Recruiting Inspirational Recruitment Quotes

God found Gideon in a hole. He found Joseph in a prison. He found Daniel in a lion’s den. He has a curious habit of showing up in the midst of trouble, not the absence. Where the world sees failure, God sees future. Next time you feel unqualified to be used by God remember this, he tends to recruit from the pit, not the pedestal.

(In part, quoting Robert Keegan from Harvard):'When we take the risk of really witnessing another human being, when we validate their human experience, we risk becoming recruited to their welfare.' I allow my empathy to be engaged, and once it is - because my feelings help teach me what my values are - I'm on the path for which there is no return. I am inexorably an advocate when I allow my empathy to be engaged.

It was very bad if the council had resorted to recruiting men. By tradition men were our last line of defence, their physical strength bent towards the single and most important task of protecting our homes and children. This meant the council had decided that our only defence was to defeat the enemy, period. Anything else meant the end of Darre.

Able hands' are more favorable to business than 'adorable hearts'.

Tears were coursing down the faces of Kennedy’s moonstruck recruits. John Kennedy had inspired us with his vision. One by one, we left work to grieve in private. The flag was at half-staff in our hearts.

I only wish the NRA and its jellyfish, well-paid supporters in legislatures both State and Federal would be careful to recite the whole of it, and then tell us how a heavily armed man, woman, or child, recruited by no official, led by no official, given no goals by any official, motivated or restrained only by his or her personality and perceptions of what is going on, can be considered a member of a well-regulated militia.

Unlike most founding dictators—Lenin, Mussolini, Hitler—Mao did not inspire a passionate following through his oratory, or ideological appeal. He simply sought willing recruits among his immediate circle, people who would take his orders.

As an inspiration for terrorism, however, nationalism has been far more productive than religion. Terrorism experts agree that the denial of a people’s right to national self-determination and the occupation of its homeland by foreign forces has historically been the most powerful recruiting agent of terrorist organizations, whether their ideology is religious (the Lebanese Shii) or secular (the PLO).

The naysayer has a place in your life, but if that is someone that you are considering to be your friend, do they truly add value in your life?

In the opening scene of the film, Bond glides through the mêlée in a skeleton mask and tux and slips into a hotel with a masked woman. Except, here’s the trick. The Días de los Muertos parade did not inspire the James Bond film. The James Bond film inspired the parade. The Mexican government, afraid that people around the world would see the film and expect that the parade exists when it did not, recruited 1,200 volunteers and spent a year re-creating the four-hour pageant.

COURAGE WILL LEAD YOU TO YOUR HIGHEST PERFORMANCE AND YOUR PERFORMANCE WILL LEAD YOU TOWARDS YOUR REAL ACHIEVEMENT.

YOU CAN NOT SEARCH YOURSELF ON GOOGLE, FOR THAT YOU NEED TO FACE THAT TYPE OF CIRCUMSTANCES.

I woke up at four a.m. this morning after an inspired dream and realized - alliteration! We should be the Queer and Questioning Qlub. Qlub with a Q. Triple Q. That'll definitely increase recruitment.

It is hardly unusual for a young man to be drawn to a pursuit considered reckless by his elders; engaging in risky behavior is a rite of passage in our culture no less than in most others. Danger has always held a certain allure. That, in large part, is why so many teenagers drive too fast and drink too much and take too many drugs, why it has always been so easy for nations to recruit young men to go to war. It can be argued that youthful derring-do is in fact evolutionarily adaptive, a behavior encoded in our genes. McCandless, in his fashion, merely took risk-taking to its logical extreme.

I woke up at four a.m. this morning after an inspired dream and realized - alliteration! We should be the Queer and Questioning Qlub. Qlub with a Q. Tripple Q. that'll definitely increase recruitment.

But what if the death toll—which despite the distortions clearly favored the Americans—was having the opposite effect? What if heightened punishment by US bombs and guns actually fueled Communist resistance, inspiring ten recruits for every dead enemy fighter?

The Días de los Muertos parade did not inspire the James Bond film. The James Bond film inspired the parade. The Mexican government, afraid that people around the world would see the film and expect that the parade exists when it did not, recruited 1,200 volunteers and spent a year re-creating the four-hour pageant.

If you find that you are having real trouble recruiting charter users and customers, then it’s very likely you are chasing a problem that isn’t that important, and you will probably have a very hard time selling this product. This is one of the very first reality checks to make sure you are spending your time on something worthwhile.

Those who sat with him saw his eyes go moist when they spoke about something horrible, or crinkle in delight when they told him a really bad joke. He was always ready to openly display the emotion so often missing from my baby boomer generation. We are great at small talk: 'What do you do?' 'Where do you live?' But really listening to someone -- without trying to sell them something, pick them up, recruit them, or get some kind of status in return -- how often do we get this anymore?

Among those troops that I had joined were plenty of regular units with reliable officers, crowds of restless adventurers on the lookout for a fight and with it the chances of loot and relaxation of ordinary rules of conduct. Patriots could not bear the idea of break down of law and order at home and wish to guard the frontiers from the incursion of the Red Flood. There was the Baltic Landswehr, recruited from the local gentry who were determined at all cost to save their 700 year old traditions, their noble and vigorous yet fastidious culture, the Eastern bulwark of German civilization. And there were German battalions consisting of men who wanted to settle in the country who were hungering for land. Of troops desiring to fight for the existing government there were none. The like-minded ones were soon dissociated from general mass which was swept eastwards by crash of Western front. We seemed suddenly to have collected as if a secret signal. We found ourselves apart from the crowd. Knowing neither what we are we sought not gold. The blood suddenly ran hotly through our veins and called us to adventure and hazard. Drove us to wandering and danger. And herded together those of us who realized our profound kinship with one another. We were a band of warriors, extravagant in our demands, triumphantly definite in our decisions. What we wanted we did not know, but what we knew we did not want. To force our way through the prisoning walls of the world. To march over burning field, to stamp over ruins and scattered ashes, to dash recklessly through wild forests, over blasted heaps to push, conquer, eat our way towards the East, to the white hot dark cold land that stretched between ourselves and Asia. Was that what we wanted? I do not know if that was our desire and they was what we did. And the search for reasons why was lost in the tumult of the continuous fighting.

Even what are considered the accomplishments of diversity are admissions of its failure. All across America, public organizations such as fire departments and police forces congratulate themselves when they manage to hire more than a token number of blacks or Hispanics. They promise that this will greatly improve service. And yet, is this not an admission of how difficult the multi-racial enterprise really is? If all across America it has been shown that whites cannot provide effective police protection for blacks or Hispanics, it only proves that diversity is an insoluble problem. If blacks want black officers and Hispanics want Hispanic officers, they are certainly not expressing support for diversity. A mixed-race force—touted as an example of the benefits of diversity—becomes necessary only because of the tensions that arise between officers of one race and citizens of another. The diversity we celebrate is necessary only because of the intractable problems of diversity. Likewise, if Hispanic judges and prosecutors must be recruited for the justice system, does this mean whites cannot dispense dispassionate justice? If non-white teachers are necessary role models for non-white children, does this mean inspiration cannot cross racial lines? If newspapers must hire non-white reporters in order to satisfy non-white readers, does this mean whites cannot write acceptable news for non-whites? If blacks demand black newscasters and weathermen on television, does it mean they prefer to get their information from people of their own race? If majority-minority voting districts must be established so that non-whites can elect representatives of their own race, does this mean democracy itself divides Americans along racial lines? All such efforts at diversity are not expressions of the strength of multi-racialism; they are desperate efforts to counteract its weaknesses. They do not bridge gaps; they institutionalize them.

Some raised a more practical concern, arguing that if Rome really wanted to empty seminaries of gay men—a proposal under consideration at the Vatican—it would face more empty rectories and more barren altars. Some Church experts estimate that from 30 percent to fully one half of the forty-five thousand U.S. priests are gay. “If they were to eliminate all those who were homosexually oriented, the number would be so staggering that it would be like an atomic bomb. It would do the same damage to the Church’s operation,” Sipe said. “And it’s very much against the tradition of the Church. Many saints had a gay orientation. And many popes had gay orientations. Discriminating against orientation is not going to solve the problem.” But the issue was now on the table. At the Vatican meeting, Bishop Wilton D. Gregory of Belleville, Illinois, president of the U.S. Conference of Catholic Bishops, told reporters that he was concerned about the increasing number of gays in the priesthood. “One of the difficulties we do face in seminary life or recruitment is when there does exist a homosexual atmosphere or dynamic that makes heterosexual men think twice” about joining the priesthood for fear that they’ll be harassed. “It is an ongoing struggle. It is most importantly a struggle to make sure that the Catholic priesthood is not dominated by homosexual men [and] that the candidates that we receive are healthy in every possible way—psychologically, emotionally, spiritually, intellectually.” And Cardinal Adam J. Maida of Detroit argued that clergy sexual abuse is “not truly a pedophilia-type problem but a homosexual-type problem.… We have to look at this homosexual element as it exists, to what extent it is operative in our seminaries and our priesthood and how to address it.” Bishops need to “cope with and address” the extent of a homosexual presence in Catholic seminaries, he said. Cardinal Anthony J. Bevilacqua of Philadelphia said he wouldn’t let gay men become priests. “We feel that a person who is homosexually oriented is not a suitable candidate for the priesthood even if he has never committed any homosexual act,” he said.

The advice process: From the start, make sure that all members of the organization can make any decision, as long as they consult with the people affected and the people who have expertise on the matter. If a new hire comes to you to approve a decision, refuse to give him the assent he is looking for. Make it clear that nobody, not even the founder, “approves” a decision in a self-managing organization. That said, if you are meaningfully affected by the decision or if you have expertise on the matter, you can of course share your advice. A conflict resolution mechanism: When there is disagreement between two colleagues, they are likely to send it up to you if you are the founder or CEO. Resist the temptation to settle the matter for them. Instead, it’s time to formulate a conflict resolution mechanism that will help them work their way through the conflict. (You might be involved later on if they can’t sort the issue out one-on-one and if they choose you as a mediator or panel member.) Peer-based evaluation and salary processes: Who will decide on the compensation of a new hire, and based on what process? Unless you consciously think about it, you might do it the traditional way: as a founder, you negotiate and settle with the new recruit on a certain package (and then probably keep it confidential). Why not innovate from the start? Give the potential hire information about other people’s salaries and let them peg their own number, to which the group of colleagues can then react with advice to increase or lower the number. Similarly, it makes sense right from the beginning to choose a peer-based mechanism for the appraisal process if you choose to formalize such a process. Otherwise, people will naturally look to you, the founder, to tell them how they are doing, creating a de facto sense of hierarchy within the team.

Alignment of vision, mission, values and attitudes need to be matched between you and those you choose to surround yourself with. The cost of training or replacing will be very minimal and less painful if recruitment, selection and positioning are done well. This applies even to general employment processes, whether at leadership or staff levels.

recruiters wooed interesting candidates they had spotted with a cloak-and-dagger shtick. They would hand out blank envelopes that contained invitations to meet at a specific time and place, usually a bar or restaurant near the event, for an initial interview. The candidates that showed up would discover they were among only a handful of people who been anointed out of all the conference attendees. They were immediately made to feel special and inspired. Like many

FOR MY SPIRITUAL LIFE... What’s the ONE Thing I can do to help others... ? What’s the ONE Thing I can do to improve my relationship with God... ? FOR MY PHYSICAL HEALTH... What’s the ONE Thing I can do to achieve my diet goals... ? What’s the ONE Thing I can do to ensure that I exercise... ? What’s the ONE Thing I can do to relieve my stress... ? FOR MY PERSONAL LIFE... What’s the ONE Thing I can do to improve my skill at ________... ? What’s the ONE Thing I can do to find time for myself... ? FOR MY KEY RELATIONSHIPS... What’s the ONE Thing I can do to improve my relationship with my spouse/partner... ? What’s the ONE Thing I can do to improve my children’s school performance... ? What’s the ONE Thing I can do to show my appreciation to my parents... ? What’s the ONE Thing I can do to make my family stronger... ? FOR MY JOB... What’s the ONE Thing I can do to ensure that I hit my goals... ? What’s the ONE Thing I can do to improve my skills... ? What’s the ONE Thing I can do to help my team succeed... ? What’s the ONE Thing I can do to further my career... ? FOR MY BUSINESS... What’s the ONE Thing I can do to make us more competitive... ? What’s the ONE Thing I can do to make our product the best... ? What’s the ONE Thing I can do to make us more profitable... ? What’s the ONE Thing I can do to improve our customer experience... ? FOR MY FINANCES... What’s the ONE Thing I can do to increase my net worth... ? What’s the ONE Thing I can do to improve my investment cash flow... ? What’s the ONE Thing I can do to eliminate my credit card debt... ? BIG IDEAS So how do you make The ONE Thing part of your daily routine? How do you make it strong enough to get extraordinary results at work and in the other areas of your life? Here’s a starter list drawn from our experience and our work with others. Understand and believe it. The first step is to understand the concept of the ONE Thing, then to believe that it can make a difference in your life. If you don’t understand and believe, you won’t take action. Use it. Ask yourself the Focusing Question. Start each day by asking, “What’s the ONE Thing I can do today for [whatever you want] such that by doing it everything else will be easier or even unnecessary?” When you do this, your direction will become clear. Your work will be more productive and your personal life more rewarding. Make it a habit. When you make asking the Focusing Question a habit, you fully engage its power to get the extraordinary results you want. It’s a difference maker. Research says this will take about 66 days. Whether it takes you a few weeks or a few months, stick with it until it becomes your routine. If you’re not serious about learning the Success Habit, you’re not serious about getting extraordinary results. Leverage reminders. Set up ways to remind yourself to use the Focusing Question. One of the best ways to do this is to put up a sign at work that says, “Until my ONE Thing is done—everything else is a distraction.” We designed the back cover of this book to be a trigger —set it on the corner of your desk so that it’s the first thing you see when you get to work. Use notes, screen savers, and calendar cues to keep making the connection between the Success Habit and the results you seek. Put up reminders like, “The ONE Thing = Extraordinary Results” or “The Success Habit Will Get Me to My Goal.” Recruit support. Research shows that those around you can influence you tremendously. Starting a success support group with some of your work colleagues can help inspire all of you to practice the Success Habit every day. Get your family involved. Share your ONE Thing. Get them on board. Use the Focusing Question around them to show them how the Success Habit can make a difference in their school work, their personal achievements, or any other part of their lives.

Two Valentines are actually described in the early church, but they likely refer to the same man — a priest in Rome during the reign of Emperor Claudius II. According to tradition, Valentine, having been imprisoned and beaten, was beheaded on February 14, about 270, along the Flaminian Way. Sound romantic to you? How then did his martyrdom become a day for lovers and flowers, candy and little poems reading Roses are red… ? According to legends handed down, Valentine undercut an edict of Emperor Claudius. Wanting to more easily recruit soldiers for his army, Claudius had tried to weaken family ties by forbidding marriage. Valentine, ignoring the order, secretly married young couples in the underground church. These activities, when uncovered, led to his arrest. Furthermore, Valentine had a romantic interest of his own. While in prison he became friends with the jailer’s daughter, and being deprived of books he amused himself by cutting shapes in paper and writing notes to her. His last note arrived on the morning of his death and ended with the words “Your Valentine.” In 496 February 14 was named in his honor. By this time Christianity had long been legalized in the empire, and many pagan celebrations were being “christianized.” One of them, a Roman festival named Lupercalia, was a celebration of love and fertility in which young men put names of girls in a box, drew them out, and celebrated lovemaking. This holiday was replaced by St. Valentine’s Day with its more innocent customs of sending notes and sharing expressions of affection. Does any real truth lie behind the stories of St. Valentine? Probably. He likely conducted underground weddings and sent notes to the jailer’s daughter. He might have even signed them “Your Valentine.” And he probably died for his faith in Christ.

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

At the time your book was written, the full story of the monarch migration was unknown to humanity." "When did they find it out?" Preston asked. The answer, to Dellarobia's astonishment, was within Ovid's lifetime. He had been just a bit older than Preston when the discovery was announced in the National Geographic, in 1976. A Canadian scientist chased the mystery his whole life, devising a tag that would stick to butterfly wings, recruiting volunteers to help track them, losing the trail many times. And then one winter's day, as an old man on shaky legs, he climbed a mountain in Michoacan to see what must have looked like his dream of heaven... Ovid could still quote passages of the article from memory: They carpeted the ground in their tremulous legions. He said he remembered exactly where he was when he read that article, and how he felt. "Where were you?" "Outside the post office, sitting on a lobster crate. I spent a lot of Saturdays there. My mother let me read the magazines before they went to their subscribers. I was so excited by the photos in that article, I ran all the way down Crown Street, all the way to West End and out a sandy road called Fortuna to the sea. I must have picked up a stick somewhere, because I remember jumping up and whacking every branch I passed, leaving a trail of flying leaves. When I got to the sea I didn't know what to do, so I threw the stick in Perseverance Bay and ran back. It was the happiest day of my life." Dellarobia wanted, of course, to know why. "Why," he repeated, thinking about it. "It was just like any schoolboy. I thought everything in the world was already discovered. Already in my books. A lot of dead stuff that put me to sleep. That was the day I understood the world is still living.

It is hard to overestimate the fervor with which the men of her day greeted the Maid and embraced her mission. When Joan set out to lift the siege of Orléans, the dauphin could barely muster 2,000 straggling recruits to accompany her. When she rode into the city of Reims for the king’s coronation less than three months later, more than 11,000 soldiers rode with her.

Make things happen. Get things done. Life's easy when you manage expectations!

The best alternative provision schools develop a thick seam of expertise in behaviour management. It takes time, investment and wise recruitment, but once formed it becomes an unassailable wall of calm, consistency and certainty. It is no coincidence that the very best alternative provision schools in the UK have spent years finding and developing the right adults, then holding on to them and growing their own. They have a knack of finding and training remarkable heroes: teachers and support professionals who will dodge a chair, soak up angry abuse and, moments later, inspire learning with delicate encouragement.

Determine and embrace relevant and meaningful trends. Too many companies ignore important trends for far too long. It is not very hard to identify the important trends. What's hard is to help the organization understand how those trends can be leveraged by your products to solve customer problems in new and better ways. Skate to where the puck is heading, not to where it was. An important element to product vision is identifying the things that are changing—as well as the things that likely won't be changing—in the time frame of the product vision. Some product visions are wildly optimistic and unrealistic about how fast things will change, and others are far too conservative. This is usually the most difficult aspect of a good product vision. Be stubborn on vision but flexible on the details. This Jeff Bezos line is very important. So many teams give up on their product vision far too soon. This is usually called a vision pivot, but mostly it's a sign of a weak product organization. It is never easy, so prepare yourself for that. But, also be careful you don't get attached to details. It is very possible that you may have to adjust course to reach your desired destination. That's called a discovery pivot, and there's nothing wrong with that. Realize that any product vision is a leap of faith. If you could truly validate a vision, then your vision probably isn't ambitious enough. It will take several years to know. So, make sure what you're working on is meaningful, and recruit people to the product teams who also feel passionate about this problem and then be willing to work for several years to realize the vision.

Whenever talent is in short supply, as it almost always is in Silicon Valley, betting on aptitude is a great recruiting strategy for employers, albeit a less certain one. You can hire people ahead of their own development curve and inspire them to grow into challenging new roles.

A memoir in which the author shares his impressive journey of emigrating to the United States to escape a difficult life in an impoverished Nigerian village. Born into an extremely poor family in Nigeria, ‘Deji Ayoade had early memories of wanting to come to America to do better for himself. For years, he dreamed about having a bright future in the United States. At seven, he promised his mother that one day he would be a doctor in America and take her and his siblings away from their dangerous and impoverished existence. By the age of thirty-three, ‘Deji had been in the United States for five years and was living his dream. He had earned a master’s degree, married and had a child, been recruited into the Navy, and become a US citizen. He makes good on the promise to his mother and brings her, his sister, and his sister’s baby to the United States. UNDERGROUND: A Memoir of Hope, Faith, and the American Dream is a well-structured, compelling memoir written by a determined man with big dreams, ambitious goals, and the strength to never lose sight of where he is headed. Commitment, intelligence, and drive contribute to his fulfilling what he deems to be his purpose in life. His accomplishments in the armed services are nothing short of admirable. Ayoade draws readers into the 1980s culture of the poorer regions of Nigeria with vivid descriptions of the sights, sounds, and smells of areas in which they lived. His credible recreation of scenes reveals insight into the civilization that had considerable influence on him. Family dynamics also play a significant role in Ayoade’s life. His recollection of his father’s contradictory behaviors both confuse and enlighten him. His fond memories of his grandmother—the family member he trusted the most—are heartfelt and touching. While coming to the United States offers many positive experiences for Ayoade, it doesn’t come without problems, and one that the author talks about with deep emotion and candidness is racism. Thoughtful in the way he acknowledges possible differences of perspectives, he describes how it feels to be looked at differently. One scene in particular demonstrates just how prejudiced and insensitive people can be when it comes to racial biases. Ayoade writes from the heart with emotion and honesty that demonstrate his passion for what he does in life. His ability to weave together a cohesive story from so many disparate fragments is remarkable. His religious faith and commitment to never-ending improvement for himself are inspiring and a basis for being a role model for others. UNDERGROUND: A Memoir of Hope, Faith, and the American Dream–author ‘Deji Ayoade’s reflections on overcoming enormous obstacles and emigrating from Nigeria to the United States–is candid, heartwarming, and inspirational.

In my experience with Blackie - and earlier with allegedly incompetent recruits at Camp Colt - is rooted my enduring conviction that far too often we write off a backward child as hopeless, a clumsy animal as worthless, a worn-out field as beyond restoration. This we do largely out of our own lack of willingness to take the time and spend the effort to prove ourselves wrong: to prove that a difficult boy can become a fine man, that an animal can respond to training, that the field can regain its fertility.

The British Chiefs of Staff advanced a proposition which, in spite of its inspired lunacy, has remained to this day at the heart of much of what passes for military thinking in this country . . . We are, in other words, here because we’re here because we’re here. Those who subscribe to the theory that armed forces should be designed to implement the nation’s chosen external policies should therefore rid their minds of such childish delusions; it is the size and shape of the armed forces, their recruiting rate, their equipment and their conditions of service which matter, and those charged with the formulation of foreign and defence policy had better order their affairs accordingly.1 In the period between the wars the shape and the equipment, if not the size, of the armed forces were partly determined by a number of curious military attitudes.

It makes absolutely no sense to recruit the best and tell them what to do if you are the leader, you should not be the smartest person in the room. According to Michael Dell, try never to be the smartest person in the room. And if you are, I suggest you invite smarter people … or find a different room. You can’t grow as a leader unless you have the brightest and most innovative people in your corner. Leaders don’t need to have all the answers; no one is an expert in everything – not even you.

People will mock you, make fun of you and laugh at you. When you take a decision that makes you stronger and the decision that benefits you, because they want you to doubt yourself and revert the decision you made. After seeing that you are becoming strong, then they will start to hate you and recruit others in hating you.

Realize that any product vision is a leap of faith. If you could truly validate a vision, then your vision probably isn't ambitious enough. It will take several years to know. So, make sure what you're working on is meaningful, and recruit people to the product teams who also feel passionate about this problem and then be willing to work for several years to realize the vision.

The goal of a Digital Personal Brand is to stand out immediately when a Recruiter researches you online.

The Interview is a 2014 American action comedy film co-produced and directed by Seth Rogen and Evan Goldberg in their second directorial work, following This Is the End (2013). The screenplay was written by Dan Sterling, based on a story he co-wrote with Rogen and Goldberg. The film stars Rogen and James Franco as journalists who set up an interview with North Korean leader Kim Jong-un (Randall Park), and are then recruited by the CIA to assassinate him. The film is heavily inspired by a 2012 Vice documentary.In June 2014, The Guardian reported that the film had "touched a nerve" within the North Korean government, as they are "notoriously paranoid about perceived threats to their safety.” The Korean Central News Agency (KCNA), the state news agency of North Korea, reported that their government promised "stern" and "merciless" retaliation if the film was released. KCNA said that the release of a film portraying the assassination of the North Korean leader would not be allowed and it would be considered the "most blatant act of terrorism and war. Wikipedia

giving officials autonomy, discretion, and the ability to exercise their own judgment. It requires recruiting bright, devoted people who are inspired by the chance to serve their country and earn respect for doing it.

Good government is about limited power but clear lines of authority. It is about giving officials autonomy, discretion, and the ability to exercise their own judgment. It requires recruiting bright, devoted people who are inspired by the chance to serve their country and earn respect for doing it. This is not something that can be created overnight, but it can be done. Taiwan and South Korea were not born with good government.

Like a shepherd and sheep, its principle is simple, redirection towards the obligatory path, and speaking of Ozcan, he is the most proficient in this game. Watch the professionals do it in the reorientation of functional organizations. There is no need to recruit them all, it is enough for them to do what a shepherd does with a flock of sheep; blocking the roads in front of them, putting a dog in one place, standing and waving his stick in another place, to force them to take the path he wants, towards the barn. And if you spoke to one of them, it would swear to you that it is going the way it wants, which it chose with its full will, or chosen for them by their leader at the forefront of the herd, who knows the secrets of the ways, believing that they go the way they want. He decided that he should play the game according to its laws since they are sheep, so do not try to address them or convince them, but rather direct them to where you want. He did not know anything about deterministic algorithms at the time, his decision was based on his innate, something inside him. He succeeded, however, by making a butterfly flutter, far away. Some straying out of the Shepherd’s path, then another artificial flutter associated with the first to accelerate the process, and then a third, and a fourth, then the chaos ensued, and the hurricanes blew up all the inevitable of Alpha Headquarters. A butterfly fluttered where no one was watching, he studied and planned it carefully. Words by a revolutionary Palestinian poet, Mahmoud Darwish, summarized the whole story… Throw a stone into the stagnant water, rivers will break out Ring your bells in the kingdom of silence and sing your anthem And let the wall of fear break into dust like pottery

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

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.

This kind of IDF information war strategy is now routinely copied by the US military. The CIA launched a social media campaign, Humans of CIA, in 2021 that aimed to recruit from more diverse communities into its ranks. It felt deeply inspired by the IDF’s woke posturing. One of the most discussed (and mocked) campaigns, considering the CIA’s role in destabilizing and overthrowing governments since World War II, was the video of a Latina intelligence officer declaring: “I am a cisgender millennial, who has been diagnosed with generalized anxiety disorder. I am intersectional, but my existence is not a box-checking exercise. I used to struggle with imposter syndrome, but at 36 I refuse to internalize misguided patriarchal ideas of what a woman can or should be.

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

Weale had joined the Scouts from the regular army within a few weeks of it being formed. The regiment’s ethos was inspired by the British SAS, with whom several of its senior officers had served, either during the Second World War or in the Malayan emergency or both, but the selection process was even more gruelling: it took seventeen days, the first five of which required living entirely off the land at a training camp on the shores of Lake Kariba. On the fifth day, candidates were given the rotten carcass of a baboon as a reward for making it that far. The few who remained after that – usually around 10 per cent – were given the most meagre of rations to survive the rest of the course to supplement their diet of living off the land. A further four weeks’ training followed, during which they were still monitored for suitability. Successful recruits therefore started out with a strong sense of camaraderie and great pride, as each man knew that the others had also gone well beyond the norms of human endurance and behaviour to become a Selous Scout.

One Stanford op-ed in particular was picked up by the national press and inspired a website, Stop the Brain Drain, which protested the flow of talent to Wall Street. The Stanford students wrote, The financial industry’s influence over higher education is deep and multifaceted, including student choice over majors and career tracks, career development resources, faculty and course offerings, and student culture and political activism. In 2010, even after the economic crisis, the financial services industry drew a full 20 percent of Harvard graduates and over 15 percent of Stanford and MIT graduates. This represented the highest portion of any industry except consulting, and about three times more than previous generations. As the financial industry’s profits have increasingly come from complex financial products, like the collateralized debt obligations (CDOs) that ignited the 2008 financial meltdown, its demand has steadily grown for graduates with technical degrees. In 2006, the securities and commodity exchange sector employed a larger portion of scientists and engineers than semiconductor manufacturing, pharmaceuticals and telecommunications. The result has been a major reallocation of top talent into financial sector jobs, many of which are “socially useless,” as the chairman of the United Kingdom’s Financial Services Authority put it. This over-allocation reduces the supply of productive entrepreneurs and researchers and damages entrepreneurial capitalism, according to a recent Kauffman Foundation report. Many of these finance jobs contribute to volatile and counter-productive financial speculation. Indeed, Wall Street’s activities are largely dominated by speculative security trading and arbitrage instead of investment in new businesses. In 2010, 63 percent of Goldman Sachs’ revenue came from trading, compared to only 13 percent from corporate finance. Why are graduates flocking to Wall Street? Beyond the simple allure of high salaries, investment banks and hedge funds have designed an aggressive, sophisticated, and well-funded recruitment system, which often takes advantage of [a] student’s job insecurity. Moreover, elite university culture somehow still upholds finance as a “prestigious” and “savvy” career track.6

The naysayer has a place in your life, but if that is someone that you are considering to be your friend, do they truly add value in your life?

When you’ve had a near-death experience, your life is never the same. A divine fire is supernaturally transferred into your soul, to tell everyone about your encounter. This in itself, is a miracle. As such, I am on a mission to rid hell of its future recruits.

Some people are born beautiful. Obviously, not that many or cosmetics wouldn’t be a multi-billion dollar industry and Toni Diamond wouldn’t be giving her rahrah speech to the new sales recruits for Lady Bianca cosmetics. “I believe in the power of Lady Bianca makeup, to transform, to inspire, to bring out a new woman,” she told the

Again, selling has a very broad definition. Selling doesn’t necessarily just mean selling to individual customers, but it can mean marketing, it can mean communicating, it can mean recruiting, it can mean raising money, it can mean inspiring people, it could mean doing PR. It’s a broad umbrella category. [78] Earn with your mind, not your time.

So, it was ‘the anatomy of a massacre’ – the subtitle of the book he published on the subject in French in 2002 – that he wanted to undertake. How could a human being as uncharismatic, as ungifted, as physically and intellectually unimposing as Jeronimus Cornelisz, subjugate his fellow companions in misfortune, take control of their souls and inspire in them fear, and even devotion? How could a community that had the advantage of numbers and of being galvanised by the energy of despair accept the yoke of this petty tyrant and the henchmen he recruited from among them? Why did people resign themselves to being persecuted and let themselves be systematically massacred?

We’re all “storytellers.” We don’t call ourselves storytellers, but it’s what we do every day. Although we’ve been sharing stories for thousands of years, the skills we needed to succeed in the industrial age were very different from those required today. The ability to sell our ideas in the form of story is more important than ever. Ideas are the currency of the twenty-first century. In the information age, the knowledge economy, you are only as valuable as your ideas. Story is the means by which we transfer those ideas to one another. Your ability to package your ideas with emotion, context, and relevancy is the one skill that will make you more valuable in the next decade. Storytelling is the act of framing an idea as a narrative to inform, illuminate, and inspire. The Storyteller’s Secret is about the stories you tell to advance your career, build a company, pitch an idea, and to take your dreams from imagination to reality. When you pitch your product or service to a new customer, you’re telling a story. When you deliver instructions to a team or educate a class, you’re telling a story. When you build a PowerPoint presentation for your next sales meeting, you’re telling a story. When you sit down for a job interview and the recruiter asks about your previous experience, you’re telling a story. When you craft an e-mail, write a blog or Facebook post, or record a video for your company’s YouTube channel, you’re telling a story. But there’s a difference between a story, a good story, and a transformative story that builds trust, boosts sales, and inspires people to dream bigger.

Companies that create tight links between their strategies, their plans, and, ultimately, their performance often experience a cultural multiplier effect. Over time, as they turn their strategies into great performance, leaders in these organizations become much more confident in their own capabilities and much more willing to make the stretch commitments that inspire and transform large companies. In turn, individual managers who keep their commitments are rewarded—with faster progression and fatter paychecks—reinforcing the behaviors needed to drive any company forward. Eventually, a culture of overperformance emerges. Investors start giving management the benefit of the doubt when it comes to bold moves and performance delivery. The result is a performance premium on the company’s stock—one that further rewards stretch commitments and performance delivery. Before long, the company’s reputation among potential recruits rises, and a virtuous circle is created in which talent begets performance, performance begets rewards, and rewards beget even more talent. In short, closing the strategy-to-performance gap is not only a source of immediate performance improvement but also an important driver of cultural change with a large and lasting impact on the organization’s capabilities, strategies, and competitiveness. Originally

Second, this was an idea championed by those at the highest levels of the company. Had the enormous task of making Notes Day a reality been shunted off on someone who didn’t have the clout to throw muscle behind it—and not entrusted to Tom, who in turn recruited the most organized people in the company to help him—it would have been an entirely different experience. Employees wouldn’t have bought into the idea because they’d sense that management hadn’t, either. And that would have rendered Notes Day moot.

No Rules. No Excuses. No Regrets. - The Break Diver's Creed

enablers I know: results-oriented high achievers. They have real experience working with customers, communities, and constituents. They are practical. They are hardworking. They always have an appetite to make things better. They have a diverse set of jobs in their career that can be tied together with an enablement theme. They are great storytellers. They are mentors. They are technical. They are not afraid to roll up their sleeves and do hard work. They work many thankless hours. Q is all of the above and an inspiration to us all. How do we find and develop more people like Q in corporations? How do we make sure that every team, every department, and every company has their quota of enablers met? If we agree that having more enablers in our businesses will yield great results and build culture, then the next step is to recruit, develop, and mentor more enabler leaders.

57. Every Time You Surprise Yourself…You Inspire Yourself SAS selection is designed to test you. Any mental flaw, any physical failing will be exposed by the relentless series of challenges aimed at finding your breaking point. Lung-bursting cross-mountain marches through the snow, uphill sprints, carrying another recruit in a fireman’s lift up and down steep hills, often in driving rain, sometimes in sub-zero temperatures. As selection goes on, these ‘beasting’ sessions get harder and harder. And yet I also found that the more of them I came through in one piece (albeit exhausted and battered), the more easily I could cope with them. It was the SAS way of testing our mental resolve through physical battering. Selection is all about realizing that the pain never lasts for ever. And every time I was tested and I hung on in there, the better I understood that it was just a question of doing it again - one more time - until someone eventually said it was the end, and I had passed. I now know that unless you really, truly test yourself, you’ll never have any idea just how capable you can be. And with each small achievement, your confidence will grow. Most people never reach their limit because they are never sufficiently tested. This means I’ve got two good pieces of news for you. The first is that whenever you do something beyond your ‘comfort zone’ and realize you are still standing, the more you will believe that the impossible is actually possible. And on the road to success, belief is everything. And the second piece of news is that we all have much further to push ourselves than we might initially imagine. Inside us all, just waiting to be tested, is a better, bolder, braver version of who we think we are. All you have to do is give it an opportunity to be unleashed. So pick big targets and surprise yourself with how capable you really are deep down. Remember David and Goliath? Rather than David, the young shepherd boy, looking at this giant of a warrior and thinking, ‘Yikes, he’s huge, I’m beat’ - he thought, ‘With a target that big, how can I possibly miss!’ Success, in life and adventure, is dependent on the retraining of our mind.

Leading and managing testers at Google is likely the thing most different from other testing shops. There are several forces at work at Google driving these differences, namely: far fewer testers, hiring competent folks, and a healthy respect for diversity and autonomy. Test management at Google is much more about inspiring than actively managing. It is more about strategy than day-to-day or week-to-week execution. That said, this leaves engineering management in an open-ended and often more complex position than that typical of the places we’ve worked before. The key aspects of test management and leadership at Google are leadership and vision, negotiation, external communication, technical competence, strategic initiatives, recruiting and interviewing, and driving the review performance of the team.