Potential Senior Quotes

Because it is senior year I have begun to see things as potential absences. The things I love will become the things I'll miss.

WAKE Dealing with an alcoholic single mother and endless hours of working at Heather Nursing Home to raise money for college, high-school senior Janie Hannagan doesn’t need more problems. But inexplicably, since she was eight years old, she has been pulled in to people’s dreams, witnessing their recurring fears, fantasies and secrets. Through Miss Stubin at Heather Home, Janie discovers that she is a dream catcher with the ability to help others resolve their haunting dreams. After taking an interest in former bad boy Cabel, she must distinguish between the monster she sees in his nightmares and her romantic feelings for him. And when she learns more about Cabel’s covert identity, Janie just may be able to use her special dream powers to help solve crimes in a suspense-building ending with potential for a sequel. McMann lures teens in by piquing their interest in the mysteries of the unknown, and keeps them with quick-paced, gripping narration and supportive characters.

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

... "Having it all" is the phrase of a culture that, as Adam Phillips implies in 'Missing Out', is tyranized by the idea of its own potential. A few generations ago, most people didn't wake up in the morning and fret about whether or not they were living their lives to the fullest. Freedom has always been built into the American experiment, of course, but the freedom to take off and go rock-climbing for the afternoon, or to study engineering, or even to sneak in ten minutes for ourselves in the morning to read the paper- these kinds of freedoms were not, until very recently, built into our private universes of anticipation. It's important to remember that.

We long for experiences “of profound connection with others,” he writes, “of deep understanding of natural phenomena, of love, of being profoundly moved by music or tragedy, or doing something new and innovative.” Just as important, we long for esteem and pride, “a self that happiness is a fitting response to.” Implicit in Nozick’s experiment is the idea that happiness should be a by-product, not a goal. Many of the ancient Greeks believed the same. To Aristotle, eudaimonia (roughly translated as “flourishing”) meant doing something productive. Happiness could only be achieved through exploiting our strengths and our potential. To be happy, one must do, not just feel.

In fact, she [Pamela Flitton] seemed to prefer 'older men' on the whole, possibly because of their potentiality for deeper suffering. Young men might superficially transcend their seniors in this respect, but they probably showed less endurance in sustaining that state, while, once pinioned, the middle-aged could be made to writhe almost indefinitely.

A host of other matters that affect the lives of many LGBTQ people—among them, health care, senior centers, immigration, poverty, homelessness, diet, and education—are currently given short shrift. Even those issues still being partially addressed, like hate crime legislation, are of uncertain relevance (and even potential harm) to much of the queer population.

And it wasn’t just one warning. Eight years before the Panel on Climate Change’s report, an assessment of global warming’s impacts in New York City had also cautioned of potential flooding. “Basically pretty much everything that we projected happened,” says Cynthia Rosenzweig, a senior research scientist at NASA’s Goddard Institute for Space Studies, the cochair of the Panel on Climate Change and coauthor of that 2001 report.

In airplane crashes and chemical industry accidents, in the infrequent but serious nuclear plant accidents, in the NASA Challenger and Columbia disasters, and in the British Petroleum gulf spill, a common finding is that lower-ranking employees had information that would have prevented or lessened the consequences of the accident, but either it was not passed up to higher levels, or it was ignored, or it was overridden. When I talk to senior managers, they always assure me that they are open, that they want to hear from their subordinates, and that they take the information seriously. However, when I talk to the subordinates in those same organizations, they tell me either they do not feel safe bringing bad news to their bosses or they’ve tried but never got any response or even acknowledgment, so they concluded that their input wasn’t welcome and gave up. Shockingly often, they settled for risky alternatives rather than upset their bosses with potentially bad news. When I look at what goes on in hospitals, in operating rooms, and in the health care system generally, I find the same problems of communication exist and that patients frequently pay the price. Nurses and technicians do not feel safe bringing negative information to doctors or correcting a doctor who is about to make a mistake. Doctors will argue that if the others were “professionals” they would speak up, but in many a hospital the nurses will tell you that doctors feel free to yell at nurses in a punishing way, which creates a climate where nurses will certainly not speak up. Doctors engage patients in one-way conversations in which they ask only enough questions to make a diagnosis and sometimes make misdiagnoses because they don’t ask enough questions before they begin to tell patients what they should do.

These are things you’re not supposed to say on campuses now. But let’s be frank. To begin with, if colleges and universities around the country were in any way serious about policies to prevent sexual assaults, the path is obvious: don’t ban teacher-student romance, ban fraternities. And if we want to limit the potential for sexual favoritism—another rationale often proffered for the new policies—then let’s include the institutionalized sexual favoritism of spousal hiring, with trailing spouses getting ranks and perks based on whom they’re sleeping with rather than CVs alone, and brought in at salaries often dwarfing those of senior and more accomplished colleagues who didn’t have the foresight to couple more advantageously.

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

A 2011 McKinsey report noted that men are promoted based on potential, while women are promoted based on past accomplishments.14 In addition to the external barriers erected by society, women are hindered by barriers that exist within ourselves. We hold ourselves back in ways both big and small, by lacking self-confidence, by not raising our hands, and by pulling back when we should be leaning in. We internalize the negative messages we get throughout our lives—the messages that say it’s wrong to be outspoken, aggressive, more powerful than men. We lower our own expectations of what we can achieve. We continue to do the majority of the housework and child care. We compromise our career goals to make room for partners and children who may not even exist yet. Compared to our male colleagues, fewer of us aspire to senior positions.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

Until fairly recently, what parents wanted was utterly beside the point. But we now live in an age when the map of our desires has gotten considerably larger, and we've been told it's our right (obligation in fact) to try to fulfill them. In an end-of-the-millennium essay, the historian J.M. Roberts wrote: "The 20th century has spread as never before the idea that human happiness is realizable on Earth." That's a wonderful thing, of course, but not always a realistic goal, and when reality falls short of expectations, we often blame ourselves. "Our lives become an elegy to needs unmet and desires sacrificed, to possibilities refused, to roads not taken," writes the British psychoanalyst Adam Philips in his 2012 collection of essays, 'Missing Out'. "The myth of potential makes mourning and complaining feel like the realest things we ever do." Even if our dreams were never realizable, even if they were false from the start, we regret not pursuing them. "We can't imagine our lives," writes Phillips, "without the unlived lives they contain.

TRUMP EVENTUALLY REALIZED THAT he needed executives with a strong background in running casinos. He scouted the competition and picked Stephen Hyde, a devout Mormon with a large family. The Church of Latter-day Saints opposed gambling, but the casino industry employed many Mormons in key positions, in part because executives believed the faithful wouldn’t be tempted to bet. Hyde was soft-spoken, unflappable, and widely considered one of the nation’s savviest gaming executives, having most recently worked for Trump’s competitor Steve Wynn. Trump, who once wrote, “I can be a screamer,” would occasionally humiliate Hyde by cursing him out in front of other executives. Yet Trump recognized Hyde’s capabilities and entrusted him with a business potentially worth billions of dollars. Hyde was, Trump wrote, “a very sharp guy and highly competitive, but most of all, he had a sense of how to manage to the bottom line.” Trump throughout his career would rely on small circles of advisers, and Hyde became one of Trump’s most trusted associates at the time. That meant some other senior executives felt shut out, unable to convey their concerns to Trump without going through the tight inner circle. Hyde was at the top of that chain of command. Hyde

After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?

Although Dyatlov, Shift Foreman Akimov, and Senior Reactor Control Engineer Toptunov had violated some operating regulations, they were ignorant of the deadly failing of the RBMK-1000 that meant that insertion of the control rods, instead of shutting down the reactor at the end of the test, could initiate a runaway chain reaction. Every one of the investigators behind the report now agreed that the fatal power surge that destroyed the reactor had begun with the entry of the rods into its core. ‘Thus the Chrnobyl accident comes within the standard pattern of most severe accidents in the world. It begins with an accumulation of small breaches of the regulations. … These produce a set of undesirable properties and occurrences that, when taken separately, do not seem to be particularly dangerous, but finally an initiating event occurs that, in this particular case, was the subjective actions of the personnel that allowed the potentially destructive and dangerous qualities of the reactor to be released.’ IAEA experts revealed at last the true magnitude of the technical cover-up surrounding the causes of the disaster: the long history of previous RBMK accidents, the dangerous design of the reactor, its instability, and the way its operators had been misled about its behavior. In dense scientific detail, it described the inherent problems of the positive void coefficient and the fatal consequences of the control rod ‘tip’ effect. (pp. 347-348)

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

It is not only in childhood that people of high potential can be encouraged or held back and their promise subverted or sustained. The year before I went to Amherst, a group of women had declined to stand for tenure. One of them simply said that after six years she was used up, too weary and too eroded by constant belittlement to accept tenure if it were offered to her. Women were worn down or burnt out. During the three years I spent as dean of the faculty, as I watched some young faculty members flourish and others falter, I gradually realized that the principal instrument of sexism was not the refusal to appoint women or even the refusal to promote (though both occurred, for minorities as well as women), but the habit of hiring women and then dealing with them in such a way that when the time came for promotion it would be reasonable to deny it. It was not hard to show that a particular individual who was a star in graduate school had somehow belied her promise, had proved unable to achieve up to her potential. This subversion was accomplished by taking advantage of two kinds of vulnerability that women raised in our society tend to have. The first is the quality of self-sacrifice, a learned willingness to set their own interests aside and be used and even used up by the community. Many women at Amherst ended up investing vast amounts of time in needed public-service activities, committee work, and teaching nondepartmental courses. Since these activities were not weighed significantly in promotion decisions, they were self-destructive. The second kind of vulnerability trained into women is a readiness to believe messages of disdain and derogation. Even women who arrived at Amherst full of confidence gradually became vulnerable to distorted visions of themselves, no longer secure that their sense of who they were matched the perceptions of others. When a new president, appointed in 1983, told me before coming and without previous discussion with me that he had heard I was “consistently confrontational,” that I had made Amherst “a tense, unhappy place,” and that he would want to select a new dean, I should have reacted to his picture of me as bizarre, and indeed confronted its inaccuracy, but instead I was shattered. It took me a year to understand that he was simply accepting the semantics of senior men who expected a female dean to be easily disparaged and bullied, like so many of the young women they had managed to dislodge. It took me a year to recover a sense of myself as worth defending and to learn to be angry both for myself and for the college as I watched a tranquil campus turned into one that was truly tense and unhappy.

For the twenty-first-century economic story, the state’s role must be rethought. Put it this way: in the film of the play, the state should be aiming all-out to win Best Supporting Actor at the Oscars—starring as the economic partner that supports the household, the commons and the market alike. First, by providing public goods—ranging from public education and healthcare to roads and street lighting—that deliver for all, not just for those who can pay, so enabling a society and its economy to thrive. Second, by supporting the core caring role of the household, such as with maternal and paternal leave policies that empower both parents, investment in early-years education and care support for seniors. Third, by unleashing the dynamism of the commons, with laws and institutions that enable their collaborative potential and protect them from encroachment. Fourth, by harnessing the power of the market by embedding it in institutions and regulations that promote the common good—from banning toxic pollutants and insider trading to protecting biodiversity and workers’ rights.

Potential exporters are often stymied by their lack of knowledge on how to penetrate markets in other countries. Renner and Winget give them a pragmatic guide based on the successful efforts of others.

Like any company, we have a corporate culture formed not only by our intentions but also as a result of our history. For Amazon, that history is fairly fresh and, fortunately, it includes several examples of tiny seeds growing into big trees. We have many people at our company who have watched multiple $10 million seeds turn into billion dollar businesses. That first-hand experience and the culture that has grown up around those successes is, in my opinion, a big part of why we can start businesses from scratch. The culture demands that these new businesses be high potential and that they be innovative and differentiated, but it does not demand that they be large on the day that they are born. I remember how excited we were in 1996 as we crossed $10 million in book sales. It wasn’t hard to be excited—we had grown to $10 million from zero. Today, when a new business inside Amazon grows to $10 million, the overall company is growing from $10 billion to $10.01 billion. It would be easy for the senior executives who run our established billion dollar businesses to scoff. But they don’t. They watch the growth rates of the emerging businesses and send emails of congratulations. That’s pretty cool, and we’re proud it’s a part of our culture.

Bernadotte succeeded in focusing international pressure of some kind on Israel, or he had at least produced the potential for such pressure. In order to counteract this, the Israeli architects of the ethnic cleansing programme realised they would need to involve the state’s diplomats and the Foreign Ministry more directly. By July the political apparatus, the diplomatic corps and the military organisations within the new State of Israel were already working harmoniously together. Prior to July, it is not clear how much of the ethnic cleansing plan had been shared with Israeli diplomats and senior officials. However, when the results gradually became visible the government needed a public relations campaign to stymie adverse international responses, and began to involve and inform those officials responsible for producing the right image abroad – that of a liberal democracy in the making. Officials in the Foreign Ministry worked closely with the country’s intelligence officers, who would warn them in advance of the next stages in the cleansing operation, so as to ensure they would be kept hidden from the public eye.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

Each meeting starts with a thirty-minute quiet time where everyone thoroughly reads the memo. From there, all attendees are asked to share gut reactions—senior leaders typically speak last—and then delve into what might be missing, ask probing questions, and drill down into any potential issues that may arise. “I definitely recommend the [six-page] memo over PowerPoint. And the reason we read them in the room, by the way, is because just like, you know, high school kids, executives will bluff their way through the meeting as if they’ve read the memo. Because we’re busy. And so, you’ve got to actually carve out the time for the memo to get read and that’s what the first half hour of the meeting is for and then everybody has actually read the memo, they’re not just pretending to have read it. It’s pretty effective.” —2018 Forum on Leadership, “Closing Conversation with Jeff Bezos,” George W. Bush Presidential Center at SMU23

A 1964 study illustrated how status considerations could distort people's perceptions of the level of skill that was involved in various programming jobs. The study asked experienced computer personnel to distribute a list of programming tasks among a hierarchy of jobs–systems analyst, senior programmer, and programmer. The author found that "the higher the level of the job, the more job skills were included"–even if some of those tasks normally were performed by workers in the lower-status jobs. Higher-status workers were simply assumed to have a monopoly on skilled tasks, even by people who were familiar with the field and should have known better. We should not be surprised to find that employers, who often had no personal knowledge of programming, fell back on social categories when evaluating potential workers.

Rhodri had role models coming out of his ears. The senior ranks were full of outgoing, confident white men. Men with networks stretching across the region, just like him. He simply assumed he’d work his way up, and fast. Connie, on the other hand, while showing more potential, didn’t.

these states relate to the progressive age of maturation of a human being. Bala here means ‘child’; a planet in Bala Avastha will have a child-like energy to it, and like a child will not be able to exhibit the full potential of its strength. In fact, a planet in Bala Avastha displays only about one-fourth of the strength that would otherwise be predicted for it. Kumara means ‘youth’ and, like a vigorous youth, a planet in Kumara Avastha gives one-half of its results since, though strength is present, the wisdom needed to direct that strength, which is derived from experience, is usually lacking. Yuva, which also means ‘young’, indicates a young adult who has had sufficient experience to gain some of life’s wisdom. A planet in Yuva Avastha gives full results. Vriddha means ‘aged’ and indicates a planet which has entered its senior, retired years; it gives minimal results. Mrita means ‘dead’; relatively speaking, dead planets produce no results, though every planet does in some way or other give some result. Directional Strength TABLE 4.4 Directional Strength and Weakness of the Planets House Planet’s Strength Planet’s Weakness First (East) Mercury-Jupiter Saturn Fourth (North) Moon Venus Sun Mars Seventh (West) Saturn Jupiter Mercury Tenth (South) Sun Mars Moon Venus A horoscope’s tenth house corresponds to the sector of the heavens that is highest in the sky at any particular moment, while the fourth house corresponds to the sector that is underfoot, i.e. opposite the tenth house below the earth.

Empirically, it is advised when the Board suggests implementing a change, it’s essential to provide valuable alternatives if such a suggestion does not align with the goal sought to be achieved. Transparency and effective communication is the key for strategic decision-making. Facing challenging situations in the pursuit requires that professionals offer well-analyzed options to the Board ensuring that the company's best interests are upheld. Setting aside personal biases and egos is crucial for aligning with the Board’s common vision. Presenting a professional opinion backed by thorough analysis is the cornerstone of effective decision-making. Clearly outlining trade-offs and potential impacts guides informed choices. Approach decisions with a collaborative mindset, focusing on the organization's long-term success.

What’s important to the senior pastor will be what’s important to the congregation.

The big boss wants to take us both out for dinner tonight. Apparently he’s into getting to know the families of key employees or something.” “Well, that sounds potentially boring,” Elaine remarked. “Do you know where you’re going?” Completely off the top of my head, I named the swankiest restaurant that I could think of. “You’d better dress up,” Elaine warned. “I think that’s one of those places where, if you show up not wearing pantyhose, they give you some.” “That is so gross,” I said.

The human condition is plagued with a labyrinth of shortcomings, frailties and limitations that hinder man from reaching his fullest potential. Therefore, it only makes sense that we find ourselves at the next phase in human evolution where restricted man merges with the infinite possibilities of hyper-evolving technologies. This techno-human transmutation will prove to be ‘the’ quantum leap in human progression. The harmonization of technologically extending oneself, consciousness, artificial intelligence and machine learning will reverse the failures of genetic predisposition and limitation.

The key to these successful launches was the involvement of the senior pastor. Whether pastors align their sermons with a purchased “campaign” or create their own, their leadership is significant in recruiting and connecting people into groups. Let’s

Coworker Recognition Over the years, I have found that coworker recognition is a great way to fill the potential gaps that exist in the first two levels of recognition. What processes do you have in place to help all coworkers recognize when they see the good deeds of others? TINYpulse, an employee feedback, recognition, and performance management software company, created Cheers for Peers, a coworker recognition module. Ketti Salemme, the company’s former senior communications manager, told me that they “realized that managers don’t see all the things employees do. When other employees send recognition, it goes miles. The cool thing is that managers can see what others are seeing and can mention it so that their work does not go unnoticed.

Although a partner’s compensation depends in large part on the amount of business he brings to the Firm, no one goes out to knock on doors. The Firm waits for the phone to ring. And ring it does, not because McKinsey sells, but because McKinsey markets. It does this in several different ways, all of them designed to make sure that on the day a senior executive decides she has a business problem, one of the first calls she makes is to the local office of McKinsey. The Firm produces a steady stream of books and articles, some of them extremely influential, such as the famous In Search of Excellence by Peters and Waterman.* McKinsey also publishes its own scholarly journal, The McKinsey Quarterly, which it sends gratis to its clients, as well as to its former consultants, many of whom now occupy senior positions at potential clients. The Firm invites (and gets) a lot of coverage by journalists. Many McKinsey partners and directors are internationally known as experts in their fields.

LEADERSHIP ABILITIES Some competencies are relevant (though not sufficient) when evaluating senior manager candidates. While each job and organization is different, the best leaders have, in some measure, eight abilities. 1 STRATEGIC ORIENTATION The capacity to engage in broad, complex analytical and conceptual thinking 2 MARKET INSIGHT A strong understanding of the market and how it affects the business 3 RESULTS ORIENTATION A commitment to demonstrably improving key business metrics 4 CUSTOMER IMPACT A passion for serving the customer 5 COLLABORATION AND INFLUENCE An ability to work effectively with peers or partners, including those not in the line of command 6 ORGANIZATIONAL DEVELOPMENT A drive to improve the company by attracting and developing top talent 7 TEAM LEADERSHIP Success in focusing, aligning, and building effective groups 8 CHANGE LEADERSHIP The capacity to transform and align an organization around a new goal You should assess these abilities through interviews and reference checks, in the same way you would evaluate potential, aiming to confirm that the candidate has displayed them in the past, under similar circumstances.

If your firm gives you a choice of departments, think carefully about which practice area will best suit your personality. Keep in mind that your specialty will affect not only the type of legal services you’ll perform, but also the skills and knowledge you’ll develop. And it’s important to remember that at a large firm, you’ll likely only get one choice. There are very few attorneys at large firms who have more than one specialty, or change specialties down the road. As a result, the first choice you make is likely to affect the work you do for years to come. If, for some reason, you get stuck with a specialty you don’t like, make a change as soon as possible. The longer you wait, the harder it is to jump to another specialty. For one thing, as lawyers gain seniority, their firms may resist the change for fear of a loss of expertise that took the firm years to nurture and develop. Even if your firm does let you change specialties down the road, it may reduce your seniority or salary to reflect your newly acquired inexperience in your new practice area. Changing specialties further on in your career can also impair your marketability in the legal community. After all, if you make a change when your salary has reached a high level, other firms who culd hire you might choose not to, feeling they can get attorneys more experienced in the specialty for less money. Because your future potential in your new specialty is less valuable to a new employer than your past experience in your old specialty, it’s very easy to get “pigeon-holed” in a particular practice area after just a few years in practice.

Jacek Nowak was struggling to get buy-in from senior management. He was working in an industry, banking, that is known for being reticent to change. And he was trying to get them to do something about customer experience that was in some senses the antithesis of what they were used to. But by lowering the barrier to trial and driving discovery, he helped management experience the value of what he was suggesting and ultimately adopt his suggestions. Chuck Wolfe was competing against one of the largest industries in the world, whose budget dwarfed his by more than a thousandfold. And getting teens to quit smoking was something that dozens of organizations had been trying to do for decades, without much success. But by laying out the truth rather than telling teens what to do, he was able to turn the tide. By letting them be active participants rather than passive bystanders, Chuck made them feel like they were in control. He reduced reactance and got teens to convince themselves. Nick Swinmurn needed a way to help a small start-up get off the ground. Shoesite.com was running out of money and they needed to change consumer behavior—fast. But rather than trying to convince people or spending funds they didn’t have on splashy ads, they removed the roadblocks. They used free shipping (and returns) to let potential customers experience the offering firsthand. By lowering the barrier to trial, Zappos reduced risk, alleviated uncertainty, and built a billion-dollar business. And along the way, helped usher in the world of online shopping we’re all so familiar with today.

They also report increased motivation, focus, and activity levels—perhaps the reason why Tony Robbins, the well-known motivational speaker, uses vibration machines at his seminars. This is an area of great potential and should be investigated more thoroughly.

Many potential dates thought I was too old or wanted to walk in the woods, on the beach and go dancing which eliminated me on a walker from consideration. The book describes how to overcome dating obstacles, real and imagined, and learn how to look for love, especially as a senior.

The Phlegmatic-Sanguine Person (PHLEG-SAN) These people are mostly seen as introverts. They are most peaceful people who go forgo their rights in order to live peacefully with others. Their temperament combination makes them very ideal people to get along with. Strengths of the PHLEG-SAN person They are gentle people who are honored in any group they find themselves. They are also very thoughtful and diplomatic. They are dependable and will rarely let the secret confided to them by friends. They have self-control. They are rarely seen exchanging words with people. They prefer forfeiting their rights and living peacefully with people to demanding these, which may lead to married relations. They enjoy the quiet life. They are the types who tell jokes without laughing. while others are laughing, they remain quiet, as if the humor came from somewhere else. It seems all fields of work are open to them. For example, they are good accountants, registrars, ministers, mechanics, teachers, and counsellors. This group of people do not enjoy trading activities but can do them when motivated Weaknesses of the PHLEG-SAN person These types of people are almost similar to their counterpart- the SAN-PHLEG. They lack motivation. They need to be motivated else they will leave their responsibilities undone. They allow themselves to be instructed and directed by people around them. Thus here, they fall victim to the sin of negligence. They procrastinate and often come out late. As senior officers their trays are always full of pending letters. They build shells around themselves and avoid many people and activities that could be useful to them in future. They let golden opportunities to pass by peacefully. Unless they develop personal discipline, they may never develop their natural potential. They are fearful; they need little motivation to put them to action. They lead a too relaxed life; they can even fall asleep while waiting for friends at the reception. A person of this temperament can always move peacefully with the strong willed CHOL-MEL person.

One of my favorites that I mentioned to you already is investing in senior housing, where you get both the income and the potential growth in appreciation as well.

I know nobody’s going to take care of me. I have to make sure that I’ve got things in place. Who will speak for me when I can’t speak for myself? One sister has her own grief. The other I simply do not trust. I’ve thought about bribing my nieces and nephews, who are in my will. Let’s not kid ourselves. Making plans that assure our elder years are managed to our liking and fit within our budget is more crucial for those without children. We know we can’t count on offspring to oversee our dotage. There’s even a name for what we may someday become—elder orphans. “Aging seniors face all sorts of uncertainties,” writes Susan B. Garland in Kiplinger’s Retirement Report. “But older childless singles and couples are missing the fallback that many other seniors take for granted: adult children who can monitor an aging parent and help navigate a complex system of health care, housing, transportation, and social services.” Perhaps we can push planning aside for a while, but then our care may fall to an inattentive relative, acquaintance, or potentially nefarious do-gooder to make decisions for us when we can’t make them ourselves. If we’re really in a jam, some judge will appoint someone to manage our affairs. No one wants to face the fact, but none of us is getting out of here alive. Some steer clear of making plans, procrastinate, or remain in denial that their day will come. Even partial planning risks chaotic consequences. -—-—-—

This is the problem with neither applying oneself nor working up to one’s potential, these moments when you are reduced to a bunch of abstract letters and numbers whose unflattering reflection cannot be charmed or joked aside. On paper, I am an asshole: a National Merit Scholar who barely passed chemistry and had to take three different gym classes senior year because I failed one freshman year and dropped out of the summer-school makeup class. Three summers in a row. I led an insurrection of my classmates and refused to read The Grapes of Wrath, for which I should have been expelled. The schools I daydreamed about going to? You know, the ones with the lawns and the sweaters? They were looking for girls who got As and volunteered at homeless shelters after school; I got mostly Bs and a lot of Cs and spent my afternoons watching Ricki Lake and sleeping until dinner. My acceptance letter from Northern Illinois University, NIU, received two weeks before graduation, basically read, “Our condolences. Here’s where you pick up your books.

In a dog-eat-dog world of Politics, it is not too farfetched to imagine that every Central leader of BJP wanted the collapse of the political career of Modi, whom they suspected and very correctly so as a potential threat to their own political ambitions. After all, at the end of the day there are many senior leaders in Congress and BJP who want to die after becoming either the Prime Minister or the President of India, even if for just one day.

raising funding also has the potential to save you years. As Craig Hewett, the founder of Castos, told me, funding allows you to “live in the future” by making investments you otherwise would have had to wait for. When Craig Hewett raised money for Castos, he spent it on hiring senior sales and development team members rather than the juniors many startups are forced to hire because of a lack of cash. This allowed Castos to make progress fast. Ruben Gamez, the founder of SignWell, used funding to invest in compliance (SOC2 Type 2 and HIPAA). They would have done so eventually, but they wouldn’t have been able to afford it until later. This investment allowed them to start closing major deals sooner and grow faster. Strategic hiring can be another way to spend funds. Jordan Gal, the founder of Rally, hired a chief of staff almost from day one. He told me, “Money allows you to hire in such a way that you, as the founder, can focus on whatever your superpower is, with far fewer distractions than when bootstrapped.” Derrick Reimer of SavvyCal burst into a crowded scheduling space by investing funds into SEO and marketing earlier than he would have been able to if he was purely bootstrapped. This potentially shaved a year or more off his marketing efforts. Those are just a few of the ways funding can help when applied strategically.

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Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

This process uniquely identifies the impact of hidden causes, rather than merely exploring the factors that are readily apparent. RCA was created by Sakichi Toyoda, founder of Toyota Industries—who Forbes Magazine ranks as the 13th most influential businessman of all time and is often compared to Thomas Edison for his industry-redefining inventions. Toyoda developed a unique system to identify the (often inconspicuous) source of a problem, then implement solutions that prevent the problem from recurring. It was originally applied in the field of engineering, but has since been widely adopted in many industries. I became acquainted with this methodology as a strategy to find corporate solutions, back in my days as a Senior Database Architect. And upon first introduction, the psychologist in me instantly recognized its potential value in dealing with the cream cheese danish in my left hand. And the rest—was history.

By drawing on Taylor and Arendt, I have made alternative claims for the visioning process: that it is a necessary and powerful way for groups of staff to exercise freedom together, of imagining a new future, but that it is a temporary and partial process which cannot map out all aspects of knowing how to take the next steps. As generalisations, such statements only take us so far in knowing how to act. Rather, it is incumbent upon staff in organisations continuously to look for ways to discuss, argue over, rework and functionalise these idealisations. I am arguing that change is not something which can be just designed and prescribed by senior managers in an idealised strategy process, but is happening every day in every department and unit in the organisation. Being open to what the organisation is already becoming allows for the possibility of the practical implications of a visioning process to emerge. The dangers of not being open implies that we already know what’s best for the organisation irrespective of the variety of work environments where staff are already largely doing their best to make things work. It then has the potential for bullying and even violence, where by violence I take Arendt’s definition of the prevention of the necessary daily struggles over power.

In this investigation, the evidence does not establish that the President was involved in an underlying crime related to Russian election interference. But the evidence does point to a range of other possible personal motives animating the President’s conduct. These include concerns that continued investigation would call into question the legitimacy of his election and potential uncertainty about whether certain events—such as advance notice of WikiLeaks’s release of hacked information or the June 9, 2016 meeting between senior campaign officials and Russians—could be seen as criminal activity by the President, his campaign, or his family.

The Capacity of Your Team Will Determine the Potential Impact of Your Ministry

top down method is where the agent starts with an absurdly high monthly payment, like $ 200, and waits for the prospect to react to that. The absurd amount and the prospect’s reaction to it can actually lighten the mood if agents handle the situation suavely. Most seniors will recoil and exclaim, “No way! I can’t afford that much on a fixed income!” The agent might commiserate by saying, “I don’t blame you, Mrs. Jones. That is a ridiculous bill to pay!” Then the agent goes down from there, maybe to $ 150, and waits for the prospect to respond. The agent then goes lower and lower, feeling out the senior’s financial comfort zone, until the prospect signals an amount that is affordable. This technique has the potential to help agents write larger cases because you aren’t assuming how much (or how little) the prospect can afford.

The good news, as a senior scientist at the Center for Alzheimer’s Research entitled a review article, is that “Alzheimer’s Disease Is Incurable but Preventable.”61 Diet and lifestyle changes could potentially prevent millions of cases a year.62 How? There is an emerging consensus that “what is good for our hearts is also good for our heads,”63 because clogging of the arteries inside of the brain with atherosclerotic plaque is thought to play a pivotal role in the development of Alzheimer’s disease.64 It is not surprising, then, that the dietary centerpiece of the 2014 “Dietary and Lifestyle Guidelines for the Prevention of Alzheimer’s Disease,” published in the journal Neurobiology of Aging, was: “Vegetables, legumes (beans, peas, and lentils), fruits, and whole grains should replace meats and dairy products as primary staples of the diet.

The Hunstanton station became the core of what became known in the Second World War as the Y service, the wireless interception and tracking service, and – together with the Post Office – they were eventually able to intercept enemy naval signals systematically. The difficulty for inter-service co-operation was that this was now so important to the Admiralty, at least potentially – if they could find a way of understanding the signals – that they pulled rank as the Senior Service. Hunstanton was to be used exclusively for listening to naval signals. No discussion was allowed. As a result, the War Office withdrew its co-operation. Nobody tried to dissuade them.

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