Recruit Training Quotes

This is tough but CHERUB's are tougher

We recruit for attitude and train for skill,

Science is nothing but trained and organized common sense, differing from the latter only as a veteran may differ from a raw recruit: and its methods differ from those of common sense only as far as the guardsman's cut and thrust differ from the manner in which a savage wields his club.

recruit for attitude and train for skills.

The reason for the shaved heads and plain olive drab uniforms when you are recruited into the military is to immediately begin training “you”, the individual, to think as “us” the team.

Nobody needed to get all that educated for being a miner, so they let the schools go to rot. And they made sure no mills or factories got in the door. Coal only. To this day, you have to cross a lot of ground to find other work. Not an accident, Mr. Armstrong said, and for once we believed him, because down in the dark mess of our little skull closets some puzzle pieces were clicking together and our world made some terrible kind of sense. The dads at home drinking beer in their underwear, the moms at the grocery with their SNAP coupons. The army recruiters in shiny gold buttons come to harvest their jackpot of hopeless futures. Goddamn. The trouble with learning the backgrounds is that you end up wanting to deck somebody, possibly Bettina Cook and the horse she rode in on. (Not happening. Her dad being head of the football boosters and major donor.) Once upon a time we had our honest living that was God and country. Then the world turns and there’s no God anymore, no country, but it’s still in your blood that coal is God’s gift and you want to believe. Because otherwise it was one more scam in the fuck-train that’s railroaded over these mountains since George Washington rode in and set his crew to cutting down our trees. Everything that could be taken is gone. Mountains left with their heads blown off, rivers running black. My people are dead of trying, or headed that way, addicted as we are to keeping ourselves alive. There’s no more blood here to give, just war wounds. Madness. A world of pain, looking to be killed.

My name is Amy Gumm—and I'm the other girl from Kansas. I've been recruited by the Revolutionary Order of the Wicked. I've been trained to fight. And I have a mission: Remove the Tin Woodman's heart. Steal the Scarecrow's brain. Take the Lion's courage. And—Dorothy must die.

The Army's new pitch was simple. Good pay, good benefits, a manageable amount of adventure... but don't worry, we're not looking to pick fights these days. For a country that had paid so dear a price for its recent military buccaneering, the message was comforting. We still had the largest and most technologically advanced standing army in the world, the most nuclear weapons, the best and most powerful conventional weapons systems, the biggest navy. At the same time, to the average recruit the promise wasn't some imminent and dangerous combat deployment; it was 288 bucks a month (every month), training, travel, and experience. Selling the post-Vietnam military as a career choice meant selling the idea of peacetime service. It meant selling the idea of peacetime. Barf.

In my younger days dodging the draft, I somehow wound up in the Marine Corps. There's a myth that Marine training turns baby-faced recruits into bloodthirsty killers. Trust me, the Marine Corps is not that efficient. What it does teach, however, is a lot more useful. The Marine Corps teaches you how to be miserable. This is invaluable for an artist. Marines love to be miserable. Marines derive a perverse satisfaction in having colder chow, crappier equipment, and higher casualty rates than any outfit of dogfaces, swab jockeys, or flyboys, all of whom they despise. Why? Because these candy-asses don't know how to be miserable. The artist committing himself to his calling has volunteered for hell, whether he knows it or not. He will be dining for the duration on a diet of isolation, rejection, self-doubt, despair, ridicule, contempt, and humiliation. The artist must be like that Marine. He has to know how to be miserable. He has to love being miserable. He has to take pride in being more miserable than any soldier or swabbie or jet jockey. Because this is war, baby. And war is hell." Page 68

Al Qaeda” didn’t translate to “the base,” as most Western media outlets had so ignorantly reported, but rather, “the database.” It referred to the original computer file of the thousands of mujahideen who were recruited and trained with the help of the CIA to defeat the Russians in Afghanistan.

They recruited the most supple and athletic of the cops to train as mounted policemen, and a small kid could be mesmerized just watching one who’d been lazing majestically down the street stop to write a parking ticket and then lean way over in the saddle so as to place the ticket under the car’s windshield wiper, a physical gesture, if ever there was one, of magnificent condescension to the machine age.

Four specific missions were assigned: to spy on the nguy and American forces in the city; to recruit civilians to join the uprising and provide support; to train them with weapons and tactics; and to build a committed core who, when the battle began, would carry the wounded to medical stations in the rear and help feed the army. Weapons, ammo, food, and medical provisions all would be smuggled, stockpiled, and made ready.

I may be drunk by morning but that will not do any good. I shall take the train to Paris anyway. The train will be the same, the people, struggling for comfort and, even, dignity on the straight-backed, wooden, third-class seats will be the same, and I will be the same. We will ride through the same changing countryside northward, leaving behind the olive trees and the sea and all of the glory of the stormy southern sky, into the mist and rain of Paris. Someone will offer to share a sandwich with me, someone will offer me a sip of wine, someone will ask me for a match. People will be roaming the corridors outside, looking out of windows, looking in at us. At each stop, recruits in their baggy brown uniforms and colored hats will open the compartment door to ask Complet? We will all nod Yes, like conspirators, smiling faintly at each other as they continue through the train. Two or three of them will end up before our compartment door, shouting at each other in their heavy, ribald voices, smoking their dreadful army cigarettes. There will be a girl sitting opposite me who will wonder why I have not been flirting with her, who will be set on edge by the presence of the recruits. It will all be the same, only I will be stiller.

Each man in his own way had gone through what Richard Winters experienced: a realization that doing his best was a better way of getting through the Army than hanging around with the sad excuses for soldiers they met in the recruiting depots or basic training. They wanted to make their Army time positive, a learning and maturing and challenging experience.

The Marine philosophy is to recruit for attitude and train for skills. Marines believe that attitude is a weapon system. We searched for intangible character traits: a quest for adventure, a desire to serve with the elite, and the intention to be in top physical condition.

Apparently, some people in the department made the brilliant connection that if you kill all your recruits before you have time to train them, you’ll soon run out of recruits.” I

The cost of a range of appropriate courses and training activities is much less than the cost of incompetence.

There is a distressing tendency of the L&D profession to latch on to half read and barely understood concepts.

The most important skill for a new recruit from university will be the ability to learn.

I run Venture for America, a nonprofit organization that recruits dozens of our country’s top graduates each year and places them in startups and growth companies in Detroit, New Orleans, Las Vegas, Providence, Cincinnati, Baltimore, Cleveland, Philadelphia, and other cities around the country. Our goal is to help create 100,000 new US jobs by 2025. We supply talent to early-stage companies so that they can expand and hire more people. And we train a critical mass of our best and brightest graduates to build enterprises and create new opportunities for themselves and others.

Adopting and extending the existing system of mamluk recruitment, he purchased thousands of young male slaves, drawn from Kipchak Turkish and, later, Caucasian stock. These boys were trained and indoctrinated as mamluk troops, and then at the age of eighteen freed to serve their masters within the Mamluk sultanate. This approach created a constantly self-rejuvenating military force–what one modern historian has called a ‘one-generation nobility’–because children born of mamluks were not regarded as being part of the martial elite, although they were permitted to enrol in the army’s second-tier halqa reserves.

If you don’t use your new knowledge and skills within a relatively short space of time, then it may have been better never to have had the tantalising prospect of change for the better placed in front of you.

Consider the parable of the Chinese farmer. One day, the farmer’s horse ran away. That evening, the neighbors stopped by to offer their sympathies. “So sorry to hear your horse ran away,” they said. “That’s too bad.” “Maybe,” the farmer said. “Maybe not.” The next day the horse returned, bringing seven wild horses with it. “Oh, isn’t that lucky,” said the neighbors. “Now you have eight horses. What a great turn of events.” “Maybe,” said the farmer. “Maybe not.” The next day the farmer’s son was training one of these horses when he was thrown and broke his leg. “Oh dear, that’s too bad,” said the neighbors. “Maybe,” said the farmer. “Maybe not.” The following day, conscription officers came to the village to recruit young men for the army, but they rejected the farmer’s son because he had a broken leg. And all the neighbors said, “Isn’t that great!” “Maybe,” said the farmer. “Maybe not.” We lead telephoto lives in a wide-angle world. We never see the big picture. The only sane response is, like the Chinese farmer, to adopt a philosophy of maybe-ism.

We decided to compare our sprint-training program with a strenuous regimen of moderate-intensity endurance training based on the typical physical-activity guidelines. We recruited twenty people and divided them into two groups, with five men and five women in each group.

I was sorting stamps in the slotted drawer at the post office when Garnelle Fielding came in to send a little package to Wilbur. She said she’d gone and signed up for the WAFS, and her mother and daddy drove her down to Sweetwater to take a test at Avenger Field, where the government was training hundreds and hundreds of women to be pilots. Trouble was, she didn’t pass her physical because they said she was too short and too thin for the service. Her mother rushed her to a doctor in Toullange the next day and tried to get him to write her a letter so she could join the navy instead, but he wouldn’t do it. He told her the service was no place for a girl, and she’d be better off to wait home for someone brave to come marry her. Garnelle hung around until four o’clock when my hours were up, then walked with me to my house. “You should have seen my mother,” she said. “Better yet, you should have heard her. She fussed and fumed the whole way home about how women in her family had fought in every war this country has ever had, right up from loading muskets in the Revolution to she herself driving a staff car in North Carolina during the Great War. I tell you, she would have made a better recruiter than any of those movie star speeches I’ve ever heard. My mother doesn’t sell kisses in a low-cut basque. She preaches pure patriotism like an evangelist in a tent revival. If she’d had a tambourine, we could have stopped the car and held a meeting.” We laughed. “I’m still mad, though,” she said.

Ah, they are here for training… but not for my kind of training,” said the knight-captain. “What do you mean?” “We want to be rogues, sir,” the recruits said. “Oh! Then you want to be at Shadow’s dojo.” Devlin nodded. “I didn’t know how to get there, so…” “I see. I got it from here.” “Okay, back to class, then.

Training takes place in a tiny room, where for two weeks I sit shoulder to shoulder with twenty other new recruits, listening to pep talks that start to sound like the brainwashing you get when you join a cult. It’s amazing, and hilarious. It’s everything I ever imagined might take place inside a tech company, only even better.

It was Buddhist and Shinto priests who were recruiting and training the suicide bombers, or Kamikaze ("Divine Wind"), fanatics, assuring them the emperor was a "Golden Wheel-Turning Sacred King," one indeed of the four manifestations of the ideal Buddhist monarch and a Tathagata, or "fully enlightened being," of the material world.

Also like child support agents, child protection officials are recruited largely from the ranks of divorced women and from graduates of social work and “women’s studies” programs, where they are trained in feminist ideology that is hostile to parents and especially fathers. It appears that homosexuals are also entering the social work profession in large numbers.

In my younger days dodging the draft, I somehow wound up in the Marine Corps. There's a myth that Marine training turns baby-faced recruits into bloodthirsty killers. Trust me, the Marine Corps is not that efficient. What it does teach, however, is a lot more useful. The Marine Corps teaches you how to be miserable. This is invaluable for an artist. Marines love to be miserable. Marines derive a perverse satisfaction from having colder chow, crappier equipment, and higher casualty rates than any outfit of dogfaces, swab jockeys or flyboys, all of whom they despise. Why? Because these candy-asses don't know how to be miserable. The artist committing himself to his calling has volunteered for hell, whether he knows it or not. He will be dining for the duration on a diet of isolation, rejection, self-doubt, despair, ridicule, contempt, and humiliation. The artist must be like that Marine. He has to know how to be miserable. He has to love being miserable. He has to take pride in being more miserable than any soldier or swabbie or jet jockey. Because this is war, baby. And war is hell.

Back in 1943, Prince Mikasa Takahito, the youngest brother of Emperor Hirohito, spent a year as a staff officer at the Nanking headquarters of the Japanese Imperial Army’s expeditionary force in China, where he heard a young officer speak of using Chinese prisoners for live bayonet practice in order to train new recruits. “It helps them acquire guts,” the officer told the prince.

agents shall be recruited from orphans. They shall be trained in the following techniques: interpretation of signs and marks, palmistry and similar techniques of interpreting body marks, magic and illusions, the duties of the ashramas, the stages of life, and the science of omens and augury. Alternatively, they can be trained in physiology and sociology, the art of men and society.

Strength is largely a neurologic quality while endurance is largely a metabolic quality. Restating this: Strength depends on the brain’s ability to recruit the greatest number of muscle fibers for a task. Endurance depends on the rate of metabolic turnover of ATP molecules. We use the modifier largely above because these two qualities overlap and are interdependent in endurance sports.

for. As Napoleon continued, the full extent of his intentions gradually became clearer: having conquered Egypt, he would then mount an expedition to India, where he would attack the British. This force would require 60,000 men, 30,000 of whom would be recruited and trained from amongst the Egyptians; it would take 10,000 horses and 50,000 camels, sufficient to carry supplies for sixty days and water for six. Other provisions would be sequestered on the march, which would take four months to reach the Indus. In India he would link up with the forces of Tippoo Sahib, the ruler of Mysore who had risen against the British and sworn allegiance to French revolutionary ideals. Napoleon concluded by announcing that the entire expedition would cost between eight and nine million francs.

the platoon moves out to the rifle range barracks for basic rifle training . The gospel according to Parris Island is that shooting accurately is a matter of discipline: Even the clumsiest recruit can do it well if he follows the prescribed steps, from sighting and aiming, to proper positioning, to trigger control and sight adjustment. “Any person in the world can be a marksman if he applies himself,

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

your team. From among those recruited, select exceptional people and ensure their faster growth according to their mental potential, as defined by Maslow(4) (see Chapter 10) (a few exceptional people make a great difference in an organization) (see item 10.2). Participate in the various forms of your team's training, even assuming a teaching role in some cases. Establish and continuously improve a special training program for exceptional people.

Unlike in World War II, when soldiers had trained together in platoons and went to war alongside men with whom they’d trained, these new recruits came alone and were dropped in wherever they were needed, without the support of a platoon, without men they knew they could depend on. Army Basic Training had been shortened to get the men in combat sooner; Frankie wondered who in the hell decided that less training for war was a good idea, but no one had asked her opinion.

Because your managers don’t simply manage people; your managers manage the System by which your business, All About Pies, achieves its objectives. “The System produces the results; your people manage the system. “And there is a Hierarchy of Systems in your business. “This Hierarchy is composed of four distinct components: “The first is, How We Do It Here. “The second is, How We Recruit, Hire, and Train People to Do It Here. “The Third is, How We Manage It Here. “The Fourth is, How We Change It Here.

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

On 20 March 1982, on the occasion of the Iranian new year, Khomeini announced that ‘as a special favour’ schoolboys between the ages of 12 and 18 years would be allowed to join the Basij and to fight for their country. Consequently scores of youths volunteered for action and were hastily recruited and provided with ‘Passports to Paradise’, as the admission forms were called. They were then given rudimentary military training, of a week or so, by the Pasdaran, and sent to the front where many of them ‘martyred’ themselves.

Or, as the united Buddhist leadership phrased it at the time: In order to establish eternal peace in East Asia, arousing the great benevolence and compassion of Buddhism, we are sometimes accepting and sometimes forceful. We now have no choice but to exercise the benevolent forcefulness of “killing one in order that many may live” (issatsu tasho). This is something which Mahayana Buddhism approves of only with the greatest of seriousness. No “holy war” or “Crusade” advocate could have put it better. The “eternal peace” bit is particularly excellent. By the end of the dreadful conflict that Japan had started, it was Buddhist and Shinto priests who were recruiting and training the suicide bombers, or Kamikaze (“Divine Wind”), fanatics, assuring them that the emperor was a “Golden Wheel-Turning Sacred King,” one indeed of the four manifestations of the ideal Buddhist monarch and a Tathagata, or “fully enlightened being,” of the material world. And since “Zen treats life and death indifferently,” why not abandon the cares of this world and adopt a policy of prostration at the feet of a homicidal dictator? This

During the 1950s, American cold warriors in West Germany instituted a crude campaign of sabotage and subversion against East Germany designed to throw that country’s economic and administrative machinery out of gear. The CIA and other US intelligence and military services recruited, equipped, trained, and financed German activist groups and individuals, of West and East, to carry out actions which ran the spectrum from juvenile delinquency to terrorism; anything to make life difficult for the East German people and weaken their support for the government; anything to make the commies look bad.

Our employees are so enthusiastic about The Container Store, in fact, that they’re also our best recruiters. We only have a few “official” full-time employees in our recruiting department in our Dallas headquarters, mostly to fill specialized job openings. Instead, we train every employee in the company in how to recruit new members of our team, and we offer constant reminders about the importance of always being on the lookout for talent. It’s not the recruiting department’s job to recruit. It’s the recruiting department’s job to make sure everyone takes on the personal responsibility of recruiting—that we all do it.

Not many of us will be able to go, because a crowd that large would draw too much attention. Evelyn won’t let us leave without a fight, so I thought it would be best to recruit people who I know to be experienced with surviving danger.” I glance at Tobias. We certainly are experienced with danger. “Christina, Tris, Tobias, Tori, Zeke, and Peter are my selections,” Cara says. “You have all proven your skills to me in one way or another, and it’s for that reason that I’d like to ask you to come with me outside the city. You are under no obligation to agree, of course.” “Peter?” I demand, without thinking. I can’t imagine what Peter could have done to “prove his skills” to Cara. “He kept the Erudite from killing you,” Cara says mildly. “Who do you think provided him with the technology to fake your death?” I raise my eyebrows. I had never thought about it before--too much happened after my failed execution for me to dwell on the details of my rescue. But of course, Cara was the only well-known defector from Erudite at that time, the only person Peter would have known to ask for help. Who else could have helped him? Who else would have known how? I don’t raise another objection. I don’t want to leave this city with Peter, but I’m too desperate to leave to make a fuss about it. “That’s a lot of Dauntless,” a girl at the side of the room says, looking skeptical. She has thick eyebrows that don’t stop growing in the middle, and pale skin. When she turns her head, I see black ink right behind her ear. A Dauntless transfer to Erudite, no doubt. “True,” Cara says. “But what we need right now are people with the skills to get out of the city unscathed, and I think Dauntless training makes them highly qualified for that task.” “I’m sorry, but I don’t think I can go,” Zeke says. “I couldn’t leave Shauna here. Not after her sister just…well, you know.” “I’ll go,” Uriah says, his hand popping up. “I’m Dauntless. I’m a good shot. And I provide much-needed eye candy.” I laugh. Cara does not seem to be amused, but she nods. “Thank you.

While military life was demanding, my efforts paid off. Many people say that to do something difficult and worthwhile, they need to be “motivated.” Or that the reason they are not sticking to their goals is because they “lack motivation.” But the military taught me that people don’t need motivation; they need self-discipline. Motivation is just a feeling. Self-discipline is: “I’m going to do this regardless of how I feel.” Seldom do people relish doing something hard. Often, what divides successful from unsuccessful people is doing what you don’t feel motivated to do. Back in basic training, our instructor announced that there are only two reasons new recruits don’t fulfill their duties: “Either you don’t know what’s expected of you, or you don’t care to do it. That’s it.

Some terrorism analysts have seen the southern insurgency as an Islamic jihad that forms part of the broader network of AQ-linked extremism, with Islamic theology and religious aspirations (for shari’a law or an Islamic emirate) as a key motivator.73 This surface impression is reinforced by the facts that the violence is led by ustadz74 and other religious teachers, that the mosques and ponoh (Islamic schools) have a central role as recruiting and training bases, and that militants repeatedly state that they are fighting a legitimate defensive jihad against the encroachment of the kafir (infidel) Buddhist Thai government. Clearly, also, the AQ affiliate Jema’ah Islamiyah (JI) has used Thailand as a venue for key meetings, financial transfers, acquisition of forged documents,75 and money laundering and as a transit hub for operators.

attending surgeons say that what’s most important to them is finding people who are conscientious, industrious, and boneheaded enough to stick at practicing this one difficult thing day and night for years on end. As one professor of surgery put it to me, given a choice between a Ph.D. who had painstakingly cloned a gene and a talented sculptor, he’d pick the Ph.D. every time. Sure, he said, he’d bet on the sculptor being more physically talented; but he’d bet on the Ph.D. being less “flaky.” And in the end that matters more. Skill, surgeons believe, can be taught; tenacity cannot. It’s an odd approach to recruitment, but it continues all the way up the ranks, even in top surgery departments. They take minions with no experience in surgery, spend years training them, and then take most of their faculty from these same homegrown ranks. And it works.

He was riding a train one day, full of his new idea, when George Westinghouse’s younger brother, Herman, happened to sit down next to him. They began talking; soon Stanley told Herman about his idea for a self-regulating alternating-current generator.24 Herman knew a good idea when he heard one. He connected Stanley with George, the successful developer of the air brake and other railroad machinery that made long trains and long-distance transportation practical. George was just then considering entering the electric-lighting field, pursuing alternating-current technology rather than direct current. He had recruited a team of young engineers to build a knowledge base for him, but he wasn’t yet fully committed. Stanley’s work won him over. Early in 1884 he hired the twenty-five-year-old to develop a complete AC system, from generators to motors and lighting.

In the nineteenth century, scientists described brains and minds as if they were steam engines. Why steam engines? Because that was the leading technology of the day, which powered trains, ships and factories, so when humans tried to explain life, they assumed it must work according to analogous principles. Mind and body are made of pipes, cylinders, valves and pistons that build and release pressure, thereby producing movements and actions. Such thinking had a deep influence even on Freudian psychology, which is why much of our psychological jargon is still replete with concepts borrowed from mechanical engineering. Consider, for example, the following Freudian argument: ‘Armies harness the sex drive to fuel military aggression. The army recruits young men just when their sexual drive is at its peak. The army limits the soldiers’ opportunities of actually having sex and releasing all that pressure, which consequently accumulates inside them. The army then redirects this pent-up pressure and allows it to be released in the form of military aggression.’ This is exactly how a steam engine works.

As we’ve seen, one of the most frequently pursued paths for achievement-minded college seniors is to spend several years advancing professionally and getting trained and paid by an investment bank, consulting firm, or law firm. Then, the thought process goes, they can set out to do something else with some exposure and experience under their belts. People are generally not making lifelong commitments to the field in their own minds. They’re “getting some skills” and making some connections before figuring out what they really want to do. I subscribed to a version of this mind-set when I graduated from Brown. In my case, I went to law school thinking I’d practice for a few years (and pay down my law school debt) before lining up another opportunity. It’s clear why this is such an attractive approach. There are some immensely constructive things about spending several years in professional services after graduating from college. Professional service firms are designed to train large groups of recruits annually, and they do so very successfully. After even just a year or two in a high-level bank or consulting firm, you emerge with a set of skills that can be applied in other contexts (financial modeling in Excel if you’re a financial analyst, PowerPoint and data organization and presentation if you’re a consultant, and editing and issue spotting if you’re a lawyer). This is very appealing to most any recent graduate who may not yet feel equipped with practical skills coming right out of college. Even more than the professional skill you gain, if you spend time at a bank, consultancy, or law firm, you will become excellent at producing world-class work. Every model, report, presentation, or contract needs to be sophisticated, well done, and error free, in large part because that’s one of the core value propositions of your organization. The people above you will push you to become more rigorous and disciplined, and your work product will improve across the board as a result. You’ll get used to dressing professionally, preparing for meetings, speaking appropriately, showing up on time, writing official correspondence, and so forth. You will be able to speak the corporate language. You’ll become accustomed to working very long hours doing detail-intensive work. These attributes are transferable to and helpful in many other contexts.

A drone is often preferred for missions that are too "dull, dirty, or dangerous" for manned aircraft.” PROLOGUE The graffiti was in Spanish, neon colors highlighting the varicose cracks in the wall. It smelled of urine and pot. The front door was metal with four bolt locks and the windows were frosted glass, embedded with chicken wire. They swung out and up like big fake eye-lashes held up with a notched adjustment bar. This was a factory building on the near west side of Cleveland in an industrial area on the Cuyahoga River known in Ohio as The Flats. First a sweatshop garment factory, then a warehouse for imported cheeses then a crack den for teenage potheads. It was now headquarters for Magic Slim, the only pimp in Cleveland with his own film studio and training facility. Her name was Cosita, she was eighteen looking like fourteen. One of nine children from El Chorillo. a dangerous poverty stricken barrio on the outskirts of Panama City. Her brother, Javier, had been snatched from the streets six months ago, he was thirteen and beautiful. Cosita had a high school education but earned here degree on the streets of Panama. Interpol, the world's largest international police organization, had recruited Cosita at seventeen. She was smart, street savvy, motivated and very pretty. Just what Interpol was looking for. Cosita would become a Drone!

Hence the term “voluntary muscle” is in many ways a figure of speech. I can consciously command a movement, but I cannot consciously command the recruitment of every muscle fiber which must be used, nor the precise order of their contractions and lengthenings which actually produce the desired effect. This is to say that every consciously willed movement is always conditioned by two things: genetically established organization and habitual usage. Our genetic organization is quite plastic, open-ended, filled with potential variations in behavior; on the other hand, habitual usage can become just as limiting as it is convenient, and can become a tyrant to exactly the degree that it becomes practiced, automatic, unconscious. We are free to train ourselves to act differently, but it is very difficult to suddenly act differently than we have been trained. The tendencies in our motor behavior created by genetically determined patterns and by habitual usage do not lie within the muscle cells, nor even in the motor neurons that unite them into motor units. The search for the organizational factors of purposeful muscular control—whether it be action or relaxation—takes us deeper and deeper into the central nervous system, where we find that every muscular response is built up, selected, and colored by the totality of our neural activity, both conscious and unconscious.

For centuries, even millennia, generals and governors, artists and poets had taken it for granted that soldiers fight. That if there’s one thing that brings out the hunter in us, it’s war. War is when we humans get to do what we’re so good at. War is when we shoot to kill. But as Colonel Samuel Marshall continued to interview groups of servicemen, in the Pacific and later in the European theatre, he found that only 15 to 25 per cent of them had actually fired their weapons. At the critical moment, the vast majority balked. One frustrated officer related how he had gone up and down the lines yelling, ‘Goddammit! Start shooting!’ Yet, ‘they fired only while I watched them or while some other officer stood over them’.14 The situation on Makin that night had been do-or-die, when you would expect everyone to fight for their lives. But in his battalion of more than three hundred soldiers, Marshall could identify only thirty-six who actually pulled the trigger. Was it a lack of experience? Nope. There didn’t seem to be any difference between new recruits and experienced pros when it came to willingness to shoot. And many of the men who didn’t fire had been crack shots in training. Maybe they just chickened out? Hardly. Soldiers who didn’t fire stayed at their posts, which meant they ran as much of a risk. To a man, they were courageous, loyal patriots, prepared to sacrifice their lives for their comrades. And yet, when it came down to it, they shirked their duty. They failed to shoot.

On my next weekend without the kids I went to Nashville to visit her. We had a great weekend. On Monday morning she kissed me goodbye and left for work. I would drive home while she was at work. Only I didn’t go straight home. I went and paid her recruiting officer a little visit. I walked in wearing shorts and a T-shirt so my injuries were fully visible. The two recruiters couldn’t hide the surprise on their faces. I clearly looked like an injured veteran. Not their typical visitor. “I’m here about Jamie Boyd,” I said. One of the recruiters stood up and said, “Yes, I’m working with Jamie Boyd. How can I help you?” I walked to the center of the room between him and the female recruiter who was still seated at her desk and said, “Jamie Boyd is not going to be active duty. She is not going to be a truck driver. She wants to change her MOS and you’re not going to treat her like some high school student. She has a degree. She is a young professional and you will treat her as such.” “Yes, sir, yes, sir. We hold ourselves to a higher standard. We’ll do better. I’m sorry,” he stammered. “You convinced her she can’t change anything. That’s a lie. It’s paperwork. Make it happen.” “Yes, sir, yes, sir.” That afternoon Jamie had an appointment at the recruitment center anyway for more paperwork. Afterward, she called me, and as soon as I answered, without even a hello, she said, “What have you done?” “How were they acting?” I asked, sounding really pleased with myself. “Like I can have whatever I want,” she answered. “You’re welcome. Find a better job.” She wasn’t mad about it. She just laughed and said, “You’re crazy.” “I will always protect you. You were getting screwed over. And I’m sorry you didn’t know about it, but you wouldn’t have let me go if I had told you ahead of time.” “You’re right, but I’m glad you did.” Jamie ended up choosing MP, military police, as her MOS because they offered her a huge signing bonus. We made our reunion official and she quit her job in Nashville to move back to Birmingham. She had a while before basic training, so she moved back in with me. We were both very happy, and as it turned out, some very big changes were about to happen beyond basic training.

Navy Seals Stress Relief Tactics (As printed in O Online Magazine, Sept. 8, 2014) Prep for Battle: Instead of wasting energy by catastrophizing about stressful situations, SEALs spend hours in mental dress rehearsals before springing into action, says Lu Lastra, director of mentorship for Naval Special Warfare and a former SEAL command master chief.  He calls it mental loading and says you can practice it, too.  When your boss calls you into her office, take a few minutes first to run through a handful of likely scenarios and envision yourself navigating each one in the best possible way.  The extra prep can ease anxiety and give you the confidence to react calmly to whatever situation arises. Talk Yourself Up: Positive self-talk is quite possibly the most important skill these warriors learn during their 15-month training, says Lastra.  The most successful SEALs may not have the biggest biceps or the fastest mile, but they know how to turn their negative thoughts around.  Lastra recommends coming up with your own mantra to remind yourself that you’ve got the grit and talent to persevere during tough times. Embrace the Suck: “When the weather is foul and nothing is going right, that’s when I think, now we’re getting someplace!” says Lastra, who encourages recruits to power through the times when they’re freezing, exhausted or discouraged.  Why?  Lastra says, “The, suckiest moments are when most people give up; the resilient ones spot a golden opportunity to surpass their competitors.  It’s one thing to be an excellent athlete when the conditions are perfect,” he says.  “But when the circumstances aren’t so favorable, those who have stronger wills are more likely to rise to victory.” Take a Deep Breath: “Meditation and deep breathing help slow the cognitive process and open us up to our more intuitive thoughts,” says retired SEAL commander Mark Divine, who developed SEALFit, a demanding training program for civilians that incorporates yoga, mindfulness and breathing techniques.  He says some of his fellow SEALs became so tuned-in, they were able to sense the presence of nearby roadside bombs.  Who doesn’t want that kind of Jedi mind power?  A good place to start: Practice what the SEALs call 4 x 4 x 4 breathing.  Inhale deeply for four counts, then exhale for four counts and repeat the cycle for four minutes several times a day.  You’re guaranteed to feel calmer on any battleground. Learn to value yourself, which means to fight for your happiness. ---Ayn Rand

The best way not to have to use your military power is to make sure that power is visible. When people know that we will use force if necessary and that we really mean it, we’ll be treated differently. With respect. Right now, no one believes us because we’ve been so weak with our approach to military policy in the Middle East and elsewhere. Building up our military is cheap when you consider the alternative. We’re buying peace and we’re locking in our national security. Right now we are in bad shape militarily. We’re decreasing the size of our forces and we’re not giving them the best equipment. Recruiting the best people has fallen off, and we can’t get the people we have trained to the level they need to be. There are a lot of questions about the state of our nuclear weapons. When I read reports of what is going on, I’m shocked. It’s no wonder nobody respects us. It’s no surprise that we never win. Spending money on our military is also smart business. Who do people think build our airplanes and ships, and all the equipment that our troops should have? American workers, that’s who. So building up our military also makes economic sense because it allows us to put real money into the system and put thousands of people back to work. There is another way to pay to modernize our military forces. If other countries are depending on us to protect them, shouldn’t they be willing to make sure we have the capability to do it? Shouldn’t they be willing to pay for the servicemen and servicewomen and the equipment we’re providing? Depending on the price of oil, Saudi Arabia earns somewhere between half a billion and a billion dollars every day. They wouldn’t exist, let alone have that wealth, without our protection. We get nothing from them. Nothing. We defend Germany. We defend Japan. We defend South Korea. These are powerful and wealthy countries. We get nothing from them. It’s time to change all that. It’s time to win again. We’ve got 28,500 wonderful American soldiers on South Korea’s border with North Korea. They’re in harm’s way every single day. They’re the only thing that is protecting South Korea. And what do we get from South Korea for it? They sell us products—at a nice profit. They compete with us. We spent two trillion dollars doing whatever we did in Iraq. I still don’t know why we did it, but we did. Iraq is sitting on an ocean of oil. Is it out of line to suggest that they should contribute to their own future? And after the blood and the money we spent trying to bring some semblance of stability to the Iraqi people, maybe they should be willing to make sure we can rebuild the army that fought for them. When Kuwait was attacked by Saddam Hussein, all the wealthy Kuwaitis ran to Paris. They didn’t just rent suites—they took up whole buildings, entire hotels. They lived like kings while their country was occupied. Who did they turn to for help? Who else? Uncle Sucker. That’s us. We

Men talk about fair fights,” her Drill Instructor had thundered. For various reasons, new recruits at Boot Camp and the first year of the Slaughterhouse were segregated by sex. “Men are fools and morons who cannot remember that the purpose of war is to win. You are not being trained to fight a fair fight; you are being trained to defeat the enemies of the Empire! The best chance to give your enemy is none at all. A fair fight is a losing fight. Shoot him in the back, kick him in the balls, play dead till he has his pants around his ankles and then give him hell!

I think about a story told by a Serbian player I very much admired. He must have lived in a village that was like mine but even poorer, far from everything, lost in the Yugoslavian countryside. When he was small, his uncle had given him a fabulous, shiny-white new ball. In order not to spoil it, he and his brother decided never to let it bounce on the ground and play only with their heads. There was only one ball, and they had to make it last. During one match, a coach from Red Star Belgrade spotted him. He was recruited thanks to the skills he had developed playing with his head in this way. What sort of player would he have been if he’d had access to twenty balls? Not spoiling the ball he was given, playing all the time, developing his own qualities through perseverance and training: I liked everything about this story. The white ball was sacred to me, too, and it remains so to this day. That was the kind of football I came from.

vaccinators—recruited by the committees and trained for just half an hour—administered candies or sugar cubes permeated with live attenuated poliovirus. The goal was to immunize every susceptible child in Cuba. Castro’s invention of vaccination days, coupled with the use of Sabin’s doses, achieved rapid success in interrupting transmission and making Cuba the first country to eliminate polio.

Some blacks have carved out profitable niches for themselves as racial shakedown artists. For more than ten years, Mustafa Majeed of New York City has made a business of extorting money from moviemakers. When directors try to film a scene outdoors, Mr. Majeed shows up with a gang and demands that more blacks be hired for the crew. If he is refused, Mr. Majeed’s recruits blow whistles and shoot off flashbulbs, making it impossible to film. Mr. Majeed appears to be happy to accept money rather than more black employees. In 1991 he reportedly told film director Woody Allen that in return for $100,000 he would leave Mr. Allen’s sets alone. Other filmmakers have hired private security guards to keep Mr. Majeed away. Mr. Majeed is the head of the Communications Industry Skills Center, an organization that is supposed to train blacks for jobs in the entertainment field. Until April 1990 it was financed by the city of New York.740

Are we capturing, killing, deterring, and dissuading more terrorists every day than the madrassas are recruiting, training, and deploying against us?

would only have been pretending. He never would have got really "in it"; none of those chaps would; every one knew the war couldn't last long; it would be over long before any of these recruits could be trained.

Colonial Policy and Practice: A Comparative Study of Burma and Netherlands India by J. S. Furnivall Page 178-179: It was not only unnecessary but imprudent to recruit Burmese [during the time Burma was part of the British Empire]. There could be little reliance on troops raised from among a people with no divisions of caste but united in religion, race and national sentiment … Obviously security required that the Burmese should be disarmed and debarred from military service. The Karens and other minor tribes, however, might be expected to side with the British, and these have been recruited, even when an initial reluctance had to be dispelled, but it has always been easy to find reasons for withholding military training, even as volunteer cadets, from the great mass of the people.

he also had been trained in the ultimate military sense: You trained a recruit to train a weapon, to aim the weapon correctly.

The newer tactic of scattering bodies on city streets, as happened when Joaquín Guzmán’s goons pushed thirty-five bloody corpses (twelve of them women) off two trucks on Manuel Ávila Camacho Boulevard, near a shopping mall in the prettier part of the port city of Veracruz one day in September 2011, to terrorize their adversaries... Guzmán, known as El Chapo (Shorty) for his small stature, ran the largest airborne opera- tion in Mexico; he owned more aircraft than Aeromexico, the national air- line. Between 2006 and 2015, Mexican authorities seized 599 aircraft — 586 planes and 13 helicopters—from the Sinaloa cartel; by comparison, Aeromexico had a piddling fleet of 127 planes.... One Zeta atrocity I knew nothing about took place in 2010, in the small town of San Fernando, south of Reynosa. A roaming band of Zetas stopped two buses of migrants—men, women, and children from Central and South America, who were fleeing the violence in their countries. The Zetas demanded money. The migrants had no money. The Zetas demanded that the migrants work for them, as assassins or operatives or drug mules. The migrants refused. So they were taken to a building in the village of El Huizachal, blindfolded, their hands and legs bound, and each one was shot in the head. Seventy-two of them died. One man (from Ecuador) played dead, escaped, and raised the alarm... The gory details of this massacre became known when one of the perpetrators was arrested, Édgar Huerta Montiel, an army deserter known as El Wache, or Fat Ass. He admitted killing eleven of the migrants person- ally, in the belief (so he said) that they were working for a gang hostile to his own. A year later, near the same town, police found 47 mass graves containing 193 corpses — mostly migrants or passengers in buses hijacked and robbed while passing through this area of Tamaulipas state, about eighty miles south of the US border... But in the early 2000s headless bodies began to appear, tossed by the roadside, while human heads were displayed in public, at intersections, and randomly on the roofs of cars. This butchery was believed to be inspired by a tactic of the Guatemalan military’s elite commandos, known as Kaibiles. A man I was to meet in Matamoros, on my traverse of the border, explained how the Kaibiles were toughened by their officers. The officers encouraged recruits to raise a dog from a puppy, then, at a certain point in their training, the recruit was ordered to kill the dog and eat it.... When the Kaibiles became mercenaries in the Mexican cartels, the first beheadings occurred, the earliest known taking place in 2006: a gang in Michoacán kicked open the doors of a bar and tossed five human heads on the dance floor. Decapitations are now, according to one authority on the business, “a staple in the lexicon of violence” for Mexican cartels....

Nesta arched a brow at the book. “What’s Merrill researching, anyway?” Gwyn frowned. “Lots of things. Merrill’s brilliant. Horrible, but brilliant. When she first came here, she was obsessed with theories regarding the existence of different realms—different worlds. Living on top of each other without even knowing it. Whether there is merely one existence, our existence, or if it might be possible for worlds to overlap, occupying the same space but separated by time and a whole bunch of other things I can’t even begin to explain to you because I barely understand them myself.” Nesta’s brows rose. “Really?” “Some philosophers believe there are eleven worlds like that. And some believe there are as many as twenty-six, the last one being Time itself, which …” Gwyn’s voice dropped to a whisper. “Honestly, I looked at some of her early research and my eyes bled just reading her theorizing and formulas.” Nesta chuckled. “I can imagine. But she’s researching something else now?” “Yes, thank the Cauldron. She’s writing a comprehensive history of the Valkyries.” “The who?” “A clan of female warriors from another territory. They were better fighters than the Illyrians, even. The Valkyrie name was just a title, though—they weren’t a race like the Illyrians. They hailed from every type of Fae, usually recruited from birth or early childhood. They had three stages of training: Novice, Blade, and finally Valkyrie. To become one was the highest honor in their land. Their territory is gone now, subsumed into others.” “And the Valkyries are gone, too?” “Yes.” Gwyn sighed. “Valkyries existed for millennia. But the War—the one five hundred years ago—wiped out most of them, and the few survivors were elderly enough to quickly fade into old age and die afterward. From the shame, legend claims. They let themselves die, rather than face the shame of their lost battle and surviving when their sisters had not.

US Navy into which young men enlisted during the late 1930s and early 1940s was decidedly white. This had not always been the case. During the latter half of the nineteenth century, African Americans served in a largely integrated American Navy and made up about 25 percent of its enlisted strength. Some thirty thousand African Americans manned Union vessels during the Civil War, with little discrimination as to duties. After segregation was legalized in 1896, African American enlistments declined and black men were increasingly relegated to the galley or engine room. After World War I, African American enlisted personnel declined further as the Navy recruited Filipino stewards for mess duties. By June 1940, African Americans accounted for only 2.3 percent of the Navy’s 170,000 total manpower. The fleet had mostly converted from coal to oil, and the vast majority of African Americans performed mess duties. Black reenlistments in technical specialties were never barred, however, and a few African American gunner’s mates, torpedo men, and machinist mates continued to serve. Amendments to the Selective Training and Service Act of 1940 guaranteed the right to enlist regardless of race or color, but in practice, “separate but equal” prejudices consigned most blacks to the Steward’s Branch. Its personnel held ratings up to chief petty officer, but members wore different uniforms and insignia, and even chief stewards never exercised command over rated grades outside the Steward’s Branch. The only measure of equality came when, just as with everyone else aboard ship, African American and Filipino stewards were assigned battle stations. Only then could they stand shoulder to shoulder with their white brothers in arms.13

PRO TIPS: Little tricks and tips that may make breath meditation easier: Count the breaths from one to ten, and then start over. Breathe in, one, then out. Breathe in, two, then out. Et cetera. Some people like to recite a little phrase to help them stay with what’s going on. “Just this breath” is a good one. It reminds us not to start anticipating the next breath, or to think about the last one, or to imagine in any of the innumerable ways the mind imagines that anything else is supposed to be happening other than exactly what is happening—which is noticing exactly this breath. “Just this breath.” Repeating this helps soothe and simplify our experience, reminding us again and again not to overcomplicate things. Get forensically curious about the breath. Can you notice the exact moment the breath ends? The exact moment it begins? Can you notice the mysterious little space between breaths? Be like a private investigator of breathing. For particularly busy minds, some teachers recommend the use of “touch points.” So: breathe in, feel your rear/hands/whatever, breathe out, feel your rear/hands/whatever, and so on. The idea is to keep your mind occupied by filling up every possible “down” moment with a new noticing. Recruit an image. Sometimes I imagine the in-breath as a gentle wave moving up the beach, pshhhh, and on the out-breath the wave recedes, sssssshh. Back and forth. This rhythm can be very entrancing, so make sure to stay mindful. Find an image that works for you. This can be especially helpful if the breath starts to get subtle and hard to notice. It is possible this vague image may gradually replace the sensation of breathing and become the new object of focus. If this starts to happen, just go with it. Give guided audio meditations a shot. Some people wrongly assume that guided audio meditations are a form of cheating—or training wheels. I disagree. Anyone who has ever meditated will know that even the simplest instructions are quickly forgotten. Having someone in your ear can be really helpful. My advice is to experiment with both audio and solo meditations and see what works.

The khateeb reiterates that his role is vital and positions himself as the spiritual teacher of the recruits. This position is belied somewhat by my earlier description of my encounter with him and his superiors, an impression strengthened by my conversation with other senior army officers. A retired infantry general shared with me how he had confronted the khateeb’s influence in the barracks while he was in services. A particular khateeb under his command during the Kargil war was asked to go to a post nearer the combat zone to motivate the troops. The cleric refused on the grounds that certain requirements of jihad29 had not been fulfilled, so he could not support the effort. “I summoned him and told him, ‘You talk of jihad; God will decide what is jihad. This is a war zone, and I am ordering a district court martial of you, and I will ensure that you are put before a firing squad right over here in front of my office.’” He then had him posted out of the area with immediate effect. The khateeb is told here that he is in no position to adjudicate what jihad is, the implication being that the military, in this case the commanding officer, has the right to adjudicate this over and above religious authority, whose only role is to motivate troops in the name of jihad as and when ordered by the military officer. The khateeb is a spiritual guide, then, with no real official authority, an army person but not regular army personnel. He is a “harmless” person yet one who must be monitored, as evidenced by the colonel’s initial reluctance to let me talk to him. As another retired infantry general jokingly put it, “He [the khateeb] is uneducated but very motivating.” Much like his soldier-class contemporaries, he is regarded by the officer class as somewhat uncouth but nonetheless essential for the training center. He has the specific task of motivating troops and acting as a religious mascot to lend credence to the militarism project. 265/378

Why does your girlfriend hate this place so much?” Fury kept her attention on the shadows between the stalls, the vendors and shoppers. “Her brother was a fighter here.” Hunt started. “Does Bryce know?” Fury nodded shallowly. “He was talented—Julius. The Viper Queen recruited him from his training gym, promised him riches, females, everything he wanted if he signed himself into her employ. What he got was an addiction to her venom, putting him in her thrall, and a contract with no way out.” A muscle ticked in Fury’s jaw. “June’s parents tried everything to get him freed. Everything. Lawyers, money, pleas to Micah for intervention—none of it worked. Julius died in a fight ten years ago. June and her parents only learned about it because the Viper Queen’s goons dumped his body on their doorstep with a note that said Memento Mori on it.

Agniveer Army symbolizes a formidable force committed to upholding the ideals of valor, discipline, and patriotism. Rooted in the Agniveer Scheme, it attracts and raises dedicated individuals aspiring to serve in the Indian Armed Forces. With a focus on rigorous training and character building, Agniveer Army stands as an indication to the unwavering spirit of those who aspire to safeguard the nation. Join the Agniveer Army and become a proud defender of our independence and values.

Otrera founded a new capital city called Sinope near the Thermodon River. She trained her armies and gathered recruits, gradually expanding her territory and discovering where all the best restaurants were. She’d set up her kingdom in a good spot—northeast of the Greeks, northwest of Persians, in what was a no-man’s-land. (Get it? No men?) Whenever she conquered a new town, she was careful to leave no male survivors. That way, word was slow getting out.

In steps that it too has come to regret, China also encouraged, recruited and trained Uighur Muslims in Xinjiang, before helping them make contact with and join the Mujahidin.115 The radicalisation of western China has proved problematic ever since.

Strong, vibrant, positive company culture values their people so greatly that no one feels like just a number.

Spiritually healthy employees are the greatest asset and partners an organization can have. They are positive, solution-seeking, and unifying people.

The ‘purpose’ element of onboarding is where you begin to lay the foundation of success for your new team member.

People are the lifeblood of any business.

A strong, positive culture holds us accountable for taking responsibility and finding solutions.

Leader, you have to know your why, for yourself and your business.

The magic to recruiting is going to where the people are, and the people are living on social media.

You want your people recruiting, especially your highest performers.

This is about designing a culture that is so strong and healthy, your team can’t stay quiet about their experience.

There is an art to developing people.

The people within your leadership are a direct reflection of you.

I remember doing kick-to-kick with Micky Barlow at his first training session with the group. I reckon he missed me with every kick. It was a bit of a blustery day and he might have been nervous, but my first thought was, ‘This guy has no skill whatsoever - what the hell are we doing drafting him?’ Clearly, I don’t have a future as an AFL recruiter, because he soon proved me wrong.

Devan said more firmly, pulling out what Tan had dubbed his King Voice. It was the voice he used for training recruits, since it made people move with alacrity. It worked just as well on stubborn mages with sticks up their asses. “I will ask nicely only once.

Kettlebell deadlift. The kettlebell deadlift primarily targets the posterior chain (lower back, glutes, and hamstrings). It is an excellent companion to the kettlebell box squat and additionally helps teach proper hip-creasing mechanics, creating an important foundation for the classical kettlebell exercises (e.g., swing, clean, snatch). With the kettlebell on the ground, stand with your feet shoulder-width apart with the kettlebell just in front of you (see figure 7.9a). Keep your chest lifted as you sit back with your hips until your hands can reach the handle (see figure 7.9b). Grab the handle with both hands and stand up by pressing your feet into the ground until your body is fully upright (see figure 7.9c). Repeat by sitting back to lightly touch the kettlebell to the ground. Do 10 controlled repetitions with a light weight and then repeat with a more challenging weight (e.g., women start with 8 kg [18 lb] for 10 repetitions and then use 12 kg [26 lb] for 10 repetitions; men start with 16 kg [35 lb] for 10 repetitions and then use 24 kg [53 lb] for 10 repetitions). This basic exercise teaches you to keep your center of gravity aligned vertically over your base of support. It is important to have control over your center of mass because kettlebell training involves such dynamic movements. A strong and stable base will keep you safe when swinging the kettlebell. KEY PRINCIPLES Crease at the hips instead of bending at the waist. Maintain a neutral spine and slightly arched lower back. Legs can be bent or straight depending on the desired training effect. Straight legs will recruit the hamstrings more and bent legs will recruit the quadriceps more.

But the most effective acronyms are rhyming ones. That’s because when we rhyme or sing information, our brains learn more quickly. My guess is (nobody knows for sure) that additional brain areas are recruited when we sing or rhyme. As a result, training methods in industry or advertising or schools use a creative shorthand for conveying information—simply write down the facts or names you are trying to memorize, and use the first letters of each word to create a silly sentence. For

This ability to change the brain’s wiring, to grow new neural connections, has been demonstrated in experiments such as one conducted by Doctors Avi Karni and Leslie Underleider at the National Institutes of Mental Health. In that experiment, the researchers had subjects perform a simple motor task, a finger-tapping exercise, and identified the parts of the brain involved in the task by taking a MRI brain scan. The subjects then practiced the finger exercise daily for four weeks, gradually becoming more efficient and quicker at it. At the end of the four-week period, the brain scan was repeated and showed that the area of the brain involved in the task had expanded; this indicated that the regular practice and repetition of the task had recruited new nerve cells and changed the neural connections that had originally been involved in the task. This remarkable feature of the brain appears to be the physiological basis for the possibility of transforming our minds. By mobilizing our thoughts and practicing new ways of thinking, we can reshape our nerve cells and change the way our brains work. It is also the basis for the idea that inner transformation begins with learning (new input) and involves the discipline of gradually replacing our “negative conditioning” (corresponding with our present characteristic nerve cell activation patterns) with “positive conditioning” (forming new neural circuits). Thus, the idea of training the mind for happiness becomes a very real possibility.

First, this was all training. Everything was training. She didn’t doubt that a big part of Link’s attitude was on purpose, to push her or to see how she would react. She needed to take everything in stride and adapt as quickly as she could.

Phina remembered what she had decided not long before and felt the tension leave her body again. Training. It was all training.

Amazon Bar Raisers receive special training in the process. One participates in every interview loop. The name was intended to signal to everyone involved in the hiring process that every new hire should “raise the bar,” that is, be better in one important way (or more) than the other members of the team they join. The theory held that by raising the bar with each new hire, the team would get progressively stronger and produce increasingly powerful results. The Bar Raiser could not be the hiring manager or a recruiter. The Bar Raiser was granted the extraordinary power to veto any hire and override the hiring manager.

Interestingly, No can attract more help if you are being attacked than even the word help. So say the trainers at Impact Bay Area, the organization that trains women in self-defense. Shouting “No!” attracts the attention of others naturally and recruits any help that may be available in earshot. Equally important, the trainers say, “saying No is a way for you to communicate with yourself. It forces you to breathe, which breaks the freeze response. It gathers your energy. It gets your adrenaline going. It reminds you of the [self-defense] class, your muscle memory, the support of the line [your peers], and the fact that you have the right to fight for your own safety. Most attackers are looking for easy victims. They’re not looking for a fight, not even a verbal one. Saying No makes you a less attractive target. Submitting and being nice to attackers in the hope that they will be nice to you in return is not the safest strategy.” Saying “No!” helps you gather your energy, reminds you of your right to say No, draws attention, and expresses your power.

It is my firm conviction that an executive or business owner should pack a team with 51 percenters, because training them in the technical aspects will then come far more easily. Hiring 51 percenters today will save training time and dollars tomorrow. And they are commonly the best recruiters for others with strong emotional skills. Nice people love the idea of working with other nice people.

The attitude of the black camp’s commander, Lieutenant Commander Daniel Armstrong, was typical of the times. He had his men decorate the base with murals of black naval heroes throughout history, from Dorie Miller all the way back to black sailors who served with Revolutionary captain John Paul Jones. The murals were Armstrong’s way of honoring black sailors. But this same officer wouldn’t allow black recruits at Great Lakes to compete with whites for spots in special schools that trained sailors to be electricians, radiomen, and mechanics. He didn’t think they were smart enough, so he didn’t even let them try.

To try to make sure gunmen do hit their targets, cartels have developed training camps. The first such camps were discovered in northeast Mexico and linked to the Zetas, but they have since been found all across the country and even over the border in Guatemala. Most are built on ranches and farmlands, such as one discovered in the community of Camargo just south of the Texas border. They are equipped with shooting ranges and makeshift assault courses and have been found storing arsenals of heavy weaponry, including boxes of grenades. Arrested gangsters have described courses as lasting two months and involving the use of grenade launchers and .50-caliber machine guns. A training video captured by police in 2011 shows recruits running across a field, taking cover on the grass, and firing assault rifles. Sometimes training can be deadly. One recruit drowned during an exercise that required him to swim carrying his backpack and rifle. The discovery of these camps has sparked the obvious comparison to Al Qaeda training grounds in Afghanistan. But however much schooling they give, cartels still love gunslingers with real military experience. In the first decade of democracy, up until 2010, one hundred thousand soldiers had deserted from the Mexican military. There is a startling implication: country and ghetto boys sign up for the army, get the government to pay for their training, then make real money with the mob.

the biggest problem the Saudis had to contend with was the inadequacies of Airwork, the providers of the training and maintenance contracts. The company’s commitments proved beyond its resources. The Ministry of Defence was compelled to become more deeply involved. Ex-RAF pilots were recruited to fly the planes, becoming, in effect, sponsored mercenaries to the Saudis; and eventually the British government had to set up its own organization in Riyadh, jointly with the Saudis, to supervise the programme. What began as an apparently simple commercial sale ended up, like many future arms deals, as a major government commitment.

The first is, How We Do It Here. “The second is, How We Recruit, Hire, and Train People to Do It Here. “The Third is, How We Manage It Here. “The Fourth is, How We Change It Here. “And the ‘It’ I’m referring to is the stated purpose of your business.

Management is like sex - everyone thinks they’re good at it despite limited evidence.