Office Senior Quotes

In school, the year was the marker. Fifth grade. Senior year of high school. Sophomore year of college. Then after, the jobs were the marker. That office. This desk. But now that school is over and I've been working at the same place in the same office at the same desk for longer than I can truly believe, I realize: You have become the marker. This is your era. And it's only if it goes on and on that will have to look for other ways to identify the time.

Yamamoto sensed a feeling of culmination about the huge success of the first strike, and the same incisive intuition that guided his brilliant moves at the gaming tables told him what the next move on the bridge of Akagi would be. In (Vice Admiral) Nagumo he knew his man. Nagumo had never been committed to the Pearl Harbor mission. He had not been Yamamoto’s choice to command the Striking Force; his assignment was the decision of the Navy Ministry in Tokyo, based on seniority. While the exultation of the officers and sailors on his staff swirled around him, Yamamoto sat quietly. Finally, he fixed a steely gaze on his chief of staff, and in a low, intense voice: “Admiral Nagumo is going to withdraw.

So the captain, the first officer and the ship's doctor and sometimes the engineer all beam down to a planet. Together." "The entire complement of the senior officers?" Billy nodded "And who has the command of the ship?" "I don't know. Junior officers I guess." "If they worked for me I would have them court-martialed. That sounds like a dereliction of duty." "I know. I know. I always thought it odd myself. But that's not the point." "What is the point?" "They're usually accompanied by a guy in the red shirt. Always a crew member you've never seen before. And as soon as you see the shirt, you know he's going to die.

The only thing they have to look forward to is hope. And you have to give them hope. Hope for a better world, hope for a better tomorrow, hope for a better place to come to if the pressures at home are too great. Hope that all will be all right. Without hope, not only gays, but the blacks, the seniors, the handicapped, the us'es, the us'es will give up. And if you help elect to the central committee and other offices, more gay people, that gives a green light to all who feel disenfranchised, a green light to move forward. It means hope to a nation that has given up, because if a gay person makes it, the doors are open to everyone. So if there is a message I have to give, it is that if I've found one overriding thing about my personal election, it's the fact that if a gay person can be elected, it's a green light. And you and you and you, you have to give people hope....

Hey, let’s try speed-starting the fire with an infusion of pure oxygen!” Because inside every senior tech officer was a junior tech officer who’d been on a short leash for a long time.

He was one of the lucky ones. He would follow operational orders, but he spoke out if he believed a senior officer was wrong in a moral sense. At a number of points his career might have been truncated because a senior considered him an impertinent malcontent.

BILLY: Did you ever watch Star Trek? MACHIAVELLI: Do I look like I watch Star Trek? BILLY: It's hard to tell who's a Trekkie. MACHIAVELLI: Billy, I ran one of the most sophisticated secret service organizations in the world. I did not have time for Star Trek. (pause) I was more of a Star Wars fan. Why do you ask? BILLY: Well, when Captain Kirk and Mr. Spock beamed down to a planet, usually with Dr. McCoy and sometimes with Scotty from engineering... MACHIAVELLI: Wait a minute--what's Mr. Spock again? BILLY: A Vulcan. MACHIAVELLI: His rank. BILLY: The first officer. MACHIAVELLI: So the captain, the first officer, the ship's doctor, and sometimes the engineer all beam down to a planet. Together. The entire complement of the senior officers? BILLY: (nods) MACHIAVELLI: And who has command of the ship? BILLY: (shrug) I don't know. Junior officers, I guess. MACHIAVELLI: If they worked for me I'd have them court-martialed. That sounds like a gross dereliction of duty. BILLY: I know. I always thought it was a little odd myself.

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

The Metropolitan Police has a very straightforward approach to murder investigations, not for them the detective’s gut instinct or the intricate logical deductions of the sleuth savant. No, what the Met likes to do is throw a shitload of manpower at the problem and run down every single lead until it is exhausted, the murderer is caught or the senior investigating officer dies of old age.

The true test for a good brief,” Jocko continued, “is not whether the senior officers are impressed. It’s whether or not the troops that are going to execute the operation actually understand it. Everything else is bullshit. Does

That’s the worst thing about having chakaare like us around. We just wander off, find someplace you don’t know about, and hole up in it and get into all sorts of mischief that you know nothing about. And then we bill you for it. Dreadful.” “Dreadful. Is this the kind of thing that CSF might notice?” “Were we to get out of hand, I imagine very senior officers in CSF might need to be reassured, but not by you.” “Dreadful. Hypothetically, anyway.

When senior officers start shooting each other, it’s time to leave,” said Gamache. “I’m sure it’s somewhere in the regulations.

You don’t get to be a senior investigating officer unless you have a degree in scepticism, an MA in distrust and your CV lists suspicious bastard under your hobbies.

The thing about the Lexington International Bank ladder was that it was very long, and climbing it was very exhausting, and so Andrew Brown didn't have a lot of time to think about whether he really wanted to get to the top of it—and besides, since so many other people were climbing too, the view from the top must be worth it. So he kept going. He worked hard. He put his heart and mind and soul into it. There was an opening for a position half a rung higher than he already was. With a promotion, he might get two hours a week of a secretary's time. He'd go to more important meetings, with more senior people, and have the opportunity to impress them, and if he did he might be promoted again and then... well, of course eventually he'd be running the whole office. It's important to have a dream: otherwise you might notice where you really are.

I was new to the cc game, a game played with skill by staff officers throughout the military, but I knew enough to know that the more senior people you could comfortably cc on your e-mails, the more everyone had to put up with whatever bullshit your e-mails were actually about.

Pepper spray," he said, lightly touching her back. "Give it a second." "Pepper spray?" "You were a casualty of your own rescue." He pointed and she turned to look at the scene behind her. Over a dozen old ladies were beating the man with their purses and dousing him with pepper spray. Several police officers hovered nearby, as if they couldn't get close enough to help the guy. They didn't look like they were trying very hard. "What kind of sicko pervert are you?" one woman demanded. "Liz Sutton is one of us. You try to hurt her, you answer to all of us. You got that?" "Seniors to the rescue," Ethan told her.

For the senior officers in Iraq, at least in 2005-2006, the responsibility was to the men at the top, the media, the message, the public back home - anything and everything, it seemed, but the soldiers under their command. And that's the ultimate betrayal of Iraq, the one that disillusioned me in Baghdad and Nineveh and keeps me outraged today.

transient, adj. In school, the year was the marker. Fifth grade. Senior year of high school. Sophomore year of college. Then after, the jobs were the marker. That office, this desk. But now that school is over and I've been working at the same desk for longer than I can truly believe, I realize: You have become the marker. This is your era. And it's only if it goes on and on that I will have to look for other ways to identify the time.

Added to my distress was the realization that many of the “independent” investigative reports clearly laid the blame for the abuses at the feet of senior officers

inside every senior tech officer was a junior tech officer who’d been on a short leash for a long time.

I’m not the public library feed, Senior Officer, go do your own research. I said, “If I told you, then you might find all the bodies I’ve already disposed of.

the Barrayaran officer corps favored heterosexual marital stability in its senior members mainly to cut down on the potential for ambient personal dramas slopping over into work, as they tended to do.

Except for a roll of Harding's eyes, everyone ignored me, which is the way I liked it when I had to hang around with senior officers. They had a way of thinking up ideas that got you killed and them promoted.

You see, if I keep it up I can eventually get promoted to Senior Shouting Officer, and there aren’t usually many vacancies for nonshouting and nonpushing-people-about officers, so I think I’d better stick to what I know.

The soldiers chuckled. One of them, a grizzled veteran, rose and walked over to where Duncan and his two senior officers were standing. He made a show of inspecting the ground, brushing aside a few twigs and rocks, then spread out a none-too-clean neckerchief and gestured for the King to sit. “There you go, my lord. Your royal bum should be comfortable there.” The

Keynes, quite ignoring the covert gestures, the attempts at signaling, of nearly every senior officer, examined [Lily] and declared that she was perfectly fit to fly, "had better fly, I should say; this agitation is unnatural, and must be worked off." "But perhaps," Laurence said, voicing the reluctance which the captains all privately shared, and they as a body began to suggest flights out over the ocean, along the scenic and settled coastline and back; gentle exercise. "I hope," Catherine said, going pink clear up to her forehead in a wave of color, "I hope that no-one is going to fuss; I would dislike fuss extremely.

When I told a senior officer ... that I must have a new head gunner, he remarked that the present man was a delightful person and was also a golf champion. I agreed he was delightful, but added that unfortunately the game we were about to play was not golf.

A handful of the senior officers listening to the speech disapproved of Patton’s coarse language. Patton could not care less. He believes that profanity is the language of the soldier, and that to speak to soldiers one must use words that will have the most impact.

I enjoyed the intellectual rigor and scientific challenge of death investigation. Everyone there, from new students to the most senior doctors, seemed happy, eager to learn, and professionally challenged. None of the medical examiners had cots in their offices. “There are no emergency autopsies,” another resident pointed out to me. “Your patients never complain. They don’t page you during dinner. And they’ll still be dead tomorrow.

The actual legacy of Desert Storm was to plunge the United States more deeply into a sea of difficulties for which military power provided no antidote. Yet in post–Cold War Washington, where global leadership and global power projection had become all but interchangeable terms, senior military officers like Sullivan were less interested in assessing what those difficulties might portend than in claiming a suitably large part of the action.

Being a failed teenager is not a crime, but a predicament and a secret crucible. It is a fun-house mirror where distortion and mystification led to the bitter reflection that sometimes ripens into self knowledge. Time is the only ally of the humiliated teenager, who eventually discovers the golden boy of the senior class is a bloated, bald drunk at the twentieth reunion, and that the homecoming queen married a wife-beater and philanderer and died in a drug rehabilitation center before she was thirty. The prince of acne rallied in college and is now head of neurology, and the homeliest girl blossoms in her twenties, marries the chief financial officer of a national bank, and attends her reunion as president of the Junior League. But since a teenager is denied a crystal ball that will predict the future, there is a forced march quality to this unspeakable rite of passage. It is an unforgivable crime for teenagers not to be able to absolve themselves for being ridiculous creatures at the most hazardous time of their lives.

On August 22, he urged his senior officers to “close your hearts to pity. Act brutally. Eighty million people must obtain what is their right. Their existence must be made secure. . . . I shall give a propagandist reason for starting the war, no matter whether it is plausible or not. The victor will not be asked afterward whether he told the truth.

In all your getting, get understand. Proverbs paraphrased

It was a happy day for me when that astronaut left the office, but in retrospect, I learned a lot from him. For example, that if you need to make a strong criticism, it’s a bad idea to lash out wildly; be surgical, pinpoint the problem rather than attack the person. Never ridicule a colleague, even with an offhand remark, no matter how tempting it is or how hilarious the laugh line. The more senior you are, the greater the impact your flippant comment will have. Don’t snap at the people who work with you. When you see red, count to 10.

[The FBI offices]: Antiseptic white tiles shone everywhere. Workmen were always busy, constantly repainting, cleaning, and polishing. The obsession with hygiene reeked of an unclean mind.

Never in the history of American warfare has this nation witnessed such an exhibition of cowardice, indecisiveness, incompetence, and laziness in the army’s senior officer ranks. Battle after battle was lost, untrained troops were sacrificed in fights they could never win, territories won were quickly squandered, and the chain of command was ignored to near-treasonous levels.

Jiang Lijun is not a vice president for the China State Construction Engineering Corporation but a senior officer with the Ministry of State Security. What the hell are the Americans up to?

From the senior officer down to the lowest and newest pantry boy, each crewman reflected the Scandinavian concept of rigid devotion to duty and work. The company cared for the welfare of the crew

Yep. A box of dicks, if you will. Actually, that’s how I got fired.” “What do you mean?” “I screwed up and had my prototypes sent to my office. The boxes got piled up outside my cube, and a coworker of mine decided she had to know what was in them, so she opened one. Apparently she wasn’t used to being wrist-deep in dicks because she freaked and dropped one on the floor, which of course turned on and vibrated its way just far enough into the hall for a senior VP to trip on. He landed face-first on the floor, broke a wrist and chipped a tooth, and I had to explain that my dick was the culprit.

The Playboy Foundation provided $10,000—and the use of Playboy’s offices as an assembly line, where volunteers, mostly senior citizens, were provided with foldout tables and free coffee and sandwiches while building the first of these revolutionary kits. “I took a lot of flak from the women’s movement—but too bad,” Goddard says. “If it was Penthouse or Hustler, no. But Playboy? Please, give me a break.

Arguing as a now senior Sûreté officer that there was absolutely no reason a member of the public should have a handgun. And certainly not an assault-style weapon. They were only designed, and intended, to shoot humans.

Harm began to come to Hornblower from that day forth, despite his obedience to orders and diligent study of his duties, and it stemmed from the arrival in the midshipmen’s berth of John Simpson as senior warrant officer.

Officers like Braxton Bragg and Jefferson Davis left the army to seek their fortunes with enslaved labor farms, but Lee was the only senior officer who was actually in charge of hundreds of enslaved workers and in the U.S. Army in 1861. By the time he chose succession, Lee identified far more with the southern slaveholding class than he did with his fellow officers. He certainly spent more time managing enslaved workers than he did leading soldiers.

Actually, Bush, technically speaking, is not really President-because he refused to take the Oath of Office. I don’t know how many of you noticed this, but the wording of the Oath of Office is written in the Constitution, so you can’t fool around with it-and Bush refused to read it. The Oath of Of­fice says something about, ”I promise to do this, that, and the other thing,” and Bush added the words, ”so help me God.” Well, that’s illegal: he’s not President, if anybody cares.

Once Lola Pierotti earned $24,000 a year and worked long hours as an administrative assistant on Capitol Hill. Now she works longer hours and has even more responsibility- but no pay. What happened? Was she demoted? No, she just married the boss. Her bridegroom, of four years this month, was the senior Republican Senator from Vermont- George D. Aiken. "All he expects of me is that I drive his car, cook his meals, do his laundry and run his office," she enumerated, with a grin.

When you talk about combat leadership under fire on the beach at Normandy,” Ellery concluded, “I don’t see how the credit can go to anyone other than the company-grade officers and senior NCOs who led the way. It is good to be reminded that there are such men, that there always have been and always will be. We sometimes forget, I think, that you can manufacture weapons, and you can purchase ammunition, but you can’t buy valor and you can’t pull heroes off an assembly line.”18 •   •

Throughout his first term Putin had favored the security men in his appointments, by some estimates filling as many as 70 percent of senior government positions with former military, police, or intelligence officers, many of whom had the same background in the KGB.

Our living quarters were in the same compound as the Eastern District administration. Government offices were mostly housed in large mansions which had been confiscated from Kuomintang officials and wealthy landlords. All government employees, even senior officials, lived at their office. They were not allowed to cook at home, and all ate in canteens. The canteen was also where everyone got their boiled water, which was fetched in thermos flasks. Saturday was the only day married couples were allowed to spend together. Among officials, the euphemism for making love was 'spending a Saturday." Gradually, this regimented life-style relaxed a bit and married couples were able to spend more time together, but almost all still lived and spent most of their time in their office compounds. My mother's department ran a very broad field of activities, including primary education, health, entertainment, and sounding out public opinion. At the age of twenty-two, my mother was in charge of all these activities for about a quarter of a million people. She was so busy we hardly ever saw her. The government wanted to establish a monopoly (known as 'unified purchasing and marketing') over trade in the basic commodities grain, cotton, edible o'fi, and meat. The idea was to get the peasants to sell these exclusively to the government, which would then ration them out to the urban population and to parts of the country where they were in short supply.

I love to sketch but am too embarrassed to show anyone. I won a national championship my senior year, the Heisman when I was a junior. I’m actually . . . shy. Dwight Schrute from The Office makes me laugh until I cry. And recently, I’ve discovered I have an insatiable penchant for hot librarians.

What Hurts the People There are five things that hurt the people: There are local officials who use public office for personal benefit, taking improper advantage of their authority, holding weapons in one hand and people’s livelihood in the other, corrupting their offices, and bleeding the people. There are cases where serious offenses are given light penalties; there is inequality before the law, and the innocent are subjected to punishment, even execution. Sometimes serious crimes are pardoned, the strong are supported, and the weak are oppressed. Harsh penalties are applied, unjustly torturing people to get at facts. Sometimes there are officials who condone crime and vice, punishing those who protest against this, cutting off the avenues of appeal and hiding the truth, plundering and ruining lives, unjust and arbitrary. Sometimes there are senior officials who repeatedly change department heads so as to monopolize the government administration, favoring their friends and relatives while treating those they dislike with unjust harshness, oppressive in their actions, prejudiced and unruly. They also use taxation to reap profit, enriching themselves and their families by exactions and fraud. Sometimes local officials extensively tailor awards and fines, welfare projects, and general expenditures, arbitrarily determining prices and measures, with the result that people lose their jobs. These five things are harmful to the people, and anyone who does any of these should be dismissed from office.

Shlomo Goren said. I believe he was the Senior Intelligence Officer and Coordinator of Government Operations in Judea, Samaria, and the Gaza District. Anyway, he said, ‘We are now entering the long, dark tunnel that will lead to the kingdom someday. We already hear the footsteps of Messiah as we begin our dark experiences!

There have been ample opportunities since 1945 to show that material superiority in war is not enough if the will to fight is lacking. In Algeria, Vietnam and Afghanistan the balance of economic and military strength lay overwhelmingly on the side of France, the United States, and the Soviet Union, but the will to win was slowly eroded. Troops became demoralised and brutalised. Even a political solution was abandoned. In all three cases the greater power withdrew. The Second World War was an altogether different conflict, but the will to win was every bit as important - indeed it was more so. The contest was popularly perceived to be about issues of life and death of whole communities rather than for their fighting forces alone. They were issues, wrote one American observer in 1939, 'worth dying for'. If, he continued, 'the will-to-destruction triumphs, our resolution to preserve civilisation must become more implacable...our courage must mount'. Words like 'will' and 'courage' are difficult for historians to use as instruments of cold analysis. They cannot be quantified; they are elusive of definition; they are products of a moral language that is regarded sceptically today, even tainted by its association with fascist rhetoric. German and Japanese leaders believed that the spiritual strength of their soldiers and workers in some indefinable way compensate for their technical inferiority. When asked after the war why Japan lost, one senior naval officer replied that the Japanese 'were short on spirit, the military spirit was weak...' and put this explanation ahead of any material cause. Within Germany, belief that spiritual strength or willpower was worth more than generous supplies of weapons was not confined to Hitler by any means, though it was certainly a central element in the way he looked at the world. The irony was that Hitler's ambition to impose his will on others did perhaps more than anything to ensure that his enemies' will to win burned brighter still. The Allies were united by nothing so much as a fundamental desire to smash Hitlerism and Japanese militarism and to use any weapon to achieve it. The primal drive for victory at all costs nourished Allied fighting power and assuaged the thirst for vengeance. They fought not only because the sum of their resources added up to victory, but because they wanted to win and were certain that their cause was just. The Allies won the Second World War because they turned their economic strength into effective fighting power, and turned the moral energies of their people into an effective will to win. The mobilisation of national resources in this broad sense never worked perfectly, but worked well enough to prevail. Materially rich, but divided, demoralised, and poorly led, the Allied coalition would have lost the war, however exaggerated Axis ambitions, however flawed their moral outlook. The war made exceptional demands on the Allied peoples. Half a century later the level of cruelty, destruction and sacrifice that it engendered is hard to comprehend, let alone recapture. Fifty years of security and prosperity have opened up a gulf between our own age and the age of crisis and violence that propelled the world into war. Though from today's perspective Allied victory might seem somehow inevitable, the conflict was poised on a knife-edge in the middle years of the war. This period must surely rank as the most significant turning point in the history of the modern age.

I AM WRITING IN A time of great anxiety in my country. I understand the anxiety, but also believe America is going to be fine. I choose to see opportunity as well as danger. Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it. I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while deemphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and morally wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I’ve said this earlier but it’s worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, “I hope you will let it go,” about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to almost be darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay.

Time was minutely calculated everywhere in the vast plant so that top managers knew precisely what everyone was supposed to be doing at a given moment. Bell was struck, for instance, by how General Motors “divides the hour into ten six-minute periods…the worker is paid by the numbers of tenths of an hour he works.”27 This minute engineering of work time was connected to very long measures of time in the corporation as well. Seniority pay was finely tuned to the total number of hours a man or woman had worked for General Motors; a laborer could minutely calculate benefits of vacation time and sick leave. The micrometrics of time governed the lower echelons of white-collar offices as well as manual labor on the assembly line, in terms of promotion and benefits.

including salutary effects on the following: • major depression • drug addiction • binge eating • smoking cessation • stress among cancer patients • loneliness among senior citizens • ADHD • asthma • psoriasis • irritable bowel syndrome Studies also indicated that meditation reduced levels of stress hormones, boosted the immune system, made office workers more focused, and improved test scores on the GRE. Apparently mindfulness did everything short of making you able to talk to animals and bend spoons with your mind. This research boom got its start with a Jew-Bu named Jon Kabat-Zinn, a Manhattan-raised, MIT-trained microbiologist who claimed to have had an elaborate epiphany—a “vision,” he called it—while on a retreat in 1979. The substance of the vision was that he could bring meditation to a much broader audience by stripping it of Buddhist metaphysics. Kabat-Zinn designed something called Mindfulness Based Stress Reduction (MBSR), an eight-week course that taught secularized meditation to tens of thousands of people around America and the world. Having a simple, replicable meditation protocol made it easy to test the effects on patients.

As much as they were concerned about the police, the Panthers also took seriously the threat of crime and sought to address the fears of the community they served. With this in mind, they organized Seniors Against a Fearful Environment (SAFE), an escort and bussing service in which young Black people accompanied the elderly on their business around the city. In Los Angeles, when the Party opened an office on Central Avenue, they immediately set about running the drug dealers out of the area. And in Philadelphia, neighbors reported a decrease in violent crime after the Party opened their office, and an increase after the office closed. There, the BPP paid particular attention to gang violence, organizing truces and recruiting gang members to help with the survival programs. It may be that the Panthers reduced crime by virtue of their very existence. Crime, and gang violence especially, dropped during the period of their activity, in part (in the estimate of sociologist Lewis Yablonsky) because the BPP and similar groups “channeled young black and Chicano youth who might have participated in gangbanging violence into relatively positive efforts for social change through political activities.

Dear God, he'd come so close to losing her. Too close. The very thought of how near she'd come to death was enough to take years off his life. Well, no more. He vowed that once he married her, all piratical activity on her part would come to an abrupt end. She could play the Pirate Queen in bed, but beyond that, she would be Lady Falconer, pampered, cherished, adored, and living the life that he, as the most senior officer in the Caribbean, could well afford to give her.

Under the leadership of Henry Kissinger, first as Richard Nixon’s national security adviser and later as secretary of state, the United States sent an unequivocal signal to the most extreme rightist forces that democracy could be sacrificed in the cause of ideological warfare. Criminal operational tactics, including assassination, were not only acceptable but supported with weapons and money. A CIA internal memo laid it out in unsparing terms:        On September 16, 1970 [CIA] Director [Richard] Helms informed a group of senior agency officers that on September 15, President Nixon had decided that an Allende regime was not acceptable to the United States. The President asked the Agency to prevent Allende from coming to power or to unseat him and authorized up to $10 million for this purpose. . . . A special task force was established to carry out this mandate, and preliminary plans were discussed with Dr. Kissinger on 18 September 1970.

One after another, they offered an unvarnished view of the chaos engulfing the region, and Syria in particular. The trends were not good—opposition movements were becoming more extremist, Iran was doubling down on its support for Assad in Syria, Gulf countries were funding groups in Syria and Libya that were more militant than the United States wanted. Most of them argued that the United States was failing to shape events, though I noticed that the most senior correspondent lacked any hope that events could be shaped. Obama listened intently, asking questions as much as he offered his own opinions. When the session was over, I followed him into the Oval Office, where I quickly realized that the session had had the opposite of the effect I intended—where I heard a call to action, Obama had heard a cautionary tale. How could the United States fix a part of the world that was that broken, and that decades of U.S. foreign policy had helped to break?

As the prisoners’ commanding officer and senior medical officer, Dorrigo Evans reported to Major Nakamura that four men had died the day before, two overnight, and that this left eight hundred and thirty-eight POWs. Of this eight hundred and thirty-eight, sixty-seven had cholera and were in the cholera compound, and another one hundred and seventy-nine were in hospital with severe illness. A further one hundred and sixty-seven were too ill for any work other than light duties.

People ask me if I feel guilty about Ayrton. I do. I was one of the senior officers in a team that designed a car in which a great man was killed. Regardless of whether that steering column caused the accident or not, there is no escaping the fact that it was a bad piece of design that should never have been allowed to get on the car. The system that Patrick and I had in place was inadequate; that cannot be disputed. Our lack of a safety-checking system within the design office was exposed.

Oh, it’s a little worse than that,” he said, nettled. “It makes you the illegitimate son of the senior Republican senator from South Dakota. And the press will eat you alive when it comes out. You, Leta, me, everyone our lives touch. Including Cecily. She’ll make a damned great sidebar, with her anthropology degree!” “You’ll lose face with your constituents,” Tate said coldly. “Oh, to hell with that! Maybe I’ll lose my job, so what?” Holden said, glaring at him. “It wouldn’t matter if your mother would speak to me! She cut me off before I got two complete sentences out. She wouldn’t come out here and help me tell you the truth. She hung up on me!” “Good for her! What a pity she didn’t try that thirty-six years ago.” The older man’s eyes darkened. “I loved her,” he said very quietly. “I still love her. I made the mistake of my life when I thought money and power would be worth marrying a vicious damned socialite who could help me politically. Your mother was worth ten of my late wife. I never knew what hell was until I tried to live with the devil’s deal I made to get my office.” He turned away again and sat down on the sofa wearily, glancing at the beer. “You shouldn’t drink,” he said absently. Tate ignored him. He picked up the beer, finished it with pure spite and crushed the empty can. “Aren’t you leaving now?” he asked the other man with biting contempt. Holden let out a long breath. “Where would I go? I live in a big empty house with a Jacuzzi and two Siamese cats. Until a few weeks ago, I thought I had no family left alive.

The Finnish government never deluded itself that the nation could inflict absolute defeat on the Russians: it aspired only to make the price of fulfilling Stalin’s ambitions unacceptably high. This strategy was doomed, however, against an enemy indifferent to human sacrifice. Stalin’s response to the setbacks, indeed humiliations, of the December offensive was to replace failed senior officers—one divisional commander was shot and another spent the rest of the war in the gulag—and to commit massive reinforcements.

When Dr. Fauci took office, America was still ranked among the world’s healthiest populations. An August 2021 study by the Commonwealth Fund ranked America’s health care system dead last among industrialized nations, with the highest infant mortality and the lowest life expectancy. “If health care were an Olympic sport, the US might not qualify in a competition with other high-income nations,”56 laments the study’s lead author, Eric Schneider, who serves as Senior Vice President for Policy and Research at the Commonwealth Fund.

When Dr. Fauci took office, America was still ranked among the world’s healthiest populations. An August 2021 study by the Commonwealth Fund ranked America’s health care system dead last among industrialized nations, with the highest infant mortality and the lowest life expectancy. “If health care were an Olympic sport, the US might not qualify in a competition with other high-income nations,”56 laments the study’s lead author, Eric Schneider, who serves as Senior Vice President for Policy and Research at the Commonwealth Fund. Following

The Marine Corps assumes maximum ignorance from its enlisted folks. It assumes that no one taught you anything about physical fitness, personal hygiene, or personal finances. I took mandatory classes about balancing a checkbook, saving, and investing. When I came home from boot camp with my fifteen-hundred-dollar earnings deposited in a mediocre regional bank, a senior enlisted marine drove me to Navy Federal—a respected credit union—and had me open an account. When I caught strep throat and tried to tough it out, my commanding officer noticed and ordered me to the doctor. We

The fears of militarization Holbrooke had expressed in his final, desperate memos, had come to pass on a scale he could have never anticipated. President Trump had concentrated ever more power in the Pentagon, granting it nearly unilateral authority in areas of policy once orchestrated across multiple agencies, including the State Department. In Iraq and Syria, the White House quietly delegated more decisions on troop deployments to the military. In Yemen and Somalia, field commanders were given authority to launch raids without White House approval. In Afghanistan, Trump granted the secretary of defense, General James Mattis, sweeping authority to set troop levels. In public statements, the White House downplayed the move, saying the Pentagon still had to adhere to the broad strokes of policies set by the White House. But in practice, the fate of thousands of troops in a diplomatic tinderbox of a conflict had, for the first time in recent history, been placed solely in military hands. Diplomats were no longer losing the argument on Afghanistan: they weren’t in it. In early 2018, the military began publicly rolling out a new surge: in the following months, up to a thousand new troops would join the fourteen thousand already in place. Back home, the White House itself was crowded with military voices. A few months into the Trump administration, at least ten of twenty-five senior leadership positions on the president’s National Security Council were held by current or retired military officials. As the churn of firings and hirings continued, that number grew to include the White House chief of staff, a position given to former general John Kelly. At the same time, the White House ended the practice of “detailing” State Department officers to the National Security Council. There would now be fewer diplomatic voices in the policy process, by design.

In 2014, a senior executive from the Ford Motor Company told an audience at the Consumer Electronics Show, “We know everyone who breaks the law, we know when you’re doing it. We have GPS in your car, so we know what you’re doing.” This came as a shock and surprise, since no one knew Ford had its car owners under constant surveillance. The company quickly retracted the remarks, but the comments left a lot of wiggle room for Ford to collect data on its car owners. We know from a Government Accountability Office report that both automobile companies and navigational aid companies collect a lot of location data from their users.

I don’t ask for a miracle,” Helmar resumed, “but I do need speed, boldness, and sagacity.” He was in the red leather chair beyond the end of Wolfe’s desk, with his briefcase on the little table at his elbow. His voice was a raspy oratorical baritone, hard and bony like him. He was going on. “And discretion—that is essential. You have it, I know. As for me, I am a senior partner in a law firm of the highest repute, with offices at Forty Wall Street. A young woman for whom I am responsible has disappeared, and there is reason to fear that she is doing something foolish and may even be in jeopardy. She must be found as quickly as possible.

the command’s “true basis lies in the earnest cooperation of the senior officers assigned to an allied theater. Since cooperation, in turn, implies such things as selflessness, devotion to a common cause, generosity in attitude, and mutual confidence, it is easy to see that actual unity in an allied command depends directly upon the individuals in the field…. Patience, tolerance, frankness, absolute honesty in all dealings, particularly with all persons of the opposite nationality, and firmness, are absolutely essential…. [T] he thing you must strive for is the utmost in mutual respect and confidence among the group of seniors making up the allied command [Eisenhower’s italics].” Eisenhower practiced what he preached. No matter how wearing his duties or how grim the military outlook, by act of will Eisenhower as supreme commander “firmly determined that my mannerisms and speech in public would always reflect the cheerful certainty of victory.” His British colleague and sometime rival Bernard Montgomery conceded that Eisenhower’s “real strength lies in his human qualities…. He has the power of drawing the hearts of men towards him as a magnet attracts the bits of metal. He merely has to smile at you, and you trust him at once. He is the very incarnation of sincerity.” Omar Bradley noted more succinctly that Eisenhower’s smile was worth twenty divisions.

LISBON, HARRIMAN FACED another delay. The KLM flight to Bristol, England, was in high demand, and passengers with the most senior official rank, like Ambassador Biddle, took priority. The delay lasted three days. Harriman did not suffer, however. He stayed at the Hotel Palácio, in Estoril, on the Portuguese Riviera, known both for its luxury and for being a cradle of espionage. Here, in fact, he met briefly with Colonel Donovan, who was now, after his Sunday at Chequers, on his way back to Washington, where he would soon become head of America’s top wartime spy agency, the Office of Strategic Services. Ever striving for efficiency, Harriman decided to take advantage of the delay by having

SEPTEMBER 1, 1939 WASHINGTON, D.C. The Nazis invaded Poland on a Friday. At 2:50 a.m., President Roosevelt was awakened at the White House residence by a phone call from William Bullitt, the U.S. ambassador in Paris, with news that German planes were bombing Warsaw and that German panzer divisions had punctured the borders. “Well, Bill, it’s come at last,” the president said. “God help us all.” A few hours later, the president met in the Oval Office with Secretary Hull, Undersecretary Sumner Welles, Secretary of War Henry Stimson, and Harry Hopkins, the commerce secretary and one of Roosevelt’s closest confidants. William Barrett, Hull’s senior advisor, sat in on the meeting to take notes.

Neighbors turned surly; petty jealousies flared into denunciations made to the SA—the Storm Troopers—or to the newly founded Geheime Staatspolizei, only just becoming known by its acronym, Gestapo (GEheime STAatsPOlizei), coined by a post office clerk seeking a less cumbersome way of identifying the agency. The Gestapo’s reputation for omniscience and malevolence arose from a confluence of two phenomena: first, a political climate in which merely criticizing the government could get one arrested, and second, the existence of a populace eager not just to step in line and become coordinated but also to use Nazi sensitivities to satisfy individual needs and salve jealousies. One study of Nazi records found that of a sample of 213 denunciations, 37 percent arose not from heartfelt political belief but from private conflicts, with the trigger often breathtakingly trivial. In October 1933, for example, the clerk at a grocery store turned in a cranky customer who had stubbornly insisted on receiving three pfennigs in change. The clerk accused her of failure to pay taxes. Germans denounced one another with such gusto that senior Nazi officials urged the populace to be more discriminating as to what circumstances might justify a report to the police. Hitler himself acknowledged, in a remark to his minister of justice, “we are living at present in a sea of denunciations and human meanness.

Sir, you do understand that - officially - I'm not actually a centurion. I haven't even been assigned to a legion yet.' The general continued writing as he spoke. 'What was the name?' 'Corbulo, sir.' 'Corbulo, you have an officer's tunic and an officer's helmet; and you completed full officer training did you not?' Cassius nodded. He could easily recall every accursed test and drill. Though he'd excelled in the cerebral disciplines and somehow survived the endless marches and swims, he had rated poorly with sword in hand and had been repeatedly described as "lacking natural leadership ability." The academy's senior centurion had seemed quite relieved when the letter from the Service arrived. 'I did, sir, but it was felt I would be more suited to intelligence work than the legions, I really would prefer -' 'And you did take an oath? To Rome, the Army and the Emperor?' 'I did, sir, and of course I am happy to serve but -' The General finished the orders. He rolled the sheet up roughly and handed it to Cassius. 'Dismissed.' 'Yes, sir. Sorry, sir. I just have one final question.' The General was on his way back to his chair. He turned around and fixed Cassius with an impatient stare. 'Sir - how should I present myself to the troops? In terms of rank I mean.' 'They will assume you are a centurion, and I can see no practical reason whatsoever to disabuse them of that view.

The cash arrived without warning. None of the officials at the bank branch in Erbil knew the money was coming, and they had no idea at first what to do with it. The Americans unloaded it into piles, after which it was stored in the bank building until bank officials could figure out what to do next. Later, after senior American officials realized that the cash had been left with bank officials who were entirely unprepared to receive it, they called back to the bank branch in Erbil to check on it. The American officials were told that the cash had been taken care of and that everything was fine, according to staffers with Bowen’s IG office. The CPA never saw the money again, never knew where it went or how it was spent.

Above all, however, resist the temptation to cover the entire room in foam--I can't tell you how often college studios in particular succumb to this seductive error. It is quite simply a recipe for disaster, because it hoovers up the top half of the room's reverberation, making for an extremely unnatural working environment. Although it makes good sense to damp down strong early reflections that can potentially comb filter your frequency response, you also want your monitoring environment to bear at least a passing resemblance to real-world living rooms and offices. If you plaster your whole studio in foam, you'll basically be mixing for people in padded cells--perhaps not the most lucrative demographic to set your sights on!

The gun was lying next to the sprinkler, under a bush, about seventy-five feet - or halfway - up the steep hill. Steven had watched "Dragnet" on TV; he knew how guns should be handled. Picking it up very carefully by the top of the barrel, so as not to eradicate prints, Steven took the gun back to his house and showed it to his father, Bernard Weiss. The senior Weiss took one look and called LAPD. Officer Micheal Watson, on patrol in the area, responded to the radio call. More than a year later Steven would be asked to describe the incident from the witness stand: Q. "Did you show him [Watson] the gun?" A. "Yes." Q. "Did he touch the gun?" A. "Yes." Q. "How did he touch it?" A. "With both hands, all over the gun." So much for "Dragnet.

Since Modi’s ascension to office, what has happened in the ED, which had registered a preliminary case against Adani in Ahmedabad and was handed details of DRI findings, is illustrative. The officer heading the Ahmedabad branch of the directorate was raided by the CBI, which accused him of possessing disproportionate assets. It failed to prove anything at all, despite months of investigation. The two senior-most officers in the Mumbai regional office, who oversaw the investigations in Ahmedabad, were forced out of the agency. The tenure of Rajan S. Katoch, who was heading the directorate when the case was opened, also ended abruptly. Apart from the Adani case, the Ahmedabad ED investigators were also pursuing some of the biggest money launderers of Gujarat.

He had panicked. Tessier cursed his own stupidity. He should have remained in the column where he would have been protected. Instead, he saw an enemy coming for him like a revenant rising from a dark tomb, and had run first instead of thinking. Except this was no longer a French stronghold. The forts had all been captured and surrendered and the glorious revolutionary soldiers had been defeated. If the supply ships had made it through the blockade, Vaubois might still have been able to defend the city, but with no food, limited ammunition and disease rampant, defeat was inevitable. Tessier remembered the gut-wrenching escape from Fort Dominance where villagers spat at him and threw rocks. One man had brought out a pistol and the ball had slapped the air as it passed his face. Another man had chased him with an ancient boar spear and Tessier, exhausted from the fight, had jumped into the water. He had nearly drowned in that cold grey sea, only just managing to cling to a rock whilst the enemy searched the shoreline. The British warship was anchored outside the village, and although Tessier could see men on-board, no one had spotted him. Hours passed by. Then, when he considered it was clear, he swam ashore to hide in the malodorous marshland outside Mġarr. His body shivered violently and his skin was blue and wrinkled like withered fruit, but in the night-dark light he lived. He had crept to a fishing boat, donned a salt-stained boat cloak and rowed out to Malta's monochrome coastline. He had somehow managed to escape capture by abandoning the boat to swim into the harbour. From there it had been easy to climb the city walls and to safety. He had written his account of the marines ambush, the fort’s surrender and his opinion of Chasse, to Vaubois. Tessier wanted Gamble cashiered and Vaubois promised to take his complaint to the senior British officer when he was in a position to. Weeks went past. Months. A burning hunger for revenge changed to a desire for provisions. And until today, Tessier reflected that he would never see Gamble again. Sunlight twinkled on the water, dazzling like a million diamonds scattered across its surface. Tessier loaded his pistol in the shadows where the air was still and cool. He had two of them, a knife and a sword, and, although starving and crippled with stomach cramps, he would fight as he had always done so: with everything he had.

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

Maj. Charles Abeyawardena, a strategic planning officer with the Army’s Center for Lessons Learned at Fort Leavenworth, Kansas, arrived in Afghanistan in 2005 to interview U.S. combat advisers and senior Afghan officials about their experiences. As an aside, he decided to ask low-ranking Afghan soldiers why they had enlisted. He said their responses echoed those usually given by American troops: it’s a solid paycheck, I want to serve my country, it’s an opportunity to do something new with my life. But when he followed up by asking whether they would stay in the Afghan army after the United States left, the answers startled him. “The majority, almost everyone I talked to, said, ‘No,’ ” Abeyawardena said in an Army oral-history interview. “They were going to go back and grow opium or marijuana or something like that, because that’s where the money is.

Some judicial officials began to notice the unusual frequency of deaths among the inmates of institutions and some prosecutors even considered asking the Gestapo to investigate the killings. However, none went so far as Lothar Kreyssig, a judge in Brandenburg who specialized in matters of wardship and adoption. A war veteran and a member of the Confessing Church, Kreyssig became suspicious when psychiatric patients who were wards of the court and therefore fell within his area of responsibility began to be transferred from their institutions and were shortly afterwards reported to have died suddenly. Kreyssig wrote Justice Minister Gortner to protest against what he described as an illegal and immoral programme of mass murder. The Justice Minister's response to this and other, similar, queries from local law officers was to try once more to draft a law giving effective immunity to the murderers, only to have it vetoed by Hitler on the grounds that the publicity would give dangerous ammunition to Allied propaganda. Late in April 1941 the Justice Ministry organized a briefing of senior judges and prosecutors by Brack and Heyde, to try to set their minds at rest. In the meantime, Kreyssig was summoned to an interview with the Ministry's top official, State Secretary Roland Freisler, who informed him that the killings were being carried out on Hitler's orders. Refusing to accept this explanation, Kreyssig wrote to the directors of psychiatric hospitals in his district informing them that transfers to killing centres were illegal, and threatening legal action should they transport any of their patients who came within his jurisdiction. It was his legal duty, he proclaimed, to protect the interests and indeed the lives of his charges. A further interview with Gortner failed to persuade him that he was wrong to do this, and he was compulsorily retired in December 1941.

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

The typical home owner suffers a minimum loss of nearly $2,000 in stolen goods or property damage. Burglary is a more common crime that is committed by criminals, says Charles Sczuroski, a former police officer and now senior trainer for the National Crime Prevention Council. Burglary is one of the easiest crimes to prevent, but if it happens at your home or in your office, you can lose a lot of possessions. A break-in, even when you're not there, has really bad impact on you and your families? sense where they feel insecure. There are steps you can take to prevent break INS in your home or in your business. You should have a professional company like Digital Surveillance install security cameras and alarm system at your home or business, so you can monitor when you are away. Footage from Security cameras can be used to prosecute the intruders and get them off streets. CCTV Security Cameras Installation gives you peace of mind and a feel of relaxation weather you are at home or not but you are still able to see what's happening in your absence.

Life in the years between 1993 and 1998 went on as life in places like Derry always does: the buds of April became the brittle, blowing leaves of October; Christmas trees were brought into homes in mid-December and hauled off in the backs of Dumpsters with strands of tinsel still hanging sadly from their boughs during the first week of January; babies came in through the in door and old folks went out through the out door. Sometimes people in the prime of their lives went out through the out door, too. In Derry there were five years of haircuts and permanents, storms and senior proms, coffee and cigarettes, steak dinners at Parker's Cove and hotdogs at the Little League field. Girls and boys fell in love, drunks fell out of cars, short skirts fell out of favor. People reshingled their roofs and repaved their driveways. Old bums were voted out of office; new bums were voted in. It was life, often unsatisfying, frequently cruel, usually boring, sometimes beautiful, once in awhile exhilarating. The fundamental things continued to apply as time went by.

In May 1981, Yuri Andropov, chairman of the KGB, gathered his senior officers in a secret conclave to issue a startling announcement: America was planning to launch a nuclear first strike, and obliterate the Soviet Union. For more than twenty years, a nuclear war between East and West had been held at bay by the threat of mutually assured destruction, the promise that both sides would be annihilated in any such conflict, regardless of who started it. But by the end of the 1970s the West had begun to pull ahead in the nuclear arms race, and tense détente was giving way to a different sort of psychological confrontation, in which the Kremlin feared it could be destroyed and defeated by a preemptive nuclear attack. Early in 1981, the KGB carried out an analysis of the geopolitical situation, using a newly developed computer program, and concluded that “the correlation of world forces” was moving in favor of the West. Soviet intervention in Afghanistan was proving costly, Cuba was draining Soviet funds, the CIA was launching aggressive covert action against the USSR, and the US was undergoing a major military buildup: the Soviet Union seemed to be losing the Cold War, and, like a boxer exhausted by long years of sparring, the Kremlin feared that a single, brutal sucker punch could end the contest. The KGB chief’s conviction that the USSR was vulnerable to a surprise nuclear attack probably had more to do with Andropov’s personal experience than rational geopolitical analysis. As Soviet ambassador to Hungary in 1956, he had witnessed how quickly an apparently powerful regime might be toppled. He had played a key role in suppressing the Hungarian Uprising. A dozen years later, Andropov again urged “extreme measures” to put down the Prague Spring. The “Butcher of Budapest” was a firm believer in armed force and KGB repression. The head of the Romanian secret police described him as “the man who substituted the KGB for the Communist Party in governing the USSR.” The confident and bullish stance of the newly installed Reagan administration seemed to underscore the impending threat. And so, like every genuine paranoiac, Andropov set out to find the evidence to confirm his fears. Operation RYAN (an acronym for raketno-yadernoye napadeniye, Russian for “nuclear missile attack”) was the biggest peacetime Soviet intelligence operation ever launched.

And, in treating of the social relations with the middle classes which the Prince had at Doncières, it may be as well to add these few words. The lieutenant-colonel played the piano beautifully; the senior medical officer’s wife sang like a Conservatoire medallist. This latter couple, as well as the lieutenant-colonel and his wife, used to dine every week with M. de Borodino. They were flattered, unquestionably, knowing that when the Prince went to Paris on leave he dined with Mme. de Pourtalès, and the Murats, and people like that. “But,” they said to themselves, “he’s just a captain, after all; he’s only too glad to get us to come. Still, he’s a real friend, you know.” But when M. de Borodino, who had long been pulling every possible wire to secure an appointment for himself nearer Paris, was posted to Beauvais, he packed up and went, and forgot as completely the two musical couples as he forgot the Doncières theatre and the little restaurant to which he used often to send out for his luncheon, and, to their great indignation, neither the lieutenant-colonel nor the senior medical officer, who had so often sat at his table, ever had so much as a single word from him for the rest of their lives

I rewrote and re-sent the email—not to the head of the school now, but to his boss, the director of Field Service Group. Though he was higher up the totem pole than the head of the school, the D/FSG was pretty much equivalent in rank and seniority to a few of the personnel I’d dealt with at headquarters. Then I copied the email to his boss, who definitely was not. A few days later, we were in a class on something like false subtraction as a form of field-expedient encryption, when a front-office secretary came in and declared that the old regime had fallen. Unpaid overtime would no longer be required, and, effective in two weeks, we were all being moved to a much nicer hotel. I remember the giddy pride with which she announced, “A Hampton Inn!” I had only a day or so to revel in my glory before class was interrupted again. This time, the head of the school was at the door, summoning me back to his office. Spo immediately leaped from his seat, enveloped me in a hug, mimed wiping away a tear, and declared that he’d never forget me. The head of the school rolled his eyes. There, waiting in the school head’s office was the director of the Field Service Group—the school head’s boss, the boss of nearly everyone on the TISO career track, the boss whose boss I’d emailed.

My time at Eton did develop in me a character trait that is essentially, I guess, very English: the notion that it is best to be the sort of person who messes about and plays the fool but who, when it really matters, is tough to the core. I think it goes back to the English Scarlet Pimpernel mentality: the nobility of aspiring to be the hidden hero. (In fact, I am sure it is no coincidence that over the years, so many senior SAS officers have also been Old Etonians. Now explain that one, when the SAS really is the ultimate meritocracy? No school tie can earn you a place there. That comes only with sweat and hard work. But the SAS also attracts a certain personality and attitude. It favors the individual, the maverick, and the quietly talented. That was Eton for you, too.) This is essentially a very English ethos: work hard, play hard; be modest; do your job to your utmost, laugh at yourself; and sometimes, if you have to, cuff it. I found that these qualities were ones that I loved in others, and they were qualities that subconsciously I was aspiring to in myself--whether I knew it or not. One truth never changed for me at Eton: however much I threw myself into life there, the bare fact was that I still really lived for the holidays--to be back at home with my mum and dad, and Lara, in the Isle of Wight. It was always where my heart really was.

Shortly before our CFO’s pep talk, another high-level executive at the bank stopped me in the hall to give me what he considered some critical advice. “A lot of smart kids like you come through the bank, and they use it for a stepping stone,” he said. “They stay for a year or two and then they leave. I think that’s a huge mistake. Look at me: I’ve been here forever and I’m happier than anyone I know. This place rewards loyalty, and I’m good at my job because I’ve got my finger right on the pulse of the company. I know everything that’s going on.” A week later, I saw two workmen hauling boxes out of his office. He was a victim of the bank’s first-ever round of layoffs. I’m not trying to put this man down for his faith in the bank or make light of his unemployment. I want to use his story to make another point about failure in business. That chat reinforced something else I was beginning to learn: people in management positions, even very senior management positions, are often completely wrong about the fortunes of their own companies. More important, in making these misjudgments, they almost always err on the side of excessive optimism. They think their businesses are in much better shape than they actually are. Jerry’s rig utilization chart at Global Marine and our own CFO’s boasts about Joe DiMaggio only underscored this lesson for me at the time. And, three decades and over 1,400 meetings with other executives later, I can say this tendency is as pronounced as ever.

It’s a heady question, how women balance these concerns. Recently, the question has found its way back to the center of a contentious and very emotional debate. If you’re Sheryl Sandberg, the chief operating officer of Facebook and author of Lean In, you believe that women should stop getting in their own way as they pursue their professional dreams—they should speak up, assert themselves, defend their right to dominate the boardroom and proudly wear the pants. If you’re Anne-Marie Slaughter, the former top State Department official who wrote a much-discussed story about work-life balance for The Atlantic in June 2012, you believe that the world, as it is currently structured, cannot accommodate the needs of women who are ambitious in both their professions and their home lives—social and economic change is required. There’s truth to both arguments. They’re hardly mutually exclusive. Yet this question tends to get framed, rather tiresomely, as one of how and whether women can “have it all,” when the fact of the matter is that most women—and men, for that matter—are simply trying to keep body and soul together. The phrase “having it all” has little to do with what women want. If anything, it’s a reflection of a widespread and misplaced cultural belief, shared by men and women alike: that we, as middle-class Americans, have been given infinite promise, and it’s our obligation to exploit every ounce of it. “Having it all” is the phrase of a culture that, as Adam Phillips implies in Missing Out, is tyrannized by the idea of its own potential.

We then reached a fork in the valley. Should we go left or right? Dad called it left. I had a very powerful intuition that right was the choice we should make. Dad insisted left. I insisted right. It was a fifty-fifty call and he relented. Within two hundred yards we stumbled across a snowy track through the woods and followed it excitedly. Within a mile it came out on a mountain road, and within ten minutes we had flagged down a lift from a car heading up the hill in the darkness. We had found salvation, and I was beat. The car dropped us off at the gates of the garrison thirty minutes later. It was, by then, late into the night, but I was suddenly buzzing with energy and excitement. The fatigue had gone. Dad knew that I had made the right call up there--if we had chosen left we would still be trudging into the unknown. I felt so proud. In truth it was probably luck, but I learned another valuable lesson that night: Listen to the quiet voice inside. Intuition is the noise of the mind. As we tromped back through the barracks, though, we noticed there was an unusual amount of activity for the early hours of a weekday morning. It soon became very clear why. First a sergeant appeared, followed by another soldier, and then we were ushered into the senior officers’ block. There was my uncle, standing in uniform looking both tired and serious. I started to break out into a big smile. So did Dad. Well, I was excited. We had cheated a slow, lingering hypothermic death, lost together in the mountains. We were alive. Our enthusiasm was countered by the immortal words from my uncle, the brigadier, saying: “I wouldn’t smile if I was you…” He continued, “The entire army mountain rescue team is currently out scouring the mountains for you, on foot and in the air with the search-and-rescue helicopter. I hope you have a good explanation.” We didn’t, of course, save that we had been careless, and we had got lucky; but that’s life sometimes. And the phrase: “I wouldn’t smile if I was you,” has gone down into Grylls family folklore.

The goal was ambitious. Public interest was high. Experts were eager to contribute. Money was readily available. Armed with every ingredient for success, Samuel Pierpont Langley set out in the early 1900s to be the first man to pilot an airplane. Highly regarded, he was a senior officer at the Smithsonian Institution, a mathematics professor who had also worked at Harvard. His friends included some of the most powerful men in government and business, including Andrew Carnegie and Alexander Graham Bell. Langley was given a $50,000 grant from the War Department to fund his project, a tremendous amount of money for the time. He pulled together the best minds of the day, a veritable dream team of talent and know-how. Langley and his team used the finest materials, and the press followed him everywhere. People all over the country were riveted to the story, waiting to read that he had achieved his goal. With the team he had gathered and ample resources, his success was guaranteed. Or was it? A few hundred miles away, Wilbur and Orville Wright were working on their own flying machine. Their passion to fly was so intense that it inspired the enthusiasm and commitment of a dedicated group in their hometown of Dayton, Ohio. There was no funding for their venture. No government grants. No high-level connections. Not a single person on the team had an advanced degree or even a college education, not even Wilbur or Orville. But the team banded together in a humble bicycle shop and made their vision real. On December 17, 1903, a small group witnessed a man take flight for the first time in history. How did the Wright brothers succeed where a better-equipped, better-funded and better-educated team could not? It wasn’t luck. Both the Wright brothers and Langley were highly motivated. Both had a strong work ethic. Both had keen scientific minds. They were pursuing exactly the same goal, but only the Wright brothers were able to inspire those around them and truly lead their team to develop a technology that would change the world. Only the Wright brothers started with Why. 2.

Learn how to critique. The value of exercises is very much a product of the quality of the critique, because it is in the critique that lessons can be drawn for all to see. Today, many critiques are poor quality. Often, they are not a critique at all, but just a narrative of who shot whom. At other times, the critique is stifled by an etiquette that demands no one be criticized and nothing negative be said. Too often, critiques can be summarized as “The comm was fouled up but we all did great.” There are a number of things you can do locally to improve the quality of critiques: First, the commanding officer can set a ground rule that demands frankness in critiquing. A good way to encourage this is for the CO to give a trenchant self-critique of his own actions and encourage others to do the same. Beginning a critique with the most junior officers and ending up with the most senior can also help encourage frankness. Second, a critique should be defined as something that looks beyond what happened to why it happened as it did. It may be helpful to look for instances where key decisions were made and ask the man who made them such questions as, “What options did you have here? What other options did you have that you failed to see? How quickly were you able to see, decide and act? If you were too slow, why? Why did you do what you did? Was your reasoning process sound, and if not, why not?” Third, the unit commander can attempt to identify individuals who are good critiquers and have them lead the critique. Not everyone can do it well; it takes a certain natural ability. Finally, the unit can hold a class on critiquing and from it develop some critique SOPs. These can help exercise participants look for key points during the exercise, points that can later serve to frame the critique. These actions are not substitutes for an overall reform of Marine Corps training. But they are concrete ways you can improve your own training. And just as individual self-education will be important after the schools are reformed, so these actions will help you train even after overall training is improved.

MY PROCESS I got bullied quite a bit as a kid, so I learned how to take a punch and how to put up a good fight. God used that. I am not afraid of spiritual “violence” or of facing spiritual fights. My Dad was drafted during Vietnam and I grew up an Army brat, moving around frequently. God used that. I am very spiritually mobile, adaptable, and flexible. My parents used to hand me a Bible and make me go look up what I did wrong. God used that, as well. I knew the Word before I knew the Lord, so studying Scripture is not intimidating to me. I was admitted into a learning enrichment program in junior high. They taught me critical thinking skills, logic, and Greek Mythology. God used that, too. In seventh grade I was in school band and choir. God used that. At 14, before I even got saved, a youth pastor at my parents’ church taught me to play guitar. God used that. My best buddies in school were a druggie, a Jewish kid, and an Irish soccer player. God used that. I broke my back my senior year and had to take theatre instead of wrestling. God used that. I used to sleep on the couch outside of the Dean’s office between classes. God used that. My parents sent me to a Christian college for a semester in hopes of getting me saved. God used that. I majored in art, advertising, astronomy, pre-med, and finally English. God used all of that. I made a woman I loved get an abortion. God used (and redeemed) that. I got my teaching certification. I got plugged into a group of sincere Christian young adults. I took courses for ministry credentials. I worked as an autism therapist. I taught emotionally disabled kids. And God used each of those things. I married a pastor’s daughter. God really used that. Are you getting the picture? San Antonio led me to Houston, Houston led me to El Paso, El Paso led me to Fort Leonard Wood, Fort Leonard Wood led me back to San Antonio, which led me to Austin, then to Kentucky, then to Belton, then to Maryland, to Pennsylvania, to Dallas, to Alabama, which led me to Fort Worth. With thousands of smaller journeys in between. The reason that I am able to do the things that I do today is because of the process that God walked me through yesterday. Our lives are cumulative. No day stands alone. Each builds upon the foundation of the last—just like a stairway, each layer bringing us closer to Him. God uses each experience, each lesson, each relationship, even our traumas and tragedies as steps in the process of becoming the people He made us to be. They are steps in the process of achieving the destinies that He has encoded into the weave of each of our lives. We are journeymen, finding the way home. What is the value of the journey? If the journey makes us who we are, then the journey is priceless.

A Jewish boy comes to his father and asks, ‘Dad, why shouldn’t we eat pork?’ The father strokes his long white beard thoughtfully and answers, ‘Well, Yankele, that’s how the world works. You are still young and you don’t understand, but if we eat pork, God will punish us and we will come to a bad end. It isn’t my idea. It’s not even the rabbi’s idea. If the rabbi had created the world, maybe he would have created a world in which pork was perfectly kosher. But the rabbi didn’t create the world – God did it. And God said, I don’t know why, that we shouldn’t eat pork. So we shouldn’t. Capeesh?’ In 1943 a German boy comes to his father, a senior SS officer, and asks, ‘Dad, why are we killing the Jews?’ The father puts on his shiny leather boots, and meanwhile explains, ‘Well, Fritz, that’s how the world works. You are still young and you don’t understand, but if we allow the Jews to live, they will cause the degeneration and extinction of humankind. It’s not my idea, and it’s not even the Führer’s idea. If Hitler had created the world, maybe he would have created a world in which the laws of natural selection did not apply, and Jews and Aryans could all live together in perfect harmony. But Hitler didn’t create the world. He just managed to decipher the laws of nature, and then instructed us how to live in line with them. If we disobey these laws, we will come to a bad end. Is that clear?!’ In 2016 a British boy comes to his father, a liberal MP, and asks, ‘Dad, why should we care about the human rights of Muslims in the Middle East?’ The father puts down his cup of tea, thinks for a moment, and says, ‘Well, Duncan, that’s how the world works. You are still young and you don’t understand, but all humans, even Muslims in the Middle East, have the same nature and therefore enjoy the same natural rights. This isn’t my idea, nor a decision of Parliament. If Parliament had created the world, universal human rights might well have been buried in some subcommittee along with all that quantum physics stuff. But Parliament didn’t create the world, it just tries to make sense of it, and we must respect the natural rights even of Muslims in the Middle East, or very soon our own rights will also be violated, and we will come to a bad end. Now off you go.’ Liberals, communists and followers of other modern creeds dislike describing their own system as a ‘religion’, because they identify religion with superstitions and supernatural powers. If you tell communists or liberals that they are religious, they think you accuse them of blindly believing in groundless pipe dreams. In fact, it means only that they believe in some system of moral laws that wasn’t invented by humans, but which humans must nevertheless obey. As far as we know, all human societies believe in this. Every society tells its members that they must obey some superhuman moral law, and that breaking this law will result in catastrophe.

A Jewish boy comes to his father and asks, ‘Dad, why shouldn’t we eat pork?’ The father strokes his long white beard thoughtfully and answers, ‘Well, Yankele, that’s how the world works. You are still young and you don’t understand, but if we eat pork, God will punish us and we will come to a bad end. It isn’t my idea. It’s not even the rabbi’s idea. If the rabbi had created the world, maybe he would have created a world in which pork was perfectly kosher. But the rabbi didn’t create the world – God did it. And God said, I don’t know why, that we shouldn’t eat pork. So we shouldn’t. Capeesh?’ In 1943 a German boy comes to his father, a senior SS officer, and asks, ‘Dad, why are we killing the Jews?’ The father puts on his shiny leather boots, and meanwhile explains, ‘Well, Fritz, that’s how the world works. You are still young and you don’t understand, but if we allow the Jews to live, they will cause the degeneration and extinction of humankind. It’s not my idea, and it’s not even the Führer’s idea. If Hitler had created the world, maybe he would have created a world in which the laws of natural selection did not apply, and Jews and Aryans could all live together in perfect harmony. But Hitler didn’t create the world. He just managed to decipher the laws of nature, and then instructed us how to live in line with them. If we disobey these laws, we will come to a bad end. Is that clear?!’ In 2016 a British boy comes to his father, a liberal MP, and asks, ‘Dad, why should we care about the human rights of Muslims in the Middle East?’ The father puts down his cup of tea, thinks for a moment, and says, ‘Well, Duncan, that’s how the world works. You are still young and you don’t understand, but all humans, even Muslims in the Middle East, have the same nature and therefore enjoy the same natural rights. This isn’t my idea, nor a decision of Parliament. If Parliament had created the world, universal human rights might well have been buried in some subcommittee along with all that quantum physics stuff. But Parliament didn’t create the world, it just tries to make sense of it, and we must respect the natural rights even of Muslims in the Middle East, or very soon our own rights will also be violated, and we will come to a bad end. Now off you go.’ Liberals, communists and followers of other modern creeds dislike describing their own system as a ‘religion’, because they identify religion with superstitions and supernatural powers. If you tell communists or liberals that they are religious, they think you accuse them of blindly believing in groundless pipe dreams. In fact, it means only that they believe in some system of moral laws that wasn’t invented by humans, but which humans must nevertheless obey. As far as we know, all human societies believe in this. Every society tells its members that they must obey some superhuman moral law, and that breaking this law will result in catastrophe.

A Jewish boy comes to his father and asks, ‘Dad, why shouldn’t we eat pork?’ The father strokes his long white beard thoughtfully and answers, ‘Well, Yankele, that’s how the world works. You are still young and you don’t understand, but if we eat pork, God will punish us and we will come to a bad end. It isn’t my idea. It’s not even the rabbi’s idea. If the rabbi had created the world, maybe he would have created a world in which pork was perfectly kosher. But the rabbi didn’t create the world – God did it. And God said, I don’t know why, that we shouldn’t eat pork. So we shouldn’t. Capeesh?’ In 1943 a German boy comes to his father, a senior SS officer, and asks, ‘Dad, why are we killing the Jews?’ The father puts on his shiny leather boots, and meanwhile explains, ‘Well, Fritz, that’s how the world works. You are still young and you don’t understand, but if we allow the Jews to live, they will cause the degeneration and extinction of humankind. It’s not my idea, and it’s not even the Führer’s idea. If Hitler had created the world, maybe he would have created a world in which the laws of natural selection did not apply, and Jews and Aryans could all live together in perfect harmony. But Hitler didn’t create the world. He just managed to decipher the laws of nature, and then instructed us how to live in line with them. If we disobey these laws, we will come to a bad end. Is that clear?!’ In 2016 a British boy comes to his father, a liberal MP, and asks, ‘Dad, why should we care about the human rights of Muslims in the Middle East?’ The father puts down his cup of tea, thinks for a moment, and says, ‘Well, Duncan, that’s how the world works. You are still young and you don’t understand, but all humans, even Muslims in the Middle East, have the same nature and therefore enjoy the same natural rights. This isn’t my idea, nor a decision of Parliament. If Parliament had created the world, universal human rights might well have been buried in some subcommittee along with all that quantum physics stuff. But Parliament didn’t create the world, it just tries to make sense of it, and we must respect the natural rights even of Muslims in the Middle East, or very soon our own rights will also be violated, and we will come to a bad end. Now off you go.’ Liberals, communists and followers of other modern creeds dislike describing their own system as a ‘religion’, because they identify religion with superstitions and supernatural powers. If you tell communists or liberals that they are religious, they think you accuse them of blindly believing in groundless pipe dreams. In fact, it means only that they believe in some system of moral laws that wasn’t invented by humans, but which humans must nevertheless obey. As far as we know, all human societies believe in this. Every society tells its members that they must obey some superhuman moral law, and that breaking this law will result in catastrophe.

Anna Chapman was born Anna Vasil’yevna Kushchyenko, in Volgograd, formally Stalingrad, Russia, an important Russian industrial city. During the Battle of Stalingrad in World War II, the city became famous for its resistance against the German Army. As a matter of personal history, I had an uncle, by marriage that was killed in this battle. Many historians consider the battle of Stalingrad the largest and bloodiest battle in the history of warfare. Anna earned her master's degree in economics in Moscow. Her father at the time was employed by the Soviet embassy in Nairobi, Kenya, where he allegedly was a senior KGB agent. After her marriage to Alex Chapman, Anna became a British subject and held a British passport. For a time Alex and Anna lived in London where among other places, she worked for Barclays Bank. In 2009 Anna Chapman left her husband and London, and moved to New York City, living at 20 Exchange Place, in the Wall Street area of downtown Manhattan. In 2009, after a slow start, she enlarged her real-estate business, having as many as 50 employees. Chapman, using her real name worked in the Russian “Illegals Program,” a group of sleeper agents, when an undercover FBI agent, in a New York coffee shop, offered to get her a fake passport, which she accepted. On her father’s advice she handed the passport over to the NYPD, however it still led to her arrest. Ten Russian agents including Anna Chapman were arrested, after having been observed for years, on charges which included money laundering and suspicion of spying for Russia. This led to the largest prisoner swap between the United States and Russia since 1986. On July 8, 2010 the swap was completed at the Vienna International Airport. Five days later the British Home Office revoked Anna’s citizenship preventing her return to England. In December of 2010 Anna Chapman reappeared when she was appointed to the public council of the Young Guard of United Russia, where she was involved in the education of young people. The following month Chapman began hosting a weekly TV show in Russia called Secrets of the World and in June of 2011 she was appointed as editor of Venture Business News magazine. In 2012, the FBI released information that Anna Chapman attempted to snare a senior member of President Barack Obama's cabinet, in what was termed a “Honey Trap.” After the 2008 financial meltdown, sources suggest that Anna may have targeted the dapper Peter Orzag, who was divorced in 2006 and served as Special Assistant to the President, for Economic Policy. Between 2007 and 2010 he was involved in the drafting of the federal budget for the Obama Administration and may have been an appealing target to the FSB, the Russian Intelligence Agency. During Orzag’s time as a federal employee, he frequently came to New York City, where associating with Anna could have been a natural fit, considering her financial and economics background. Coincidently, Orzag resigned from his federal position the same month that Chapman was arrested. Following this, Orzag took a job at Citigroup as Vice President of Global Banking. In 2009, he fathered a child with his former girlfriend, Claire Milonas, the daughter of Greek shipping executive, Spiros Milonas, chairman and President of Ionian Management Inc. In September of 2010, Orzag married Bianna Golodryga, the popular news and finance anchor at Yahoo and a contributor to MSNBC's Morning Joe. She also had co-anchored the weekend edition of ABC's Good Morning America. Not surprisingly Bianna was born in in Moldova, Soviet Union, and in 1980, her family moved to Houston, Texas. She graduated from the University of Texas at Austin, with a degree in Russian/East European & Eurasian studies and has a minor in economics. They have two children. Yes, she is fluent in Russian! Presently Orszag is a banker and economist, and a Vice Chairman of investment banking and Managing Director at Lazard.

a serious contender for my book of year. I can't believe I only discovered Chris Carter a year ago and I now consider him to be one of my favourite crime authors of all time. For that reason this is a difficult review to write because I really want to show just how fantastic this book is. It's a huge departure from what we are used to from Chris, this book is very different from the books that came before. That said it could not have been more successful in my opinion. After five books of Hunter trying to capture a serial killer it makes sense to shake things up a bit and Chris has done that in best possible way. By allowing us to get inside the head of one of the most evil characters I've ever read about. It is also the first book based on real facts and events from Chris's criminal psychology days and that makes it all the more shocking and fascinating. Chris Carter's imagination knows no bounds and I love it. The scenes, the characters, whatever he comes up with is both original and mind blowing and that has never been more so than with this book. I feel like I can't even mention the plot even just a little bit. This is a book that should be read in the same way that I read it: with my heart in my mouth, my eyes unblinking and in a state of complete obliviousness to the world around me while I was well and truly hooked on this book. This is addictive reading at its absolute best and I was devastated when I turned the very last page. Robert Hunter, after the events of the last few books is looking forward to a much needed break in Hawaii. Before he can escape however his Captain calls him to her office. Arriving, Hunter recognises someone - one of the most senior members of the FBI who needs his help. They have in custody one of the strangest individuals they have ever come across, a man who is more machine than human and who for days has uttered not a single word. Until one morning he utters seven: 'I will only speak to Robert Hunter'. The man is Hunter's roommate and best friend from college, Lucien Folter, and found in the boot of his car are two severed and mutilated heads. Lucien cries innocence and Hunter, a man incredibly difficult to read or surprise is played just as much as the reader is by Lucien. There are a million and one things I want to say but I just can't. You really have to discover how this story unfolds for yourself. In this book we learn so much more about Hunter and get inside his head even further than we have before. There's a chapter that almost brought me to tears such is the talent of Chris to connect the reader with Hunter. This is a character like no other and he is now one of my favourite detectives of all time. We go back in time and learn more about Hunter when he was younger, and also when he was in college with Lucien. Lucien is evil. The scenes depicted in this book are some of the most graphic I've ever read and you know what, I loved it. After five books of some of the scariest and goriest scenes I've ever read I wondered whether Chris could come up with something even worse (in a good way), but trust me, he does. This book is horrifying, terrifying and near impossible to put down until you reach its conclusion. I spent my days like a zombie and my nights practically giving myself paper cuts turning the pages. If when reading this book you think you have an idea of where it will go, prepare to be wrong. I've learnt never to underestimate Chris, keeping readers on their toes he takes them on an absolute rollercoaster of a ride with the twistiest of turns and the biggest of drops you will finish this book reeling. I am on a serious book hangover, what book can I read next that can even compare to this? I have no idea but if you are planning on reading An Evil Mind I cannot reccommend it enough. Not only is this probably my book of the year it is probably the best crime fiction book I have ever read. An exaggeration you might say but my opinion is my own and this real