Powell Jobs Quotes

You should never be so involved with your position/job that when the position is gone your entire self image is gone with it.

Gun control? My wife had a job for three years before she found out that her boss was a convicted sex offender—a child molester. She used to take our son to work with her. When we found out, she quit her job and filed for unemployment, but was denied because she didn’t have to quit. That’s a true story. I wonder what would happen if a young child walked into a room full of child molesters and executed them with an AR-15? What would congress have to say about gun control then?

We spoke about furniture in theory for eight years,” recalled Powell. “We spent a lot of time asking ourselves, ‘What is the purpose of a sofa?’ 

... I began to ponder; this life we had for ourselves, Eric and I, it felt like the opposite of Potage Parmentier. It was easy enough to keep on with the soul-sucking jobs; at least it saved having to make a choice. But how much longer could I take such an easy life? Quicksand was easy. Hell, death was easy. Maybe that's why my synapses had started snapping at the sight of potatoes and leeks in the Korean deli. Maybe that was what was plucking deep down in my belly whenever I thought of Julia Child's book. Maybe I needed to make like a potato, winnow myself down, be a part of something that was not easy, just simple.

Leadership is all about people. It is not about organizations. It is not about plans. It is not about strategies. It is all about people--motivating people to get the job done. You have to be people centered. Colin Powell

On occasion Jobs would use the semi-abandoned Woodside home, especially its swimming pool, for family parties. When Bill Clinton was president, he and Hillary Clinton stayed in the 1950s ranch house on the property on their visits to their daughter, who was at Stanford. Since both the main house and ranch house were unfurnished, Powell would call furniture and art dealers when the Clintons were coming and pay them to furnish the houses temporarily. Once, shortly after the Monica Lewinsky flurry broke, Powell was making a final inspection of the furnishings and noticed that one of the paintings was missing. Worried, she asked the advance team and Secret Service what had happened. One of them pulled her aside and explained that it was a painting of a dress on a hanger, and given the issue of the blue dress in the Lewinsky matter they had decided to hide it. (During one of his late-night phone conversations with Jobs, Clinton asked how he should handle the Lewinsky issue. “I don’t know if you did it, but if so, you’ve got to tell the country,” Jobs told the president. There was silence on the other end of the line.)

If you want a job making toys, move to China.

Oldest child of Steve Jobs and Laurene Powell

Fuck no!” Powell said. “I told you never to take the job. You never should have taken the job. Trump’s a fucking maniac.

Laurene Powell, said bluntly, “If you’re ever going to do a book on Steve, you’d better do it now.” He had just taken a second

What was your job back on Earth? I’ve always been curious. I taught eighth-grade math in Tallahassee. Huh, I said. That’s not what I expected. Are you kidding? Powell said back. You try teaching algebra to a bunch of little shitheads for thirty-eight years straight. The way I figure it I’ve got about another decade before my rage from that gets entirely burned up.

We were moving because Eric's office had moved there, and commutes from Bay Ridge to Long Island City uncomfortably reminded us of Latin American immigrants knifed to death by bigots in subway cars en route to one of their three jobs at two in the morning.

After all, we try hard as parents, but ultimately it’s the Holy Spirit’s job to build deep faith in our kids. (I hope you sighed in relief after you read that sentence. I did after I wrote it.) Because God is the one who ultimately sticks with us and our kids, we can trust him to walk with our families no matter what we face.

I’m deeply grateful to John and Ann Doerr, Laurene Powell, Mona Simpson, Leon Wieseltier, and Ken Auletta, all of whom provided invaluable support along the way. Alice Mayhew, who has been my editor at Simon & Schuster for thirty years, and Jonathan Karp, the publisher, both were extraordinarily diligent and attentive in shepherding this book, as was

Steve. PAUL REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative

Good leaders set vision, missions, and goals. Great leaders inspire every follower at every level to internalize their purpose, and to understand that their purpose goes far beyond the mere details of their job. When everyone is united in purpose, a positive purpose that serves not only the organization but also, hopefully, the world beyond it, you have a winning team.

By late February 2009 Jobs had secured a place on the Tennessee list (as well as the one in California), and the nervous waiting began. He was declining rapidly by the first week in March, and the waiting time was projected to be twenty-one days. “It was dreadful,” Powell recalled. “It didn’t look like we would make it in time.” Every day became more excruciating. He moved up to third on the

He was known to guard his privacy, and I had no reason to believe he’d ever read any of my books. Maybe someday, I continued to say. But in 2009 his wife, Laurene Powell, said bluntly, “If you’re ever going to do a book on Steve, you’d better do it now.” He had just taken a second medical leave. I confessed to her that when he had first raised the idea, I hadn’t known he was sick. Almost nobody knew, she said.

As she was planning the wedding, the person who was going to do the calligraphy for the invitations came by the house to show them some options. There was no furniture for her to sit on, so she sat on the floor and laid out the samples. Jobs looked for a few minutes, then got up and left the room. They waited for him to come back, but he didn’t. After a while Powell went to find him in his room. “Get rid of her,” he said. “I can’t look at her stuff. It’s shit.

A Family Home Powell shared her husband’s interest in natural foods. While at business school, she had worked part time at Odwalla, the juice company, where she helped develop the first marketing plan. After marrying Jobs, she felt that it was important to have a career, having learned from her childhood the need to be self-sufficient. So she started her own company, Terravera, that made ready-to-eat organic meals and delivered them to stores throughout northern California.

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

ROBERT IGER. Succeeded Eisner as Disney CEO in 2005. JONATHAN “JONY” IVE. Chief designer at Apple, became Jobs’s partner and confidant. ABDULFATTAH “JOHN” JANDALI. Syrian-born graduate student in Wisconsin who became biological father of Jobs and Mona Simpson, later a food and beverage manager at the Boomtown casino near Reno. CLARA HAGOPIAN JOBS. Daughter of Armenian immigrants, married Paul Jobs in 1946; they adopted Steve soon after his birth in 1955. ERIN JOBS. Middle child of Laurene Powell and

At one point the pulmonologist tried to put a mask over his face when he was deeply sedated. Jobs ripped it off and mumbled that he hated the design and refused to wear it. Though barely able to speak, he ordered them to bring five different options for the mask and he would pick a design he liked. The doctors looked at Powell, puzzled. She was finally able to distract him so they could put on the mask. He also hated the oxygen monitor they put on his finger. He told them it was ugly and too complex. He suggested ways it could be designed more simply.

The last scene showed a cavernous room in a subbasement filled with hundreds of black trash bags, the building’s daily detritus. Standing in front of the bags were five guys in work clothes. Their job, their mission, their goal was to toss these bags into waiting trash trucks. The camera focused on one of the men. The narrator asked, “What’s your job?” The answer to anyone watching was painfully obvious. But the guy smiled and said to the camera, “Our job is to make sure that tomorrow morning when people from all over the world come to this wonderful building, it shines, it is clean, and it looks great.” His job was to drag bags, but he knew his purpose. He didn’t feel he was just a trash hauler. His work was vital, and his purpose blended into the purpose of the building’s most senior management eighty floors above. Their purpose was to make sure that this masterpiece of a building always welcomed and awed visitors, as it had done on opening day, May 1, 1931. The building management can only achieve their purpose if everyone on the team believes in it as strongly as the smiling guy in the subbasement.

His persistence baffled me. He was known to guard his privacy, and I had no reason to believe he’d ever read any of my books. Maybe someday, I continued to say. But in 2009 his wife, Laurene Powell, said bluntly, “If you’re ever going to do a book on Steve, you’d better do it now.” He had just taken a second medical leave. I confessed to her that when he had first raised the idea, I hadn’t known he was sick. Almost nobody knew, she said. He had called me right before he was going to be operated on for cancer, and he was still keeping it a secret, she explained.

Powell told me. “After two years of him being ill, he finally gets a little better, and they expected he would focus a bit on them, but he didn’t.” She wanted to make sure, she said, that both sides of his personality were reflected in this book and put into context. “Like many great men whose gifts are extraordinary, he’s not extraordinary in every realm,” she said. “He doesn’t have social graces, such as putting himself in other people’s shoes, but he cares deeply about empowering humankind, the advancement of humankind, and putting the right tools in their hands.

After the speech Jobs hung around on the edge of the stage chatting with students. He watched Powell leave, then come back and stand at the edge of the crowd, then leave again. He bolted out after her, brushing past the dean, who was trying to grab him for a conversation. After catching up with her in the parking lot, he said, “Excuse me, wasn’t there something about a raffle you won, that I’m supposed to take you to dinner?” She laughed. “How about Saturday?” he asked. She agreed and wrote down her number. Jobs headed to his car to drive up to the Thomas Fogarty winery in the Santa Cruz mountains above Woodside, where the NeXT education sales group was holding a dinner. But he suddenly stopped and turned around.

Stanford commencement address; Andy Behrendt, “Apple Computer Mogul’s Roots Tied to Green Bay,” (Green Bay) Press Gazette, Dec. 4, 2005; Georgina Dickinson, “Dad Waits for Jobs to iPhone,” New York Post and The Sun (London), Aug. 27, 2011; Mohannad Al-Haj Ali, “Steve Jobs Has Roots in Syria,” Al Hayat, Jan. 16, 2011; Ulf Froitzheim, “Porträt Steve Jobs,” Unternehmen, Nov. 26, 2007. Silicon Valley: Interviews with Steve Jobs, Laurene Powell. Jobs, Smithsonian oral history; Moritz, 46; Berlin, 155–177; Malone, 21–22. School: Interview with Steve Jobs. Jobs, Smithsonian oral history; Sculley, 166; Malone, 11, 28, 72; Young, 25, 34–35; Young and Simon, 18; Moritz, 48, 73–74. Jobs’s address was originally 11161 Crist Drive, before the subdivision was incorporated into the town from the county.

Steve Powell explained to me, “People used to expect no more of a farm than to produce enough to feed themselves; today, they want more out of life than just getting fed; they want to earn enough to send their kids to college.” When John Cook was growing up on a farm with his parents, “At dinnertime, my mother was satisfied to go to the orchard and gather asparagus, and as a boy I was satisfied for fun to go hunting and fishing. Now, kids expect fast food and HBO; if their parents don’t provide that, they feel deprived compared to their peers. In my day a young adult expected to be poor for the next 20 years, and only thereafter, if you were lucky, might you hope to end up more comfortably. Now, young adults expect to be comfortable early; a kid’s first questions about a job are ‘What are the pay, the hours, and the vacations?’’’ Every Montana farmer whom I know, and who loves being a farmer, is either very concerned whether any of his/her children will want to carry on the family farm, or already knows that none of them will.

there was a human interest segment about a street sweeper on the evening news. I think he worked in Philadelphia. He was a black gentleman and swept streets the old-fashioned way, with one of those wide, stiff bristle brooms and a wheeled garbage can. He had a wife and several children and lived in a modest home. It was a loving family, and he had high ambitions for his children. He enjoyed his job very much and felt he was providing a worthwhile service to his community. He had only one professional ambition in life and that was to get promoted to drive one of those mechanized street sweepers with big round brushes. He finally achieved his ambition and was promoted to driving a street sweeping machine. His wife and children were proud of him. The television piece closed with him driving down the street; a huge smile was on his face. He knew who he was and what he was. I run that video piece through my mind every few months as a reality check. Here is a man happy in his work, providing an essential service for his community, providing for his family, who love and respect him. Have I been more successful in what is truly important in life than he has been? No, we have both been fortunate. He has touched all the important bases in the game of life. When we are ultimately judged, despite my titles and medals, he may have a few points on me, and on a lot of others I know.

Donald Trump repeatedly promised he would hire "the best people." He did not. That is not my opinion; it is President Trump's, which he expresses frequently. Trump has said that his first secretary of state, Rex Tillerson, was "dumb as a rock" and "lazy as hell." His attorney general, Jeff Sessions, was "scared stiff and Missing in Action," "didn't have a clue," and "should be ashamed of himself." Trump described one of his assistants, Omarosa Manigault Newman, as "wacky," "deranged," "vicious, but not smart," a "crazed, crying lowlife," and finally a "dog." After lasting only eleven days as communications director, Anthony Scaramucci "was quickly terminated 'from' a position that he was totally incapable of handling" and was called "very much out of control." An anonymous adviser to the president was called "a drunk/drugged-up loser." Chief strategist Steve Bannon was "sloppy," a "leaker," and "dumped like a dog by almost everyone." His longtime lawyer Michael Cohen was "TERRIBLE," "hostile," "a convicted liar & fraudster," and a "failed lawyer." The president was "Never a big fan!" of his White House counsel Don McGahn and "not even a little bit happy" with Jerome Powell, his selection to head the Federal Reserve, whom he called an "enemy." His third national security advisor, John Bolton, was mocked as a "tough guy [who] got us into Iraq." When the president was irritated with his former chief of staff, John Kelly, the president's press secretary, Stephanie Grisham, declared that Kelly "was totally unequipped to handle the genius of our great president.

Hardy reinforces his narrative with stories of heroes who didn’t have the right education, the right connections, and who could have been counted out early as not having the DNA for success: “Richard Branson has dyslexia and had poor academic performance as a student. Steve Jobs was born to two college students who didn’t want to raise him and gave him up for adoption. Mark Cuban was born to an automobile upholsterer. He started as a bartender, then got a job in software sales from which he was fired.”8 The list goes on. Hardy reminds his readers that “Suze Orman’s dad was a chicken farmer. Retired General Colin Powell was a solid C student. Howard Schultz, the CEO of Starbucks, was born in a housing authority in the Bronx … Barbara Corcoran started as a waitress and admits to being fired from more jobs than most people hold in a lifetime. Pete Cashmore, the CEO of Mashable, was sickly as a child and finished high school two years late due to medical complications. He never went to college.” What do each of these inspiring leaders and storytellers have in common? They rewrote their own internal narratives and found great success. “The biographies of all heroes contain common elements. Becoming one is the most important,”9 writes Chris Matthews in Jack Kennedy, Elusive Hero. Matthews reminds his readers that young John F. Kennedy was a sickly child and bedridden for much of his youth. And what did he do while setting school records for being in the infirmary? He read voraciously. He read the stories of heroes in the pages of books by Sir Walter Scott and the tales of King Arthur. He read, and dreamed of playing the hero in the story of his life. When the time came to take the stage, Jack was ready.

The defenders retreated, but in good order. A musket flamed and a ball shattered a marine’s collar bone, spinning him around. The soldiers screamed terrible battle-cries as they began their grim job of clearing the defenders off the parapet with quick professional close-quarter work. Gamble trod on a fallen ramrod and his boots crunched on burnt wadding. The French reached steps and began descending into the bastion. 'Bayonets!' Powell bellowed. 'I want bayonets!' 'Charge the bastards!' Gamble screamed, blinking another man's blood from his eyes. There was no drum to beat the order, but the marines and seamen surged forward. 'Tirez!' The French had been waiting, and their muskets jerked a handful of attackers backwards. Their officer, dressed in a patched brown coat, was horrified to see the savage looking men advance unperturbed by the musketry. His men were mostly conscripts and they had fired too high. Now they had only steel bayonets with which to defend themselves. 'Get in close, boys!' Powell ordered. 'A Shawnee Indian named Blue Jacket once told me that a naked woman stirs a man's blood, but a naked blade stirs his soul. So go in with the steel. Lunge! Recover! Stance!' 'Charge!' Gamble turned the order into a long, guttural yell of defiance. Those redcoats and seamen, with loaded weapons discharged them at the press of the defenders, and a man in the front rank went down with a dark hole in his forehead. Gamble saw the officer aim a pistol at him. A wounded Frenchman, half-crawling, tried to stab with his sabre-briquet, but Gamble kicked him in the head. He dashed forward, sword held low. The officer pulled the trigger, the weapon tugged the man's arm to his right, and the ball buzzed past Gamble's mangled ear as he jumped down into the gap made by the marines charge. A French corporal wearing a straw hat drove his bayonet at Gamble's belly, but he dodged to one side and rammed his bar-hilt into the man's dark eyes. 'Lunge! Recover! Stance!

He and Powell would be celebrating their twentieth wedding anniversary a few days later, and he admitted that at times he had not been as appreciative of her as she deserved. “I’m very lucky, because you just don’t know what you’re getting into when you get married,” he said. “You have an intuitive feeling about things. I couldn’t have done better, because not only is Laurene smart and beautiful, she’s turned out to be a really good person.” For a moment he teared up. He talked about his other girlfriends, particularly Tina Redse, but said he ended up in the right place. He also reflected on how selfish and demanding he could be. “Laurene had to deal with that, and also with me being sick,” he said. “I know that living with me is not a bowl of cherries.” Among his selfish traits was that he tended not to remember anniversaries or birthdays. But in this case, he decided to plan a surprise. They had gotten married at the Ahwahnee Hotel in Yosemite, and he decided to take Powell back there on their anniversary. But when Jobs called, the place was fully booked. So he had the hotel approach the people who had reserved the suite where he and Powell had stayed and ask if they would relinquish it. “I offered to pay for another weekend,” Jobs recalled, “and the man was very nice and said, ‘Twenty years, please take it, it’s yours.’” He found the photographs of the wedding, taken by a friend, and had large prints made on thick paper boards and placed in an elegant box. Scrolling through his iPhone, he found the note that he had composed to be included in the box and read it aloud: "We didn’t know much about each other twenty years ago. We were guided by our intuition; you swept me off my feet. It was snowing when we got married at the Ahwahnee. Years passed, kids came, good times, hard times, but never bad times. Our love and respect has endured and grown. We’ve been through so much together and here we are right back where we started 20 years ago—older, wiser—with wrinkles on our faces and hearts. We now know many of life’s joys, sufferings, secrets and wonders and we’re still here together. My feet have never returned to the ground."  By the end of the recitation he was crying uncontrollably. When he composed himself, he noted that he had also made a set of the pictures for each of his kids. “I thought they might like to see that I was young once.

He was a weedy-looking young man with straw-coloured hair and rather long legs, who had failed twice for the Foreign Office. He sometimes wore tortoiseshell-rimmed spectacles to correct a slight squint, and through influence he had recently got a job in a museum. His father was a retired civil servant who lived in Essex, where he and his wife kept a chicken farm.

In an email reflecting on their leadership, Laurene Powell Jobs said the company’s endurance would not have been possible without the contributions of both men. They had played to each other’s strengths, she said, while sustaining their “shared love of Steve and Apple.

The first job of a leader is to define reality.

QUALITY: The Carpenter’s House An elderly carpenter was about to retire. He told his employer-contractor of his plans to leave the house building business and live a more leisurely life with his wife, enjoying his extended family. He would miss the paycheck, but he needed to retire. They could get by. His contractor was sorry to see his good worker go.  He asked the carpenter to build just one more house before retiring. The carpenter accepted, even though he didn’t really want to do so. His heart was not in his work anymore. He put in a half-hearted effort, taking shortcuts and using inferior building materials. The quality of the finished building was much below his usual standards. When the project finished, the contractor came to see the house. He took a look around, then he took out the front-door key and handed it to the contractor. "My friend, this house is yours. This is my gift to you as a thank you for all these years of hard work." The contractor said. The old man was shocked and embarrassed. If only he had known, things would have been done in a different way. He would have taken care of every detail and this house would be the most beautiful house that he’d ever built.  Like the old carpenter, many of us do not give the job our best effort. Then we find ourselves living in the poor quality house we have built.

That was when he knew he had to get a job somehow on the Powell estate to allow him to be there without arousing suspicion. He drove past Powell’s property and observed the oversized truck with the PERFECT ESTATES sign on it. He looked up the company and applied for a job. As a kid he had worked for a landscaper and picked up everything he needed to know about the job. It didn’t take a genius to mow a lawn or clip hedges and bushes or to plant flowers in the places pointed out by the boss.

Advance Praise for THE GREAT NEW ORLEANS KIDNAPPING CASE: RACE, LAW, AND JUSTICE IN THE RECONSTRUCTION ERA "Michael Ross' The Great New Orleans Kidnapping Case has all the elements one might expect from a legal thriller set in nineteenth-century New Orleans. Child abduction and voodoo. 'Quadroons.' A national headline-grabbing trial. Plus an intrepid creole detective.... A terrific job of sleuthing and storytelling, right through to the stunning epilogue." --Lawrence N. Powell, author of The Accidental City: Improvising New Orleans "When little Mollie Digby went missing from her New Orleans home in the summer of 1870, her disappearance became a national sensation. In his compelling new book Michael Ross brings Mollie back. Read The Great New Orleans Kidnapping Case for the extraordinary story it tells--and the complex world it reveals." --Kevin Boyle, author of Arc of Justice: A Saga of Race, Civil Rights, and Murder in the Jazz Age "Michael Ross's account of the 1870 New Orleans kidnapping of a white baby by two African-American women is a gripping narrative of one of the most sensational trials of the post-Civil War South. Even as he draws his readers into an engrossing mystery and detective story, Ross skillfully illuminates some of the most fundamental conflicts of race and class in New Orleans and the region." --Dan T. Carter, University of South Carolina "The Great New Orleans Kidnapping Case is a masterwork of narration, with twists, turns, cliff-hangers, and an impeccable level of telling detail about a fascinating cast of characters. The reader comes away from this immersive experience with a deeper and sadder understanding of the possibilities and limits of Reconstruction." --Stephen Berry, author of House of Abraham: Lincoln and The Todds, a Family Divided by War "The Great New Orleans Kidnapping Case is such a great read that it is easy to forget that the book is a work of history, not fiction. Who kidnapped Mollie Digby? The book, however, is compelling because it is great history. As Ross explores the mystery of Digby's disappearance, he reconstructs the lives not just of the Irish immigrant parents of Mollie Digby and the women of color accused of her kidnapping, but also the broad range of New Orleanians who became involved in the case. The kidnapping thus serves as a lens on the possibilities and uncertainties of Reconstruction, which take on new meanings because of Ross's skillful research and masterful storytelling." --Laura F. Edwards, Duke University

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

The first job of a leader is to define reality.”1

Despite all the coddling, Jobs at times almost went crazy. He chafed at not being in control, and he sometimes hallucinated or became angry. Even when he was barely conscious, his strong personality came through. At one point the pulmonologist tried to put a mask over his face when he was deeply sedated. Jobs ripped it off and mumbled that he hated the design and refused to wear it. Though barely able to speak, he ordered them to bring five different options for the mask and he would pick a design he liked. The doctors looked at Powell, puzzled. She was finally able to distract him so they could put on the mask. He also hated the oxygen monitor they put on his finger. He told them it was ugly and too complex. He suggested ways it could be designed more simply.

Should I resign?” he asked Colin Powell, who had been the chairman of the Joint Chiefs of Staff from 1989 to 1993 under President George H. W. Bush. “Fuck no!” Powell said. “I told you never to take the job. You never should have taken the job. Trump’s a fucking maniac.

I felt, since Bible college, that the only place I could lead a revitalization would be in Birmingham. Why? I knew revitalization would mean a lot of challenges. I knew I was not some amazing rugged hero with vast experience who could accomplish change alone. I felt weak and unimpressive, and facing up to my own limitations and weakness meant that leading a revitalization would require more than just me and my young family. So we needed the generous support of faithful people with us and the support of faithful pastors around us. Birmingham was the only place I thought we had this, and we had it there in abundance! We were able to gather a first-class team of families to join with us to kick-start the revitalization. The benefit of collaborative church planting and the thriving movement of church planting in Birmingham was that all these people already knew what was expected; they’d seen it done. And churches were willing to be generous in giving us their best. Another benefit is the ongoing partnership between churches. Just because we took a group of families a year and three months ago does not in any sense mean the job is done. Ongoing needs arise at different stages of our journey, and the churches around us get this. They are in constant contact to pray and offer real practical support.

Generosity takes many forms. Barnaby Pain, a church planter with 2020birmingham who is one year into a church revitalization project, makes this clear. He emailed the following to me (John) recently, when I asked him to reflect on why he planted with 2020birmingham. I felt, since Bible college, that the only place I could lead a revitalization would be in Birmingham. Why? I knew revitalization would mean a lot of challenges. I knew I was not some amazing rugged hero with vast experience who could accomplish change alone. I felt weak and unimpressive, and facing up to my own limitations and weakness meant that leading a revitalization would require more than just me and my young family. So we needed the generous support of faithful people with us and the support of faithful pastors around us. Birmingham was the only place I thought we had this, and we had it there in abundance! We were able to gather a first-class team of families to join with us to kick-start the revitalization. The benefit of collaborative church planting and the thriving movement of church planting in Birmingham was that all these people already knew what was expected; they’d seen it done. And churches were willing to be generous in giving us their best. Another benefit is the ongoing partnership between churches. Just because we took a group of families a year and three months ago does not in any sense mean the job is done. Ongoing needs arise at different stages of our journey, and the churches around us get this. They are in constant contact to pray and offer real practical support.

The fact that Colin Powell doesn't want to be President, is further proof that he's the right man for the job.

bringing in folding chairs to place in the aisles. She didn’t know Reverend Kelley, but she had met his elder daughter, Kim Randall, through her community service, and her heart went out to the Kelley family. The life of every clergyman in the region was at risk, including Dewan’s life, a thought she could hardly bear. But everyone had to be wondering who the killer would target as his next victim. With her head held high and a brave expression on her face, she entered the sanctuary and found her spot in the front row between Deacon Fuqua and his wife, Dionne. She leaned across and spoke to the deacon. “Should someone adjust the air-conditioning? With so many people packed inside the church, it’s bound to get hot.” “It’s being done,” Deacon Fuqua told her. “Can you believe this crowd? I see God’s hand in this prayer vigil that Dewan organized.” “God’s hand is in everything my husband does,” she said. A flurry of activity up on the podium at the front of the sanctuary gained Tasha’s attention. The members of the choir, decked out in their white and gold robes, were taking their places and preparing to sing God’s praises. She closed her eyes, her every thought a prayer for all those whose hearts were heavy tonight. Patsy and Elliott Floyd had arrived in time to find seats in the middle aisle, a few pews from the back of the building. As she glanced around, Patsy was pleased to see so many of her parishioners here this evening. She had sent out e-mails to the entire congregation and made numerous personal phone calls. Tonight’s prayer vigil was of great importance on several different levels. First and foremost, Bruce Kelley needed the combined strength of this type of group praying. Second, holding this vigil at the black Baptist church went a long way toward bridging the gap between black and white Christians in the area. Third, this was an example of how all churches, regardless of their doctrine, could support one another. And coming together to pray for one of their own would bring strength and comfort to the ministers and their families who were living each day with fear in their hearts. As they sat quietly side by side, Elliott reached between them and took her hand in his. They had been married for nearly thirty years, and they had stayed together through thick and thin. They had argued often in the early years, mostly because Elliott had never been at home and she’d been trapped there with two toddlers. She had not been as understanding as she should have been. After all, Elliott had been holding down a part-time job and putting

These experiences established a pattern for all the years and careers that came afterward. Always do your best, no matter how difficult the job, or how much you dislike it, your bosses, the work environment, or your fellow workers. As the old expression goes, if you take the king’s coin, you give the king his due.

One night back in the 1970s, I was driving home to my quarters at Fort Campbell, Kentucky, where I had commanded the 2nd Brigade of the 101st Airborne Division for about a year, when I saw in the dark a soldier walking along the road heading for the gate. He probably lived with his wife in the trailer park just outside the gate. I stopped and offered him a ride. “Why are you going home so late?” I asked him as we drove along. “My buddies and I’ve been working hard to get ready for an inspector general inspection coming up,” he answered. Then he looked at me. “Sir, who are you?” he asked. “I’m your brigade commander,” I told him, taken aback. “How long have you been in command?” he asked. “Over a year,” I said. “Is it a good job?” he asked. “Yes, great,” I replied. Jeez, after a year of being all over the brigade area, here is a soldier who doesn’t recognize me. Something’s wrong. “How do you think you guys will do in the inspection?” I then asked. “We’ll do great,” he answered. “We’ve been working hard for weeks, and my captain, lieutenants, and sergeants have been pushing us. They’ve been telling us how important the inspection is; they’ve been working just as hard as we have.” Then he said simply, “We’re not going to let them down.

I encouraged all my subordinate commanders and staff to feel free to argue with me. My guidance was simple: “Disagree with me, do it with feeling, try to convince me you are right and I am about to go down the wrong path. You owe that to me; that’s why you are here. But don’t be intimidated when I argue back. A moment will come when I have heard enough and I make a decision. At that very instant, I expect all of you to execute my decision as if it were your idea. Don’t damn the decision with faint praise, don’t mumble under your breath—we now all move out together to get the job done.

They get to pick the question. You get to pick the answer. 2. You don’t have to answer any question you don’t want to. 3. Never lie or dissemble, of course; but beware of being too candid or open. 4. Never answer hypothetical questions about the future. 5. Never reveal the private advice you have given your superiors. 6. Answers should be directed to the message you want readers/viewers to get. The interviewers are not your audience. 7. They’re doing their job. You’re doing yours. But you’re the only one at risk. 8. Don’t predict or speculate about future events. 9. Beware slang or one-liners unless you are consciously trying to produce a sound bite. 10. Don’t wash dirty linen. 11. Do not answer any question containing a premise you disagree with. 12. Don’t push yourself or be pushed into an answer you don’t want to give. 13. If trapped, be vague and mumble. 14. Never cough or shift your feet.

Research and development conducted by private companies in the United States has grown enormously over the past four decades. We have substantially replaced the publicly funded science that drove our growth after World War II with private research efforts. Such private R&D has shown some impressive results, including high average returns for the corporate sector. However, despite their enormous impact, these private R&D investments are much too small from a broader perspective. This is not a criticism of any individuals; rather, it is simply a feature of the system. Private companies do not capture the spillovers that their R&D efforts create for other corporations, so private sector executives in established firms underinvest in invention. The venture capital industry, which provides admirable support to some start-ups, is focused on fast-impact industries, such as information technology, and not generally on longer-run and capital-intensive investments like clean energy or new cell and gene therapies. Leading entrepreneur-philanthropists get this. In recent years, there have been impressive investments in science funded by publicly minded individuals, including Eric Schmidt, Elon Musk, Paul Allen, Bill and Melinda Gates, Mark Zuckerberg, Michael Bloomberg, Jon Meade Huntsman Sr., Eli and Edythe Broad, David H. Koch, Laurene Powell Jobs, and others (including numerous private foundations). The good news is that these people, with a wide variety of political views on other matters, share the assessment that science—including basic research—is of fundamental importance for the future of the United States. The less good news is that even the wealthiest people on the planet can barely move the needle relative to what the United States previously invested in science. America is, roughly speaking, a $20 trillion economy; 2 percent of our GDP is nearly $400 billion per year. Even the richest person in the world has a total stock of wealth of only around $100 billion—a mark broken in early 2018 by Jeff Bezos of Amazon, with Bill Gates and Warren Buffett in close pursuit. If the richest Americans put much of their wealth immediately into science, it would have some impact for a few years, but over the longer run, this would hardly move the needle. Publicly funded investment in research and development is the only “approach that could potentially return us to the days when technology-led growth lifted all boats. However, we should be careful. Private failure is not enough to justify government intervention. Just because the private sector is underinvesting does not necessarily imply that the government will make the right investments.

And, on the subject of preserving your job, do not admit to your own errors, oversights or screw-ups in writing, no matter how trivial. You do not want to give anyone any ammunition that could later be used against you – and this includes your friends and those seemingly laid back, sympathetic senior associates with whom you might work. This awareness should always be present and should govern all of your actions. Do not give in to the impulse to write the sheepish, but seemingly harmless, “I’m so sorry