Recruiting Best Quotes

Truth brought to public light recruits the best of us to work for change. On the other hand, even the best-intentioned "noble lie" ultimately discredits the finest of causes.

Kevin was silent for an endless minute, then said, "You should be Court." It was barely a whisper, but it cut Neil to the bone. It was a resentful goodbye to the bright future Kevin had wanted for Neil. Kevin recruited Neil because he believed in Neil's potential. He brought him to the Foxes intending to make a star athlete out of him. Despite his condescending attitude and his dismissals of Neil's best efforts Kevin honestly expected Neil to make the national team after graduation. Now Kevin knew it was all for naught; Neil would be dead by May. "Will you still teach me?" Neil asked. Kevin was quiet again, but not for long this time. "Every night.

The best bosses do more than charge up people, and recruit and breed energizers. They eliminate the negative, because even a few bad apples and destructive acts can undermine many good people and constructive acts.

Hearing is passive. Listening is active. The best listeners focus their attention and recruit other senses to the effort. Their brains work hard to process all that incoming information and find meaning, which opens the door to creativity, empathy, insight, and knowledge. Understanding is the goal of listening, and it takes effort.

Fifth wheel employees are those who are a result of the mistake made by the human resources wing, i.e. by recruiting wrong person to the wrong job just to fill in the vacancy and then expect better performance. Further such an employee is unable to put in his best and is just an additional mass available within the organization.

They always need fresh, enthusiastic programmers. More important: they need programmers chosen by a star programmer. Magic Mama told her all about how recruiting happens in well-known companies. Unlike small companies, they depend more on shining logos. Logos like The Resolution Race Champion, The Gold Winner of Code the Crude, or Year’s Best Thesis Contributor are gems in their crowns. Everyone loves collecting gems. Talents are the gems big companies prefer plucking in reduced expenses. The best gems are the hard-working Low Grades and the non-citizens from the Junk Land. Who wouldn’t love a talent born in the gutters?—Just lure them with citizenship.

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.

You get the best people, you build them into the best managers in the industry, and you accept the fact that some of them will be recruited to become CEOs of other companies.

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.

Recruiting the best is not about selling or charming. It’s about providing big challenges and career opportunities and a little money thrown in.

Recruit the Best People You Can to Develop:

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

American feminism is currently dominated by a group of wome n wh o seek to persuad e the public that American wome n are not the free creatures we thin k w e are. Th e leaders an d theorists of the women's movemen t believe that ou r society is best described as a patriarchy, a "male hegemony," a "sex/gender system" in whic h the dominan t gender works to keep wome n cowering an d submissive. The feminists wh o hold this divisive view of ou r social an d political reality believe we are in a gender war, an d they are eager to disseminate stories of atrocity that are designed to alert wome n to their plight. Th e "gender feminists" (as I shall call them) believe that all ou r institutions, from the state to the family to the grade schools, perpetuate male dominance . Believing that wome n are virtually under siege, gende r feminists naturally seek recruits to their side of the gender war. They seek support . They seek vindication. They seek ammunition.

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.

only the best for his rising stars, right?” “i didn’t think wymack recruited rising stars.” “no, the foxes will never amount to anything. try telling dan that, though, and she’ll box your ears.” - andrew & neil

The last of us could be the very best of us who ever roamed the earth, the great exemplars of a humanity we used to dream of becoming before we got wise to the reality that we are just a mob always in the market for new recruits.

As hire As, and Bs hire Cs,” the point being that as long as you continued to recruit only the very best people, they would attract others, but as soon as you let your standards slip, the second-raters would begin to seine up third-raters to act as their minions and advance their agendas.

The insistence is on merit, insinuating that any current majority white leadership in any industry has got there through hard work and no outside help, as if whiteness isn’t its own leg-up, as if it doesn’t imply a familiarity that warms an interviewer to a candidate. When each of the sectors I mentioned earlier have such dire racial representation, you’d have to be fooling yourself if you really think that the homogeneous glut of middle-aged white men currently clogging the upper echelons of most professions got there purely through talent alone. We don’t live in a meritocracy, and to pretend that simple hard work will elevate all to success is an exercise in wilful ignorance. Opposing positive discrimination based on apprehensions about getting the best person for the job means inadvertently revealing what you think talent looks like, and the kind of person in which you think talent resides. Because if the current system worked correctly, and if hiring practices were successfully recruiting and promoting the right people for the right jobs in all circumstances, I seriously doubt that so many leadership positions would be occupied by white middle-aged men.

GE’s lab is like a mini United Nations. Every engineering team looks like one of those multiethnic Benetton ads. But this was not affirmative action at work; it was a brutal meritocracy. When you are competing in the global technology Olympics every day, you have to recruit the best talent from anywhere you can find it.

Coach never explained it. Maybe he thought we'd need to grieve our disastrous losses in private. Only the best for his rising stars, right?" "I didn't think Wymack recruited rising stars," Neil said [...]. "No," Andrew agreed. "The Foxes will never amount to anything Try telling Dan that, though, and she'll box your ears.

They are people with a passion for faith, but not intelligent enough to make a faith for themselves. Pure in spirit, but weaklings as a rule, longing for a mediator who will guide them whither they should go, they form the best possible recruits for the support of new religious sects and novel doctrines of one kind or another.

Do you have to follow the king's instructions?" Brystal asked. "Surely he wouldn't notice if you recruited one or two extra students along the way." "Unfortunately, it's best if I do,"Madame Weatherberry said. "I've been down this road many times before. If we want acceptance in this world, then we must be very careful about how we seek acceptance. No one is going to respect us if we cut corners or cause problems. I could have snapped my fingers and transported all the girls out of the facility, but it would only have caused people to resent us more. Hatred is like fire, and no one can extinguish fire by giving it fuel. "I wish hatred was fire," Brystal said. "People like the Edgars and the Justices deserve to be burned for how they treat people." "Without question," Madame Weatherberry said. "However, we cannot let vengeance motivate us and distract us from doing what's right. It may seem like justice, but revenge is a double-edged sword - the longer you hold it, the deeper you cut yourself.

Far less well known is that more than ten thousand women traveled to Washington, D.C., to lend their minds and their hard-won educations to the war effort. The recruitment of these American women—and the fact that women were behind some of the most significant individual code-breaking triumphs of the war—was one of the best-kept secrets of the conflict. The military and strategic importance of their work was enormous.

After several rounds of interviews with Google’s founders, they offered me a job. My bank account was diminishing quickly, so it was time to get back to paid employment, and fast. In typical—and yes, annoying—MBA fashion, I made a spreadsheet and listed my various opportunities in the rows and my selection criteria in the columns. I compared the roles, the level of responsibility, and so on. My heart wanted to join Google in its mission to provide the world with access to information, but in the spreadsheet game, the Google job fared the worst by far. I went back to Eric and explained my dilemma. The other companies were recruiting me for real jobs with teams to run and goals to hit. At Google, I would be the first “business unit general manager,” which sounded great except for the glaring fact that Google had no business units and therefore nothing to actually manage. Not only was the role lower in level than my other options, but it was entirely unclear what the job was in the first place. Eric responded with perhaps the best piece of career advice that I have ever heard. He covered my spreadsheet with his hand and told me not to be an idiot (also a great piece of advice). Then he explained that only one criterion mattered when picking a job—fast growth. When

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.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

No matter how many times you give the orders, you don’t show them that you know damn well what’s going to happen next. Doesn’t matter if these boys are illiterate mudkickers or college boys. They’ll still aim that musket and do their best to kill that scoundrel over there who might be trying to do the same thing back. And afterward, whoever took the better shot goes back to the camps, talks to the new recruits, tells them all about it, and so more illiterates and college boys pick up their muskets, and by damned, they get all excited, and can’t wait to do the same thing. That’s how a war gets fought.

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.

I mean, can we take a second to talk about the impact that wizards had on my self-esteem and self-love? ... For whatever reason, we’ve decided as a Western culture that the only time a person assigned male at birth may dare to be effeminate is if they’re magical. Gandalf the Grey is the best example. He is a weird outcast from most of society who runs around wearing flowy robes and recruiting his friends to help him destroy a terrible, awful, simply atrocious ring. He suspiciously has no sexual partners or desire to date women, loves crystals and sparkly magic, and carries around a long staff with a big ol’ shiny rock on top.

The most plausible explanation is that positive illusions are a bargaining tactic, a credible bluff. In recruiting an ally to support you in a risky venture, in bargaining for the best deal, or in intimidating an adversary into backing down, you stand to gain if you credibly exaggerate your strengths. Believing your own exaggeration is better than cynically lying about it, because the arms race between lying and lie detection has equipped your audience with the means of seeing through barefaced lies. ... our brains were not selected for the benefit of the species, and no individual can afford to be the only honest one in a community of selfenhancers.

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.

What is that 95 percent? Some is junk—remnants of pseudogenes inactivated by evolution.fn4,3 But buried in that are the keys to the kingdom, the instruction manual for when to transcribe particular genes, the on/off switches for gene transcription. A gene doesn’t “decide” when to be photocopied into RNA, to generate its protein. Instead, before the start of the stretch of DNA coding for that gene is a short stretch called a promoterfn5—the “on” switch. What turns the promoter switch on? Something called a transcription factor (TF) binds to the promoter. This causes the recruitment of enzymes that transcribe the gene into RNA. Meanwhile, other transcription factors deactivate genes.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

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they rounded us all up for interrogation. They wanted names and crimes and we gave them both in droves. One guy I knew just listed off everyone who worked on his old block. A week later the incursion force went and rounded up a bunch of accountants and butchers and grocery store clerks. Eventually, it got to be that the Blues had so much unreliable information on their hands, they had to let all those people go. But it was like a snake eating its own tail—by the time they got around to emptying those detention camps, they’d already turned most of the people there into exactly what they’d needed them to be in the first place. I always said the camps at Sugarloaf were the best recruiters the

REQUIREMENTS TO BE GREAT AT RUNNING HR What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:   World-class process design skills Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.   A true diplomat Nobody likes a tattletale and there is no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and couldn’t care less about getting credit for identifying problems. They will work directly with the managers to get quality up and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays, or plays politics, he will be useless.   Industry knowledge Compensation, benefits, best recruiting practices, etc. are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.   Intellectual heft to be the CEO’s trusted adviser None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high quality standard. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.   Understanding things unspoken When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.

Firms justified their approach to recruitment by asserting that the best students go to the best universities and by arguing that it was more efficient to hire from listed schools because the screening that had already been done by these institutions’ admissions offices saved firms time and money. But as the next chapter’s examination of recruitment at core campuses shows, limiting competition to students at elite schools was much more than a matter of efficiency or effectiveness. Firms spent vast sums of money each year engaging in an elaborate courting ritual with students at core campuses. This showy, expensive undertaking not only bolstered the status of the participating companies in the eyes of students but it also generated emotional investment in the outcome of the hiring contest and began to seduce students into an upper-class style of life.

When these children grew older and applied to college and later for their first jobs, they faced the same standards of gregariousness. University admissions officers looked not for the most exceptional candidates, but for the most extroverted. Harvard’s provost Paul Buck declared in the late 1940s that Harvard should reject the “sensitive, neurotic” type and the “intellectually over-stimulated” in favor of boys of the “healthy extrovert kind.” In 1950, Yale’s president, Alfred Whitney Griswold, declared that the ideal Yalie was not a “beetle-browed, highly specialized intellectual, but a well-rounded man.” Another dean told Whyte that “in screening applications from secondary schools he felt it was only common sense to take into account not only what the college wanted, but what, four years later, corporations’ recruiters would want. ‘They like a pretty gregarious, active type,’ he said. ‘So we find that the best man is the one who’s had an 80 or 85 average in school and plenty of extracurricular activity. We see little use for the “brilliant” introvert.’ 

As people turned away, Kestrel saw a clear path to Irex, tall and black-clad in the center of the space marked for the duel. He smiled at her, and Kestrel was so thrown out of herself that she didn’t know her father had arrived until she felt his hand on her shoulder. He was dusty and smelled of horse. “Father,” she said, and would have tucked herself into his arms. He checked her. “This isn’t the time.” She flushed. “General Trajan,” Ronan said cheerfully. “So glad you could come. Benix, do I see the Raul twins over there, in the front, closest to the dueling ground? No, you blind bat. There, right next to Lady Faris. Why don’t we watch the match with them? You, too, Jess. We need your feminine presence so we can pretend that we’re only interested in the twins because you’d like to chat about feathered hats.” Jess squeezed Kestrel’s hand, and the three of them would have left immediately had the general not stopped them. “Thank you,” he said. Kestrel’s friends dropped their merry act, which Jess wasn’t performing well anyway. The general focused on Ronan, sizing him up like he would a new recruit. Then he did something rare. He gave a nod of approval. The corner of Ronan’s mouth lifted in a small, worried smile as he led the others away. Kestrel’s father faced her squarely. When she bit her lip, he said, “Now is not the time to show any weakness.” “I know.” He checked the straps on her forearms, at her hips, and against her calves, tugging the leather that secured six small knives to her body. “Keep your distance from Irex,” he said, his voice low, though the people nearest to them had withdrawn to give some privacy--a deference to the general. “Your best bet is to keep this to a contest of thrown knives. You can dodge his, throw your own, and might even get first blood. Make him empty his sheaths. If you both lose all six Needles, the duel is a draw.” He straightened her jacket. “Don’t let this turn into hand-to-hand combat.” The general had sat next to her at the spring tournament. He had seen Irex fight and directly afterward had tried to enlist him in the military. “I want you to be at the front of the crowd,” Kestrel said. “I wouldn’t be anywhere else.” A small crease appeared between her father’s brows. “Don’t let him get close.” Kestrel nodded, though she had no intention of taking his advice. She walked through the throngs of people to meet Irex.

Nowadays, enormous importance is given to individual deaths, people make such a drama out of each person who dies, especially if they die a violent death or are murdered; although the subsequent grief or curse doesn't last very long: no one wears mourning any more and there's a reason for that, we're quick to weep but quicker still to forget. I'm talking about our countries, of course, it's not like that in other parts of the world, but what else can they do in a place where death is an everyday occurrence. Here, though, it's a big deal, at least at the moment it happens. So-and-so has died, how dreadful; such-and-such a number of people have been killed in a crash or blown to pieces, how terrible, how vile. The politicians have to rush around attending funerals and burials, taking care not to miss any-intense grief, or is it pride, requires them as ornaments, because they give no consolation nor can they, it's all to do with show, fuss, vanity and rank. The rank of the self-important, super-sensitive living. And yet, when you think about it, what right do we have, what is the point of complaining and making a tragedy out of something that happens to every living creature in order for it to become a dead creature? What is so terrible about something so supremely natural and ordinary? It happens in the best families, as you know, and has for centuries, and in the worst too, of course, at far more frequent intervals. What's more, it happens all the time and we know that perfectly well, even though we pretend to be surprised and frightened: count the dead who are mentioned on any TV news report, read the birth and death announcements in any newspaper, in a single city, Madrid, London, each list is a long one every day of the year; look at the obituaries, and although you'll find far fewer of them, because an infinitesimal minority are deemed to merit one, they're nevertheless there every morning. How many people die every weekend on the roads and how many have died in the innumerable battles that have been waged? The losses haven't always been published throughout history, in fact, almost never. People were more familiar with and more accepting of death, they accepted chance and luck, be it good or bad, they knew they were vulnerable to it at every moment; people came into the world and sometimes disappeared at once, that was normal, the infant mortality rate was extraordinarily high until eighty or even seventy years ago, as was death in childbirth, a woman might bid farewell to her child as soon as she saw its face, always assuming she had the will or the time to do so. Plagues were common and almost any illness could kill, illnesses we know nothing about now and whose names are unfamiliar; there were famines, endless wars, real wars that involved daily fighting, not sporadic engagements like now, and the generals didn't care about the losses, soldiers fell and that was that, they were only individuals to themselves, not even to their families, no family was spared the premature death of at least some of its members, that was the norm; those in power would look grim-faced, then carry out another levy, recruit more troops and send them to the front to continue dying in battle, and almost no one complained. People expected death, Jack, there wasn't so much panic about it, it was neither an insuperable calamity nor a terrible injustice; it was something that could happen and often did. We've become very soft, very thin-skinned, we think we should last forever. We ought to be accustomed to the temporary nature of things, but we're not. We insist on not being temporary, which is why it's so easy to frighten us, as you've seen, all one has to do is unsheathe a sword. And we're bound to be cowed when confronted by those who still see death, their own or other people's, as part and parcel of their job, as all in a day's work. When confronted by terrorists, for example, or by drug barons or multinational mafia men.

Congress displayed contempt for the city's residents, yet it retained a fondness for buildings and parks. In 1900, the centennial of the federal government's move to Washington, many congressmen expressed frustration that the proud nation did not have a capital to rival London, Paris, and Berlin. The following year, Senator James McMillan of Michigan, chairman of the Senate District Committee, recruited architects Daniel Burnham and Charles McKim, landscape architect Frederick Law Olmsted Jr., and sculptor Augustus Saint-Gaudens to propose a park system. The team, thereafter known as the McMillan Commission, emerged with a bold proposal in the City Beautiful tradition, based on the White City of Chicago's 1893 Columbian Exposition. Their plan reaffirmed L'Enfant's avenues as the best guide for the city's growth and emphasized the majesty of government by calling for symmetrical compositions of horizontal, neoclassical buildings of marble and white granite sitting amid wide lawns and reflecting pools. Eventually, the plan resulted in the remaking of the Mall as an open lawn, the construction of the Lincoln Memorial and Memorial Bridge across the Potomac, and the building of Burnham's Union Station. Commissioned in 1903, when the state of the art in automobiles and airplanes was represented by the curved-dash Olds and the Wright Flyer, the station served as a vast and gorgeous granite monument to rail transportation.

Jackaby,” said Marlowe. “Marlowe,” said Jackaby. “Good morning, Mayor Spade.” Spade had doffed his jacket. It was draped over the back of his chair, and a coffee brown bow tie hung undone over his beige waistcoat. He had a full beard and a perfectly bald dome, and he wore a thick pair of spectacles. Spade was not an intimidating figure at his best, and today he looked like he was several rounds into a boxing match he had no aspirations of winning. He had seemed more vibrant the first time we met, and that had been at a funeral. “I haven’t been up here in years,” continued Jackaby. “You’ve done something with the front garden, haven’t you?” “Yes,” said Spade. “We’ve let it grow back. Mary still hasn’t forgiven you.” “Is that why she’s been avoiding me? Your eyebrows have filled in nicely, by the way, and you can tell your wife the roses look healthier than ever. I’m sure being rid of that nest of pesky brownies did wonders for the roots. I understand a little ash is good for the soil, too.” “I never saw any brownies, but there was certainly plenty of ash to go around,” Spade mumbled. “That fire spread so quickly we’re lucky we managed to snuff it out at all.” “You should try blowing up a dragon some time,” I said. “No, scratch that. That went terribly. I don’t recommend it.” “Impressive blast radius, though,” Jackaby confirmed. Mayor Spade looked from me to my employer and rubbed the bridge of his nose with one hand. “Good lord, one of you was quite enough. You had to recruit?

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

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

Argentine national football player from FC Barcelona. Positions are attacks. He is the greatest player in the history of the club, as well as the greatest player in the history of the club, as well as the greatest player in history, most of whom are Pele and Diego Maradona [9] Is one of the best players in football history. 저희는 7가지 철칙을 바탕으로 거래를 합니다. 고객들과 지키지못할약속은 하지않습니다 1.정품보장 2.총알배송 3.투명한 가격 4.편한 상담 5.끝내주는 서비스 6.고객님 정보 보호 7.깔끔한 거래 신용과 신뢰의 거래로 많은VIP고객님들 모시고 싶은것이 저희쪽 경영 목표입니다 믿음과 신뢰의 거래로 신용성있는 비즈니스 진행하고있습니다 비즈니스는 첫째로 신용,신뢰 입니다 믿고 주문하시는것만큼 저희는 확실한제품으로 모시겠습니다 제품구입후 제품이 손상되거나 혹은 효과못보셨을시 저희가 1차재배송 2차 100%환불까지 해드리고있습니다 후회없는 선택 자신감있는 제품으로 언제나 모시겠습니다 텔레【KC98K】카톡【ACD5】라인【SPR331】 ◀경영항목▶ 수면제,여성최음제,여성흥분제,남성발기부전치유제,비아그라,시알리스,88정,드래곤,99정,바오메이,정력제,남성성기확대제,카마그라젤,비닉스,센돔,꽃물,남성조루제,네노마정 등많은제품 판매중입니다 2. Childhood [edit] He was born on June 24, 1987 in Rosario, Argentina [10] [11]. His great-grandfather Angelo Messi moved to Argentina as an Italian, and his family became an Argentinean. His father, Jorge Orashio Messi, was a steel worker, and his mother, Celia Maria Quatini, was a part-time housekeeper. Since he was also coach of the local club, Gland Dolley, he became close to football naturally since he was a child, and he started playing soccer at Glendale's club when he was four years old. In 1995, he joined Newsweek's Old Boys Youth team at age six, following Rosario, and soon became a prospect. However, at the age of 11, she is diagnosed with GHD and experiences trials. It took $ 90 to $ 100 a month to cure it, and it was a big deal for his parents to make a living from manual labor. His team, New Wells Old Boys, was also reluctant to spend this amount. For a time, even though the parents owed their debts, they tried to cure the disorder and helped him become a football player, but it could not be forever. [12] In that situation, the Savior appeared. In July 2000, a scouting proposal came from FC Barcelona, ​​where he saw his talent. He was also invited to play in the Argentinian club CA River Plate. The River Plate coach who reported the test reported the team to the club as a "must-have" player, and the reporter who watched the test together was sure to be talented enough to call him "the new Maradona." However, River Plate did not give a definite answer because of the need to convince New Wells Old Boys to recruit him, and the fact that the cost of the treatment was fixed in addition to lodging. Eventually Messi and his father crossed to Barcelona in response to a scouting offer from Barcelona. After a number of negotiations between the Barcelona side and Messi's father, the proposal was inconceivable to pay for Meshi's treatment.

To test these ideas, Dr. Mario Beauregard of the University of Montreal recruited a group of fifteen Carmelite nuns who agreed to put their heads into an MRI machine. To qualify for the experiment, all of them must “have had an experience of intense union with God.” Originally, Dr. Beauregard had hoped that the nuns would have a mystical communion with God, which could then be recorded by an MRI scan. However, being shoved into an MRI machine, where you are surrounded by tons of magnetic coils of wire and high-tech equipment, is not an ideal setting for a religious epiphany. The best they could do was to evoke memories of previous religious experiences. “God cannot be summoned at will,” explained one of the nuns. The final result was mixed and inconclusive, but several regions of the brain clearly lit up during this experiment: •  The caudate nucleus, which is involved with learning and possibly falling in love. (Perhaps the nuns were feeling the unconditional love of God?) •  The insula, which monitors body sensations and social emotions. (Perhaps the nuns were feeling close to the other nuns as they were reaching out to God?) •  The parietal lobe, which helps process spatial awareness. (Perhaps the nuns felt they were in the physical presence of God?) Dr. Beauregard had to admit that so many areas of the brain were activated, with so many different possible interpretations, that he could not say for sure whether hyperreligiosity could be induced. However, it was clear to him that the nuns’ religious feelings were reflected in their brain scans. But did this experiment shake the nuns’ belief in God? No. In fact, the nuns concluded that God placed this “radio” in the brain so that we could communicate with Him. Their conclusion was that God created humans to have this ability, so the brain has a divine antenna given to us by God so that we can feel His presence. David Biello concludes, “Although atheists might argue that finding spirituality in the brain implies that religion is nothing more than divine delusion, the nuns were thrilled by their brain scans for precisely the opposite reason: they seemed to provide confirmation of God’s interactions with them.” Dr. Beauregard concluded, “If you are an atheist and you live a certain kind of experience, you will relate it to the magnificence of the universe. If you are a Christian, you will associate it with God. Who knows. Perhaps they are the same thing.” Similarly, Dr. Richard Dawkins, a biologist at Oxford University and an outspoken atheist, was once placed in the God helmet to see if his religious beliefs would change. They did not. So in conclusion, although hyperreligiosity may be induced via temporal lobe epilepsy and even magnetic fields, there is no convincing evidence that magnetic fields can alter one’s religious views.

told my people that I wanted only the best, whatever it took, wherever they came from, whatever it cost. We assembled thirty people, the brightest cybersecurity minds we have. A few are on loan, pursuant to strict confidentiality agreements, from the private sector—software companies, telecommunications giants, cybersecurity firms, military contractors. Two are former hackers themselves, one of them currently serving a thirteen-year sentence in a federal penitentiary. Most are from various agencies of the federal government—Homeland Security, CIA, FBI, NSA. Half our team is devoted to threat mitigation—how to limit the damage to our systems and infrastructure after the virus hits. But right now, I’m concerned with the other half, the threat-response team that Devin and Casey are running. They’re devoted to stopping the virus, something they’ve been unable to do for the last two weeks. “Good morning, Mr. President,” says Devin Wittmer. He comes from NSA. After graduating from Berkeley, he started designing cyberdefense software for clients like Apple before the NSA recruited him away. He has developed federal cybersecurity assessment tools to help industries and governments understand their preparedness against cyberattacks. When the major health-care systems in France were hit with a ransomware virus three years ago, we lent them Devin, who was able to locate and disable it. Nobody in America, I’ve been assured, is better at finding holes in cyberdefense systems or at plugging them. “Mr. President,” says Casey Alvarez. Casey is the daughter of Mexican immigrants who settled in Arizona to start a family and built up a fleet of grocery stores in the Southwest along the way. Casey showed no interest in the business, taking quickly to computers and wanting to join law enforcement. When she was a grad student at Penn, she got turned down for a position at the Department of Justice. So Casey got on her computer and managed to do what state and federal authorities had been unable to do for years—she hacked into an underground child-pornography website and disclosed the identities of all the website’s patrons, basically gift-wrapping a federal prosecution for Justice and shutting down an operation that was believed to be the largest purveyor of kiddie porn in the country. DOJ hired her on the spot, and she stayed there until she went to work for the CIA. She’s been most recently deployed in the Middle East with US Central Command, where she intercepts, decodes, and disrupts cybercommunications among terrorist groups. I’ve been assured that these two are, by far, the best we have. And they are about to meet the person who, so far, has been better. There is a hint of reverence in their expressions as I introduce them to Augie. The Sons of Jihad is the all-star team of cyberterrorists, mythical figures in that world. But I sense some competitive fire, too, which will be a good thing.

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

Steve was a warrior in every sense of the word, but battling wildlife perpetrators just wasn’t the same as old-fashioned combat. Because Steve’s knees continued to deteriorate, his surfing ability was severely compromised. Instead of giving up in despair, Steve sought another outlet for all his pent-up energy. Through our head of security, Dan Higgins, Steve discovered mixed martial arts (or MMA) fighting. Steve was a natural at sparring. His build was unbelievable, like a gorilla’s, with his thick chest, long arms, and outrageous strength for hugging things (like crocs). Once he grabbed hold of something, there was no getting away. He had a punch equivalent to the kick of a Clydesdale, he could just about lift somebody off the ground with an uppercut, and he took to grappling as a wonderful release. Steve never did anything by halves. I remember one time the guys were telling him that a good body shot could really wind someone. Steve suddenly said, “No one’s given me a good body shot. Try to drop me with a good one so I know what it feels like.” Steve opened up his arms and Dan just pile drove him. Steve said, in between gasps, “Thanks, mate. That was great, I get your point.” I would join in and spar or work the pads, or roll around until I was absolutely exhausted. Steve would go until he threw up. I’ve never seen anything like it. Some MMA athletes are able to seek that dark place, that point of total exhaustion--they can see it, stare at it, and sometimes get past it. Steve ran to it every day. He wasn’t afraid of it. He tried to get himself to that point of exhaustion so that maybe the next day he could get a little bit further. Soon we were recruiting the crew, anyone who had any experience grappling. Guys from the tiger department or construction were lining up to have a go, and Steve would go through the blokes one after another, grappling away. And all the while I loved it too. Here was something else that Steve and I could do together, and he was hilarious. Sometimes he would be cooking dinner, and I’d come into the kitchen and pat him on the bum with a flirtatious look. The next thing I knew he had me in underhooks and I was on the floor. We’d be rolling around, laughing, trying to grapple each other. It’s like the old adage when you’re watching a wildlife documentary: Are they fighting or mating? It seems odd that this no-holds-barred fighting really brought us closer, but we had so much fun with it. Steve finally built his own dojo on a raised concrete pad with a cage, shade cloth, fans, mats, bags, and all that great gear. Six days a week, he would start grappling at daylight, as soon as the guys would get into work. He had his own set of techniques and was a great brawler in his own right, having stood up for himself in some of the roughest, toughest, most remote outback areas. Steve wasn’t intimidated by anyone. Dan Higgins brought a bunch of guys over from the States, including Keith Jardine and other pros, and Steve couldn’t wait to tear into them. He held his own against some of the best MMA fighters in the world. I always thought that if he’d wanted to be a fighter as a profession, he would have been dangerous. All the guys heartily agreed.

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!

The trainers at Uberversity, where new employees underwent a three-day initiation, began schooling everyone on this scenario: a rival company is launching a carpooling service in four weeks. It’s impossible for Uber to beat them to market with a reliable carpool service of its own. What should the company do? The correct answer at Uberversity—and what Uber actually did when it learned about Lyft Line—was “Rig up a makeshift solution that we pretend is totally ready to go so we can beat the competitor to market.” (Andreessen Horowitz, the venture capital firm where I work, invested in Lyft and I am on its board, so I was keenly aware of the dynamic between the companies—and I am decidedly biased.) Those, including the company’s legal team, who proposed taking the time to come up with a workable product, one far better than Uber Pool 1.0, were told “That’s not the Uber way.” The underlying message was clear: if the choice is integrity or winning, at Uber we do whatever we have to do to win. This competitiveness issue also came up when Uber began to challenge Didi Chuxing, the Chinese market leader in ride-sharing. To counter Uber, Didi employed very aggressive techniques including hacking Uber’s app to send it fake riders. The Chinese law on the tactic wasn’t entirely clear. The Chinese branch of Uber countered by hacking Didi right back. Uber then brought those techniques home to the United States by hacking Lyft with a program known as Hell, which inserted fake riders into Lyft’s system while simultaneously funneling Uber the information it needed to recruit Lyft drivers. Did Kalanick instruct his subordinates to employ these measures, which were at best anticompetitive and at worst arguably illegal? It’s difficult to say, but the point is that he didn’t have to—he had already programmed the culture that engendered those measures.

The FBI had recruited him out of college, promoting the organization as a pseudo-family of men and women all focused on doing good for the world. And it could be at times. It didn’t hurt that orphans made the best agents—no one to miss them if they didn’t come back from a mission.

The best way to lower development costs is to hire great engineers: they don’t cost much more than mediocre engineers but have tremendously higher productivity. However, the best engineers care deeply about good design. If your code base is a wreck, word will get out, and this will make it harder for you to recruit.

When I write a book, I like to enlist my own challenge network. I recruit a group of my most thoughtful critics and ask them to tear each chapter apart. I’ve learned that it’s important to consider their values along with their personalities—I’m looking for disagreeable people who are givers, not takers. Disagreeable givers often make the best critics: their intent is to elevate the work, not feed their own egos. They don’t criticize because they’re insecure; they challenge because they care. They dish out tough love.

AMU Jobs and Recruitments As we all know that Aligarh Muslim University is understood for its best working environment among all Universities of India. Getting AMU jobs are one among the dreams of a person in India. AMU recruited many students per annum. There are some steps and directions which should be followed by every candidate who want to be the part of AMU. visit here-

1. Don’t buy stocks that are hitting 52-week lows. We have already discussed this point, but it bears repeating, simply because so many new traders lose a lot of money trying to catch the proverbial “falling knife.” In spite of what everyone will tell you, you are almost always much better off buying a stock that is hitting 52-week highs than one hitting 52-week lows. Has a company that you own just reported some really bad news? If so, remember that there is never just one cockroach. Bad news comes in clusters. Many investors recently learned this the hard way with General Electric, which just kept reporting one bad thing after another, causing the stock to crash from 30 to 7. There is no such thing as a “safe stock.” Even a blue chip stock can go down a lot if it loses its competitive advantage or the company makes bad decisions. A cascade of bad news can often cause a stock to trend down or gap down repeatedly. If you own a stock that does this, it is often better to get out and wait a few months (or years) to reenter. Again, there is never just one cockroach. Never buy a stock after you have seen the first cockroach. When a stock goes down a lot, it can affect the company's fundamentals as well. Employee and management morale will deteriorate, the best employees may leave the company, and it may become more difficult for the company to raise money by selling shares or issuing debt. Conversely, when a stock goes up a lot, it can improve the company's fundamentals. Employee and management morale will be high, everyone at the company will want to work harder, it will be easier to recruit new talent, and it will become easier for the company to raise money by issuing stock or debt. If you stick to stocks that are trading above their 200-day moving averages, or that are hitting 52-week highs, you will do much better than trying to catch falling knives.

What we know about an artist’s life shouldn’t be recruited to secure us against what is wild and unknown in his or her art. Art — and modern art in particular — can be puzzling, but that doesn’t mean we have to solve it. The will to “solve” or even “understand” art is not the only — and not the best — form of attention we can pay it.

The brutal reality of hiring is that the best candidates are not just considering your offer; they are evaluating your speed. Slow decisions can cost you the winners.

There is a wonderful story of a group of American car executives who went to Japan to see a Japanese assembly line. At the end of the line, the doors were put on the hinges, the same as in America. But something was missing. In the United States, a line worker would take a rubber mallet and tap the edges of the door to ensure that it fit perfectly. In Japan, that job didn’t seem to exist. Confused, the American auto executives asked at what point they made sure the door fit perfectly. Their Japanese guide looked at them and smiled sheepishly. “We make sure it fits when we design it.” In the Japanese auto plant, they didn’t examine the problem and accumulate data to figure out the best solution—they engineered the outcome they wanted from the beginning. If they didn’t achieve their desired outcome, they understood it was because of a decision they made at the start of the process. At the end of the day, the doors on the American-made and Japanese-made cars appeared to fit when each rolled off the assembly line. Except the Japanese didn’t need to employ someone to hammer doors, nor did they need to buy any mallets. More importantly, the Japanese doors are likely to last longer and maybe even be more structurally sound in an accident. All this for no other reason than they ensured the pieces fit from the start. What the American automakers did with their rubber mallets is a metaphor for how so many people and organizations lead. When faced with a result that doesn’t go according to plan, a series of perfectly effective short-term tactics are used until the desired outcome is achieved. But how structurally sound are those solutions? So many organizations function in a world of tangible goals and the mallets to achieve them. The ones that achieve more, the ones that get more out of fewer people and fewer resources, the ones with an outsized amount of influence, however, build products and companies and even recruit people that all fit based on the original intention. Even though the outcome may look the same, great leaders understand the value in the things we cannot see. Every instruction we give, every course of action we set, every result we desire, starts with the same thing: a decision. There are those who decide to manipulate the door to fit to achieve the desired result and there are those who start from somewhere very different. Though both courses of action may yield similar short-term results, it is what we can’t see that makes long-term success more predictable for only one. The one that understood why the doors need to fit by design and not by default.

There is a Buskin in every city, though the name varies. It is a slum so bad the police dare go in only in force. Law there is haphazard at best, mostly enforced by self-proclaimed magistrates supported by toughs they recruit themselves. It is a very subjective justice they mete, likely to be swift, savage, unforgiving, and directed by graft.

You would have met him. Dagny, what are they like, those men who . . . No. Don’t answer me.” In a moment he added, “So I’ve met one of their agents.” “You’ve met two of them.” His response was a span of total stillness. “Of course,” he said dully. “I knew it . . . I just wouldn’t admit to myself that I knew . . . He was their recruiting agent, wasn’t he?” “One of their earliest and best.” He chuckled; it was a sound of bitterness and longing. “That night when they got Ken Danagger . . . I thought that they had not sent anyone after me. . . .

No need to order.” Bristol pulls back, her eyes gleaming with anticipation. “I cooked.” So it wasn’t the garbage. “Um, why?” I pose the question cautiously because . . . why would she try to cook? That one good pot of chili hasn’t convinced me. “Grip.” She pouts her lips so prettily that I’d eat her shoe if she pulled it out of the oven. “I wanted to make something you’d enjoy after that long photo shoot. How was it by the way?” “It was great. I missed having you there, but Sarah did great.” “She did? Good. You were wrong for firing me. Of course, you were, but it made me realize that Sarah needs broader experiences. And if I don’t recruit some help, I’ll be working eighteen-hour days for the foreseeable future.” “The hell you will. Some of those hours are mine,” I mumble against her neck. “Not the neck.” Her husky protest is half-hearted at best as she arches her neck to give me easier access.

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.

The West Australian Football Commission (WAFC) got a second team but was not prepared to invest in that team because any investment would drain funds from other parts of the WA football system. The AFL also firmly wanted a second club in Perth to continue its growth as a truly national competition, but after seeing the Eagles play in three and win two of the five Grand Finals between 1990 and 1994, rival clubs were loathe to allow recruiting concessions that might create a second western juggernaut. Hence, the Dockers were not well resourced and light on for talent, left to fend for themselves and somehow expected to make money from day one. By the time the AFL established new clubs on the Gold Coast and in western Sydney nearly 20 years later, they had learned from previous mistakes and invested in those clubs to give them the best chance of success. The support and concessions those clubs received were phenomenal compared to Fremantle’s.

The Devil invented God to see what we would do with it. He has not been disappointed. That is how he gets his best recruits for Hell

Christ on a Popsicle stick,” Master Sergeant Antonio Ruiz declared after he had glared at the sixty of us in his recruit platoon, standing (we hoped) more or less at attention on the tarmac of Delta Base’s shuttleport. “We have clearly just lost the battle for the goddamn universe. I look at you people and the words ‘tremendously fucked’ leap right out of my goddamned skull. If you’re the best that the Earth has got to offer, it’s time we bend over and get a tentacle right up the ass.

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Double diffusion made possible, for the first time, the mass production of precise, high-performance transistors. The technique promised to be highly profitable for any organization that could master its technical intricacies. Shockley therefore quit Bell Labs and, with financial backing from Arnold Beckman, president of a prestigious maker of scientific instruments, started a company to produce double-diffusion transistors. The inventor recruited the best young minds he could find, including Noyce; Gordon Moore, a physical chemist from Johns Hopkins; and Jean Hoerni, a Swiss-born physicist whose strength was in theory. Already thinking about human intelligence, Shockley made each of his recruits take a battery of psychological tests. The results described Noyce as an introvert, a conclusion so ludicrous that it should have told Shockley something about the value of such tests. Early in 1956, Shockley Semiconductor Laboratories opened for business in the sunny valley south of Palo Alto. It was the first electronics firm in what was to become Silicon Valley.

It’s not bad, kid. We just need to refine it a little so you aren’t assuming responsibility for things outside of what you can handle or control. That’s the kind of thing that can crush a person if they aren’t careful. “How about we tweak it this way: ‘To gain the best information available in the hope of saving as many lives as possible.’ Would that allow you to keep the nature of your vow and hopefully your sanity later on? This is just the beginning, my dear. You don’t want to drown yourself in impossible tasks right away.” He smiled, and his eyes appeared kind.

Let’s call that your third lesson. Everyone shows more of their internal thoughts on their face than they realize. As a diplomat, you don’t want to show that you think the person you are talking to is an arrogant ass, even when they are. And in regard to the other profession, it can save your life to be able to keep your real emotions hidden. “Right now, I can see your every expression flit across your face. Oh, you aren’t as bad as some—your friend Alina for instance—and not everyone would notice. However, you could get in a spot of trouble or cause an incident if you weren’t careful and completely in control of yourself. Best to avoid that.” Following

At the height of the George Floyd protests, Omar Johnson, a former Apple marketing VP and chief marketing officer for Beats by Dr. Dre, took out a full-page ad in the New York Times. “Dear White corporate America,” he began,… I get it. I know you have the best intentions.… You want to do the right thing. But you just don’t know how. Is that about right? I know it is, because you’ve been calling me. For the past two weeks, several times a day. It’s been the same question: What can I do? He went on to upbraid corporate leaders for failing to nurture Black talent, for failing to include Black people in decision-making, for failing to listen, and ultimately, for failing as businesspeople: “This is a business problem, too. And you fix business problems all the time. So, you got this.” He laid out a game plan. Most notably, “You need to hire more Black people. Period.” Identify, recruit, develop, and elevate talented Black employees. Partner with Black-owned businesses. Believe in the people you hire. Mentor them. “No doubt, it’s daunting,” Johnson writes. “But lean into the discomfort.” And “before you call me again—before you ask me what you should say, or what you should change—I’ll tell you my answer right now: Absolutely everything… See you in the room.

I admit to some cynicism these days about organized religion. Those who see dangers only in ‘cults’ ignore how fine the line is between the religious mainstream and the religious extreme. What really distinguishes those who believe that Sun Myung Moon is the Messiah from those who believe that the pope is infallible? What religion does not claim that it alone knows the best path to Heaven? Many faiths demand some suspension of critical thinking. The difference, of course, is that legitimate religions encourage believers to come freely to belief. There are no deceptive recruitment practices, no economic exploitation, no forced isolation from the rest of the world.

The historical record is unequivocal. The United States is ham-handed and brutal in conceiving and executing clandestine operations, and it is simply no good at espionage; its operatives never have enough linguistic and cultural knowledge of target countries to recruit spies effectively. The CIA also appears to be one of the most easily penetrated espionage organizations on the planet. From the beginning, it has repeatedly lost its assets to double agents.

Then we walked along the Backs through King’s and Clare colleges to visit Trinity and Trinity Hall, the colleges of the KGB’s best-known British recruits, the “Magnificent Five,” some of whose files Mitrokhin had noted.2

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 lionfish comes from the tropical waters around Indonesia. Though beautiful to look at, it is a voracious predator of other fish, and is able to eat as many as 30 in half an hour. Furthermore, one female lionfish can produce over two million eggs per year, which was a particular problem in the Caribbean, where it has no natural predators. The decimation of local species threatened the environment and the economics of Colombia, much of which depends on fishing. It was also destroying the ecology of coral reefs. This was when some colleagues of mine borrowed an idea from Frederick the Great; Ogilvy & Mather in Bogotá decided that the solution was to create a predator for the lionfish – humans. The simplest and most cost-effective way to rid Colombia’s waters of lionfish was to encourage people to eat them, which would encourage anglers to catch them. The agency recruited the top chefs in Colombia and encouraged them to create lionfish recipes for the best restaurants. As they explained, a lionfish is poisonous on the outside but delicious on the inside, so they created an advertising campaign titled ‘Terribly Delicious’. Working with the Colombian Ministry of the Environment, they generated a cultural shift by turning the invader into an everyday food. Lionfish soon appeared in supermarkets. Some 84 per cent of Colombians are Roman Catholic, so they asked the Catholic Church to recommend lionfish to their congregations on Fridays and during Lent. That additional element – recruiting the Catholic Church – was the true piece of alchemy. Today, indigenous fish species are recovering and the lionfish population is in decline.

Because "anti-communism" has taken on a mystical, nonrational, almost religious character in the United States and some other Western countries, I want to explain that I do not use it in these terms in referring to my own attitude or that of Vietnamese Buddhist or other nationalist leaders. Communism has a base of social and personal idealism, and recruits thousands of people who are passionately concerned to eliminate the exploitation and inequality that have characterized much of Western society, and to create a form of social organization whose slogan will be "from each according to his ability, to each according to his need." This is an objective that is theoretically consistent with the best in most of the world's great religions, and with which religious people can have no quarrel. Moreover, the economic organization of society in socialist terms, meaning a society in which the means of production are operated for the good of the people generally rather than for the profit of a minority, is consistent with the needs of a country like Vietnam. Few Vietnamese Buddhist or nationalist leaders could believe that their country could adopt a Western-type capitalism, even if they thought it was a moral form of social organization. Vietnamese anti-communism stems from the methods that organized communism uses to attain its ends: the suppression of all significant dissent and debate; the liquidation of even the most sincere and committed opponents, violently if need be; the assumption of omniscience on the part of the party, which is a form of fanaticism that is stultifying to a never-ending search for truth—to which Buddhists, for example, are committed; and the willingness to sacrifice the very existence of a small country like Vietnam to the "larger" interests of the Communist side in the cold war between the great powers. This is not theorizing for Vietnamese non-Communist nationalists, who have found themselves and their organizations repressed with the same ruthlessness north and south of the seventeenth parallel, by the North Vietnamese-NLF-China coalition as well as by the Diem-Ky-US grouping. I do not mean to imply that all Vietnamese nationalists who are also anti-Communist share exactly the same view. Some of them undoubtedly are far to the right, politically. Many would oppose the Communist tactics on the quite simple grounds that they believe in their own goals for Vietnam and want to work for them. For many of us, however, for whom the stated objectives of communism are largely acceptable, the opposition we feel grows from our conviction that when such methods are used to attain these "good" ends, the ends themselves become unattainable because the methods used corrupt the whole struggle. If humanistic religion has any meaning at all, it is that humanistic ends cannot be achieved by inhuman and depersonalizing means.

Topnut, DOD Sonnet Take a fancy celebrity, put them in military uniform, suddenly everybody is a patriot. That's how primitive this world is, everybody yells about world peace, while living in militarist gutter. The best propaganda is one that, does not feel like propaganda; Best way to legally recruit terrorists, is to portray terrorism as valor. Best way to sustain the revenues of war, is to showcase war as peace-intervention. Till you grow up and denounce all militarism, don't you dare call yourself a civilized human! We scientists, doctors, nurses and teachers, forget self-preservation for life-preservation, while primitive civilians of a primitive planet, throw all that away, hypnotized by patriotism.

The system will never give up its power. So we must become the system. We must take it over from the inside, recruit the best and brightest to our side and watch them assume positions of control.

in some countries—Finland and Singapore and South Korea, for instance—future schoolteachers are recruited from the best college-bound students, whereas a teacher in the United States is more likely to come from the bottom half of her class.

The reason this is a serious issue is that both the pool of users and the pool of talent available to be recruited into open-source cooperation for any given product category is limited, and recruitment tends to stick. If two producers are the first and second to open-source competing code of roughly equal function, the first is likely to attract the most users and the most and best-motivated co-developers; the second will have to take leavings. Recruitment tends to stick, as users gain familiarity and developers sink time investments in the code itself.

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t

The search for better, for more competent men, from the presidents of our great companies down to our household servants, was never more vigorous than it is now. And more than ever before is the demand for competent men in excess of the supply. What we are all looking for, however, is the readymade, competent man; the man whom some one else has trained. It is only when we fully realize that our duty, as well as our opportunity, lies in systematically cooperating to train and to make this competent man, instead of in hunting for a man whom some one else has trained, that we shall be on the road to national efficiency. In the past the prevailing idea has been well expressed in the saying that “Captains of industry are born, not made”; and the theory has been that if one could get the right man, methods could be safely left to him. In the future it will be appreciated that our leaders must be trained right as well as born right, and that no great man can (with the old system of personal management) hope to compete with a number of ordinary men who have been properly organized so as efficiently to cooperate. In the past the man has been first; in the future the system must be first. This in no sense, however, implies that great men are not needed. On the contrary, the first object of any good system must be that of developing first-class men; and under systematic management the best man rises to the top more certainly and more rapidly than ever before.

On the Penobscot River, on the opposite bank from the once-upon-a-time paper mill, stands Fort Knox, proudly named after the nation’s first Secretary of State Henry Knox, who lived in Thomaston, Maine. It was built between 1844 and 1869 to guard against the British in a border dispute with Canada. The fear was that if this part of Maine fell, the British would take over some of the best lumber-producing areas on the East Coast and this would cost the United States a most valued natural resource in the building of ships. Other than training recruits during the Civil War, the fort was never used and is now a scenic location overlooking the new bridge, crossing the Penobscot River.

My lord.” St. Just stopped just inside the door and bowed to the older man. “I didn’t mean to impose, but came to fetch the mare and thought I’d—” “Here they come!” St. Just looked up to see a half-dozen very young ladies trotting up the hallway in a giggling, laughing cloud of skirts and smiles. “Another guest, girls! This is Lord Rosecroft. Make your curtsies and then line up.” The ladies assembled with an alacrity that would have done St. Just’s recruits in Spain proud. “All right, Rosecroft, best be about it. They get bold if you make ’em wait.” St. Just looked askance at his host, who was grinning like a fiend. “It’s the kissing bough,” Vim Charpentier said as he emerged from the hallway, a tumbler in his hand. “You have to kiss them each and every one, or they’ll pout. And, Rosecroft, they’ve been collecting kisses all afternoon between trips to the punch bowl, so you’d be well advised to acquit yourself to the best of your ability. They will compare notes all year. So far, I believe I’m your competition.” He took a sip of his drink, eyeing his cousins balefully. “I’ve charged headlong into French infantry,” St. Just said, smiling at the ladies, “praying I might survive to enjoy just such a gauntlet as this.” He went down the line, leaving a wake of blushes, kissing each cheek until he got to a little girl so small he had to hunker down to kiss her. “What’s your name, sweetheart?” “Cynthia Weeze Simmons.” “The prettiest has been saved for last.” He kissed a delicate cheek and rose. “Any more? I was cavalry, you know, legendary for our charm and stamina.” This was said to tease the young ladies, but they all looked at their grandfather without breaking ranks. “Once with you lot is enough,” the old man barked. “Shoo.” They departed amid more giggles. Sindal looked disgruntled. “You made that look easy.” “I have daughters, and I’m half Irish. It was easy, also fun.

The lawsuit was also a major distraction to Evan, Bobby, and Snapchat, during a time when they needed to focus more than ever. Finally, they reached a settlement. Reggie would receive $ 157.5 million and sign a gag order to never speak about Snapchat, the founding, or the lawsuit. Snapchat would acknowledge Reggie’s contributions to the company. Like Facebook’s multiple lawsuits with the Winklevoss twins and Eduardo Saverin, it’s difficult to neatly arrange the characters into winner and loser columns. Reggie Brown likely could not have built Snapchat into the multibillion-dollar company it is today. But he did not simply toss an idea out there for anyone to take—he recruited Evan, the best person he knew for the task, to join him and start the company. So what is fair for each side to receive? Snapchat’s valuation soared so high and so quickly during the lawsuit that it was hard for each side to wrap their heads around it, let alone arbitrate what each side deserved. This question isn’t going away. The Social Network, featuring courtroom scene after courtroom scene of friends hurling accusations at each other through expensive lawyers, spurred scores of young college students to pursue startups. Evan’s massive success with Snapchat has only increased the startup fervor on Stanford’s campus. And Reggie’s lawyers’ firm, Lee Tran & Liang, has become the hot law firm for ousted startup cofounders to sue young tech companies.

I have been at this for decades. I have seen all of the best. The strongest and the smartest heroes in the world come through the hardest trials in their lives. A day where you recruit four compatriots and save the day, especially when you can walk away in one piece is a good day. You can't save everyone, especially not from themselves.

Nadine recruited one third of her daughters, sons and grandbabies into her religion. But not me I wasn’t going to fall for that bull. I looked at the fruit that was on the tree, if it was an apple tree it should have apples on it. I looked behind the scenes and what they were saying and what they were doing was two different things, they were hypocrites at best.

Getting to cloud effectively means you need to figure out DevOps, but DevOps is often a re-org, not adding or re-naming a team. The whole organization needs to be recruited and compensated with an aligned strategy and rewards to get the culture right.

We recruited people unable to forgive their spouses for cheating on them or for having alcohol or drug problems, their best friends for abandoning them, their parents for mistreating them, business partners for lying to them, or siblings for not caring about them.

It takes a deep personal commitment to devote the time and energy to ensure that you have the very best person in each of the jobs you oversee. You may want help from HR or recruiting firms, but this is your personal responsibility. The better you are at it, the more you expand your own capacity and capability.

Lippman was distressed by the symbolically important behavior of fundamentalists: “In actual practice, this movement has become entangled with all sorts of bizarre and barbarous agitations, with the Ku Klux Klan, with fanatical Prohibition, with the ‘anti-evolution laws,’ and with much persecution and intolerance. This is in itself significant. For it shows that the central truth, which the fundamentalists have grasped, no longer appeals to the best brains and the good sense of a modern community, and that the movement is largely recruited from the isolated, the inexperienced, and the uneducated.”[115]

What happened to the troubled young reporter who almost brought this magazine down The last time I talked to Stephen Glass, he was pleading with me on the phone to protect him from Charles Lane. Chuck, as we called him, was the editor of The New Republic and Steve was my colleague and very good friend, maybe something like a little brother, though we are only two years apart in age. Steve had a way of inspiring loyalty, not jealousy, in his fellow young writers, which was remarkable given how spectacularly successful he’d been in such a short time. While the rest of us were still scratching our way out of the intern pit, he was becoming a franchise, turning out bizarre and amazing stories week after week for The New Republic, Harper’s, and Rolling Stone— each one a home run. I didn’t know when he called me that he’d made up nearly all of the bizarre and amazing stories, that he was the perpetrator of probably the most elaborate fraud in journalistic history, that he would soon become famous on a whole new scale. I didn’t even know he had a dark side. It was the spring of 1998 and he was still just my hapless friend Steve, who padded into my office ten times a day in white socks and was more interested in alphabetizing beer than drinking it. When he called, I was in New York and I said I would come back to D.C. right away. I probably said something about Chuck like: “Fuck him. He can’t fire you. He can’t possibly think you would do that.” I was wrong, and Chuck, ever-resistant to Steve’s charms, was as right as he’d been in his life. The story was front-page news all over the world. The staff (me included) spent several weeks re-reporting all of Steve’s articles. It turned out that Steve had been making up characters, scenes, events, whole stories from first word to last. He made up some funny stuff—a convention of Monica Lewinsky memorabilia—and also some really awful stuff: racist cab drivers, sexist Republicans, desperate poor people calling in to a psychic hotline, career-damaging quotes about politicians. In fact, we eventually figured out that very few of his stories were completely true. Not only that, but he went to extreme lengths to hide his fabrications, filling notebooks with fake interview notes and creating fake business cards and fake voicemails. (Remember, this was before most people used Google. Plus, Steve had been the head of The New Republic ’s fact-checking department.) Once we knew what he’d done, I tried to call Steve, but he never called back. He just went missing, like the kids on the milk cartons. It was weird. People often ask me if I felt “betrayed,” but really I was deeply unsettled, like I’d woken up in the wrong room. I wondered whether Steve had lied to me about personal things, too. I wondered how, even after he’d been caught, he could bring himself to recruit me to defend him, knowing I’d be risking my job to do so. I wondered how I could spend more time with a person during the week than I spent with my husband and not suspect a thing. (And I didn’t. It came as a total surprise). And I wondered what else I didn’t know about people. Could my brother be a drug addict? Did my best friend actually hate me? Jon Chait, now a political writer for New York and back then the smart young wonk in our trio, was in Paris when the scandal broke. Overnight, Steve went from “being one of my best friends to someone I read about in The International Herald Tribune, ” Chait recalled. The transition was so abrupt that, for months, Jon dreamed that he’d run into him or that Steve wanted to talk to him. Then, after a while, the dreams stopped. The Monica Lewinsky scandal petered out, George W. Bush became president, we all got cell phones, laptops, spouses, children. Over the years, Steve Glass got mixed up in our minds with the fictionalized Stephen Glass from his own 2003 roman à clef, The Fabulist, or Steve Glass as played by Hayden Christiansen in the 2003

He told the associate that there was a lot of economic value in the work the desk did—that helping companies hedge their energy costs was a legitimate function of the capital markets, and that Goldman was the best place on the Street to do it. The associate took a moment to contemplate, then said, “You know, helping the world is great and all, but you need to be motivated by money.” He’d said it so bluntly that Jeremy attributed it to the booze, but the next day, as he came down from his hangover, he couldn’t help but think that the associate might have been telling the truth.

In the absence of our voice in the media, the industry and the press portrayed Infosys as a pioneer of the offshore outsourcing concept, which was actually not true. Within TCS our employees began to feel that they were working for a company that was not that well known and it began to affect our ability to recruit the brightest and the best graduates. For example, if somebody was joining TCS, their parents might say, ‘Why are you joining them, why don’t you join Infosys or Wipro, they are better known.

Getting better at recruiting, for example, doesn’t mean that you’ll hire more people. It means that you’ll get better at identifying which people will be more successful in your company. We want the people who will perform their best here, not the ones who will perform better elsewhere.

Superb hiring isn’t just about recruiting the biggest name, top salesperson, or cleverest engineer. It’s about finding the very best people who will be successful in the context of your organization, and who will make everyone around them more successful.

Having fallen prey to the intellectualism of modernity, both Christian worship and Christian pedagogy have underestimated the importance of this body/story nexus—this inextricable link between imagination, narrative, and embodiment—thereby forgetting the ancient Christian sacramental wisdom carried in the historic practices of Christian worship and the embodied legacies of spiritual and monastic disciplines. Failing to appreciate this, we have neglected formational resources that are indigenous to the Christian tradition, as it were; as a result, we have too often pursued flawed models of discipleship and Christian formation that have focused on convincing the intellect rather than recruiting the imagination. Moreover, because of this neglect and our stunted anthropology, we have failed to recognize the degree and extent to which secular liturgies do implicitly capitalize on our embodied penchant for storied formation. This becomes a way to account for Christian assimilation to consumerism, nationalism, and various stripes of egoisms. These isms have had all the best embodied stories. The devil has had all the best liturgies.

The next business Michael needed to do was to go to the Divinity School to recruit men who would lead Christians down the wrong path. Luckily, he had already talked to a professor who told him which men were best suited for such a task. He needed men who would be preaching in California, Texas, and some of the other key States where they could influence a lot of people to their way of thinking and could get on TV to an even wider audience. Men that wouldn’t be seen as power hungry and craving riches, like some of the televangelists from the ‘80’s, but appeared to have the people’s welfare in mind. The men Michael wanted to recruit needed to be slicker than that and seem like they were on a mission from God.

Well, gentlemen, what do you think?” “I think that doing what we’re about to do could either backfire big time or be the best thing that has happened to the United States in a long time. We won’t know until it happens. When you send Delaney into the Oval Office, I’ll order the Marine guards to arrest the members of the White House staff who are completely loyal to Collins, and I’ll send the Secret Service to round up the Cabinet and Vice President. After we do, we’ll have to hold a press conference to ask Congress to come back. I assume Evans is going to have the election re-done?” asked Shields. “Yes, Admiral. He assured me that he‘d contact the heads of the parties and ask them to recruit a candidate to run for office. We might have a rough transition back to our roots, but we’ll get there.