Recruitment Business Quotes

I'd like to have a business card saying: Bruce Norris kicked your arse.

No matter how good or successful you are or how clever or crafty, your business and its future are in the hands of the people you hire. To put it a bit more dramatically, the fate of your business is actually in the hands of the youngest recruit on the staff.

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

Director recruitment and selection is a critical process in shaping the composition and effectiveness of a board, laying the foundation for ethical governance and responsible leadership.

Director recruitment and selection is not merely about filling vacancies; it's about building a high-performing and ethical board that can provide effective oversight, guide strategic decision-making, and contribute to the long-term success of the organization.

If you have to repeatedly chase after someone when you have a great opportunity, don't bother, if they aren't responsive, they aren't the type of person who'll succeed at it anyway.

This sounds easy, but it’s difficult to do. All of us come into this business with the hope of recruiting some great people. It’s hard to disconnect from those expectations. But you need to remember, we’re not hunters. We’re not sharks. Our job is to educate people and help them understand what we have to offer. We act as consultants offering suggestions on how people can live a better life.

It brings a lump into the throat to see how they go over, and run and fall. A man would like to spank them, they are so stupid, and to take them by the arm and lead them away from here where they have no business to be. They wear grey coats and trousers and boots, but for most of them the uniform is far too big, it hangs on their limbs, their shoulders are too narrow, their bodies too slight; no uniform was ever made to these childish measurements.

By recruiting a good team and eliminating as much Friction (discussed later) as possible, you’ll achieve the results you’re seeking.

Learn to allow your team leaders to shine while you reign. All that matters in the end is the result, nobody cares about attention without financial benefits.

We can never fall short when it comes to recruiting, hiring, maintaining and growing our workforce. It is the employees who make our organization’s success a reality.

Resumes are spam filled with action verbs which are exaggeration only

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.

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

If you think you are going to be brain washed, then let me shock you, I was brain washed too and I became a multi millionaire. The question is, wouldn't you rather join the league of the brainwashed or stay put?

TRUE OR FALSE? Employers are prohibited from practicing sex discrimination in hiring and promoting employees.1 ANSWER: False. The U.S. Supreme Court ruled in 1987 that in job areas dominated by men, less qualified women could be hired.2 It did not allow less qualified men to be hired in areas dominated by women (e.g., elementary school teacher, nurse, secretary, cocktail waiting, restaurant host, office receptionist, flight attendant). The law also requires sex discrimination in hiring by requiring quotas, requiring vigorous recruitment of women, and requiring all institutions that receive government aid to do a certain percentage of their business with female-owned (or minority-owned) businesses.

A pyramid scheme is illegal and is where no product or service is sold; the business exists just to bring in recruiting fees. These still pop up from time to time and are an illegal cousin to the Ponzi or Madoff scheme because of the last-man rule. The last-man rule is, if you were to extend the company’s success until the last man on earth joined the business, would it be over because they only make money from recruiting and never the sale of a product or service? If it would, this is illegal.

Business is the reason for words like ‘abomination.’ The Church is the oldest and most successful business known to man, because it knows not only how to recruit customers but also how to control them with things like doctrines and words like ‘abomination.

We were in the process of gearing up for some new business ventures in Eastern Europe, and I was more than a little interested in finding out about what the new crop of recruits looked like. But before I could ask for a detailed report, Rogue Manor’s early-warning radar began sounding an intruder alert.

As much as they were concerned about the police, the Panthers also took seriously the threat of crime and sought to address the fears of the community they served. With this in mind, they organized Seniors Against a Fearful Environment (SAFE), an escort and bussing service in which young Black people accompanied the elderly on their business around the city. In Los Angeles, when the Party opened an office on Central Avenue, they immediately set about running the drug dealers out of the area. And in Philadelphia, neighbors reported a decrease in violent crime after the Party opened their office, and an increase after the office closed. There, the BPP paid particular attention to gang violence, organizing truces and recruiting gang members to help with the survival programs. It may be that the Panthers reduced crime by virtue of their very existence. Crime, and gang violence especially, dropped during the period of their activity, in part (in the estimate of sociologist Lewis Yablonsky) because the BPP and similar groups “channeled young black and Chicano youth who might have participated in gangbanging violence into relatively positive efforts for social change through political activities.

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

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

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.

The key to success in selling/recruiting lies in your ability to go from no to no without losing your enthusiasm. Remember that we are in the people attraction business. So we must keep our level of passion and excitement high as we sort through the prospects because part of what they are buying into is our “music” — our conviction and attitude about what we are a part of. It’s not what you say; it’s how it sounds that is most important. Don’t worry about having the right words … that is secondary.

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

CHAPTER SIX Nash found Calvin sipping coffee and doing his bookwork. “You got any of that mud left?” “It’s a new pot. Help yourself.” Nash poured himself a cup and sat down across from his friend. “How’s business?” “It’s the same...always the same. It’s not like we get any tourists around here.” “Frank’s recruiting a couple dozen new mappers.” Calvin nodded. “It seems like strange timing.” “You think he’s up to something?” “Maybe,” Nash allowed. “Could it be you’re paranoid? It seems to me we’ve spent a fair number of mornings right here with me counting

Adam Lashinsky explained how Amazon. com had gone on a “military hiring spree” because Jeff was impressed with veterans’ logistical know-how and bias for action.3 In fact, Amazon.com has a dedicated military recruiting website and a highly consistent hiring and retention record for ex-military personnel. This practice of hiring veterans isn’t about expressing gratitude for ex-soldiers’ service to our country. Veterans fit Jeff’s business model. As a result, Amazon.com has not bothered to launch a huge PR campaign about its military employment program. Jeff just realized it was good business.

In 1994 very, very few people had heard of the internet. It was used at that time mostly by scientists and physicists. We used it a little bit at D. E. Shaw for some things but not much, and I came across the fact that the web—the World Wide Web—was growing at something like 2,300 percent a year. Anything growing that fast, even if it’s baseline usage today is tiny, is going to be big. I concluded that I should come up with a business idea based on the internet and then let the internet grow around it and keep working to improve it. So I made a list of products I might sell online. I started ranking them, and I picked books because books are super unusual in one respect: there are more items in the book category than in any other category. There are three million different books in print around the world at any given time. The biggest bookstores had only 150,000 titles. So the founding idea of Amazon was to build a universal selection of books in print. That’s what I did: I hired a small team, and we built the software. I moved to Seattle because the largest book warehouse in the world at that time was nearby in a town called Roseberg, Oregon, and also because of the recruiting pool available from Microsoft.

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.

Here is what I do: I get up every day by six A.M. and meditate and pray—for spiritual energy. Then, I exercise and eat—for physical energy. Afterward, I hug, kiss, and laugh with my family—for emotional energy— and try to do it so that I get to spend time with all of them and still get to the office between eight A.M. and nine A.M. (Most people plan for emotional energy time only in the evenings or on weekends, when it can do little for their daily pursuit of big goals.) I then plan and calendar my day—for mental energy—and spend my first, most energized hours in the office working hard on lead generation and recruiting talent—for business energy. I never slack off before eleven A.M.

I tell them to recruit kids whose coaches report that they had tremendous work ethics. They lifted weights on their own during the off-season. They showed up early for practice, stayed late, and asked for extra help on their skills. They were leaders who helped push everyone on the team to work harder. And they displayed these traits both when the team did well and when it struggled through adversity. It’s relatively easy to be enthused and hardworking on a team that’s winning. It shows more character to display those same attributes on a team that’s losing. It speaks to a person’s mental toughness, toughness that will be invaluable in dealing with the setbacks and rejections that inevitably come along in a business career.

The results of the most recent such study were published in Psychological Science at the end of 2008. A team of University of Michigan researchers, led by psychologist Marc Berman, recruited some three dozen people and subjected them to a rigorous, and mentally fatiguing, series of tests designed to measure the capacity of their working memory and their ability to exert top-down control over their attention. The subjects were then divided into two groups. Half of them spent about an hour walking through a secluded woodland park, and the other half spent an equal amount of time walking along busy down town streets. Both groups then took the tests a second time. Spending time in the park, the researchers found, “significantly improved” people’s performance on the cognitive tests, indicating a substantial increase in attentiveness. Walking in the city, by contrast, led to no improvement in test results. The researchers then conducted a similar experiment with another set of people. Rather than taking walks between the rounds of testing, these subjects simply looked at photographs of either calm rural scenes or busy urban ones. The results were the same. The people who looked at pictures of nature scenes were able to exert substantially stronger control over their attention, while those who looked at city scenes showed no improvement in their attentiveness. “In sum,” concluded the researchers, “simple and brief interactions with nature can produce marked increases in cognitive control.” Spending time in the natural world seems to be of “vital importance” to “effective cognitive functioning.

From the colonial era to the Trump era, the “They Keep Coming” immigration myth has been used by xenophobes to demonize immigrants and lobby for immigration restriction. It has created a climate of fear and fueled discrimination and exploitation. At the same time, it has promoted a false and incomplete narrative of how immigration works. No part of the myth is actually true. Immigrants are not outsiders. “They” are “us.” Immigrants have not “kept coming.” They have been driven, recruited, lured, and incentivized to come to the United States, often with the direct help and encouragement of the US government and businesses. Only by fully understanding the origins, endurance, and contemporary relevance of the “They Keep Coming” myth can we begin to dismantle it and the xenophobia and racism that it fuels.

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.

shot through and through.  Cocked rifles swept the bush with nervous apprehension.  But there was no rustle, no movement; nothing but the humid oppressive silence. “Bushmen he no stop,” Binu Charley called out, the sound of his voice startling more than one of them.  “Allee same damn funny business.  That fella Koogoo no look ’m eye belong him.  He no savvee little bit.” Koogoo’s arms had crumpled under him, and he lay quivering where he had fallen.  Even as Binu Charley came to the front the stricken black’s breath passed from him, and with a final convulsive stir he lay still. “Right through the heart,” Sheldon said, straightening up from the stooping examination.  “It must have been a trap of some sort.” He noticed Joan’s white, tense face, and the wide eyes with which she stared at the wreck of what had been a man the minute before. “I recruited that boy myself,” she said in a whisper.  “He came down out of the bush at Poonga-Poonga and right on board the Martha and offered himself.  And I was proud.  He was my very first recruit—” “My word!  Look ’m that fella,” Binu Charley interrupted, brushing aside the leafy wall of the run-way and exposing a bow so massive that no one bushman could have bent it. The Binu man traced out the mechanics of the trap, and exposed the hidden fibre in the tangled undergrowth that at contact with Koogoo’s foot had released the taut bow. They were deep in the primeval forest.  A dim twilight prevailed, for no random shaft of sunlight broke through the thick roof of leaves and creepers overhead.  The Tahitians were plainly awed by the silence and gloom and mystery of the place and happening, but they showed themselves doggedly unafraid, and were for pushing on.  The Poonga-Poonga men, on the contrary, were not awed.  They were bushmen themselves, and they were used to this silent warfare, though the devices were different from those employed by them in their own bush.  Most awed of all were Joan and Sheldon, but, being whites, they were

In a conversation with a British embassy official that occurred at about this time, quoted in a memorandum later filed with the foreign office in London, Diels delivered a monologue on his own moral unease: "The infliction of physical punishment is not every man's job, and naturally we were only too glad to recruit men who were prepared to show no squeamishness at their task. Unfortunately, we knew nothing about the Freudian side of the business, and it was only after a number of instances of unnecessary flogging and meaningless cruelty that I tumbled to the fact that my organization had been attracting all the sadists in Germany and Austria without my knowledge for some time past. It had also been attracting unconscious sadists, i.e. men who did not know themselves that they had sadist leanings until they took part in a flogging. And finally it had been actually creating sadists. For it seems that corporal chastisement ultimately arouses sadistic leanings in apparently normal men and women. Freud might explain it.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

Jove! I feel as if nothing could ever touch me,” he said in a tone of sombre conviction. “If this business couldn’t knock me over, then there’s no fear of there being not enough time to — climb out, and...” He looked upwards. ‘It struck me that it is from such as he that the great army of waifs and strays is recruited, the army that marches down, down into all the gutters of the earth. As soon as he left my room, that “bit of shelter,” he would take his place in the ranks, and begin the journey towards the bottomless pit. I at least had no illusions; but it was I, too, who a moment ago had been so sure of the power of words, and now was afraid to speak, in the same way one dares not move for fear of losing a slippery hold. It is when we try to grapple with another man’s intimate need that we perceive how incomprehensible, wavering, and misty are the beings that share with us the sight of the stars and the warmth of the sun. It is as if loneliness were a hard and absolute condition of existence; the envelope of flesh and blood on which our eyes are fixed melts before the outstretched hand, and there remains only the capricious, unconsolable, and elusive spirit that no eye can follow, no hand can grasp.

Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.

Then one evening he reached the last chapter, and then the last page, the last verse. And there it was! That unforgivable and unfathomable misprint that had caused the owner of the books to order them to be pulped. Now Bosse handed a copy to each of them sitting round the table, and they thumbed through to the very last verse, and one by one burst out laughing. Bosse was happy enough to find the misprint. He had no interest in finding out how it got there. He had satisfied his curiosity, and in the process had read his first book since his schooldays, and even got a bit religious while he was at it. Not that Bosse allowed God to have any opinion about Bellringer Farm’s business enterprise, nor did he allow the Lord to be present when he filed his tax return, but – in other respects – Bosse now placed his life in the hands of the Father, the Son and the Holy Spirit. And surely none of them would worry about the fact that he set up his stall at markets on Saturdays and sold bibles with a tiny misprint in them? (‘Only ninety-nine crowns each! Jesus! What a bargain!’) But if Bosse had cared, and if, against all odds, he had managed to get to the bottom of it, then after what he had told his friends, he would have continued: A typesetter in a Rotterdam suburb had been through a personal crisis. Several years earlier, he had been recruited by Jehovah’s Witnesses but they had thrown him out when he discovered, and questioned rather too loudly, the fact that the congregation had predicted the return of Jesus on no less than fourteen occasions between 1799 and 1980 – and sensationally managed to get it wrong all fourteen times. Upon which, the typesetter had joined the Pentecostal Church; he liked their teachings about the Last Judgment, he could embrace the idea of God’s final victory over evil, the return of Jesus (without their actually naming a date) and how most of the people from the typesetter’s childhood including his own father, would burn in hell. But this new congregation sent him packing too. A whole month’s collections had gone astray while in the care of the typesetter. He had sworn by all that was holy that the disappearance had nothing to do with him. Besides, shouldn’t Christians forgive? And what choice did he have when his car broke down and he needed a new one to keep his job? As bitter as bile, the typesetter started the layout for that day’s jobs, which ironically happened to consist of printing two thousand bibles! And besides, it was an order from Sweden where as far as the typesetter knew, his father still lived after having abandoned his family when the typesetter was six years old. With tears in his eyes, the typesetter set the text of chapter upon chapter. When he came to the very last chapter – the Book of Revelation – he just lost it. How could Jesus ever want to come back to Earth? Here where Evil had once and for all conquered Good, so what was the point of anything? And the Bible… It was just a joke! So it came about that the typesetter with the shattered nerves made a little addition to the very last verse in the very last chapter in the Swedish bible that was just about to be printed. The typesetter didn’t remember much of his father’s tongue, but he could at least recall a nursery rhyme that was well suited in the context. Thus the bible’s last two verses plus the typesetter’s extra verse were printed as: 20. He who testifies to these things says, Surely I am coming quickly. Amen. Even so, come, Lord Jesus!21. The grace of our Lord Jesus Christ be with you all. Amen.22. And they all lived happily ever after.

I have been in many dugouts, Ludwig,” he goes on. “And we were all young men who sat there around one miserable slush lamp, waiting, while the barrage raged overhead like an earthquake. We were none of your inexperienced recruits, either; we knew well enough what we were waiting for and we knew what would come. —But there was more in those faces down in the gloom there than mere calm, more than good humour, more than just readiness to die. There was the will to another future in those hard, set faces; and it was there when they charged, and still there when they died. —We had less to say for ourselves year by year, we shed many things, but that one thing still remained. And now, Ludwig, where is it now? Can’t you see how it is perishing in all this pig’s wash of order, duty, women, routine, punctuality and the rest of it that here they call life? —No, Ludwig, we lived then! And you tell me a thousand times that you hate war, yet I still say, we lived then. We lived, because we were together, and because something burned in us that was more than this whole muck heap here!” He is breathing hard. “It must have been for something, Ludwig! When I first heard there was revolution, for one brief moment I thought: Now the time will be redeemed—now the flood will pour back, tearing down the old things, digging new banks for itself—and, by God, I would have been in it! But the flood broke up into a thousand runnels; the revolution became a mere scramble for jobs, for big jobs and little jobs. It has trickled away, it has been dammed up, it has been drained off into business, into family, and party. —But that will not do me. I’m going where comradeship is still to be found.” Ludwig stands up. His brow is flaming, his eyes blaze. He looks Rahe in the face. “And why is it, Georg? Why is it? Because we were duped, I tell you, duped as even yet we hardly realize; because we were misused, hideously misused. They told us it was for the Fatherland, and meant the schemes of annexation of a greedy industry. —They told us it was for Honour, and meant the quarrels and the will to power of a handful of ambitious diplomats and princes. —They told us it was for the Nation, and meant the need for activity on the part of out-of-work generals!” He takes Rahe by the shoulders and shakes him. “Can’t you see? They stuffed out the word Patriotism with all the twaddle of their fine phrases, with their desire for glory, their will to power, their false romanticism, their stupidity, their greed of business, and then paraded it before us as a shining ideal! And we thought they were sounding a bugle summoning us to a new, a more strenuous, a larger life. Can’t you see, man? But we were making war against ourselves without knowing it! Every shot that struck home, struck one of us! Can’t you see? Then listen and I will bawl it into your ears. The youth of the world rose up in every land, believing that it was fighting for freedom! And in every land they were duped and misused; in every land they have been shot down, they have exterminated each other! Don’t you see now? —There is only one fight, the fight against the lie, the half-truth, compromise, against the old order. But we let ourselves be taken in by their phrases; and instead of fighting against them, we fought for them. We thought it was for the Future. It was against the Future. Our future is dead; for the youth is dead that carried it. We are merely the survivors, the ruins. But the other is alive still—the fat, the full, the well content, that lives on, fatter and fuller, more contented than ever! And why? Because the dissatisfied, the eager, the storm troops have died for it. But think of it! A generation annihilated! A generation of hope, of faith, of will, strength, ability, so hypnotised that they have shot down one another, though over the whole world they all had the same purpose!” His

CONGRUENCE Have you ever felt stuck? Maybe you haven’t recruited anyone in a while, and you just can’t seem to break the streak of no success. This causes you to not feel like picking up the phone and getting any more rejection. You don’t feel like talking about the business that day, so you don’t. Can you relate? This is critical for you to always remember. You cannot avoid rejection. Ninety percent of people are always going to tell you that your business is not for them. You have to go through the no’s to get to the yeses. There is no other way around it. You may not like making calls and accepting no’s, but you will like the results and income you will get by doing it consistently enough. Bank on it. So here’s what happens to everyone, myself included. You have a bad day, where everyone says no. You wake up the next day and you just cannot get yourself to make some calls. The whole day goes by and you did nothing to grow your business. The next day, you have a nagging little feeling of guilt about doing nothing the day before, so you start to internalize it. You question whether you know what you are doing. Does the business work? Is it worth the effort? You know the answer is yes, so you don’t quit — but you also do no activity. The next day, that little guilt feeling has mushroomed even bigger. And as time goes on, the guilt turns into self-loathing. You get down on yourself for not performing like you know you could and should. You begin to beat yourself up and even compare yourself to others. Sadly, this can become a downward spiral that is self-inflicted and hard to break out of. Without being wise enough to seek direct help from an upline expert, some people never recover. Instead of fixing their mindset and bringing their goals and the actions back into alignment — getting congruent — they quit the business. These are the blamers who walk the Earth claiming the business didn’t work. No! They stopped working! Don’t be a blamer. Be congruent. Make your activity match up with your WHY in the business. Pick up the phone and snap back into action. Don’t allow yourself to be depressed, because it is a form of depression. Your upline can help you snap out of it. How

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

As each German and Italian and Frankish nobleman arrived in Constantinople with his own private army, ready to cross over the Bosphorus Strait and face the enemy, Alexius had demanded a sacred oath. Whatever “cities, countries or forces he might in future subdue . . . he would hand over to the officer appointed by the emperor.” They were, after all, there to fight for Christendom; and Alexius Comnenus was the ruler of Christendom in the east.1 Just as Alexius had feared, the chance to build private kingdoms in the Holy Land proved too tempting. The first knight to bite the apple was the Norman soldier Bohemund, who had arrived in Constantinople at the start of the First Crusade and immediately became one of the foremost commanders of the Crusader armies. Spearheading the capture of the great city Antioch in 1098, Bohemund at once named himself its prince and flatly refused to honor his oath. (“Bohemund,” remarked Alexius’s daughter and biographer, Anna, “was by nature a liar.”) By 1100, Antioch had been joined by two other Crusader kingdoms—the Kingdom of Jerusalem and the County of Edessa—and Bohemund himself was busy agitating the Christians of Asia Minor against Byzantium. By 1103, Bohemund was planning a direct attack against the walls of Constantinople itself.2 To mount this assault, Bohemund needed to recruit more soldiers. The most likely source for reinforcements was Italy; Bohemund’s late father, Robert Guiscard, had conquered himself a kingdom in the south of Italy (the grandly named “Dukedom of Apulia and Calabria”), and Bohemund, who had been absent from Italy since heading out on crusade, had theoretically inherited its crown. Alexius knew this as well as Bohemund did, so Byzantine ships hovered in the Mediterranean, waiting to intercept any Italy-bound ships from the principality of Antioch. So Bohemund was forced to be sneaky. Anna Comnena tells us that he spread rumors everywhere: “Bohemond,” it was said, “is dead.” . . . When he perceived that the story had gone far enough, a wooden coffin was made and a bireme prepared. The coffin was placed on board and he, a still breathing “corpse,” sailed away from Soudi, the port of Antioch, for Rome. . . . At each stop the barbarians tore out their hair and paraded their mourning. But inside Bohemond, stretched out at full length, was . . . alive, breathing air in and out through hidden holes. . . . [I]n order that the corpse might appear to be in a state of rare putrefaction, they strangled or cut the throat of a cock and put that in the coffin with him. By the fourth or fifth day at the most, the horrible stench was obvious to anyone who could smell. . . . Bohemond himself derived more pleasure than anyone from his imaginary misfortune.3 Bohemund was a rascal and an opportunist, but he almost always got what he wanted; when he arrived in Italy and staged a victorious resurrection, he was able to rouse great public enthusiasm for his fight against Byzantium. In fact, his conquest of Antioch in the east had given him hero stature back in Italy. People swarmed to see him, says one contemporary historian, “as if they were going to see Christ himself.”4

British / Pakistani ISIS suspect, Zakaria Saqib Mahmood, is arrested in Bangladesh on suspicion of recruiting jihadists to fight in Syria • Local police named arrested Briton as Zakaria Saqib Mahmood, also known as Zak, living in 70 Eversleigh Road, Westham, E6 1HQ London • They suspect him of recruiting militants for ISIS in two Bangladeshi cities • He arrived in the country in February, having previously spent time in Syria and Pakistan • Suspected militant recruiter also recently visited Australia A forty year old Muslim British man has been arrested in Bangladesh on suspicion of recruiting would-be jihadists to fight for Islamic State terrorists in Syria and Iraq. The man, who police named as Zakaria Saqib Mahmood born 24th August 1977, also known as Zak, is understood to be of Pakistani origin and was arrested near the Kamalapur Railway area of the capital city Dhaka. He is also suspected of having attempted to recruit militants in the northern city of Sylhet - where he is understood to have friends he knows from living in Newham, London - having reportedly first arrived in the country about six months ago to scout for potential extremists. Militants: The British Pakistani man (sitting on the left) named as Zakaria Saqib Mahmood was arrested in Bangladesh. The arrested man has been identified as Zakaria Saqib Mahmood, sources at the media wing of Dhaka Metropolitan Police told local newspapers. He is believed to have arrived in Bangladesh in February and used social media websites including Facebook to sound out local men about their interest in joining ISIS, according Monirul Islam - joint commissioner of Dhaka Metropolitan Police - who was speaking at a press briefing today. Zakaria has openly shared Islamist extremist materials on his Facebook and other social media links. An example of Zakaria Saqib Mahmood sharing Islamist materials on his Facebook profile He targeted Muslims from Pakistan as well as Bangladesh, Mr Islam added, before saying: 'He also went to Australia but we are yet to know the reason behind his trips'. Zakaria saqib Mahmood trip to Australia in order to recruit for militant extremist groups 'From his passport we came to know that he went to Pakistan where we believe he met a Jihadist named Rauf Salman, in addition to Australia during September last year to meet some of his links he recruited in London, mainly from his weekly charity food stand in East London, ' the DMP spokesperson went on to say. Police believes Zakaria Mahmood has met Jihadist member Rauf Salman in Pakistan Zakaria Saqib Mahmood was identified by the local police in Pakistan in the last September. The number of extremists he has met in this trip remains unknown yet. Zakaria Saqib Mahmood uses charity food stand as a cover to radicalise local people in Newham, London. Investigators: Dhaka Metropolitan Police believe Zakaria Saqib Mhamood arrived in Bangladesh in February and used social media websites including Facebook to sound out local men about their interest in joining ISIS The news comes just days after a 40-year-old East London bogus college owner called Sinclair Adamson - who also had links to the northern city of Sylhet - was arrested in Dhaka on suspicion of recruiting would-be fighters for ISIS. Zakaria Saqib Mahmood, who has studied at CASS Business School, was arrested in Dhaka on Thursday after being reported for recruiting militants. Just one day before Zakaria Mahmood's arrest, local police detained Asif Adnan, 26, and Fazle ElahiTanzil, 24, who were allegedly travelling to join ISIS militants in Syria, assisted by an unnamed Briton. It is understood the suspected would-be jihadists were planning to travel to a Turkish airport popular with tourists, before travelling by road to the Syrian border and then slipping across into the warzone.

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.

Gable patted her hand. “I’m not supposed to say this to you,” said Gable, “but you should either cut it off with him once and for all, or defect and concentrate on your lives together. Maybe recruit your replacement before you go. Loving each other and spying at the same time is gonna get someone hurt.” Dominika was silent; she knew Gable understood her. “Don’t tell anyone I told you that,” he said, smiling. Then he got back to business.

Back in 1990, the futurist George Gilder demonstrated his prescience when he wrote in his book Microcosm, “The central event of the twentieth century is the overthrow of matter. In technology, economics, and the politics of nations, wealth in the form of physical resources is steadily declining in value and significance. The powers of mind are everywhere ascendant over the brute force of things.” Just over twenty years later, in 2011, the venture capitalist (and Netscape cofounder) Marc Andreessen validated Gilder’s thesis in his Wall Street Journal op-ed “Why Software Is Eating the World.” Andreessen pointed out that the world’s largest bookstore (Amazon), video provider (Netflix), recruiter (LinkedIn), and music companies (Apple/ Spotify/ Pandora) were software companies, and that even “old economy” stalwarts like Walmart and FedEx used software (rather than “things”) to drive their businesses. Despite—or perhaps because of—the growing dominance of bits, the power of software has also made it easier to scale up atom-based businesses as well. Amazon’s retail business is heavily based in atoms—just think of all those Amazon shipping boxes piled up in your recycling bin! Amazon originally outsourced its logistics to Ingram Book Company, but its heavy investment in inventory management systems and warehouses as it grew turned infrastructure

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.

they could come in, change the business model, create connected electric cars, change the sales process, and change the way cars were manufactured. “That’s also bollocks,” Palmer concluded, steadily holding my gaze. “Complete bollocks.” “Why?” I asked. “Well, you can’t ignore a hundred and twenty-five years of history. The auto industry didn’t not learn anything.” When you put together a car, most of it is mechanical, and most of it is done by people who have spent a career working out how to do a suspension system, or a door lock, or a steering wheel, Palmer said. “And you can’t ignore that. So you’ve got to buy it. And you either buy it through a consultancy, or you buy it through recruitment, or you buy it through collaboration.” This spelled trouble for the newcomers. “The majority of those start-ups will fail because they’ll be too slow to recognize that they can’t just trash the auto industry, that there’s something relevant that they need.” So why was Jia Yueting different?

You can sponsor more people to your network marketing business if you say the truth.

The relationship of employment and inflation is a funny thing... "Government’s stated goal in this respect is to maintain the economy at full employment. That has the benefit of keeping most citizens happy, while contributing tax to the general good. However, if everyone is in a job the only way a new or growing business can recruit additional staff is to poach from other organizations, usually by offering higher wages. That in turn feeds into inflation..." Barrow, Colin. The 30 Day MBA: Your Fast Track Guide to Business Success (p. 235). Kogan Page. Kindle Edition.

Consequently the Harney High athletic department decided to focus on another sport, basketball. The first order of business was to build a gymnasium with a basketball court and some portable bleachers. The second order of business was to send a cautious delegation of coaches and teachers into the black neighborhood to recruit some good basketball players. A few old crackers in Harney huffed and swore about having to watch a bunch of skinny spooks tear up and down the court, and about how it wasn't fair to the good Christian white kids, but then it was pointed out that the good Christian white kids were mostly slow and fat and couldn't make a lay-up from a trampoline.

bottles. But the shy recruit beamed as he was praised. “I hand out a number of compliments, and all of them are designed to be unexpected,” said Sergeant Dennis Joy, a thoroughly intimidating drill instructor who showed me around the Recruit Depot one day. “You’ll never get rewarded for doing what’s easy for you. If you’re an athlete, I’ll never compliment you on a good run. Only the small guy gets congratulated for running fast. Only the shy guy gets recognized for stepping into a leadership role. We praise people for doing things that are hard. That’s how they learn to believe they can do them.

Amazon realized the importance of recruiting developers early  —  moving its entire organization to services-based interfaces. At the time, this was revolutionary; while everyone was talking about “Service Oriented Architectures,” almost no one had built one. And certainly no one had built one at Amazon’s scale. While this had benefits for Amazon internally, its practical import was that, if Amazon permitted it, anyone from outside Amazon could interact with its infrastructure as if they were part of the company. Need to provision a server, spin up a database, or accept payments? Outside developers could now do this on Amazon’s infrastructure as easily as employees. Suddenly, external developers could not only extend Amazon’s own business using their services  —  they could build their own businesses on hardware they rented from the one-time bookstore, now a newly minted technology vendor.

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

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.

Founding entrepreneurs are out to make their vision and business real. To succeed, they must abandon the status quo, recruit a team that shares their vision, and strike out together on what appears to be a new path, often shrouded in uncertainty, fear and doubt.

Don't drag too much attention with your downlines if you want to get the best of them.

If your team is not working, then you WORK. It is a simple and working antidote to success in network marketing!

Every drill instructor knows that leadership is something to be cultivated and that virtually every recruit has the potential.

In a metaphorical sense, Marine Corps recruiters are the kingdom’s best knights, sent back from the battlefield into the villages to gather volunteers.

The recruiter is confident that the transformation will take place. He can cast a wide net because of his faith in the best training in the world.

The biggest mistake people make. Are people choosing to make personal preferences a general thing and a general thing a personal preference. That is why they are busy recruiting people to join them in being who they are or what they are. Rather than accepting and letting other people be themselves. Our differences from each other mean diversity. It doesn’t mean there is bad blood, we are enemies, there is no unity, we are fighting or the other one is better than the other. Choose to let other people be, without projecting your personal experience into their lives.

By emphasizing its screening procedures, instead of its training, management rarely experiences that pleasant surprise of watching a leader emerge from an unlikely recruit.

How to Quantify Achievement Stories When hiring managers, recruiters, and staffing firms see a resume or LinkedIn profile or attend an interview with verbiage but no numbers, they don’t know what those words mean. In fact, they know next to nothing until you add the numbers that explain the impact of your work. Here’s how you can resolve this issue. Work With Finance Sometimes the impact of our work is not always clear. At times like this, reaching out to one of your friends in the Finance Department can be very helpful. Finance has access to numbers that are not always readily available to other departments. If you’re no longer with the company, explain to the Finance associate that the numbers he provides could make the difference in determining whether you land another position. Using a Range Per Lily Zhang of the Muse, one reason job seekers avoid quantifying is not knowing the exact number. Lily suggests using a range. Using my work experience, here’s what that means: Before: Chaired weekly product manager meeting. After: Chaired weekly meeting with 7 to 12 product managers so plans could be discussed and coordinated. Confusion and rework were eliminated. Frequency Lily shared that one of the easiest ways to add numbers is to identify the frequency with which you perform a given task. This can help the hiring manager understand how much you can handle. For example: Before: Responded to pricing requests from the Sales Force. After: Responded to 15 to 20 pricing requests from the Sales Force on a daily basis. Scale Everyone on the hiring side of the business loves when candidates provide numbers, because numbers explain the impact of what you’ve done. The most meaningful numbers are those associated with making money, saving money, and driving productivity. Here are a couple examples from my work experience: Before: Reduced time to perform Operations Manager’s role; after analysis showed tasks could be batched and performed at the end of the month. After: Reduced time to perform Operations Manager role by 66%; after analysis showed tasks could be batched and performed at the end of the month. Asked Director if I could take on the responsibilities of employees who were laid off. Before: Analysis revealed misconfigured offers; worked with other departments to correct errors. Implemented process to prevent future errors. After: Analysis revealed misconfigured offers; worked with other departments to correct errors. Recognized $7.2M. Implemented process to prevent future errors.

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Today, more than 97% of recruiters use LinkedIn and its powerful search and filtering functionality to source job candidates, and the network also creates value for the hundreds of millions of professionals who use it to manage their personal brands. If LinkedIn had tried to simply replace recruiters with technology, they wouldn’t have a business today.

I called up Coca-Cola and told them that Pepsi had just booked a big advertisement but that the back page was still free. I called up the Daily Telegraph and asked them whether they would prefer to advertise before or after the Daily Express. Another tack was to ask an innocuous question that they couldn’t easily deny: ‘Are you interested in recruiting the highest-calibre school-leavers and university graduates?’ No personnel manager would ever admit that they were looking for mediocre recruits. ‘Then we’re publishing just the magazine for you …

such figures as Bill Clinton, Al Gore, Joe Lieberman, and Terry McAuliffe, has long been pushing the party to forget blue-collar voters and concentrate instead on recruiting affluent, white-collar professionals who are liberal on social issues. The larger interests that the DLC wants desperately to court are corporations, capable of generating campaign contributions far outweighing anything raised by organized labor. The way to collect the votes and—more important—the money of these coveted constituencies, “New Democrats” think, is to stand rock-solid on, say, the pro-choice position while making endless concessions on economic issues, on welfare, NAFTA, Social Security, labor law, privatization, deregulation, and the rest of it. Such Democrats explicitly rule out what they deride as “class warfare” and take great pains to emphasize their friendliness to business interests. Like the conservatives, they take economic issues off the table. As for the working-class voters who were until recently the party’s very backbone, the DLC figures they will have nowhere else to go; Democrats will always be marginally better on economic issues than Republicans. Besides, what politician in this success-worshiping country really wants to be the voice of poor people? Where’s the soft money in that?

The real secret of Silicon Valley is that it’s really all about the people. Sure, there are plenty of stories in the press about the industry’s young geniuses, but surprisingly few about its management practices. What the mainstream press misses is that Silicon Valley’s success comes from the way its companies build alliances with their employees. Here, talent really is the most valuable resource, and employees are treated accordingly. The most successful Silicon Valley businesses succeed because they use the alliance to recruit, manage, and retain an incredibly talented team of entrepreneurial employees

The founder of eHarmony, Neil Clark Warren, wants to get into matching people with the perfect job or the perfect financial adviser or even the perfect friend. That may be good business, but you have to wonder whether this effort will work any better for recruiters and job seekers than it does for singles.

I also suggest getting clear on the qualities your team members need to have to succeed within your business and building that into your recruitment process.

I’ve been told again and again, at school after school, that career service offices have little or nothing to say to students who are interested in something other than the big four of law, medicine, finance, and consulting. At the recruitment fairs, the last two dominate the field. And some schools go even further. Stanford offers companies special access to its students for a fee of ten thousand dollars—and it is hard to believe that Stanford is the only one. Selling your students to the highest bidder: it doesn’t get more cynical than that. But though the process isn’t often that direct, that’s basically the way the system works. As a friend of mine, a third-generation Yalie, once remarked, the purpose of Yale College is to manufacture Yale alumni. David Foster Wallace (Amherst ’85), has a character put it like this: The college itself turned out to have a lot of moral hypocrisy about it, e.g., congratulating itself on its diversity and the leftist piety of its politics while in reality going about the business of preparing elite kids to enter elite professions and make a great deal of money, thus increasing the pool of prosperous alumni donors.

The organization learning matters only if you can use it at the time of need.

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.

Furthermore, in my experience, loving your idea is key because it can often lead to helping others love your idea too. Enthusiasm is contagious, but authentic enthusiasm is even more contagious, which can come in very handy whenever you’re pitching to a potential investor, recruiting a new business partner, or hiring that hard-to-get key employee.

Craig, on the other hand, sees nothing but blue skies in this change of circumstance. He’s been busy setting up a business he calls Wattle It Be, a touring fan club for the Australian cricket side. Ahead of every international tour he buys cut-price packages for people like himself: sweaty single males who like to drink and chant while they get sunburnt in front of sport. The whole concept is horrific, but it’s a roaring success. He’s turning people away. After two or three tours he works out thtat he can recruit a retired Test player to operate as a kind of figurehead and pub coach, offering special comments and war stories, and the not-quite-promise of access to the players. Pg140

In addition, the long shadow of the Holocaust in which 6 million Jews perished — going, as the younger generation in Israel is constantly reminded, ‘like lambs to the slaughter’ — touches every family in the new homeland. Pride in being Jewish and determination to prove that never again will they let their defences down has its effect upon everybody in the service, from the youngest recruit to the most experienced veteran. For such reasons, the men and women of the Israeli intelligence community are more dedicated than their equally patriotic colleagues who work in the same line of business in other countries on behalf of the CIA, KGB or MI6. The

Terrorist groups will not, in most instances, openly recruit from universities or the well developed areas that politicians and business leaders are always focusing on. They will not flight newspaper or TV adverts, but will use belief systems riding on the back of disadvantages, poverty and problems that have remained unaddressed in particular communities, tribal and religious ideologies. They will recruit the most vulnerable to harm and attack the most vulnerable, in order to spite leaders and authorities.

aware of the opportunity both the Americans and the Soviets had to recruit each other as spies in this chess league, but both sides respected the game and tacitly agreed to leave business behind.

AT TRIGON I LEARNT business is all about people, so to ensure I had the first look at executive talent and could hire the best, I created my own recruitment company. I needed a temporary CFO at Emerald and was told about a recruitment consultant called Carmen Bailey. Within 10 minutes of meeting me, Carmen had asked more questions about my business and what drove and motivated me than anyone I had ever met. Carmen is a perfect example of someone who puts the client first. She is never transactional and for her it wasn’t about finding me a contractor but, rather, about wanting to form a long-term sustainable relationship with my business.

It turned out that when you accounted for turnover rates and the cost of recruiting and training, Cary, North Carolina, engineers were cheaper to hire than Bangalore, India, engineers.

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.

Oftentimes, we encounter offers for things that are too good to be true. People offer us opportunities to start businesses for just one hour of work per day, with a guaranteed outcome of millionaire status by next year this time. All you need to do is pay the low, low price of $299 to get started. They have no product or services to offer; yet if you recruit enough people, you will be rich. This is too good to be true. Let me tell you, what I am offering in this little book is too good not to be true, friends! In fact, I misled you again. This is not my offer; it’s Jesus’ offer. In the book of Revelation alone, our God made astounding promises to those who overcome. He put His eternal reputation on the line to assure you that, with Christ living in you, by the power of the Holy Spirit, you will overcome. If this were not so, He would have wasted words, making promises to overcomers. Our God cannot lie. What He says, is so! Hallelujah! Ok, let me calm down and share several of the promises to overcomers:

Fire that customer,” I’d say to the person responsible for recruiting for our tests. “Find me someone in our target demographic.” If the next customer was more positive, I would take it as confirmation that I was right in my targeting. If not, I’d fire another customer and try again.

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.

I’m writing this so people understand who I am and I am working on my reading. I have been a healthcare & nursing recruiter for over 30 years. A while back I was injured in a softball tournament and suffered severe head trauma, actually died twice and coma for around 28 days. I was told I would have no chance to speak, read or write again plus I would suffer from short-term memory loss for the rest of my life. I have been working in healthcare business and I didn’t realize how important this industry was until my accident. It took 18 months just to speak and 2 years to learn to read and write again, ie it wasn’t easy. I have three beautiful daughters and I was given another chance to get better for them. With that being said, I believe I have done very well in my recovery. After I recovered, I realized that what I thought was so important before, really wasn’t that important at all. I have built a shelter for the homeless families and healthcare patients outside of my areas who can’t afford to stay in my city for their treatments. I would have to say that my thoughts about my shelter are right behind me raising three beautiful daughters in my life! I understand the healthcare industry very well and I am a very sufficient recruiter. I know the tools to find the right candidates for any management positions in the healthcare field, specifically in cardiovascular services. My company has continued to be successful in finding the right candidates for our clients despite the downfall of our economy.

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.

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

President Vladimir V. Putin of Russia was a career intelligence officer, trained to identify vulnerabilities in an individual and to exploit them. That is exactly what he did early in the primaries. Mr. Putin played upon Mr. Trump’s vulnerabilities by complimenting him. He responded just as Mr. Putin had calculated . . . In the intelligence business, we would say that Mr. Putin had recruited Mr. Trump as an unwitting agent of the Russian Federation.62

Faced with the task of building a strong, cohesive corporate culture, many software companies have borrowed heavily from other organizations. Trilogy Software made headlines by sending its new recruits to a training “boot camp” for three months—with classes running from 8:00 a.m. to midnight, seven days a week, for the first month. Other companies, such as Scient, subject their new recruits to intense pep rallies, with constant repetition of the company slogan— “I’m on fire!” The popularity of these tactics has even led to some hand-wringing about the cult-like character of many business initiation rituals. One writer for Shift magazine captured the dilemma quite well in a brilliant article entitled “Why Your Fabulous Job Sucks.” “Work is a blast. Your colleagues are cool and they dig having your dog around. But something evil lures you to the company beer fridge. Ever wonder why you’re never home?” The observation here is quite astute. Creating a cool work environment, holding fabulous office parties with great bands, letting people wear whatever they want, setting up the LAN for multiplayer gaming— this may all seem like corporate generosity. But it also has a sound economic rationale. All these devices help to build among young employees allegiance, loyalty, and a willingness to work. The easiest way to persuade people to pull an all-nighter is to make being at the office more fun than being at home.

Hey, asshole,” Lash said to the sw’old-up one, “your boyfriend give you those p-tats? Or was he too busy fucking you in the ass?” The guy’s eyes narrowed. “What’d you say to me?” The gangbanger shook his head. “Gotta be out ya damn mind, white boy.” Skinhead laughed like a blender, high and fast. Who knew recruiting would be this easy, Lash thought. *

2014 Andy’s message continues   You know, Young, before you came along, the other students I chaperoned were mere duties to me. Life with them was much simpler. When you came into the picture, it became more difficult for me to separate the sex act and the intimate relationship we shared. I would often end up at an emotional crossroads when you were summoned to perform sexual duties. No matter how I told myself that you were merely performing a sexual favour and that love doesn’t enter into that equation, an acrid taste plagued me, even when I busied myself with passionate projects while waiting for you to complete your tasks. These negativities ate at my core, challenging my sanity and begging me to snatch you away from the sexual situations. A part of me wanted to possess you rather than permit you to come into your own. Yet as soon as I saw you, happy and bouncing into view, my levelheadedness and sound judgement would return. Once again, I could wrap you in my arms and surround you with my love. Although I may have seemed composed, those were indeed trying times. I had to restrain my irrationality so I wouldn’t jeopardise our E.R.O.S. statuses. Like you, I was also pushing the green-eyed monster back into its abysmal lair. Reflecting on those experiences, I’m surprised I managed to constrain myself. Don’t misunderstand me, I’m grateful for my Bahriji training and E.R.O.S. experiences – without them, I would not have been as strong or resilient. I remember Eric Hoffer, the American moral and social philosopher, who wrote, “Many of the insights of the saint stem from his experience as a sinner.” Though I don’t consider E.R.O.S. recruits and members sinners, I think our experiences were, in a way, saintly – were they not?               Well, young one (you will always be my ‘young one’), I’ll message you again. For now I bid you au revoir mon ami. I’ll be in touch.               Love,               Andy

Ed Amies, one of my oldest and closest friends, told my simply that: “So often, God’s callings have a birth, a death, and then a resurrection.” I had had the birth, and had got stuck into Selection; I had had the death, at that fateful dam in the Welsh mountains--now was a logical time for the resurrection. If my faith stood for anything it was this: miracles really can happen. So I made the decision to try again. This time, though, I would be doing this alone. I knew that support from my family and friends would be much less forthcoming, especially from Mum, who could see the physical toll that just four months had taken. But I felt deadly serious about passing this properly now and I somehow knew that it was my last chance to do it. And no one was going to do it for me. Some two weeks later I listened to a mumbled message on my answering machine from Trucker. He’d got lost on the final part of a march. After hours of wandering aimlessly in the dark, and out of time, he had finally been found by a DS in a Land Rover, out to look for stray recruits. Trucker was dejected and tired. He, too, had failed the course. He went through the same struggle over the next few weeks that I had, and like me, he was invited by the squadron to try again. We were the only two guys to have been asked back. With greater resolve than ever, we both threw ourselves into training with an intensity that we had never done before. This time we meant business. We both moved into an old, secluded, rented farm cottage some six miles out of Bristol. And, Rocky-style, we started to train. The next Selection course (of which two are run annually) was just about to start. And just like in Groundhog Day, we found ourselves back in that old dusty gymnasium at the squadron barracks, being run ragged by the DS.

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

Then Musa let loose. He started dragging us along the road by our clothes and hair. “What did you do at this camp? And why are you still going to church and recruiting more of your siblings?” he demanded as he hit us. I cried, begging him to let us go. Without mercy he grabbed me and then punched me hard in the face. I fell to the ground at the impact. The pain was mind-numbing, and I felt sticky blood flow from my nose. Other members who had followed us outside tried to intervene. “Aren’t you afraid of God?” they said to him, trying to pull him off us. “It’s none of your business! I’ll beat you, too, if you don’t shut your mouths and stop trying to help them,” Musa furiously shouted.

Your business will only be as good as the people you recruit to join it. Your future and the future of your business depend on your ability to recruit without compromise.

COVER LETTERS Most people today, including hiring authorities, are living a high-stress life. They are being bombarded by e-mail, voice mail, U.S. mail, and junk mail. They take calls from cell phones, business phones, and home phones, not to mention the demands for attention from many other voices. Most HR managers, executive recruiters, and hiring managers are placing less and less importance on cover letters. Yes, they are still a part of the process, but they play a less significant role.