Operational Execution Quotes

I believe that companies, as major employers, resource managers, technological innovators, and capital allocators, have a unique responsibility to operate with integrity, transparency, and accountability.

I am in the Special Operations Executive because I can speak French and German and am good at making up stories, and I am a prisoner in the Ormaie Gestapo HQ because I have no sense of direction whatsoever.

The Navy is a master plan designed by geniuses for execution by idiots. If you are not an idiot, but find yourself in the Navy, you can only operate well by pretending to be one. All the shortcuts and economies and common-sense changes that your native intelligence suggests to you are mistakes. Learn to quash them. Constantly ask yourself, "How would I do this if I were a fool?" Throttle down your mind to a crawl. Then you will never go wrong.

According to the evidence provided by the Wasp Trap files, the Fleet Street newspaper proprietor was introduced to, among other prominent Nazis, Hitler’s architect, Albert Speer, in 1934. Speer was also Hitler’s closest military adviser just before the war. Evidence from a letter allegedly from Speer to the Fleet Street newspaper proprietor, thanking him for information about the Paris defences and the Free French army. A photograph of a letter allegedly from the Fleet Street proprietor, also included in these discovered files, advises Force Yellow – the German invading army – to avoid the Maginot line entirely and invade through neutral Belgium and the other Low Countries. There is no evidence that totally confirms these letters are genuine, or, indeed, from Speer or the Fleet Street newspaper proprietor. “In June 1940, when the Nazis occupied Paris, the Fleet Street newspaper proprietor was back in London and became liaison executive between the secret services in Britain and agents in France. It is possibly no coincidence that the invading Nazi forces occupied a house in Avenue Foch, Paris, owned by the newspaper proprietor’s family. The house was then used for the entertainment of senior Nazi officers. The Wasp Trap files document that the Fleet Street newspaper proprietor had allegedly been credited with over thirty British agents and Free French operatives being captured, tortured and killed.

Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31

If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away “operating.” He may be an excellent man. But he is certain to waste his knowledge and ability and to throw away what little effectiveness he might have achieved. What the executive needs are criteria which enable him to work on the truly important, that is, on contributions and results, even though the criteria are not found in the flow of events.

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

The leader must be in charge of getting things done by running the three core processes—picking other leaders, setting the strategic direction, and conducting operations.

Computation has finally demystified mentalistic terms. Beliefs are inscriptions in memory, desires are goal inscriptions, thinking is computation, perceptions are inscriptions triggered by sensors, trying is executing operations triggered by a goal.

Asian professionals are frequently held back from senior positions by the perception that they don’t have “executive presence,” a factor that similarly operates against other minority groups in the workplace, including women.39 And what constitutes executive presence? Certainly not modesty:

What rules, then, can one follow if one is dedicated to the truth? First, never speak falsehood. Second, bear in mind that the act of withholding the truth is always potentially a lie, and that in each instance in which the truth is withheld a significant moral decision is required. Third, the decision to withhold the truth should never be based on personal needs, such as a need for power, a need to be liked or a need to protect one’s map from challenge. Fourth, and conversely, the decision to withhold the truth must always be based entirely upon the needs of the person or people from whom the truth is being withheld. Fifth, the assessment of another’s needs is an act of responsibility which is so complex that it can only be executed wisely when one operates with genuine love for the other. Sixth, the primary factor in the assessment of another’s needs is the assessment of that person’s capacity to utilize the truth for his or her own spiritual growth. Finally, in assessing the capacity of another to utilize the truth for personal spiritual growth, it should be borne in mind that our tendency is generally to underestimate rather than overestimate this capacity. All this might seem like an extraordinary task, impossible to ever perfectly complete, a chronic and never-ending burden, a real drag. And it is indeed a never-ending burden of self-discipline, which is why most people opt for a life of very limited honesty and openness and relative closedness, hiding themselves and their maps from the world. It is easier that way. Yet the rewards of the difficult life of honesty and dedication to the truth are more than commensurate with the demands. By virtue of the fact that their maps are continually being challenged, open people are continually growing people. Through their openness they can establish and maintain intimate relationships far more effectively than more closed people. Because they never speak falsely they can be secure and proud in the knowledge that they have done nothing to contribute to the confusion of the world, but have served as sources of

Brainstorm your big idea(s). (2 hrs) Identify your product, customer, competition, and sales/marketing strategy. (2 hrs) Identify your plan for operations, management, capitalization, and finances. (4 hrs) Create a life plan. (4 hrs) Validate your business idea. (8 hrs) Type up your finished business plan. (4 hrs) Execute and follow through on your plan.

And then came, perhaps, the biggest offseason move in franchise history … and no, we’re not talking about inviting Carlos Peña to camp or hiring Joe Maddon or appointing Andrew Friedman as Executive Vice President of Baseball Operations—those moves had already transpired. No, we’re talking about the really big move. After 2007 the Tampa Bay Devil Rays officially released the 'Devil' and emerged in 2008 as the Tampa Bay Rays.

Principles of Liberty 1. The only reliable basis for sound government and just human relations is Natural Law. 2. A free people cannot survive under a republican constitution unless they remain virtuous and morally strong. 3. The most promising method of securing a virtuous and morally strong people is to elect virtuous leaders. 4. Without religion the government of a free people cannot be maintained. 5. All things were created by God, therefore upon him all mankind are equally dependent, and to Him they are equally responsible. 6. All men are created equal. 7. The proper role of government is to protect equal rights, not provide equal things. 8. Men are endowed by their Creator with certain unalienable rights. 9. To protect man's rights, God has revealed certain principles of divine law. 10. The God-given right to govern is vested in the sovereign authority of the whole people. 11. The majority of the people may alter or abolish a government which has become tyrannical. 12. The United States of America shall be a republic. 13. A constitution should be structured to permanently protect the people from the human frailties of their rulers. 14. Life and Liberty are secure only so long as the Igor of property is secure. 15. The highest level of securitiy occurs when there is a free market economy and a minimum of government regulations. 16. The government should be separated into three branches: legislative, executive, and judicial. 17. A system of checks and balances should be adopted to prevent the abuse of power. 18. The unalienable rights of the people are most likely to be preserved if the principles of government are set forth in a written constitution. 19. Only limited and carefully defined powers should be delegated to the government, all others being retained by the people. 20. Efficiency and dispatch require government to operate according to the will of the majority, but constitutional provisions must be made to protect the rights of the minority. 21. Strong human government is the keystone to preserving human freedom. 22. A free people should be governed by law and not by the whims of men. 23. A free society cannot survive a republic without a broad program of general education. 24. A free people will not survive unless they stay strong. 25. "Peace, commerce, and honest friendship with all nations; entangling alliances with none." 26. The core unit which determines the strength of any society is the family; therefore, the government should foster and protect its integrity. 27. The burden of debt is as destructive to freedom as subjugation by conquest. 28. The United States has a manifest destiny to be an example and a blessing to the entire human race.

Entrepreneurs often mistake their business plan as a cookbook for execution, failing to recognize that it is only a collection of unproven assumptions. At its back, a revenue plan blessed by an investor, and composed overwhelmingly of guesses, suddenly becomes an operating plan driving hiring, firing, and spending. Insanity.

Blunt. I am the chief executive of the Special Operations Division of MI6. And your uncle was, for want of a better word, a spy.

The law of successful operations is to avoid the enemy's strength and strike his weakness.

executive branch of this particular government was not the party but the police, whose “operational activities were not regulated through party channels”;

If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away “operating.

All the suffering and torment wrought at places of execution, in torture chambers, madhouses, operating theatres, under the arches of bridges in late autumn—all these are stubbornly imperishable, all these persist, are inaccessible but cling on, envious of everything that is, stuck in their own terrible reality. People would like to be allowed to forget much of it, their sleep gliding softly over these furrows in the brain, but dreams come and push sleep aside and fill the picture again. And so they wake up breathless, let the light of a candle dissolve the darkness as they drink the comforting half-light as if it was sugared water. But, alas, the edge on which this security is balancing is a narrow one. Given the slightest little turn and their gaze slips away from the familiar and the friendly, and the contours that had so recently been comforting take the sharp outlines of an abyss of horror.

Of course, to execute an operation intelligently is not exactly the same thing as to follow its execution intelligently. The agent is originating, the spectator is only contemplating.

Seawoll sat in the executive leather operator’s chair behind the desk wearing a dangerously stretched noddy suit that made him look like the Michelin Man’s slightly deflated older brother.

Nur wer die Vergangenheit kennt, kann die Gegenwart verstehen und die Zukunft gestalten.’ ‘Only those who know the past can understand the present and shape the future.’ August Bebel (1840-1913)

Executives consistently report that their hardest experiences, the stretches that most challenged them, were the most helpful. A. G. Lafley, CEO of Procter & Gamble, was in charge of the company’s Asian operations during a major Japanese earthquake and the Asian economic collapse. He says that’s when he discovered that “you learn ten times more in a crisis than during normal times.” His

Harman was right: those pictures were worse. But, leaving aside the fact that photographs of death and nudity, however newsworthy, don't get much play in the press, the power of an image does not necessarily reside in what it depicts. A photograph of a mangled cadaver, or of a naked man trussed in torment, can shock and outrage, provoke protest and investigation, but it leaves little to the imagination. It may be rich in practical information while being devoid of any broader meaning. To the extent that it represents any circumstances or conditions beyond itself, it does so generically. Such photographs are repellent in large part because they have a terrible reductive sameness. Except from a forensic point of view, they are unambiguous, and have the quality of pornography. They are what they show, nothing more. They communicate no vision and, shorn of context, they offer little, if anything, to think about, no occasion for wonder. They have no value as symbols. Of course, the dominant symbol of Western civilization is the figure of a nearly naked man being tortured to death⁠—or more simply, the torture implement itself, the cross. But our pictures of Christ's savage death are the product of religious imagination and idealization. In reality, with his battered flesh scabbed and bleeding and bloated and discolored beneath the pitiless Judean desert sun, he must have been ghastly to behold. Had there been cameras at Calvary, would twenty centuries of believers have been moved to hang photographs of the scene on their altarpieces and in their homes, or to wear an icon of a man being executed around their necks as as an emblem of peace and hope and human fellowship? Photography is too frank to allow for the notion of suffering as noble and ennobling...

special operations forces were able to achieve “relative superiority” over an enemy by developing a “simple plan, carefully concealed, repeatedly rehearsed, and executed with surprise, speed, and purpose.

Like other tyrannies, the tyranny of the majority was at first, and is still vulgarly, held in dread, chiefly as operating through the acts of the public authorities. But reflecting persons perceived that when society is itself the tyrant—society collectively, over the separate individuals who compose it—its means of tyrannizing are not restricted to the acts which it may do by the hands of its political functionaries. Society can and does execute its own mandates: and if it issues wrong mandates instead of right, or any mandates at all in things with which it ought not to meddle, it practices a social tyranny more formidable than many kinds of political oppression, since, though not usually upheld by such extreme penalties, it leaves fewer means of escape, penetrating much more deeply into the details of life, and enslaving the soul itself. Protection, therefore, against the tyranny of the magistrate is not enough: there needs protection also against the tyranny of the prevailing opinion and feeling; against the tendency of society to impose, by other means than civil penalties, its own ideas and practices as rules of conduct on those who dissent from them; to fetter the development, and, if possible, prevent the formation, of any individuality not in harmony with its ways, and compel all characters to fashion themselves upon the model of its own.

The majority of the employees here are civilians," explained my Alderman guide/protector/companion/would-be-executioner as we strode without a word to the security guards through the foyer towards the lifts. "They conduct themselves within perfectly standard financial services and regulations. There is one specialist suboperational department catering to the financing of more...unusual extra-capital ventures, and the executive assets who operate it have to undergo a rigorous level of training, psyche evaluation, personality assessment, and team operational analyses." We stared at him, and said, "We barely understood the little words." "No," he replied, "I didn't think you would.

My heart dropped directly into my stomach. And I cursed those fucking goatherds to hell, and myself for not executing them when every military codebook ever written had taught me otherwise. Not to mention my own raging instincts, which had told me to go with Axe and execute them. And let the liberals go to hell in a mule cart, and take with them all of their fucking know-nothing rules of etiquette in war and human rights and whatever other bullshit makes ’em happy.

What rules, then, can one follow if one is dedicated to the truth? First, never speak falsehood. Second, bear in mind that the act of withholding the truth is always potentially a lie, and that in each instance in which the truth is withheld a significant moral decision is required. Third, the decision to withhold the truth should never be based on personal needs, such as a need for power, a need to be liked or a need to protect one’s map from challenge. Fourth, and conversely, the decision to withhold the truth must always be based entirely upon the needs of the person or people from whom the truth is being withheld. Fifth, the assessment of another’s needs is an act of responsibility which is so complex that it can only be executed wisely when one operates with genuine love for the other. Sixth, the primary factor in the assessment of another’s needs is the assessment of that person’s capacity to utilize the truth for his or her own spiritual growth. Finally, in assessing the capacity of another to utilize the truth for personal spiritual growth, it should be borne in mind that our tendency is generally to underestimate rather than overestimate this capacity.

You see, Sir Donnie, Court Gentry’s compass never has pointed true north. He’s a hit man, for God’s sake. But all his operations, both with the CIA as well as in his private practice, have been against those he deems worthy of extrajudicial execution. Terrorists, Mafia dons, drug dealers, all manner of nefarious ne’er-do-wells. Court is a killer, but he thinks himself to be a righter of wrongs, an instrument of justice. This is his flaw. And this flaw will be his downfall.

That a perfectly written set of commands would perfectly execute the same operations time and again would come to seem to me—as it did to so many smart, tech-inclined children of the millennium—the one stable saving truth of our generation.

These international bankers and Rockefeller–Standard Oil interests control the majority of the newspapers and magazines in this country. They use the columns of these papers to club into submission or drive out of office public officials who refuse to do the bidding of the powerful corrupt cliques which compose the invisible government. It operates under cover of a self-created screen [and] seizes our executive officers, legislative bodies, schools, courts, newspapers and every agency created for the public protection.

The existence of the terrible in every particle of the air. You breathe it in as part of something transparent; but within you it precipitates, hardens, acquires angular, geometrical forms in among your organs; for all the torments and horrors suffered at places of execution, in torture chambers, in madhouses, in operating theatres, under the arches of bridges in late autumn – all this is possessed of a tenacious permanence, all of it persists and, jealous of all that is, clings to its own frightful reality. People would prefer to be able to forget much of it; sleep files away gently at the grooves in the brain, but dreams drive it away and trace the lines anew. And they wake, panting, and dissolve the gleam of a candle in the dark, and drink in the half-lit solace as if it were sugared water.

Our new elite have more refined sensibilities than the old aristocracy: just as dowager duchesses would sniff that so-and-so was "in trade", so today's rulers have an antipathy to doers in general. How could Sarah Palin's executive experience running a state, a town, and a commercial fishing operation compare to all that experience Barack Obama had in sitting around thinking great thoughts? In forming his war cabinet, Winston Churchill said that he didn't want to fill it up with "mere advisors at large with nothing to do but think and talk." But Obama sent the Oval Office bust of Sir Winston back to the British, and now we have a government by men who've done nothing but "think and talk". There was less private-sector business experience in Obama's cabinet than in any administration going back a century.

Indeed, it was a skill Washington had acquired rather painfully in his two wars. In leading combat operations, slow and steady thinking, followed with energetic execution, often is more effective than a series of hasty moves that tend to exhaust a force and expose it to attack. One

During World War II, a secret apartment in London was maintained by the office of the Special Operations Executive. Within it, operatives created false documents and designed elaborate disguises for use by British undercover agents. The apartment was located at number 64 Baker Street.

Meanwhile, bank executives bristled—sometimes privately, but often in the press—at any suggestion that they had in any way screwed up, or should be subject to any constraints when it came to running their business. This last bit of chutzpah was most pronounced in the two savviest operators on Wall Street, Lloyd Blankfein of Goldman Sachs and Jamie Dimon of JPMorgan Chase, both of whom insisted that their institutions had avoided the poor management decisions that plagued other banks and neither needed nor wanted government assistance. These claims were true only if you ignored the fact that the solvency of both outfits depended entirely on the ability of the Treasury and the Fed to keep the rest of the financial system afloat, as well as the fact that Goldman in particular had been one of the biggest peddlers of subprime-based derivatives—and had dumped them onto less sophisticated customers right before the bottom fell out.

The worst thing, however, was having to watch those Nazis use my philosophy, thanks to Elisabeth’s editing. They twisted it into something so perverse and unimaginable. Using it as part of their platform to execute genocide,” Nietzsche hung his head, shaking it at the ground, his hands clenched around the arms of the chair.

The executive’s time tends to belong to everybody else. If one attempted to define an “executive” operationally (that is, through his activities) one would have to define him as a captive of the organization. Everybody can move in on his time, and everybody does. There seems to be very little any one executive can do about it. He cannot, as a rule, like the physician, stick his head out the door and say to the nurse, “I won’t see anybody for the next half hour.” Just at this moment, the executive’s telephone rings, and he has to speak to the company’s best customer or to a high official in the city administration or to his boss—and the next half hour is already gone.*

A type of cipher seemed to operate in my general experience of life. As in a corridor of mirrors, a single image is reflected again and again to an endless depth. Things that I had seen in the past were clearly reflected on those that I encountered for the first time, and I felt that I was being led by such resemblances into the inner recesses of the corridor, some fathomless inner chamber. We do not collide with our destiny all of a sudden. The man who later in his life is to be executed is constantly, every time that he sees a telegraph pole on his way to work, every time that he passes a railway crossing, drawing an image in his mind of the execution site, and is becoming familiar with that image.

Although these actors and their views were part of the strategic landscape, our strategic planning still seldom factored them into the equation. Third, at an operational, even tactical level, the battlefield was now global. An enemy group could plot and plan on one side of the planet and execute on the other side in days, if not hours. In cyberspace, impact could be measured in seconds. If these emerging and converging factors were changing the nature of warfare, then what was the role of intelligence? How would we identify and discern these micro-actors with macro-impact bouncing around a global battlefield, burrowing into the human terrain and employing deception and denial tactics? Intelligence seemed to be getting harder even as it was becoming more important.

The Mongols made culture portable. It was not enough to merely exchange goods, because whole systems of knowledge had to also be transported in order to use many of the new products. Drugs, for example, were not profitable items of trade unless there was adequate knowledge of how to use them. Toward this objective, the Mongol court imported Persian and Arab doctors into China, and they exported Chinese doctors to the Middle East. Every form of knowledge carried new possibilities for merchandising. It became apparent that the Chinese operated with a superior knowledge of pharmacology and of unusual forms of treatment such as acupuncture, the insertion of needles at key points in the body, and moxibustion, the application of fire or heat to similar areas. Muslims doctors, however, possessed a much more sophisticated knowledge of surgery, but, based on their dissection of executed criminals, the Chinese had a detailed knowledge of internal organs and the circulatory system. To encourage a fuller exchange of medical knowledge, the Mongols created hospitals and training centers in China using doctors from India and the Middle East as well as Chinese healers.

tonsils or half the appendix risks as much infection or shock as if he did the whole job. And he has not cured the condition, has indeed made it worse. He either operates or he doesn’t. Similarly, the effective decision-maker either acts or he doesn’t act. He does not take half-action. This is the one thing that is always wrong, and the one sure way not to satisfy the minimum specifications, the minimum boundary conditions.

Characteristics of System 1 generates impressions, feelings, and inclinations; when endorsed by System 2 these become beliefs, attitudes, and intentions operates automatically and quickly, with little or no effort, and no sense of voluntary control can be programmed by System 2 to mobilize attention when a particular pattern is detected (search) executes skilled responses and generates skilled intuitions, after adequate training creates a coherent pattern of activated ideas in associative memory

The panic was blamed on many factors—tight money, Roosevelt’s Gridiron Club speech attacking the “malefactors of great wealth,” and excessive speculation in copper, mining, and railroad stocks. The immediate weakness arose from the recklessness of the trust companies. In the early 1900s, national and most state-chartered banks couldn’t take trust accounts (wills, estates, and so on) but directed customers to trusts. Traditionally, these had been synonymous with safe investment. By 1907, however, they had exploited enough legal loopholes to become highly speculative. To draw money for risky ventures, they paid exorbitant interest rates, and trust executives operated like stock market plungers. They loaned out so much against stocks and bonds that by October 1907 as much as half the bank loans in New York were backed by securities as collateral—an extremely shaky base for the system. The trusts also didn’t keep the high cash reserves of commercial banks and were vulnerable to sudden runs.

The problem is that we are leading lives fully intermediated by screens and other technologies that, although they give the appearance of transparency, are in fact programmed, controlled, and operated by others. Worse, none of us have a freaking clue as to how any of it works. Increasingly, we are living in a “black box” society, one in which magical boxes provide directions, report the news, execute stock trades, make phone calls, recommend restaurants, and put the world’s knowledge at our fingertips.

The process of decision making and projecting a future in which one future among many can be selected depends less and less on human will. We may call it the paradox of the decider: as the circulation of information becomes faster and more complex, the time available for the elaboration of relevant information becomes shorter. The more space taken by the available information, the less time there is for understanding and conscious choice. This is why the interdependence between data and decisions is more and more embedded in infomachinery, in technolinguistic interfaces. This is why the execution of the program is entrusted to automated procedures that human operators can neither change nor ignore. The machine pretends to be neutral, purely mathematical, but we know that its procedures are only the technical reification of social interests: profit, accumulation, competition—these are the criteria underlying the automatic procedures embedded in the machine. Human volition is reduced to a procedural pretense.

When I first began to criticize small farming, a number of critics (most of them small-scale farmers) roundly condemned me for supporting agribusiness. In my favorite example to date, Joel Salatin, who figures prominently in the grass-fed-beef chapter, condemned my “love affair with confinement hog factories”! This reaction, while wildly inaccurate, is nonetheless important to take seriously. Most notably, it’s almost comically indicative of how narrowly we have framed our options. Joel was serious. His accusation shows that by constricting our choices to animal products sourced from either industrial or nonindustrial operations, by holding up the animal-based alternatives to industrial agriculture as our only alternative, we have silenced discussion of the most fertile, most politically consequential, and most reform-minded choice: eating plants. This alternative to the alternatives changes the entire game of revolutionizing our broken food system. It places the food movement on a new foundation, infuses it with fresh energy, and promotes the only choice that keeps agribusiness executives awake at night.

Smart clients say that the best way to use McKinsey is not to let them insinuate themselves—to prohibit walking the halls of the client’s offices looking for new business. Jamie Dimon of JPMorgan Chase, for example, will hire McKinsey, but for one-off projects in which the entire body of knowledge generated is transferred to JPMorgan Chase at the end of the project. The firm’s operating committee has to approve any consulting engagement, and the JPMorgan Chase executives don’t take just any consultants; they pick and choose the specific people they want on the project.

Contrary to what had long been assumed, Himmler did not give the order for the general extermination of all Jews in Soviet territory during his August 15 visit to Minsk, when, at his request, he attended a mass execution of Jews on the outskirts of the city.48 The move from selective to mass murder had started earlier, probably as a result of Hitler’s remarks during the July 16 conference regarding the “possibilities” offered by “antipartisan” operations. All Jews may not have been partisans in German eyes, but why not assume that they would offer assistance to partisans if they could?

In the years between 2002 and 2009, there was no centralized national military strategy for Afghanistan—none. A strategy refers to a plan of action designed to achieve a particular goal. An overarching strategy for any conflict unifies and directs all of its elements to work toward the execution of that strategy, facilitating the accomplishment of the intended goal. In the absence of a strategy, military organizations, especially ones composed of diverse multidimensional and multinational forces such as those in Afghanistan, operate in an unsynchronized fashion, never accomplishing or achieving their intended goals.

Senator Evan Bayh of Indiana gave public voice to what angers so many Americans today about Congress—it operates like a dysfunctional family. “The people’s business is not being done,” Bayh declared in February 2010. Congress suffers from multiple pathologies, he said, and he ticked them off: “strident partisanship, unyielding ideology, a corrosive system of campaign financing, gerrymandering of House districts, endless filibusters, holds on executive appointees in the Senate, dwindling social interaction between senators of opposing parties and a caucus system that promotes party unity at the expense of bipartisan consensus.

Yet, despite the snappy repartee and often-witty scripts, West Wing was a remarkably silly program. Has there ever been a group of real White House staffers as admirable and lovable as the West Wing ensemble, that selfless, high-minded, public-spirited, fundamentally decent pack of . . . political operators? Sorkin’s White House existed in a Bizarro World where the Oval Office is apparently devoid of office politics. Fans of the show never saw the sort of infighting, backstabbing, and jockeying for position that appear in real-world accounts of White House life, like George Reedy’s Twilight of the Presidency and John Dean’s Blind Ambition.

The great ones, however, never get lost in those distractions. Biggie in particular was legendary for his ability to stay focused. There could be all sorts of things going on—drinks being passed, blunts being rolled, people trying to holler at him about various projects—but he’d just sit in a chair with his eyes closed, seemingly oblivious to all the chaos around him. That was his way of connecting to the stillness inside of him, so that when it was time to get behind the microphone, he wasn’t caught up in worrying about how his last record did or how this one might be received once it was released. No, when it was time to make a song, he was always able to connect with both the music he was hearing in his headphones and the poetry that was filling up his heart. The same way today artists like Jay Z or Lil Wayne are able to create entire songs without ever putting a word down on paper. Through being able to connect completely with the music, they are able to operate from that “zone” that the great ones are able to access. That might not sound like a big deal, but I’ve seen so many artists get sidetracked by those distractions. And when it’s time for them to get in the recording booth and execute their craft, their mind is somewhere else. Sure, they’re rapping along to the beat, but they’re not connected to it.

From Bourcet he learnt the principle of calculated dispersion to induce the enemy to disperse their own concentration preparatory to the swift reuniting of his own forces. Also, the value of a 'plan with several branches', and of operating in a line which threatened alternative objectives. Moreover, the very plan which Napoleon executed in his first campaign was based on one that Bourcet had designed half a century earlier. Form Guibert he acquired an idea of the supreme value of mobility and fluidity of force, and of the potentialities inherent in the new distribution of an army in self-contained divisions. Guibert had defined the Napoleonic method when he wrote, a generation earlier: 'The art is to extend forces without exposing them, to embrace the enemy without being disunited, to link up the moves or the attacks to take the enemy in flank without exposing one's own flank.' And Guibert's prescription for the rear attack, as the means of upsetting the enemy's balance, became Napoleon's practice. To the same source can be traced Napoleon's method of concentrating his mobile artillery to shatter, and make a breach at, a key point in the enemy's front. Moreover, it was the practical reforms achieved by Guibert in the French army shortly before the Revolution which fashioned the instrument that Napoleon applied. Above all, it was Guibert's vision of a coming revolution in warfare, carried out by a man who would arise from a revolutionary state, that kindled the youthful Napoleon's imagination and ambition. While Napoleon added little to the ideas he had imbibed, he gave them fulfilment. Without his dynamic application the new mobility might have remained merely a theory. Because his education coincided with his instincts, and because these in turn were given scope by his circumstances, he was able to exploit the full possibilities of the new 'divisional' system. In developing the wider range of strategic combinations thus possible Napoleon made his chief contribution to strategy.

especially in the key task of translating broad strategic concepts into feasible operational orders. Marshall understood that Eisenhower had a talent for implementing strategy. And that job, Marshall believed, was more difficult than designing it. “There’s nothing so profound in the logic of the thing,” he said years later, discussing his own role in winning approval for the Marshall Plan. “But the execution of it, that’s another matter.” In other words, successful generalship involves first figuring out what to do, then getting people to do it. It has one foot in the intellectual realm of critical thinking and the other in the human world of management and leadership. It

A number of factors contribute to the development of an individual’s “practiced self-deception.” First, people who live primarily in fantasy confuse fantasy images with real, goal-directed action. They believe that they are actively pursuing their goals, when in fact they are not taking the steps necessary for success. For example, an executive in the business world may only perform the functions that enhance an image of himself as the “boss,” and leave essential management tasks unattended. The distinction between the image of success and its actual achievement is blurred. Retreat from action-oriented behavior is masked by the person’s focus on superficial signs and activities that preserve vanity and the fantasy image. Secondly, involvement in fantasy distorts one’s perception of reality, making self-deception more possible. Kierkegaard (1849/1954) alluded to this power of fantasy to attract and deceive when he observed: Sometimes the inventiveness of the human imagination suffices to procure possibility. Instead of summoning back possibility into necessity, the man pursues the possibility—and at last cannot find his way back to himself. (p. 77, 79) Thirdly, through its assigned roles and its rules for role-designated behavior, including age-appropriate activities, our culture actively supports people’s tendencies to give themselves up to more and more passivity and fantasy as they move through the life process. In addition, the discrepancy between society’s professed values on the one hand, and how society actually operates, on the other, tends to distort a person’s perceptions of reality, further confusing the difference between idealistic fantasies and actual accomplishments. The general level of pretense, duplicity, and deception existing in our society contributes to everyone’s disillusionment, cynicism, resignation, and passivity. The pooling of the individual defenses and fantasies of all society’s members makes it possible for each person to practice self-delusion under the guise of normalcy. Thus chronic self-denial becomes a socially acceptable defense against death anxiety.

CHARACTERISTICS OF SYSTEM 1 generates impressions, feelings, and inclinations; when endorsed by System 2 these become beliefs, attitudes, and intentions operates automatically and quickly, with little or no effort, and no sense of voluntary control can be programmed by System 2 to mobilize attention when a particular pattern is detected (search) executes skilled responses and generates skilled intuitions, after adequate training creates a coherent pattern of activated ideas in associative memory links a sense of cognitive ease to illusions of truth, pleasant feelings, and reduced vigilance distinguishes the surprising from the normal infers and invents causes and intentions neglects ambiguity and suppresses doubt is biased to believe and confirm exaggerates emotional consistency (halo effect) focuses on existing evidence and ignores absent evidence (WYSIATI) generates a limited set of basic assessments represents sets by norms and prototypes, does not integrate matches intensities across scales (e.g., size to loudness) computes more than intended (mental shotgun) sometimes substitutes an easier question for a difficult one (heuristics) is more sensitive to changes than to states (prospect theory)* overweights low probabilities* shows diminishing sensitivity to quantity (psychophysics)* responds more strongly to losses than to gains (loss aversion)* frames decision problems narrowly, in isolation from one another*

Characteristics of System 1: • generates impressions, feelings, and inclinations; when endorsed by System 2 these become beliefs, attitudes, and intentions • operates automatically and quickly, with little or no effort, and no sense of voluntary control • can be programmed by System 2 to mobilize attention when a particular pattern is detected (search) • executes skilled responses and generates skilled intuitions, after adequate training • creates a coherent pattern of activated ideas in associative memory • links a sense of cognitive ease to illusions of truth, pleasant feelings, and reduced vigilance • distinguishes the surprising from the normal • infers and invents causes and intentions • neglects ambiguity and suppresses doubt • is biased to believe and confirm • exaggerates emotional consistency (halo effect) • focuses on existing evidence and ignores absent evidence (WYSIATI) • generates a limited set of basic assessments • represents sets by norms and prototypes, does not integrate • matches intensities across scales (e.g., size to loudness) • computes more than intended (mental shotgun) • sometimes substitutes an easier question for a difficult one (heuristics) • is more sensitive to changes than to states (prospect theory)* • overweights low probabilities* • shows diminishing sensitivity to quantity (psychophysics)* • responds more strongly to losses than to gains (loss aversion)* • frames decision problems narrowly, in isolation from one another*

The sex difference in Agreeableness puts the debate about sex discrimination in society into an interesting light. The media tends to decry the fact that the prevalence of women chief executives of large corporations is very much lower than 50 per cent. But is this really evidence that discrimination is operating? It could equally well be the case that there is no discrimination, but that fewer women want to emphasize status gain at the expense of social connectedness. Given the known relationships between Agreeableness and career success, and the known sex differences in Agreeableness, you could actually work out the expected number of women in top positions if the market is blind to sex. It would not be zero, but it would be not be 50 per cent either.

Characteristics of the Council 1. The council exists as a device to gain understanding about important issues facing the organization. 2. The Council is assembled and used by the leading executive and usually consists of five to twelve people. 3. Each Council member has the ability to argue and debate in search of understanding, not from the egoistic need to win a point or protect a parochial interest. 4. Each Council member retains the respect of every other Council member, without exception. 5. Council members come from a range of perspectives, but each member has deep knowledge about some aspect of the organization and/or the environment in which it operates. 6. The Council includes key members of the management team but is not limited to members of the management team, nor is every executive automatically a member. 7. The Council is a standing body, not an ad hoc committee assembled for a specific project. 8. The Council meets periodically, as much as once a week or as infrequently as once per quarter. 9. The Council does not seek consensus, recognizing that consensus decisions are often at odds with intelligent decisions. The responsibility for the final decision remains with the leading executive. 10. The Council is an informal body, not listed on any formal organization chart or in any formal documents. 11. The Council can have a range of possible names, usually quite innocuous. In the good-to-great companies, they had benign names like Long-Range Profit Improvement Committee, Corporate Products Committee, Strategic Thinking Group, and Executive Council.

blackout one New York newspaper managed to appear: The New York Times. It had shifted its printing operations immediately across the Hudson to Newark, New Jersey, where the power plants were functioning and where a local paper, The Newark Evening News, had a substantial printing plant. But instead of the million copies the Times management had ordered, fewer than half this number actually reached the readers. Just as the Times went to press (so at least goes a widely told anecdote) the executive editor and three of his assistants started arguing how to hyphenate one word. This took them forty-eight minutes (so it is said)—or half of the available press time. The Times, the editor argued, sets a standard for written English in the United States and therefore cannot afford a grammatical mistake.

I’m sure they won’t,” Cyrus agreed. “But the fate of the free world is at stake here. We can’t put it on hold so you can spend the week with your mommy. Your spring break is now officially Operation Tiger Shark.” “Tiger Shark?” Erica asked, impressed. “I thought the CIA had run out of cool names like that.” This was true. The CIA had been naming operations for several decades, and the good options were running low. Our last mission had been dubbed Pungent Muskrat. “I made an executive decision,” Cyrus replied. “I’m not initiating ops with names like Mangy Weasel or Scrawny Chicken anymore. It’s bad for morale. So I recycled an old mission name. Now go get packing. I want you moving out at oh-two-hundred.” “That’s two in the morning!” I exclaimed. “I know when oh-two-hundred is,” Cyrus snapped.

HSBC's executives saw an emerging class of global rich as the bank's path to prosperity. The superwealthy were increasingly stateless. They banked in Geneva. Lived in London and New York. Shopped in Paris and Milan. And they held their assets through offshore companies registered in places like the British Virgin Islands. HSBC executives were reading the telltale signs of a new age of inequality, even if they didn't recognize it as such. Governments were retreating from providing their citizens pension and health organizations, and HSBC strategy report observed. The stateless rich balked at paying taxes in their home countries, to which they felt little allegiance. It made sense to them to base their operations inside tax havens and to bank in Switzerland, where discretion was woven into the country's DNA. These trends represented an opportunity for the wealth management industry.

A crucial capability of System 2 is the adoption of “task sets”: it can program memory to obey an instruction that overrides habitual responses. Consider the following: Count all occurrences of the letter f in this page. This is not a task you have ever performed before and it will not come naturally to you, but your System 2 can take it on. It will be effortful to set yourself up for this exercise, and effortful to carry it out, though you will surely improve with practice. Psychologists speak of “executive control” to describe the adoption and termination of task sets, and neuroscientists have identified the main regions of the brain that serve the executive function. One of these regions is involved whenever a conflict must be resolved. Another is the prefrontal area of the brain, a region that is substantially more developed in humans than in other primates, and is involved in operations that we associate with intelligence.

When it comes to the Obama administration, we have observed how it has operated by implementing the “Chicago Way,” an approach to government Obama learned in his days serving the Daley Machine in Chicago. It’s a “my way or the highway” style that combines unaccountability and illegal secrecy with brazen favoritism toward allies and the punishment of political enemies. Despite the idealism with which he promised he would govern, President Obama has proven quite comfortable operating in the morally bankrupt idiom of the urban politico. We have detailed shady dealings with cronies, clear and present dangers to our national security, cozy relationships with union bosses, ethically questionable appointments, abuse of power in the use of executive orders, double talk on ethics reform, politicization of government agencies such as the Internal Revenue Service, and, of course, the widespread practice of “crony capitalism,” which rewards friends of the president and the Democratic Party.

At the inception of this writing project, I considered the wisdom of executing a purposeful slaughtering of my egotistical self. If I do screw up the temerity to commence with an autopsy of a soulful self, I might lack the fortitude to stay the course to dissect the nature of my being. Without deep-seated faith, I risk faltering at the operating table and never rising again. Will I suffer from a desertion of boldness? Alternatively, will a stunning lack of talent and criminal absence of cognitive insight, perception, and discernment along with a paucity of intellectual and practical acumen betray me when I attempt to whisk up incomplete mental fragments previously abandoned to simmer in the deepest recesses of my animalistic being? Overwrought by a hovering sense of terror concerning what filthy rubbish I might discover lurking within the hallways of my afflicted soul, I am hesitant to descend into the labyrinth of the unknown. I might not endure to write about what fate awaits me when I attempt to harpoon protean personal thoughts steeped in fear and disgust.

The legislative department derives a superiority in our governments from other circumstances. Its constitutional powers being at once more extensive, and less susceptible of precise limits, it can, with the greater facility, mask, under complicated and indirect measures, the encroachments which it makes on the co-ordinate departments. It is not unfrequently a question of real nicety in legislative bodies, whether the operation of a particular measure will, or will not, extend beyond the legislative sphere. On the other side, the executive power being restrained within a narrower compass, and being more simple in its nature, and the judiciary being described by landmarks still less uncertain, projects of usurpation by either of these departments would immediately betray and defeat themselves. Nor is this all: as the legislative department alone has access to the pockets of the people, and has in some constitutions full discretion, and in all a prevailing influence, over the pecuniary rewards of those who fill the other departments, a dependence is thus created in the latter, which gives still greater facility to encroachments of the former. I

THE happy lot of which the soul is singing in the first of these three lines befell it through those means of which it speaks in the two lines that follow it; making use of a metaphor, it describes itself as one who, for the better execution of his purpose, goes out of his house by night, in the dark, the inmates of which are at rest, in order that none might hinder him. The soul having to perform so heroic and so rare an act, that of being united to the divine Beloved, sallies forth, because the Beloved is to be found only without, in solitude. The bride therefore desired to find Him alone, saying: “Who shall give Thee to me for my brother, sucking the breasts of my mother, that I may find Thee without and kiss Thee?”1 It is necessary for the enamored soul, in order to obtain the end desired, to act in the same way; to go out by night when all the inmates of its house repose and sleep; that is, when its lower operations, passions, and desires are at rest and asleep in this night. These are the inmates of its house which when awake ever hinder its good, enemies of its freedom. These are they of whom our Savior says in the holy gospel, “A man’s enemies shall be they of his own household!

AS ALL-CONSUMING AS the economic crisis was, my fledgling administration didn’t have the luxury of putting everything else on hold, for the machinery of the federal government stretched across the globe, churning every minute of every day, indifferent to overstuffed in-boxes and human sleep cycles. Many of its functions (generating Social Security checks, keeping weather satellites aloft, processing agricultural loans, issuing passports) required no specific instructions from the White House, operating much like a human body breathes or sweats, outside the brain’s conscious control. But this still left countless agencies and buildings full of people in need of our daily attention: looking for policy guidance or help with staffing, seeking advice because some internal breakdown or external event had thrown the system for a loop. After our first weekly Oval Office meeting, I asked Bob Gates, who’d served under seven previous presidents, for any advice he might have in managing the executive branch. He gave me one of his wry, crinkly smiles. “There’s only one thing you can count on, Mr. President,” he said. “On any given moment in any given day, somebody somewhere is screwing up.” We went to work trying to minimize screw-ups.

Most presidents would instantly draw a sharp, clean line between campaign operations and the use of military force. This is the proverbial “wag the dog” scenario where a president in trouble seeks to bomb his way out of it by hitting a target overseas. With no adult supervision in the Pentagon—just who is the acting, provisional, temporary, staffing-agency, drop-in SECDEF this week?—no one should put it past Trump to escalate conflicts with China, Iran, or elsewhere when some part of his lizard brain tells him that some boom-boom will goose his polling numbers. Some of my former GOP colleagues will whisper, “How dare you accuse the American president of ever using the military for…” and then drop the subject, because no matter how deep they are in the Trump hole, they know who this man is and what he’ll do. Trump proves time and again that morals, laws, norms, traditions, rules, guidelines, recommendations, and tearful pleading from his staff mean nothing when he gets a power boner and decides he’s going to do something stupid. President Hold My Beer comes from the Modern Unitary Executive Power theory, where there are no limits, no laws, and no right and wrong. I’m not saying it’s a matter of if Trump will wag the dog in 2020. I’m saying that anyone who thinks he wouldn’t is a damn fool.

[...]Telecomputer Man is assigned to an apparatus, just as the apparatus is assigned to him, by virtue of an involution of each into the other, a refraction of each by the other. The machine does what the human wants it to do, but by the same token the human puts into execution only what the machine has been programmed to do. The operator is working with virtuality: only apparently is the aim to obtain information or to communicate; the real purpose is to explore all the possibilities of a program, rather as a gambler seeks to exhaust the permutations in a game of chance. Consider the way the camera is used now. Its possibilities are no longer those of a subject who ' 'reflects' the world according to his personal vision; rather, they are the possibilities of the lens, as exploited by the object. The camera is thus a machine that vitiates all will, erases all intentionality and leaves nothing but the pure reflex needed to take pictures. Looking itself disappears without trace, replaced by a lens now in collusion with the object - and hence with an inversion of vision. The magic lies precisely in the subject's retroversion to a camera obscura - the reduction of his vision to the impersonal vision of a mechanical device. In a mirror, it is the subject who gives free rein to the realm of the imaginary. In the camera lens, and on-screen in general, it is the object, potentially, that unburdens itself - to the benefit of all media and telecommunications techniques. This is why images of anything are now a possibility. This is why everything is translatable into computer terms, commutable into digital form, just as each individual is commutable into his own particular genetic code. (The whole object, in fact, is to exhaust all the virtualities of such analogues of the genetic code: this is one of artificial intelligence's most fundamental aspects.) What this means on a more concrete level is that there is no longer any such thing as an act or event which is not refracted into a technical image or onto a screen, any such thing as an action which does not in some sense want to be photographed, filmed or tape-recorded, does not desire to be stored in memory so as to become reproducible for all eternity. No such thing as an action which does not aspire to self-transcendence into a virtual eternity - not, now, the durable eternity that follows death, but rather the ephemeral eternity of ever-ramifying artificial memory. The compulsion of the virtual is the compulsion to exist in potentia on all screens, to be embedded in all programs, and it acquires a magical force: the Siren call of the black box.

If anything, the LAPD had long and famously been guilty of overreaction, as they had shown, for example, during the infamous 1988 raid on two small, adjacent apartment buildings on South Central’s Dalton Avenue. There, eighty LAPD officers had stormed the buildings looking for drugs on a bullshit tip. After handcuffing the terrorized residents—including small children and their grandparents—they then spent the next several hours tearing all the toilets from the floors; smashing in walls, stairwells, bedroom sets, and televisions with sledgehammers; slashing open furniture; and then sending it all crashing through windows into the front yard and arresting anyone who happened by to watch. As they were leaving, the officers spray-painted a large board located down the street with some graffiti. “LAPD Rules,” read one message; “Rolling 30s Die” read another. So completely uninhabitable were the apartments rendered that the Red Cross had to provide the occupants with temporary shelter, as if some kind of natural disaster had occurred. No gang members lived there, no charges were ever filed. In the end, the city paid $3.8 million to the victims of the destruction. A report later written by LAPD assistant chief Robert Vernon called it “a poorly planned and executed field operation [that] involved . . . an improperly focused and supervised aggressive attitude of police officers, supervisors and managers toward being ‘at war’ with gang members.” The

Years ago, a friend gave me the best business advice I’ve ever received. His advice was so concise it rang in my head like a bell for the next five years. Bill had scaled his father’s company into the billions and with that money bought and sold several more companies that succeeded as well. Bill knew what it took to run a business, and he knew what it took to grow one. We were standing in my driveway after having talked for an hour or so. We’d talked about where my business was and where it could go. The future was limitless, yet I could tell there was something Bill didn’t want to say. He’d been nothing but encouraging in the years I’d known him, but this time it was obvious he had some constructive criticism. I asked point blank what he was thinking. He stood silently for a moment, measuring his thoughts. “Don,” he finally said, lowering his head and taking off his glasses. “You need to professionalize your operation.” “That’s your problem.” He continued. “Until you professionalize your operation, its potential is limited. The amount of money you make and your ability to have a positive impact on the world will be limited.” I’d never heard the term “professionalize your operation” before, but it rang true. My business revolved too much around me, and nobody (including me) knew exactly what they were supposed to do to make it grow. We had a vision, for sure, but we’d not built the reliable, predictable systems that would allow us to execute that vision.

You may not recognize the name Steven Schussler, CEO of Schussler Creative Inc., but you are probably familiar with his very popular theme restaurant Rainforest Café. Steve is one of the scrappiest people I know, with countless scrappy stories. He is open and honest about his wins and losses. This story about how he launched Rainforest Café is one of my favorites: Steve first envisioned a tropical-themed family restaurant back in the 1980s, but unfortunately, he couldn’t persuade anyone else to buy into the idea at the time. Not willing to give up easily, he decided to get scrappy and be “all in.” To sell his vision, he transformed his own split-level suburban home into a living, mist-enshrouded rain forest to convince potential investors that the concept was viable. Yes, you read that correctly—he converted his own house into a jungle dwelling complete with rock outcroppings, waterfalls, rivers, and layers of fog and mist that rose from the ground. The jungle included a life-size replica of an elephant near the front door, forty tropical birds in cages, and a live baby baboon named Charlie. Steve shared the following details: Every room, every closet, every hallway of my house was set up as a three-dimensional vignette: an attempt to present my idea of what a rain forest restaurant would look like in actual operation. . . . [I]t took me three years and almost $400,000 to get the house developed to the point where I felt comfortable showing it to potential investors. . . . [S]everal of my neighbors weren’t exactly thrilled to be living near a jungle habitat. . . . On one occasion, Steve received a visit from the Drug Enforcement Administration. They wanted to search the premises for drugs, presuming he may have had an illegal drug lab in his home because of his huge residential electric bill. I imagine they were astonished when they discovered the tropical rain forest filled with jungle creatures. Steve’s plan was beautiful, creative, fun, and scrappy, but the results weren’t coming as quickly as he would have liked. It took all of his resources, and he was running out of time and money to make something happen. (It’s important to note that your scrappy efforts may not generate results immediately.) I asked Steve if he ever thought about quitting, how tight was the money really, and if there was a time factor, and he said, “Yes to all three! Of course I thought about quitting. I was running out of money and time.” Ultimately, Steve’s plan succeeded. After many visits and more than two years later, gaming executive and venture capitalist Lyle Berman bought into the concept and raised the funds necessary to get the Rainforest Café up and running. The Rainforest Café chain became one of the most successful themed restaurants ever created, and continues that way under Landry’s Restaurants and Tilman Fertitta’s leadership. Today, Steve creates restaurant concepts in fantastic warehouses far from his residential neighborhood!

Chessler squirmed in his chair. “Not entirely. In the unlikely event that the transportation of two billion Christians occurs, it could throw the entire ten kingdoms into chaos.” He lowered his voice. “It could start a world revolution against the one-world government—make the greatest case for Christianity since the resurrection.” Jason stared skeptically at his uncle. “If over a billion people got transported into the ether, with credible witnesses on hand, it would be the biggest news coup in the world.” “Precisely. Then you understand the situation, Jason —which is that we have no option.” He shrugged his shoulders. Jason frowned. “What do you mean, you have ‘no option’?” “We intend to execute a false-flag operation.” Jason’s grin evaporated. This man was serious. “An event that will have all the appearance of a weaponized bioterror attack in North America, China, Russia. A pandemic. “Of course, dear boy, it won’t be real.” Chessler looked disarmingly into Jason’s eyes “But it has to give every appearance of a pandemic: martial law, quarantine centers, mandatory vaccination . . . ” “You’re talking about body bags flown in at night . . . ” Jason’s jaw set. “Making it look like billions of people have died of ebola, smallpox, or whatever.” “Precisely. You always got to the crux of a problem, Jason. Your mother’s acumen. If the Rapture occurs, no one will ever know. VOX will communicate the event to the masses. Exclusive coverage. Media blackout except for VOX networks.” Jason looked into his coffee and stirred it distractedly. “You’re talking about a cover-up of immeasurable proportions.” “Correct again. The Rapture never occurred. Millions of Christians died with the rest of the population—a tragic bioterror event that we, the powers that be, shall blame on China.

We can dismiss any notion that the Nazi regime murdered Jews in order to gratify German public opinion. It took elaborate precautions to hide these actions from the German people and from foreign observers. In official documents the responsible authorities referred to the killings with euphemisms like Sonderbehandlung (“special handling”), and undertook major operations to eliminate all traces of them, at a time when men and materiel could hardly be spared from the fighting. At the same time, there was no particular effort to keep the secret from German troops on the eastern front, many of whom were regularly assigned to participate. Some soldiers and officials photographed the mass executions and sent pictures home to their families and girlfriends.57 Many thousands of soldiers, civil administrators, and technicians stationed in the eastern occupied territories were eyewitnesses to mass killings. Many more thousands heard about them from participants. The knowledge inside Germany that dreadful things were being done to Jews in the east was “fairly widespread.” As long as disorderly destruction such as the shop-front smashings, beatings, and murders of Kristallnacht did not take place under their windows, most of them let distance, indifference, fear of denunciation, and their own sufferings under Allied bombing stifle any objections. In the end, radicalized Nazism lost even its nationalist moorings. As he prepared to commit suicide in his Berlin bunker in April 1945, Hitler wanted to pull the German nation down with him in a final frenzy. This was partly a sign of his character—a compromise peace was as unthinkable for Hitler as it was for the Allies. But it also had a basis within the nature of the regime: not to push forward was to perish. Anything was better than softness.59

I am excited to report that I may have gotten a job as an elevator attendant. It's a three-flight elevator, and my primary objective is to push one of three buttons, 1,2, or 3. I know, it seems complicated, but I am sure I am intellectually mature enough to handle it. I feel confident that I have this job because the owner of the elevator operating company, Mr. Pushkin, of Pushkin Push-button Services, shook my hand, winked at me, examined my index finger for button-pushing capabilities and then licked my armpit. It was very flattering. Since he is obviously a man who is continually rising in the elevator world, I asked him for some life advice. And do you know what he told me? He leaned in close so that his blue eyes were about two inches from my face, and then he leaned around to my ear and whispered, “Some men never leave the ground floor, and some men rise to the top. Still other men, like myself, enable these penthouse executives to reach the pinnacle of their company. But I never carry on conversation in an elevator, or at a urinal, and I’d never install a urinal on an elevator, for fear that men would be more inclined to converse freely as they traveled and emptied their bladder.” And without hesitation I replied, “Mr. Pushkin, I never shake a man’s hand after he just got done pissing, or shake my penis more than three times after pissing, but I am certain that I could operate an elevator equipped with a urinal. I know how to keep both my mouth and my pants zipped shut.” That’s when he glanced down and noticed that my fly was down. I was so embarrassed until he reached his hand down to my crotch and zipped me up as he winked and said, “It happens to the best of us.” And that’s when I noticed that not only was his fly unzipped, but his penis had been hanging out the whole time he’d been talking to me.

When I met Dr. Phil Zimbardo, the former president of the American Psychological Association, for lunch, I knew him primarily as the mastermind behind the famous Stanford prison experiment.7 In the summer of 1971, Zimbardo took healthy Stanford students, assigned them roles as either “guards” or “inmates,” and locked them in a makeshift “prison” in the basement of Stanford University. In just days, the “prisoners” began to demonstrate symptoms of depression and extreme stress, while the “guards” began to act cruel and sadistic (the experiment was ended early, for obvious reasons). The point is that simply being treated like prisoners and guards had, over the course of just a few days, created a momentum that caused the subjects to act like prisoners and guards. The Stanford prison experiment is legendary, and much has been written about its many implications. But what I wondered was this: If simply being treated in a certain way conditioned these Stanford students to gradually adopt these negative behaviors, could the same kind of conditioning work for more positive behavior too? Indeed, today Zimbardo is attempting a grand social experiment along those lines called the “Heroic Imagination Project.”8 The logic is to increase the odds of people operating with courage by teaching them the principles of heroism. By encouraging and rewarding heroic acts, Zimbardo believes, we can consciously and deliberately create a system where heroic acts eventually become natural and effortless. We have a choice. We can use our energies to set up a system that makes execution of goodness easy, or we can resign ourselves to a system that actually makes it harder to do what is good. Ward’s Positive Tickets system did the former, and it worked. We can apply the same principle to the choices we face when designing systems in our own lives.

I got back into my car and followed the trucks; at the end of the road, the Polizei unloaded the women and children, who rejoined the men arriving on foot. A number of Jews, as they walked, were singing religious songs; few tried to run away; the ones who did were soon stopped by the cordon or shot down. From the top, you could hear the gun bursts clearly, and the women especially were starting to panic. But there was nothing they could do. The condemned were divided into little groups and a noncom sitting at a table counted them; then our Askaris took them and led them over the brink of the ravine. After each volley, another group left, it went very quickly. I walked around the ravine by the west to join the other officers, who had taken up positions above the north slope. From there, the ravine stretched out in front of me: it must have been some fifty meters wide and maybe thirty meters deep, and went on for several kilometers; the little stream at the bottom ran into the Syrets, which gave its name to the neighborhood. Boards had been placed over this stream so the Jews and their shooters could cross easily; beyond, scattered pretty much everywhere on the bare sides of the ravine, the little white clusters were multiplying. The Ukrainian “packers” dragged their charges to these piles and forced them to lie down over them or next to them; the men from the firing squad then advanced and passed along the rows of people lying down almost naked, shooting each one with a submachine bullet in the neck; there were three firing squads in all. Between the executions some officers inspected the bodies and finished them off with a pistol. To one side, on a hill overlooking the scene, stood groups of officers from the SS and the Wehrmacht. Jeckeln was there with his entourage, flanked by Dr. Rasch; I also recognized some high-ranking officers of the Sixth Army. I saw Thomas, who noticed me but didn’t return my greeting. On the other side, the little groups tumbled down the flank of the ravine and joined the clusters of bodies that stretched farther and farther out. The cold was becoming biting, but some rum was being passed around, and I drank a little. Blobel emerged suddenly from a car on our side of the ravine, he must have driven around it; he was drinking from a little flask and shouting, complaining that things weren’t going fast enough. But the pace of the operations had been stepped up as much as possible. The shooters were relieved every hour, and those who weren’t shooting supplied them with rum and reloaded the clips. The officers weren’t talking much; some were trying to hide their distress. The Ortskommandantur had set up a field kitchen, and a military pastor was preparing some tea to warm up the Orpos and the members of the Sonderkommando. At lunchtime, the superior officers returned to the city, but the subalterns stayed to eat with the men. Since the executions had to continue without pause, the canteen had been set up farther down, in a hollow from which you couldn’t see the ravine. The Group was responsible for the food supplies; when the cases were broken open, the men, seeing rations of blood pudding, started raging and shouting violently. Häfner, who had just spent an hour administering deathshots, was yelling and throwing the open cans onto the ground: “What the hell is this shit?” Behind me, a Waffen-SS was noisily vomiting. I myself was livid, the sight of the pudding made my stomach turn. I went up to Hartl, the Group’s Verwaltungsführer, and asked him how he could have done that. But Hartl, standing there in his ridiculously wide riding breeches, remained indifferent. Then I shouted at him that it was a disgrace: “In this situation, we can do without such food!

True law necessarily is rooted in ethical assumptions or norms; and those ethical principles are derived, in the beginning at least, from religious convictions. When the religious understanding, from which a concept of law arose in a culture, has been discarded or denied, the laws may endure for some time, through what sociologists call "cultural lag"; but in the long run, the laws also will be discarded or denied. With this hard truth in mind, I venture to suggest that the corpus of English and American laws--for the two arise for the most part from a common root of belief and experience--cannot endure forever unless it is animated by the spirit that moved it in the beginning: that is, by religion, and specifically by the Christian people. Certain moral postulates of Christian teaching have been taken for granted, in the past, as the ground of justice. When courts of law ignore those postulates, we grope in judicial darkness. . . . We suffer from a strong movement to exclude such religious beliefs from the operation of courts of law, and to discriminate against those unenlightened who cling fondly to the superstitions of the childhood of the race. Many moral beliefs, however, though sustained by religious convictions, may not be readily susceptible of "scientific" demonstration. After all, our abhorrence of murder, rape, and other crimes may be traced back to the Decalogue and other religious injunctions. If it can be shown that our opposition to such offenses is rooted in religion, then are restraints upon murder and rape unconstitutional? We arrive at such absurdities if we attempt to erect a wall of separation between the operation of the laws and those Christian moral convictions that move most Americans. If we are to try to sustain some connection between Christian teaching and the laws of this land of ours, we must understand the character of that link. We must claim neither too much nor too little for the influence of Christian belief upon our structure of law. . . . I am suggesting that Christian faith and reason have been underestimated in an age bestridden, successively, by the vulgarized notions of the rationalists, the Darwinians, and the Freudians. Yet I am not contending that the laws ever have been the Christian word made flesh nor that they can ever be. . . . What Christianity (or any other religion) confers is not a code of positive laws, but instead some general understanding of justice, the human condition being what it is. . . . In short, judges cannot well be metaphysicians--not in the execution of their duties upon the bench, at any rate, even though the majority upon the Supreme Court of this land, and judges in inferior courts, seem often to have mistaken themselves for original moral philosophers during the past quarter century. The law that judges mete out is the product of statute, convention, and precedent. Yet behind statute, convention, and precedent may be discerned, if mistily, the forms of Christian doctrines, by which statute and convention and precedent are much influenced--or once were so influenced. And the more judges ignore Christian assumptions about human nature and justice, the more they are thrown back upon their private resources as abstract metaphysicians--and the more the laws of the land fall into confusion and inconsistency. Prophets and theologians and ministers and priests are not legislators, ordinarily; yet their pronouncements may be incorporated, if sometimes almost unrecognizably, in statute and convention and precedent. The Christian doctrine of natural law cannot be made to do duty for "the law of the land"; were this tried, positive justice would be delayed to the end of time. Nevertheless, if the Christian doctrine of natural law is cast aside utterly by magistrates, flouted and mocked, then positive law becomes patternless and arbitrary.

Professional Bio of Shahin Shardi, P.Eng. Materials Engineer Welding and Pressure Equipment Inspector, QA/QC Specialist Shahin Shardi is a Materials Engineer with experience in integrity management, inspection of pressure equipment, quality control/assurance of large scale oil and gas projects and welding inspection. He stared his career in trades which helped him understand fundamentals of operation of a construction site and execution of large scale projects. This invaluable experience provided him with boots on the ground perspective of requirements of running a successful project and job site. After obtaining an engineering degree from university of British Columbia, he started a career in asset integrity management for oil and gas facilities and inspection of pressure equipment in Alberta, Canada. He has been involved with numerus maintenance shutdowns at various facilities providing engineering support to the maintenance, operations and project personnel regarding selection, repair, maintenance, troubleshooting and long term reliability of equipment. In addition he has extensive experience in area of quality control and assurance of new construction activities in oil and gas industry. He has performed Owner’s Inspector and welding inspector roles in this area. Shahin has extensively applied industry codes of constructions such as ASME Pressure Vessel Code (ASME VIII), Welding (ASME IX), Process Piping (ASME B31.3), Pipe Flanges (ASME B16.5) and various pressure equipment codes and standards. Familiarity with NDT techniques like magnetic particle, liquid penetrant, eddy current, ultrasonic and digital radiography is another valuable knowledge base gained during various projects. Some of his industry certificates are CWB Level 2 Certified Welding Inspector, API 510 Pressure Vessel Inspector, Alberta ABSA In-Service Pressure Vessel Inspector and Saskatchewan TSASK Pressure Equipment Inspector. Shahin is a professional member of Association of Professional Engineers and Geoscientists of Alberta.

But when you actually break down the amount of time, energy, skill, planning, and maintenance that go into care tasks, they no longer seem simple. For example, the care task of feeding yourself involves more than just putting food into your mouth. You must also make time to figure out the nutritional needs and preferences of everyone you’re feeding, plan and execute a shopping trip, decide how you’re going to prepare that food and set aside the time to do so, and ensure that mealtimes come at correct intervals. You need energy and skill to plan, execute, and follow through on these steps every day, multiple times a day, and to deal with any barriers related to your relationship with food and weight, or a lack of appetite due to medical or emotional factors. You must have the emotional energy to deal with the feeling of being overwhelmed when you don’t know what to cook and the anxiety it can produce to create a kitchen mess. You may also need the skills to multitask while working, dealing with physical pain, or watching over children. Now let’s look at cleaning: an ongoing task made up of hundreds of small skills that must be practiced every day at the right time and manner in order to “keep going on the business of life.” First, you must have the executive functioning to deal with sequentially ordering and prioritizing tasks.1 You must learn which cleaning must be done daily and which can be done on an interval. You must remember those intervals. You must be familiar with cleaning products and remember to purchase them. You must have the physical energy and time to complete these tasks and the mental health to engage in a low-dopamine errand for an extended period of time. You must have the emotional energy and ability to process any sensory discomfort that comes with dealing with any dirty or soiled materials. “Just clean as you go” sounds nice and efficient, but most people don’t appreciate the hundreds of skills it takes to operate that way and the thousands of barriers that can interfere with execution.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

Why, he asked, do all of our policing efforts have to be so reactive, so negative, and so after the fact? What if, instead of just focusing on catching criminals—and serving up ever harsher punishments—after they committed the crime, the police devoted significant resources and effort to eliminating criminal behavior before it happens? To quote Tony Blair, what if they could be tough on crime but also tough on the causes of crime?3 Out of these questions came the novel idea for Positive Tickets, a program whereby police, instead of focusing on catching young people perpetrating crimes, would focus on catching youth doing something good—something as simple as throwing litter away in a bin rather than on the ground, wearing a helmet while riding their bike, skateboarding in the designated area, or getting to school on time—and would give them a ticket for positive behavior. The ticket, of course, wouldn’t carry a fine like a parking ticket but instead would be redeemable for some kind of small reward, like free entry to the movies or to an event at a local youth center—wholesome activities that also had the bonus of keeping the young people off the streets and out of trouble. So how well did Richmond’s unconventional effort to reimagine policing work? Amazingly well, as it turned out. It took some time, but they invested in the approach as a long-term strategy, and after a decade the Positive Tickets system had reduced recidivism from 60 percent to 8 percent. You might not think of a police department as a place where you would expect to see Essentialism at work, but in fact Ward’s system of Positive Tickets is a lesson in the practice of effortless execution. The way of the Nonessentialist is to go big on everything: to try to do it all, have it all, fit it all in. The Nonessentialist operates under the false logic that the more he strives, the more he will achieve, but the reality is, the more we reach for the stars, the harder it is to get ourselves off the ground. The way of the Essentialist is different. Instead of trying to accomplish it all—and all at once—and flaring out, the Essentialist starts small and celebrates progress. Instead of going for the big, flashy wins that don’t really matter, the Essentialist pursues small and simple wins in areas that are essential.

Why, exactly, is Marduk handing Hammurabi a one and a zero in this picture?" Hiro asks. "They were emblems of royal power," the Librarian says. "Their origin is obscure." "Enki must have been responsible for that one," Hiro says. "Enki's most important role is as the creator and guardian of the me and the gis-hur, the 'key words' and 'patterns' that rule the universe." "Tell me more about the me." "To quote Kramer and Maier again, '[They believed in] the existence from time primordial of a fundamental, unalterable, comprehensive assortment of powers and duties, norms and standards, rules and regulations, known as me, relating to the cosmos and its components, to gods and humans, to cities and countries, and to the varied aspects of civilized life.'" "Kind of like the Torah." "Yes, but they have a kind of mystical or magical force. And they often deal with banal subjects -- not just religion." "Examples?" "In one myth, the goddess Inanna goes to Eridu and tricks Enki into giving her ninety-four me and brings them back to her home town of Uruk, where they are greeted with much commotion and rejoicing." "Inanna is the person that Juanita's obsessed with." "Yes, sir. She is hailed as a savior because 'she brought the perfect execution of the me.'" "Execution? Like executing a computer program?" "Yes. Apparently, they are like algorithms for carrying out certain activities essential to the society. Some of them have to do with the workings of priesthood and kingship. Some explain how to carry out religious ceremonies. Some relate to the arts of war and diplomacy. Many of them are about the arts and crafts: music, carpentry, smithing, tanning, building, farming, even such simple tasks as lighting fires." "The operating system of society." "I'm sorry?" "When you first turn on a computer, it is an inert collection of circuits that can't really do anything. To start up the machine, you have to infuse those circuits with a collection of rules that tell it how to function. How to be a computer. It sounds as though these me served as the operating system of the society, organizing an inert collection of people into a functioning system." "As you wish. In any case, Enki was the guardian of the me." "So he was a good guy, really." "He was the most beloved of the gods." "He sounds like kind of a hacker.

By now, though, it had been a steep learning curve, he was fairly well versed on the basics of how clearing worked: When a customer bought shares in a stock on Robinhood — say, GameStop — at a specific price, the order was first sent to Robinhood's in-house clearing brokerage, who in turn bundled the trade to a market maker for execution. The trade was then brought to a clearinghouse, who oversaw the trade all the way to the settlement. During this time period, the trade itself needed to be 'insured' against anything that might go wrong, such as some sort of systemic collapse or a default by either party — although in reality, in regulated markets, this seemed extremely unlikely. While the customer's money was temporarily put aside, essentially in an untouchable safe, for the two days it took for the clearing agency to verify that both parties were able to provide what they had agreed upon — the brokerage house, Robinhood — had to insure the deal with a deposit; money of its own, separate from the money that the customer had provided, that could be used to guarantee the value of the trade. In financial parlance, this 'collateral' was known as VAR — or value at risk. For a single trade of a simple asset, it would have been relatively easy to know how much the brokerage would need to deposit to insure the situation; the risk of something going wrong would be small, and the total value would be simple to calculate. If GME was trading at $400 a share and a customer wanted ten shares, there was $4000 at risk, plus or minus some nominal amount due to minute vagaries in market fluctuations during the two-day period before settlement. In such a simple situation, Robinhood might be asked to put up $4000 and change — in addition to the $4000 of the customer's buy order, which remained locked in the safe. The deposit requirement calculation grew more complicated as layers were added onto the trading situation. A single trade had low inherent risk; multiplied to millions of trades, the risk profile began to change. The more volatile the stock — in price and/or volume — the riskier a buy or sell became. Of course, the NSCC did not make these calculations by hand; they used sophisticated algorithms to digest the numerous inputs coming in from the trade — type of equity, volume, current volatility, where it fit into a brokerage's portfolio as a whole — and spit out a 'recommendation' of what sort of deposit would protect the trade. And this process was entirely automated; the brokerage house would continually run its trading activity through the federal clearing system and would receive its updated deposit requirements as often as every fifteen minutes while the market was open. Premarket during a trading week, that number would come in at 5:11 a.m. East Coast time, usually right as Jim, in Orlando, was finishing his morning coffee. Robinhood would then have until 10:00 a.m. to satisfy the deposit requirement for the upcoming day of trading — or risk being in default, which could lead to an immediate shutdown of all operations. Usually, the deposit requirement was tied closely to the actual dollars being 'spent' on the trades; a near equal number of buys and sells in a brokerage house's trading profile lowered its overall risk, and though volatility was common, especially in the past half-decade, even a two-day settlement period came with an acceptable level of confidence that nobody would fail to deliver on their trades.

You are claiming that the Soviet authorities began and influenced the existence of the Democratic Party [in Iran]. That is the basis of all your statements. The simplest way to discredit your absurd claim si to tell you about Iran, of which you are apparently ignorant. The people of Iran are oppressed, poverty-stricken, and miserable with hunger and disease. Their death rate is among the highest in the world, and their infant mortality rate threatens Iran with complete extinction. They are ruled without choice by feudalistic landowners, ruthless Khans, and venal industrialists. The peasants are slaves and the workers are paid a few pennies for a twelve hour day--not enough to keep their families in food. I can quote you all the figures you like to support these statements, quote them if necessary from British sources. I can also quote you the figures of wealth which is taken out of Iran yearly by the Anglo-Iranian Oil Company, of which the British Governemtn is the largest shareholder. 200 million pounds sterling have been taken out of Iran by your Oil company: a hundred times the total amount of Iran's national income and ten thousand times the total national income of the working people of Iran. By such natural resources as oil, Iran is by nature one of the wealthiest countries on earth. That wealth goes to Britain, while Iran remains poverty-ridden and without economic stability at all. It has no wage policies, no real trade unions, few hospitals, no sanitation and drainage, no irrigation, no proper housing, and no adequate road system. Its people have no rights before the law; their franchise in non-existent, and their parliamentary rights are destroyed by the corrupt method of election and political choice. The Iranian people suffer the terrors of a police regime, and they are prey to the manipulations of the grain speculators and the money operators. The racial minorities suffer discrimination and intolerance, and religious minorities are persecuted for political ends. Banditry threatens the mountain districts, and British arms have been used to support one tribe against another. I could go on indefinitely, painting you a picture of misery and starvation and imprisonment and subjection which must shame any human being capable of hearing it. Yet you say that the existence of a Democratic Party in Iran has been created by the Soviet authorities. You underestimate the Iranian people, Lord Essex! The Democratic Party has arisen out of all this misery and subjection as a force against corruption and oppression. Until now the Iranian people have been unable to create a political party because the police system prevented by terror and assassination. Any attempt to organize the workers and peasants was quickly halted by the execution of party leaders and the vast imprisonment of its followers. The Iranian people, however, have a long record of struggle and persistence, and they do not have to be told by the Soviet Union where their interests lie. They are not stupid and they are not utterly destroyed. They still posses the will to organize a democratic body and follow it into paths of Government. The Soviet Union has simply made sure that the police assassins did not interfere.... To talk of our part in 'creating' the democratic movement is an insult to the people and a sign of ignorance. We do not underestimate the Iranian people, and as far as we are concerned the Democratic Party...belongs to the people. It is their creation and their right, and it cannot be broken by wild charges which accuse the Soviet Union of its birth. We did not create it, and we have not interfered in the affairs of Iran. On the contrary, it is the British Government which has interfered continuously and viciously in Iran's affairs.

Holder’s department orchestrated the astounding “Fast and Furious” operation, in which large quantities of firearms were knowingly sent to vicious drug gangs in Mexico.

In addition to facilitating the arming of jihadists during the war, in violation of American criminal laws against material support to terrorism, the president’s policy enabled jihadists affiliated with al-Qaeda to seize parts of the regime’s arsenal in the chaotic aftermath of Qaddafi’s assassination. Thus fortified, terrorists conducted violent operations against American and other Western targets in the region.

The operation of God as he is described as acting in the gospel intimates the triune nature of God. Only a triune God can do what is done in the gospel. Think about what actually happens in the events narrated in the gospel. The different persons of the Godhead each perform significant roles in executing the divine plan to bring salvation to the world. God the Father sends the Son, the Son ministers in the power of the Spirit, the Father hands him over to the cross, the Father by the Spirit raises the Son up, after his ascension the Father and the Son dispense the Spirit to the church, and the Spirit gives glory to the Father and the Son.

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

Building a visionary company requires 1% vision and 99% alignment. When you have superb alignment, a visitor could drop in from outer space and infer your vision from the operations and activities of the company without ever reading it on paper or meeting a single senior executive. Creating alignment may be your most important work. But the first step will always be to recast your vision or mission into an effective context for building a visionary company. If you do it right, you shouldn’t have to do it again for at least a decade.

Jason LeDay is the owner of Axiom Industries who has vast year experience in executive management, developing and operating various healthcare disciplines based in Austin, Texas.

During the early hours of April 12, 1980, which for all practical purposes looked no different than any other hot and humid morning in Monrovia. Select members of Liberia’s National Defense Force awoke early and quietly made their way to the small garden in the back of the Presidential Palace on Ashmond Street. Within minutes President Tolbert and twenty-six of his staff were murdered by the rebels called the “People's Redemption Council,” There are differing stories as to the time and manner of the President’s death; however it is believed that he was disemboweled by Samuel Doe, a member of the Krahn tribe, while asleep in the Executive Mansion. Another report stated that Tolbert was shot and stabbed by an American CIA operative. The First Lady, Tolbert's wife Victoria, wrote in her autobiography that she saw a masked man with a white hand, stabbing her late husband. Because of this evidence it was speculated by many that “white" mercenaries working for the CIA had been behind Doe’s actions. However, Boima Fahnbulleh, a minisiter of Doe’s cabinet, later testified that “the Americans did not support the coup d'état led by Mr. Doe.

This is what happened when I cofounded LinkedIn. The key business model innovations for LinkedIn, including the two-way nature of the relationships and filling professionals’ need for a business-oriented online identity, didn’t just happen organically. They were the result of much thought and reflection, and I drew on the experiences I had when founding SocialNet, one of the first online social networks, nearly a decade before the creation of LinkedIn. But life isn’t always so neat. Many companies, even famous and successful ones, have to develop their business model innovation after they have already commenced operations. PayPal didn’t have a business model when it began operations (I was a key member of the PayPal executive team). We were growing exponentially, at 5 percent per day, and we were losing money on every single transaction we processed. The funny thing is that some of our critics called us insane for paying customers bonuses to refer their friends. Those referral bonuses were actually brilliant, because their cost was so much lower than the standard cost of acquiring new financial services customers via advertising. (We’ll discuss the power and importance of this kind of viral marketing later on.) The insanity, in fact, was that we were allowing our users to accept credit card payments, sticking PayPal with the cost of paying 3 percent of each transaction to the credit card processors, while charging our users nothing. I remember once telling my old college friend and PayPal cofounder/ CEO Peter Thiel, “Peter, if you and I were standing on the roof of our office and throwing stacks of hundred-dollar bills off the edge as fast as our arms could go, we still wouldn’t be losing money as quickly as we are right now.” We ended up solving the problem by charging businesses to accept payments, much as the credit card processors did, but funding those payments using automated clearinghouse (ACH) bank transactions, which cost a fraction of the charges associated with the credit card networks. But if we had waited until we had solved this problem before blitzscaling, I suspect we wouldn’t have become the market leader.

It’s worth noting, incidentally, that most private corporations are fantastically inefficient, although their inefficiency is disguised by collusion with the government: Contrary to their claims of efficiency, most large corporations…spend an inordinate portion of society’s resources on advertising, executive perks and salaries, transportation and communications to far-flung corporate empires, and lobbying expenses. Most depend for their profits and survival on a complex regime of public subsidies, exemptions, and externalized costs, including the indirect subsidies they gain when allowed to pay less than a living wage, maintain substandard working conditions, market hazardous products, dump untreated wastes into the environment, and extract natural resources from public lands at below-market prices. Ralph Estes…estimates that in 1994 corporations extracted more than $2.6 trillion a year in such subsidies in the United States alone—roughly five times their reported profits… It is one of the basic principles of efficient market function that the full costs of a product or service be borne by the seller and passed on to the buyer. Yet many corporations would be forced to close their doors or restructure if they had to bear the true full costs of their operations.123 Americans sometimes think of large size almost as an end in itself, or at least as necessary for economic efficiency. But this is not always the case. In some industries, economies of scale do exist. But large size tends to entail bureaucratic inefficiencies, environmental destruction, allocative inequalities, political corruption, in general significant negative externalities.124