Onboard Quotes

A story is like a moving train: no matter where you hop onboard, you are bound to reach your destination sooner or later.

     Illicit flight Alfa Bravo Charlie quickly reached a predetermined altitude and stopped dead. The passengers on board screamed the way people do on fairground rides. The shuttle hesitated momentarily and then shot forward accelerating rapidly to reach a blistering 145,222 miles per hour. They were in a Mach 22 situation. The cries from on-board could not be heard from the ground. Neither did anyone in the great metropolis of Llar witness the bright blue vapour trail the craft left behind in its wake. It was after all overcast and raining heavily.

     ‘The onboard computer just wants to say a few words before we leave.’      The speakers in the cabin crackled into life. ‘Ladies and gentlemen, I would like to welcome you on-board the presidential shuttle for tonight’s illicit flight, Alfa Bravo Charlie. I would just like to say it’s a pleasure to meet you all and thank you so much for coming here tonight to steal me. To be honest I don’t get out much these days so this is something of a special occasion.’      ‘It will be for us too if we get caught,’ Semilla said sardonically.

Perhaps the easiest people to fall in love with are those about whom we know nothing. Romances are never as pure as those we imagine during long train journeys, as we secretly contemplate a beautiful person who is gazing out of the window – a perfect love story interrupted only when the beloved looks back into the carriage and starts up a dull conversation about the excessive price of the on-board sandwiches with a neighbour or blows her nose aggressively into a handkerchief.

How is that for service? Do you know how many men onboard would kill for the use of a spoon?" "And do you know," she retorted, "how many men I can kill with a spoon?

Gundar, seeing Halt upright for the first time in two days, stumped up the deck to join them. 'Back on your feet then?' he boomed cheerfully, with typical Skandian tact. 'By Gorlag's toenails, with all the heaving abd puking you've been doing, I thought you'd turn yourself inside out and puke yourself over the rail!'... 'You do paint a pretty picture, Gundar,' Will said... 'Thank you for your concern,' Halt said icily... 'So, did you find Albert?' Gundar went on, unabashed. Even Halt was puzzled by this sudden apparent change of subject. 'Albert?' he asked. Too late, he saw Gundar's grin widening and knew he'd stepped into a trap. 'You seemed to be looking for him. You'd lean over the rail and call, 'Al-b-e-e-e-e-e-r-t!' I thought he might be some Araluen sea god.' 'No, I didn't find him. Maybe I could look for him in your helmet.' He reached out a hand. But Gundar had heard what happened when Skandians lent their helmets to the grim-faced Ranger while onboard ship... 'No, I'm pretty sure he's not there,' he said hurriedly.

Things that look impossible suddenly seem a lot better, once you get God on board.

So. You in?” Niccolo looked from side to side. “In? In what?” “Yes. In. Are you onboard? Ready to throw down. Roll the dice. Ride that crazy cow called life and make her your bitch?” Niccolo frowned. Her colloquialisms were simply offensive. And this coming from a ruthless vampire. “You are asking if I am committed. Sì?” “Siii.” She rolled her eyes.

It tried to alert its onboard SecSystem, but as the old saying (which I just made up) goes, if you can ping the SecUnit, it’s way too late.

Max dances around in a circle with one leg pulled up, and people move away as if he's mentally unstable. He and I are the only collectors that like to remain visible to the living. The other four roll incognito. Max finishes his dance and brushes his shoulders off. "What the hell was that?" I ask. "My new move," he says matter-of-factly. My fellow collector is six years older than me but acts like he's thirteen. We met a couple of years ago after he kicked the bucket and came onboard. He talks so fast, I have trouble understanding him sometimes. I like to think he was the World's Best Car Salesman before he croaked.

Just like that, he’d hopped onboard her ship without realizing that the deck was rotted.

If a UFO did land, and invite me onboard, I'd love to have the balls to go in. So, I search the skies for extra testicles.

Because the vast majority of the world is made up of half-wits, the President asked Mike to come onboard and dumb everything down for them.

Do not think us as traffic cops, or even driving instructors. Think of us instead as your onboard navigation system, available day or night, a friendly voice to turn to whenever you look up, lost and afraid, and think "How the fuck did I end up here?

Because I am thought to be important I am left alone. They call me doctor but I am not the kind of doctor they believe I am. I cannot mend a broken leg and am useless to everyone onboard. By virtue of my professorship I am granted peace.

Ships at a distance have every man’s wish onboard.

Fortunately, Jesus doesn't need all white people to get onboard. For me, this is freedom. Freedom to tell the truth. Freedom to create.

Planet Earth is actually a giant spaceship floating through space. And we are onboard this ship! Where has our sense of wonder gone? Why have we become robots?

We have been trying to achieve our goals with our own onboard computer pre-programmed to hold us back!

You wouldn’t love a brand-new ship ? I don’t know … a lot of memories onboard the Goya. Rachel smiled softly. Well, as my mom used to say, sooner or later we’ve all got to let go of our past.

And as we pick up our hammers and scalpels, as we sit down in front of our laptops or climb onboard the bus for another tour, as we endeavor to do meaningful work in the world, we are becoming ourselves.

During Ferdinand Magellan’s expedition—the first to circumnavigate the globe, in 1522—a scribe onboard wrote that the pilots “will not speak of the longitude.” Longitudinal lines, which run perpendicular to the parallels of latitude, have no fixed reference point, like the equator. And so navigators must establish their own demarcation—their home port or some other arbitrary line—from which to gauge how far east or west they are. (Today, Greenwich, England, is designated the prime meridian, marking zero degrees longitude.)

Hmmm? Oh, I hacked her onboard computer. Not a very advanced machine, unfortunately. I was hoping to discover another AI, so we could complain about organics together. Wouldn't that have been a fun time?' 'Fun time!' Doomslug said from where she'd climbed up onto the armrest of my seat. I slipped into my cockpit. 'You really did that?' I asked. 'Complaining about organics? Yes, it's very easy.

Your goal is to learn the art of hiring based on the presence of a person rather than the skills of a person.

Tell my brothers to be watchful unto prayer and when the good old ship of Zion come along, be ready to step onboard.

keep in mind that it’s much easier to add new people to old processes than new processes to old people. Formalize what you are doing to make it easy to onboard new people.

no one gave the knives they carried onboard a second look—they were allowed under the security regulations at the time.

Five modern freighters could have taken onboard all the cargo borne by the whole world’s merchant fleets.5

There's a high that you get when you're writing code. It's cool. It's easy to do. You forget your mom, your dad, everything. You've got the whole country onboard. This is America. You hit the frontier. You can go anywhere. It's about being connected, access, gateways, like a whispering game where if you get one thing wrong you've got to go all the way back to the beginning.

Fortunately, Jesus doesn't need all white people to get onboard before justice and reconciliation can be achieved. For me, this is freedom. Freedom to tell the truth. Freedom to create. Freedom to teach and write without burdening myself with the expectation that I can change anyone. It has also shifted my focus. Rather than making white people's reactions the linchpin that holds racial justice together, I am free to link arms with those who are already being transformed. Because at no point in America's history did all white people come together to correct racial injustice. At no point did all white people decide chattel slavery should end. At no point did all white people decide we should listen to the freedom fighters, end segregation, and enact the right of Black Americans to vote. At no point have all white people gotten together and agreed to the equitable treatment of Black people. And yet, there has been change, over time, over generations, over history.

The Nestlé Até Você a Bordo (‘Nestlé Takes You Onboard’) boat is described on Nestlé’s website as a ‘floating supermarket’. Its mission is to sail up the Amazon stopping at remote villages and encampments, reaching a potential 800,000 low-income tribal people. The crew of the Nestlé ship hand out free ‘starter packs’ of ice cream, baby milk, milkshakes and chocolate bars to people who have never seen or eaten processed food before.

Perdu nodded. 'The trouble is that so many people, most of them women, think they have to have a perfect body to be loved. But all it has to do is be capable of loving -and being loved,' he added. 'Oh, Jean, please tell that to the world,' laughed Samy and passed him the on-board microphone. 'We are loved if we love, another truth we always seem to forget. Have you noticed that most people prefer to be loved, and will do anything it takes? Diet, rake in money, wear scarlet underware. If only they loved with the same energy; hallelujah, the world would be so wonderful and so free of tummy-tuck tights.

Quantitative historians who use statistical tools to study big-picture historical trends, created a vast database of research on more than 36,000 slave ship voyages that took place over four hundred years. They found that there was a revolt on at least one in ten of these voyages. That was a much higher number than anyone expected. Revolts were never easy, but revolts on slave ships in the middle of the Atlantic Ocean were basically suicide missions. Nonetheless, many captives chose death over this exceptionally horrid new kind of slavery. This type of resistance was so expensive and time-consuming for the slavers, these historians estimate that it prevented at least a million more people from being captured and entering the slave trade. So why would a revolt happen on one ship and not another? The quantitative historians couldn't find a clear pattern, other than that captives tried to revolt whenever they would. But one thing did stand out: The more women onboard a slave ship, the more likely a revolt. Let me emphasize this point: the more women onboard a slave ship, the more likely a revolt would occur.

Needless to say, that meant that the Braekbills student body was quite the psychological menagerie. Carrying that much onboard cognitive processing power had a way of distorting your personality. And to actually want to work that hard, you had to be at least a little bit screwed up.

I wasn't the only one drifting between two worlds. Each of them had their own secrets, their own stories that nobody else believed. Was there a single being onboard who could honestly say they'd never fallen in love with a fairy or a banished prince? We were all the same. Stories create us.

Reconciliation is ministry that belongs to Jesus. Jesus, who left the comfort of heaven and put on flesh, experiencing the beauty and brutality of being human. Jesus, who died on a cross and rose from the grave, making a way for all humanity to be joined in union with God. Through this divine experience of death, life, and reunion, we find the capacity for the work. In this, we see why reconciliation can transform not just our hearts or our churches but one day the whole world. Fortunately, Jesus doesn’t need all white people to get onboard before justice and reconciliation can be achieved.

[W]e may now be on the threshold of a new kind of genetic takeover. DNA replicators built 'survival machines' for themselves — the bodies of living organisms including ourselves. As part of their equipment, bodies evolved onboard computers — brains. Brains evolved the capacity to communicate with other brains by means of language and cultural traditions. But the new milieu of cultural tradition opens up new possibilities for self-replicating entities. The new replicators are not DNA and they are not clay crystals. They are patterns of information that can thrive only in brains or the artificially manufactured products of brains — books, computers, and so on. But, given that brains, books and computers exist, these new replicators, which I called memes to distinguish them from genes, can propagate themselves from brain to brain, from brain to book, from book to brain, from brain to computer, from computer to computer.

We honeymooned on the SS Franklin,” Max said. “We were the onboard entertainment even though it was Millie’s first time onstage. When I saw this house for sale a couple years later, I knew we had to have it.” “It reminds me of the Titanic,” Nicole said under her breath. “Post-iceberg. Assuming it had mowed down a flock of flamingos first.

Hiring is about alignment, personality, culture, heart, and work ethic.

When you are in the middle of a story, it isn’t a story at all, but only a confusion, a dark roaring blindness, a wreckage of shattered glass and splintered wood or else a boat crushed by the icebergs or swept over the rapids and all onboard powerless to stop it. It’s only afterwards that it becomes anything like a story at all. When you are telling it to yourself or to someone else’ MARGARET ATWOOD

Superusers …   1. Check in frequently and consistently—not just once a year for an intense engagement.   2. Create content that others can access.   3. “Police” the community and ensure that cultural norms that strengthen the group are enforced.   4. Have a two-way relationship with the organization itself—providing feedback and suggestions.   5. Demonstrate genuine desire to help other members.   6. Attract new members.   7. Aid in the onboarding of new members.

Our lives are consolidated on our phones: our calendars, our cameras, our pictures, our work, our news, our weather, our email, our shopping - all of it can be managed with state-of-the-art apps in powerful little devices we carry everywhere. Even the GPS app on my phone, which guided me to a new coffee shop today, possesses thirty thousand times the processing speed of the seventy-pound onboard navigational computer that guided Apollo 11 to the surface of the moon.

[W]e may now be on the threshold of a new kind of genetic takeover. DNA replicators built 'survival machines' for themselves — the bodies of living organisms including ourselves. As part of their equipment, bodies evolved onboard computers — brains. Brains evolved the capacity to communicate with other brains by means of language and cultural traditions. But the new milieu of cultural tradition opens up new possibilities for self-replicating entities. The new replicators are not DNA and they are not 158 The Blind Watchmaker clay crystals. They are patterns of information that can thrive only in brains or the artificially manufactured products of brains — books, computers, and so on. But, given that brains, books and computers exist, these new replicators, which I called memes to distinguish them from genes, can propagate themselves from brain to brain, from brain to book, from book to brain, from brain to computer, from computer to computer.

Olo, Remi, Kwuga, Nur, Anajama, Rhoden. Only Olo and Remi were in my group. Everyone else I met in the dining area or the learning room where various lectures were held by professors onboard the ship. They were all girls who grew up in sprawling houses, who’d never walked through the desert, who’d never stepped on a snake in the dry grass. They were girls who could not stand the rays of Earth’s sun unless it was shining through a tinted window. Yet they were girls who knew what I meant when I spoke of “treeing.” We sat in my room (because, having so few travel items, mine was the emptiest) and challenged each other to look out at the stars and imagine the most complex equation and then split it in half and then in half again and again. When you do math fractals long enough, you kick yourself into treeing just enough to get lost in the shallows of the mathematical sea. None of us would have made it into the university if we couldn’t tree, but it’s not easy. We were the best and we pushed each other to get closer to “God.

Tesla's 1895 incident have any bearing on persistent rumors that the alleged "Philadelphia Experiment" may have been possible due to contributions from Tesla?  These allegations have come from people such as Al Bielek who said that Tesla helped design the electrical equipment used on the U.S.S. Eldridge. Bielek states that Tesla became concerned that his equipment would once again warp time and space and have dire consequences for the sailors onboard. However, the Navy ignored Tesla's objections and continued on with their experiments.

Suppose a single modern battleship got transported back to Columbus’ time. In a matter of seconds it could make driftwood out of the Niña, Pinta and Santa Maria and then sink the navies of every great world power of the time without sustaining a scratch. Five modern freighters could have taken onboard all the cargo borne by the whole world’s merchant fleets.5 A modern computer could easily store every word and number in all the codex books and scrolls in every single medieval library with room to spare. Any large bank today holds more money than all the world’s premodern kingdoms put together.

Suppose a single modern battleship got transported back to Columbus’ time. In a matter of seconds it could make driftwood out of the Niña, Pinta and Santa Maria and then sink the navies of every great world power of the time without sustaining a scratch. Five modern freighters could have taken onboard all the cargo borne by the whole world’s merchant fleets.5 A modern computer could easily store every word and number in all the codex books and scrolls in every single medieval library with room to spare. Any large bank today holds more money than all the world’s premodern kingdoms put together.6

It’s not simply a matter of accumulating data points, though in the early stages there is a necessity to take the raw material on-board. If anything, rather than carrying a large inventory, knowledge arrives “just in time”, without the expensive overhead of warehousing, in response to the needs of time, place, people and circumstances.

you know him?" "Yeah, he was in my class." My head sank. "It's my fault he's gone. I tried to save him, but I failed." I felt like crying. "It's okay. Let me tell you something you learn in war." He kept his arm around me as we walked toward the locked hatch. "You're only responsible for the people you save, not the ones you can't—it's the fellow doing the killing who's responsible for them. Don't blame yourself. You can't save everyone." "You're right, but it hurts. I'm so sorry." I figured it was best not to tell him the alien who'd eaten Toby was onboard this very ship. "I know, son, I know." He stopped at the door. "Besides, he was so darn fat, I bet they ate him first." Chapter 11 – Bucket's

At present there are only two land-based cranes in the world that could lift weights of this magnitude. At the very frontiers of construction technology, these are both vast, industrialized machines, with booms reaching more than 220 feet into the air, which require on-board counterweights of 160 tons to prevent them from tipping over. The preparation-time for a single lift is around six weeks and calls for the skills of specialized teams of up to 20 men.13 In other words, modern builders with all the advantages of high-tech engineering at their disposal, can barely hoist weights of 200 tons. Was it not, therefore, somewhat surprising that the builders at Giza had hoisted such weights on an almost routine basis?

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

So rich a client having suffered such a messy death was an unsettling embarrassment to Captain Harald Biscay. It was bad for business. He had the murder hushed up immediately, his security staff investigating the matter covertly but thoroughly. Five and a half thousand souls onboard. Five and a half thousand suspects. Three days. So far, nothing. Now it would be taken further by the planetary authorities on the colony world below. A forensic team (cunningly disguised as a cleaning crew) was now rummaging through Smiffs apartment, examining every single particle. He had a feeling -- a strong feeling, about what they were going to find. Somehow, Biscay was of the opinion that this was going to be another contender for the Unsolved Murders show.

THE SIX-HOUR SEMINAR that Jack was forced to attend at the beginning of each new semester had been called Orientation until a few years ago, when the university changed the seminar’s name to Onboarding. The name change coincided with a revamp of the orientation curriculum, which had bloated into this all-day human resources horror during which members of the HR team attempted, at unmerciful length, to “socialize the mission statement’s DNA,” is how they put it. They were referring to the many-planked mission statement the university had spent two years and countless consultant dollars developing in a campus-wide effort to express everything the university did in just one sentence. This was the brainchild of the university’s new CFO, who told the faculty in all seriousness that developing a mission statement that captured everything the university did in just one sentence was akin to their “moonshot,” and he asked for their help in this endeavor “not because it is easy, but because it is hard.” Why the university needed to corral its collective intelligence and creativity and energy for the task of expressing everything it did in just one sentence was a mystery to most faculty, but this did not stop their administrator bosses from enthusiastically assigning them to “mission statement working groups” so that they could have a voice (unpaid) in developing this one magical sentence, this one statement that would distill everything everyone did into a phrase ideally small enough for letterhead.

Isn’t it time we left behind the Ship of Fools, and embarked instead on the Ship of Geniuses? What is the Star Trek vision of the future if not a depiction of a world ruled by meritocrats? You wouldn’t let the religious, the violent, or the rich onboard a starship. With them in your crew, you’d never reach your destination. You’d go round and round in circles, or crash. If humanity wants to arrive at the gates of heaven, only the smartest humans can build the sleek vessels to take us there. Prayer, meditation and the super rich didn’t land men on the moon... incredibly smart humans did, using reason, logic, technology, engineering, science and mathematics. These are all the subjects most shunned by average people. And that’s exactly the human tragedy.

the right way.’ Each went something like this: Step 1: They got me excited about all the new leads they would bring.   Step 2: I’d go through an onboarding process that felt valuable (and sometimes was).   Step 3: They assigned their “best” senior rep to my account.   Step 4: I saw some results.   Step 5: They moved my senior rep to the newest customer...   Step 6: A junior rep starts managing my account. My results suffered.   Step 7: I complained.   Step 8: The senior rep would come back once in a while to make me feel better.   Step 9: Results still suffered. And I’d eventually cancel.   Step 10: I’d search for another agency and repeat the cycle of insanity.   Step 11: For the zillionth time–Start wondering why I wasn’t getting results like the first time.

We said a week, right?” Saint asks me. “A week for . . .” I’m confused for a moment, but then I remember our conversation onboard The Toy, about him . . . and me. And I know exactly what he means. “Oh, that.” A hot flush creeps along my body, spreading down, down, down, all the way to my toes. “Yes, that’s what we said,” I admit. “How about now?” he surprises me by saying. Tingles and lightning bolts race through my bloodstream. The sensation covers my body from corner to corner. I try to suppress it; it’s wrong to feel it. But I can’t stop it, I can’t stop what he does to me. “What happened to your legendary patience?” “How about now, Rachel?” he insists. All my guilt, my insecurities, and my fear are suddenly weighing down on me. It’s really hard to speak as I shake my head in the dark. “I’m a mess, Saint,” I choke out. “Be my mess, then.

Cornelius Vanderbilt and his fellow tycoon John D. Rockefeller were often called 'robber barons'. Newspapers said they were evil, and ran cartoons showing Vanderbilt as a leech sucking the blood of the poor. Rockefeller was depicted as a snake. What the newspapers printed stuck--we still think of Vanderbilt and Rockefeller as 'robber barons'. But it was a lie. They were neither robbers nor barons. They weren't robbers, because they didn't steal from anyone, and they weren't barons--they were born poor. Vanderbilt got rich by pleasing people. He invented ways to make travel and shipping things cheaper. He used bigger ships, faster ships, served food onboard. People liked that. And the extra volume of business he attracted allowed him to lower costs. He cut the New York--Hartford fare from $8 to $1. That gave consumers more than any 'consumer group' ever has. It's telling that the 'robber baron' name-calling didn't come from consumers. It was competing businessmen who complained, and persuaded the media to join in. Rockefeller got rich selling oil. First competitors and then the government called him a monopolist, but he wasn't--he had competitors. No one was forced to buy his oil. Rockefeller enticed people to buy it by selling it for less. That's what his competitors hated. He found cheaper ways to get oil from the ground to the gas pump. This made life better for millions. Working-class people, who used to go to bed when it got dark, could suddenly afford fuel for their lanterns, so they could stay up and read at night. Rockefeller's greed might have even saved the whales, because when he lowered the price of kerosene and gasoline, he eliminated the need for whale oil. The mass slaughter of whales suddenly stopped. Bet your kids won't read 'Rockefeller saved the whales' in environmental studies class. Vanderbilt's and Rockefeller's goal might have been just to get rich. But to achieve that, they had to give us what we wanted.

The ability to do hard things is perhaps the most useful ability you can foster in yourself or your children. And proof that you are someone who can do them is one of the most useful assets you can have on your life resume. Our self-image is composed of historical evidence of our abilities. The more hard things you push yourself to do, the more competent you will see yourself to be. If you can run marathons or throw double your body weight over your head, the sleep deprivation from a newborn is only a mild irritant. If you can excel at organic chemistry or econometrics, onboarding for a new finance job will be a breeze. But if we avoid hard things, anything mildly challenging will seem insurmountable. We’ll cry into TikTok over an errant period at the end of a text message. We’ll see ourselves as incapable of learning new skills, taking on new careers, and escaping bad situations. The proof you can do hard things is one of the most powerful gifts you can give yourself.

So, absent the chance to make every job applicant work as hard as a college applicant, is there some quick, clever, cheap way of weeding out bad employees before they are hired? Zappos has come up with one such trick. You will recall from the last chapter that Zappos, the online shoe store, has a variety of unorthodox ideas about how a business can be run. You may also recall that its customer-service reps are central to the firm’s success. So even though the job might pay only $11 an hour, Zappos wants to know that each new employee is fully committed to the company’s ethos. That’s where “The Offer” comes in. When new employees are in the onboarding period—they’ve already been screened, offered a job, and completed a few weeks of training—Zappos offers them a chance to quit. Even better, quitters will be paid for their training time and also get a bonus representing their first month’s salary—roughly $2,000—just for quitting! All they have to do is go through an exit interview and surrender their eligibility to be rehired at Zappos. Doesn’t that sound nuts? What kind of company would offer a new employee $2,000 to not work? A clever company. “It’s really putting the employee in the position of ‘Do you care more about money or do you care more about this culture and the company?’ ” says Tony Hsieh, the company’s CEO. “And if they care more about the easy money, then we probably aren’t the right fit for them.” Hsieh figured that any worker who would take the easy $2,000 was the kind of worker who would end up costing Zappos a lot more in the long run. By one industry estimate, it costs an average of roughly $4,000 to replace a single employee, and one recent survey of 2,500 companies found that a single bad hire can cost more than $25,000 in lost productivity, lower morale, and the like. So Zappos decided to pay a measly $2,000 up front and let the bad hires weed themselves out before they took root. As of this writing, fewer than 1 percent of new hires at Zappos accept “The Offer.

... the reason why we find some things intuitively easy to grasp and others hard, is that our brains are themselves evolved organs: on-board computers, evolved to help us survive in a world (...) where the objects that mattered to our survival were neither very large nor very small; a world where things either stood still or moved slowly compared with the speed of light; and where the very improbable could safely be treated as impossible. Our mental burka window is narrow because it didn't need to be any wider in order to assist our ancestors to survive.

Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.

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.

And if someone can lead me to him?” Malaki asks. “Report back to me first. I don’t want to chance losing him. Oh and by the way—” Des’s eyes inadvertently land on Temper, “be discreet.” “Why are you looking at me?” Temper’s voice is several octaves louder than everyone else’s. The Bargainer arches an eyebrow. “I’m as motherfucking discreet as they come,” she says. I’m trying really, really hard not to laugh, but the struggle is real. Malaki manages a sharp nod. “We will be discreet,” he assures Des. The sorceress huffs. “Y’all need to get your heads checked. I am not the problem.” She turns on Malaki. “And you don’t need to go making promises for me. I never even said I was coming along.” “And you don’t need to.” The Bargainer stands. “But if you imagined staying behind so that you could have fun with Callie, then you’ll be sorely disappointed. The future Night Queen has official business that will take her away from the palace.” It takes me a second to realize Des is referring to me. “Wait,” I say, “I haven’t agreed to be queen.” “Yeah,” Temper agrees, “my girl hasn’t agreed—what?” She turns on me. “Bitch, have you lost your mind? Take that crown and wear that shit like it’s your birthright.” Ignoring Temper, Des’s gaze falls on me, his features sharp. “I apologize, the Night King’s consort has official business that will take her away from the palace.” I narrow my eyes at my mate. I might not have jumped onboard with this whole queen business, but I sure as hell don’t want to be known simply as someone else’s consort. “Hoooo!” Temper whoops, falling back into her seat. “You better sleep with one eye open, Desmond. I’ve seen my girl make men pay for less.” He’s still staring intensely at me. “That’s odd. For as long as I’ve known Callie, she’s the one who’s paid for my services. I admit, it’ll be nice to not be the prostitute in our relationship for once.” Temper snickers, appraising Des all over again. “Fuck one eye. Sleep with both eyes open.” I shake my head at Des as I stand, my eyes slitted. “It’s time to go.” We give curt goodbyes to Temper and Malaki, then slip out of the library. “You do realize how close you were to getting glamoured, don’t you?” I say as we head down the hallway. Des’s eyes seem to be laughing at me. “You say that like I’d mind.

All airplanes must carry two black boxes, one of which records instructions sent to all on-board electronic systems. The other is a cockpit voice recorder, enabling investigators to get into the minds of the pilots in the moments leading up to an accident. Instead of concealing failure, or skirting around it, aviation has a system where failure is data rich. In the event of an accident, investigators, who are independent of the airlines, the pilots’ union, and the regulators, are given full rein to explore the wreckage and to interrogate all other evidence. Mistakes are not stigmatized, but regarded as learning opportunities. The interested parties are given every reason to cooperate, since the evidence compiled by the accident investigation branch is inadmissible in court proceedings. This increases the likelihood of full disclosure. In the aftermath of the investigation the report is made available to everyone. Airlines have a legal responsibility to implement the recommendations. Every pilot in the world has free access to the data. This practice enables everyone—rather than just a single crew, or a single airline, or a single nation—to learn from the mistake. This turbocharges the power of learning. As Eleanor Roosevelt put it: “Learn from the mistakes of others. You can’t live long enough to make them all yourself.” And it is not just accidents that drive learning; so, too, do “small” errors. When pilots experience a near miss with another aircraft, or have been flying at the wrong altitude, they file a report. Providing that it is submitted within ten days, pilots enjoy immunity. Many planes are also fitted with data systems that automatically send reports when parameters have been exceeded. Once again, these reports are de-identified by the time they proceed through the report sequence.*

Slavery has a special interaction with the normal structures of being a human being. So a human being is sort of a generalist creature with a capacity to have its software re-worked for different habitats. The reason that human beings are able to exploit every terrestrial habitat where plants grow is that they don't all have the software program that's the same, right? You can have a software program for hunting in the Calihari, you can have one for terracing the Andes to grow potatoes, you can have any one of a number of software programs. Well, slavery took the software program that Africans who were brought into the slave trade had, and it did its best to erase that program – and to render that program non-functional. It rendered it non-functional by combining people from different places who didn't even necessarily speak a language so there was not one culture available. And it sort of forces the bootstrapping of a new culture, which was composed of various things but of course it was, you know, prohibition against teaching slaves to read and things like that, and so there was a systematic breaking of the original culture that Africans had during the New World, and a substituting of a version that was not a much of a threat to the slave-holding population, right? And at the point that slavery comes to an end, it is not as if, frankly, even, you know, we didn't even have the tools to talk about these things in responsible terms. There wasn't enough known about how the mind works and what its relationship is to the body and all...so, the thing that makes the black population and the Indian population different, I would argue, is the systematic hobbling of the on-board, the inherited, evolved culture in the case of Indians by transporting them to reservations and by putting them in schools that disrupt the passage of normal culture and in the case of Africans, it was breaking apart of families, keeping people from being in contact with others they had the right language to talk to and all...so in any case, that carries through to the present: it creates a situation where there has not been access to the materials to fully update software.

What’s the plan?” Ashley asked, raising her voice for the first time since we climbed onboard the Bone Sails. “Graybeard shoots the harbinger in the head,” Sam said. “Damian doesn’t go insane and eat the city, and we set a lot of shit on fire.” “Good plan,” Zola said. “How is it more of you haven’t died yet?” Sarah asked. “You’re literally using ‘set shit on fire’ as a plan.

However, there have been close calls where we were extremely lucky that there was a human in the loop. On October 27, 1962, during the Cuban Missile Crisis, eleven U.S. Navy destroyers and the aircraft carrier USS Randolph had cornered the Soviet submarine B-59 near Cuba, in international waters outside the U.S. “quarantine” area. What they didn’t know was that the temperature onboard had risen past 45°C (113°F) because the submarine’s batteries were running out and the air-conditioning had stopped. On the verge of carbon dioxide poisoning, many crew members had fainted. The crew had had no contact with Moscow for days and didn’t know whether World War III had already begun. Then the Americans started dropping small depth charges, which they had, unbeknownst to the crew, told Moscow were merely meant to force the sub to surface and leave. “We thought—that’s it—the end,” crew member V. P. Orlov recalled. “It felt like you were sitting in a metal barrel, which somebody is constantly blasting with a sledgehammer.” What the Americans also didn’t know was that the B-59 crew had a nuclear torpedo that they were authorized to launch without clearing it with Moscow. Indeed, Captain Savitski decided to launch the nuclear torpedo. Valentin Grigorievich, the torpedo officer, exclaimed: “We will die, but we will sink them all—we will not disgrace our navy!” Fortunately, the decision to launch had to be authorized by three officers on board, and one of them, Vasili Arkhipov, said no. It’s sobering that very few have heard of Arkhipov, although his decision may have averted World War III and been the single most valuable contribution to humanity in modern history.38 It’s also sobering to contemplate what might have happened had B-59 been an autonomous AI-controlled submarine with no humans in the loop.

  Welles rated contrabands “no higher than boys” despite the fact that many of them were over the age of eighteen. It was the lowest rating onboard ship, and the majority of duties, at least in the beginning, involved the most innocuous and frequently the dirtiest and most dangerous work, such as assisting the coal heavers and firemen in the engine room. The rating of “boy” conveniently stigmatized African Americans and highlighted their low social standing in 1860s America. But it was a start. Repair and supply facilities on land employed a large percentage of these contraband boys: “Everybody wants contrabands. . . . I always say yes, if you can find them; plenty ashore is the answer.”16 So wrote Flag Officer Samuel Du Pont to his wife regarding recruitment of contrabands. Du Pont's capture of the harbor at Port Royal, South Carolina, in November 1861 enabled him to make Port Royal the homeport of the South Atlantic Blockading Squadron, where he would soon employ close to a thousand contrabands onshore. Capture of the nearby Sea Islands induced families to seek sanctuary within

sailors onboard naval vessels.19 On the William Badger, over 34 percent of the crew by the end of the second

Don’t be afraid to provide white glove customer support for early adopters to help them through the onboarding process. Sometimes automation also entails a host of emotional concerns, such as fear that someone’s job will be replaced by a shell script. By working one-on-one with early users, you can address those fears personally, and demonstrate that rather than owning the toil of performing a tedious task manually, the team instead owns the configurations, processes, and ultimate results of their technical work. Later adopters are convinced by the happy examples of early adopters.

To overcome these barriers and succeed in joining a new company, you should focus on four pillars of effective onboarding: business orientation, stakeholder connection, alignment of expectations, and cultural adaptation.

How can we expect our employees to be extraordinary and differentiate the company if we use the same hiring and onboarding methods as competitors?

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In 2016, Tesla announced that every new vehicle would be equipped with all the hardware it needs to drive autonomously, including a bevy of sensors and an onboard computer running a neural network.2 The kicker: the autonomous AI software won’t be fully deployed. As it turns out, Tesla will test drivers against software simulations running in the background on the car’s computer. Only when the background program consistently simulates moves more safely than the driver does will the autonomous software be ready for prime time. At that point, Tesla will release the program through remote software updates. What this all means is that Tesla drivers will, in aggregate, be teaching the fleet of cars how to drive.

You couldn’t have warned me, Absu?” What amusement would that have afforded? the new prankster inquired. Yeah, Lahar. Anshar, clearly attempted to get everybody onboard with the improved Absu. You looked like Wiley Coyote dropping off a cliff. I could almost hear the incidental music as you plummeted. “Great.

White lined the swells of water. A light, constant drizzle seemed to conspire with the ocean spray to soak everything onboard. It was not a particularly large vessel, which made it all the worse for everyone. For the crew of hardened fishermen, Cornishmen all, this posed no great discomfort. The crewmen at their work looked like gray mice scurrying over a large, wet, wheat barrel.

Ask Tabby to hack into air traffic control and see which flight has those coordinates.” I point at the screen. “Find out where it’s going. And see if she can fiddle with the onboard flight management system to get it to slow down a little, or at least tamper with the fuel gauge readout or something else so the pilot has to make an unscheduled landing.” His brows lift. “Would you like her to make it rain, too, brother?” After a moment, I ask, “Can she do that?

One thing really pissed us off during the flight. On the next to last day of the mission, the Soviets shot a laser at Challenger, tracking it. Though it was a low-powered laser, it was still enough to cause a malfunction of onboard equipment and temporarily blind the crew. The U.S. government made a formal diplomatic protest. The message was not as terse as the one I would have sent.

Did anyone see you bring it onboard?” “Unfortunately, yeah. I guess I underestimated the amount of civvies crawling all over the place. Carly told me the ol’ tugboat’s gotten a lot more crowded since the last time, and I didn’t expect to get back onboard all ninja-like. Would have been better to wait until dark to bring it back, but…

While the organization attracts, converts, onboards, engages, supports, and transforms, the person investigates, verifies, commits to, sets up, uses, fixes, prefers, and champions the experience. By realizing this difference in perspective and focus, the organization can more effectively address what the person is there for.

Make a Good Impression While Onboarding and Training New Employees

Two things remain irretrievable: time and first impressions. - Cynthia Ozick

Maintainers simply don’t have the energy to onboard every person who shows passing interest.

The principle of ecosystem carryover highlights the potential for leveraging elements that were developed in the construction of one ecosystem to enable the construction of a second ecosystem. Partners who were onboarded into Ecosystem 1 can be carried over to help jump-start the MVE for Ecosystem 2.

Each additional partner is on-boarded with the pursuit of two distinct goals: they build out the value architecture and they pave the way for bringing on the next partner, who will in turn make their own contribution to these two goals. The role of early partners is not to drive profits, but to attract subsequent partners and create the evidence required for their confident participation.

We went there for an anniversary. It was Trevor’s idea. Trevor’s the traveller,’ Noonan continued. Trevor was her husband. ‘Enjoying the place you get to is one thing. But Trevor has this thing for the travel itself; the luggage and the security lines, the time zones, the little trays of food with the foil lids you peel back they give you onboard, and these days having to drag a pair of mewling teenage boys everywhere with us. Trevor gets giddy at all of it, somehow. Me, I could live a long happy life never going through a metal detector again. You ever been anywhere exotic, Pronsius?’ ‘I been the far side of Belmullet.’ ‘Good man.’ ‘Ah,’ Swift sighed, ‘I’ve no interest, really. Wherever I am, that’s where I like.’ ‘A man after my own heart.

Why people churn Most churn occurs at the time of the sale. In 2017, my churn was over 60%. I signed up customers who were a poor fit for my solution. Many customers thought Connex was an inventory management tool and others thought we built custom software. We had no onboarding process and we expected users to figure out Connex on their own. Many users failed to choose the right settings, since they are small business owners and not accountants. Since the software failed to work as expected, they quickly cancelled. From experience, most users churn in the first 30 days. It is critical that you reach out to them and ensure the software works correctly. My staff performs an onboarding and ensures Connex works to the customer’s satisfaction. Users churned because my software lacked features that it has today. We noticed a dramatic shift in churn, after implementing a sales and marketing process. In the first quarter of 2021, we had only a handful of refunds out of 100 purchases. People churn because they fail to achieve their desired result or experience. People buy Connex because they want accurate financial information, better order fulfillment, or protection from overselling. If the sync were inaccurate and unreliable then we would lose customers. In other cases, your software may become superfluous. For example, I used the excellent meeting automation tool Calendly. When I migrated to HubSpot, however, I no longer needed Calendly because HubSpot offered meeting automation as part of its suite of offerings. Even if your tool works, your customer’s desired situation or desired outcomes may change. I churned from my ticketing system because I was unhappy with the customer service and experienced technical issues with their chat and phone system. Companies often tack on features that are nowhere near as usable as their core offering.

Technology partners What kind of customers are you trying to attract? If you give API access, then you attract software developers. Can you provide the support that they need, and is it worth your time? Most companies that built for us were very small, and we failed to generate significant revenue from API access. Almost all companies use a commercial website, and custom websites are rare. Here are the pros and cons of technology partners: Pros: You place 3rd party developers on the hook for support and maintenance. You free up developer time. You can expand your customer base. You lack developers to connect to a 3rd party system. When I built a QuickBooks integration for Kentico CMS, I asked them why they never built one themselves. Their response was that QuickBooks was not their business model. Connecting to QuickBooks is challenging and it requires a heavy lift for software developers. Cons: Building an integration could take several hours. Instead of building API access, can they integrate with you in another way? We pull orders from a variety of 3rd party shipping tools. Can the customer pull their sales into the shipping tool? Some developers fail to properly maintain and support their plugin. Your customers will call you and ask your company for help. If the 3rd party fails to respond, then you are in trouble. I advise gating your developer API to legitimate software companies only. Your company must provide developer support, which is also expensive and time-consuming. We had several instances where companies required multiple calls. It is difficult for some 3rd parties to follow developer guides and estimate costs. The 3rd party may have few clients and the cost to onboard the developer exceeds the sales.

I've never heard of ghosts driving ghost trucks.” “Says the girl who recently jumped onboard a ghost train.” “That was a psychokinetic visual and tactile apparition pooling energy and traumatic memories from several entities—” “Uh-huh. Ghost train,

From Shanghai, Meyer had sent seeds and cuttings of oats, millet, a thin-skinned watermelon, and new types of cotton. The staff of Fairchild's office watched with anticipation each time one of Meyer's shipments were unpacked. There were seeds of wild pears, new persimmons, and leaves of so-called Manchurian spinach that America's top spinach specialist would declare was the best America had ever seen. Meyer had delivered the first samples of asparagus ever to officially enter the United States. In 1908, few people had seen a soybean, a green legume common in central China. Even fewer people could have imagined that within one hundred years, the evolved descendants of soybeans that Meyer shipped back would cover the Midwest of the United States like a rug. Soybeans would be applied to more diverse uses than any other crop in history, as feed for livestock, food for humans (notably vegetarians), and even a renewable fuel called biodiesel. Meyer also hadn't come empty-handed. He had physically brought home a bounty, having taken from China a steamer of the Standard Oil Company that, unlike a passenger ship, allowed him limitless cargo and better onboard conditions for plant material. He arrived with twenty tons, including red blackberries, wild apricots, two large zelkova trees (similar to elms), Chinese holly shrub, twenty-two white-barked pines, eighteen forms of lilac, four viburnum bushes that produced edible red berries, two spirea bushes with little white flowers, a rhododendron bush with pink and purple flowers, an evergreen shrub called a daphne, thirty kinds of bamboo (some of them edible), four types of lilies, and a new strain of grassy lawn sedge.

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Marketing for “Lead Generation” and “Lead Development” Market development rep (MDR) doing research and responding to inbound leads Sales development rep (SDR) generating leads via outbound prospecting techniques Account executive (AE) getting initial customer commitment Onboarder (ONB) to guide the customer to first value sits with a sales engineer Customer success manager (CSM) orchestrating the customer’s ongoing experience Account manager (AM) helping the customer grow the business When executed well, job specialization can increase sales velocity and improve effectiveness. Organizations need to ensure that specialization is paired with a well-defined, cross-functional process and job training for each role. Without a well-defined process, customers and win rates will suffer from poor handoffs between functions. We have seen it again and again: Without a well-defined onboarding and coaching program, the reps will fail.

Onboarding helps people set up the experience. Different experiences might need different kinds of content, from simple first-run experiences to complete get-started guides and how-to information.

Hire not on cultural fit, but on cultural contribution. When leaders prize cultural fit, they end up hiring people who think in similar ways. Originality comes not from people who match the culture, but from those who enrich it. Before interviews, identify the diverse backgrounds, skill sets, and personality traits that are currently missing from your culture. Then place a premium on those attributes in the hiring process. 7. Shift from exit interviews to entry interviews. Instead of waiting to ask for ideas until employees are on their way out the door, start seeking their insights when they first arrive. By sitting down with new hires during onboarding,

The first thought / the functional job When did you first realize you needed something to solve [your problem]? What were you doing, or trying to do, when this happened? Before you began [using the current solution], how did you solve these same problems in the past? When did you realize the old way wasn’t working? When were you forced to make a change? Was there a deadline or specific event you needed to be ready for? What alternatives did you consider before using [the solution]? What was good or bad about each of those? What was the hardest part of figuring out what solution to use? Was there any point where you got stuck? With [the solution], what can you do that you couldn’t do before? Did you alone make this decision to change, or was someone else involved? What other changes did you have to make to integrate [the solution] into your life? Emotional and social jobs Tell me about how you looked for a product to solve your problem. What job are you ultimately trying to get done? Were you able to accomplish this with [your product]? What kind of solutions did you try? Or not try? Why or why not? Did you ask anyone else what they thought about the purchase you were about to make? What was the conversation like when you talked about purchasing the product with your [friend/colleague/ boss/parents]? Before you purchased it, did you imagine what using the product would be like? Where were you when you were thinking this? Did you have any anxiety about the purchase? Did you hear something about the product that made you nervous? What was it? Why did it make you nervous? How do you use the product you’ve purchased? Are there features you use all the time? How? Are there features you never use? Why not? What’s something you wish [your product] could do?

Senderovsky had only learned to drive three years ago, at the milestone age of forty-five, and only within the limits of a country setting. The highway on the other side of the river unsettled him. He was a fiercely awful driver. The half-empty local roads inspired him to 'gun' the engine of his sturdy but inflexible Swedish automobile, and he saw the yellow stripes bisecting the roads as suggestions meant for 'less experienced drivers,' whoever that might be. Because he did not believe in road marks or certain aspects of relativity, the concept of a blind curve continued to elude him. (His wife no longer allowed him to drive with their child onboard.) What was worse, he had somewhere picked up the phrase 'tooling around.

Had this been an isolated experience, he would have chalked it up to the nature of their mission and the monster they were chasing. Only it wasn’t isolated. Seven years earlier, Jonas had experienced a similar series of dreams while on-board the navy transport, the Maxine D. It had been these night terrors that he secretly credited for saving his life on his last dive into the Mariana Trench. Despite Frank Heller’s accusations, Jonas knew now that he hadn’t panicked when the Meg had attacked the Sea Cliff. In fact, he had reacted with lightning-quick reflexes from hours of mentally rehearsing what he would do if the submersible had been threatened by the biologic they had first detected on sonar hours earlier… a state of paranoia implanted by the dreams.

The dimensions impacting your team’s structure the most, and the ones you must most carefully consider include: The maturity of the market: the less mature the market (read: the more unique your product category is), the more evangelizers you need, as opposed to the next point: The maturity of your product: the less mature the product, the more hand-holding the customer needs. The maturity of your deployment process: the easier it is for the customer to get on-boarded and become self-sufficient, the more streamlined your organization can be (fewer roles, less complexity and fewer people touching the customer). The size of your customer base: the more customers you have to manage, the more important it is to move quickly towards automating activities in order to control costs. The extent of the Land-and-Expand strategy: the more potential for expansion there is with your customers, the more involved you want to be with them over time and the more quickly you would want to move commercial responsibilities over from Sales to the Customer Success organization.