5th to launch the strategy. — Ben Within fifteen minutes, I received the following reply. To: Ben Horowitz Cc: Mike Homer, Jim Barksdale (CEO), Jim Clark (Chairman) From: Marc Andreessen Subject: Re: Launch Apparently you do not understand how serious the situation is. We are getting killed killed killed out there. Our current product is radically worse than the competition. We’ve had nothing to say for months. As a result, we’ve lost over $3B in market capitalization. We are now in danger of losing the entire company and it’s all server product management’s fault. Next time do the fucking interview yourself. Fuck you, Marc I received this email the same day that Marc appeared barefoot and sitting on a throne on the cover of Time magazine. When I first saw the cover, I felt thrilled. I had never met anyone in my life who had been on the cover of Time. Then I felt sick. I brought both the magazine and the email home to Felicia to get a second opinion. I was very worried. I was twenty-nine years old, had a wife and three children, and needed my job. She looked at the email and the magazine cover and said, “You need to start looking for a job right away.” In the end, I didn’t get fired and over the next two years, SuiteSpot grew from nothing to a $400 million a year business. More shocking, Marc and I eventually became friends; we’ve been friends and business partners ever since. People often ask me how we’ve managed to work effectively across three companies over eighteen years. Most business relationships either become too tense to tolerate or not tense enough to be productive after a while. Either people challenge each other to the point where they don’t like each other or they become complacent about each other’s feedback and no longer benefit from the relationship. With Marc and me, even after eighteen years, he upsets me almost every day by finding something wrong in my thinking, and I do the same for him. It works.

My eyes fall on him and I pause. He stands up from the chair in front of my father’s desk. His eyes travel the length of me as mine bounce down his. He’s younger than I thought he’d be, probably not a day over thirty, and tall with short, ash brown hair, tanned skin, and a clear face — not a scratch on it meaning he’s either very new or very, very good at his job.

Spiritual life is not mystic; when you decide to work with God, you have stepped to mystery, God can intervene at any time, God can come down even when you are not ready. From the minute you know and understand that God is interested in your marriage, job, business, health, the minute you know that God is interested in what you are doing for Him, the job will take a new turn, your business will take a new course, your life will have a new direction.

Genuine equality for black people, King reasoned, demanded a radical restructuring of society, one that would address the needs of the black and white poor throughout the country. Shortly before his assassination, he envisioned bringing to Washington, D.C., thousands of the nation’s disadvantaged in an interracial alliance that embraced rural and ghetto blacks, Appalachian whites, Mexican Americans, Puerto Ricans, and Native Americans to demand jobs and income—the right to live. In

This fourth phase is particularly challenging if the short-term sacrifices include job losses. Gaining understanding and support is tough when downsizing is a part of the vision. For this reason, successful visions usually include new growth possibilities and the commitment to treat fairly anyone who is laid off.

Apple may not do customer research to decide what products to make, but it absolutely pays attention to how customers use its products. So the marketing team working on the iMovie HD release scheduled for Macworld, on January 11, 2005, decided to shoot a wedding. The ceremony it filmed was gorgeous: a sophisticated, candlelit affair at the Officers’ Club of San Francisco’s Presidio. The bride was an Apple employee, and the wedding was real. There was one problem with the footage, however. Steve Jobs didn’t like it. He watched it the week before Christmas, recalled Alessandra Ghini, the marketing executive managing the launch of iLife. Jobs declared that the San Francisco wedding didn’t capture the right atmosphere to demonstrate what amateurs could do with iMovie. “He told us he wanted a wedding on the beach, in Hawaii, or some tropical location,” said Ghini. “We had a few weeks to find a wedding on a beach and to get it shot, edited, and approved by Steve. The tight time frame allowed for no margin for error.” With time short and money effectively no object, the team went into action. It contacted Los Angeles talent agencies as well as hotels in Hawaii to learn if they knew of any weddings planned—preferably featuring an attractive bride and groom—over the New Year’s holiday. They hit pay dirt in Hollywood: A gorgeous agency client and her attractive fiancé were in fact planning to wed on Maui during the holiday. Apple offered to pay for the bride’s flowers, to film the wedding, and to provide the couple with a video. In return, Apple wanted rights for up to a minute’s worth of footage of its choosing.

If you want to observe the power of control up close in the workplace, look toward companies embracing a radical new philosophy called Results-Only Work Environment (or, ROWE, for short). In a ROWE company, all that matters is your results. When you show up to work and when you leave, when you take vacations, and how often you check e-mail are all irrelevant. They leave it to the employee to figure out whatever works best for getting the important things done. “No results, no job: It’s that simple,” as ROWE supporters like to say.

As we’ve seen, up to 25 percent of employed seniors from our top universities are heading to financial services each year. Our financial services industry (and to a lesser extent its attendant legal industry) plays an equivalent role to the oil industry in Saudi Arabia in terms of talent attraction. You can see a similar dynamic at work in other fields with fixed slots. There were 682 orthopedic surgery residents in the United States in 2012. That number is set because there are only so many funded residency slots in teaching hospital programs throughout the country.4 If I were to kick butt in medical school and get one of these residencies, I would be on the way to becoming an orthopedic surgeon, probably the most coveted residency due to money, lifestyle, low morbidity of patients, gratification from restoring mobility, and other factors. But let’s say that I didn’t make it and fell short—there would still be 682 orthopedic surgeons five years from now because the next guy would have gotten that slot. We’re all competing to fit through the same finite gate. The value difference if I perform really strongly and get one of these coveted spots is not one more surgeon—it’s the gap between me and the 683rd person who didn’t get it (and perhaps went into a less prestigious or less lucrative specialty). From a value creation standpoint, it’s not ideal for a massive level of talent to be going to existing enterprises that have captured large economic rents or where people are fighting for a set of finite slots. The rents and slots will stay essentially constant. Contrast this with new business formation. If I were to say, “There are only going to be 682 new successful businesses started in the United States next year,” people would instantly regard that as ridiculous. It’s unknown and unknowable. But we all know that if another enterprising team comes along and starts a cool company, that number goes up by one.

In heaven’s name, I call on you to make your decision quickly, for the days are short. Do not sit under the ministry of the Word and trifle with God and play with New Testament holiness. The Church of the Lord Jesus Christ is not the place for you if you are not in earnest. We have too big a job to do, too big a challenge to face, for too soon the Lord will be here. Remember that Gideon got on better with three hundred men than with thirty thousand men. In Jesus’ name, I call on you, my dear worldly Christian, my dear man who is not right with God, to get to the Cross and get right with God.