Recruitment Drive Quotes

Danger has always held a certain allure. That, in large part, is why so many teenagers drive too fast and drink too much and take too many drugs, why it has always been so easy for nations to recruit young men to go to war.

Your social media is every bit as much of who you are as the clothes you wear, the bars you check into, the music you share, the car that drives you or who you date. Everyone judges you on them—your mates, teachers, Uni recruiters and employers.

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

There is a gay agenda?" he asked. "Naturally. Although marriage is the second item. Draw two." "So what's the first?" Jackson asked, grinning. He seemed to be the only person at the table besides Levi who realized Jaime was kidding. Everybody else was staring at Jaime with open-mouthed shock. "Recruitment. Especially of children. That's why I'm here, in fact. We're having a membership drive this month, and whoever recruits the most minors wins two free tickets to see Kathy Griffin live.

When Lebanese Muslims and Palestinians declared jihad on Christians in 1975, we didn’t even know what that word meant. We had taken the Palestinians in, giving them refuge in our country, allowing them to study side by side with us in our schools and universities. We gave them jobs and shared our way of life with them. What started as political war spiraled very fast into a religious war between Muslims and Christians, with Lebanese Muslims joining the PLO fighting the Christians. We didn’t realize the depth of their hatred and resentment toward us as infidels. The more that Christians refused to get involved in the Palestinian-Israeli conflict and to allow the Palestinians to use Lebanon as a launching pad from which to attack Israel, the more the Palestinians looked at us as the enemy. Muslims started making statements such as “First comes Saturday, then comes Sunday,” meaning first we fight the Jews, then we come for the Christians. Christian presence, influence, and democracy became an obstacle in the Palestinians' fight against Israel. Koranic verses such as sura 5:51—"Believers, take not Jews and Christians for your friends. They are but friends and protectors to each other"—became the driving force in recruiting Muslim youth. Many Christians barely knew the Bible, let alone the Koran and what it taught about us, the infidels. We should have seen the long-simmering tension between Muslims and Christians beginning to erupt, but we refused to believe that such hatred and such animosity existed. America also failed to recognize this hatred throughout all the attacks launched against it, beginning with the marine barracks bombing in Beirut in 1983 all the way up to September 11, 2001. It was that horrible day that made Americans finally ask, What is jihad? And why do they hate us? I have a very simple answer for them: because you are “infidels.

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

sandy-haired, friendly, smiling, small-town attorney of Pennington, had been born in 1950 in a roach-infested Newark slum. His father had been a construction worker fully employed through World War II and Korea creating new factories, dockyards and government offices along the Jersey Shore. But with the ending of the Korean War, work had dried up. Cal was five when his mother walked out of the loveless union and left the boy to be raised by his father. The latter was a hard man, quick with his fists, the only law on many blue-collar jobs. But he was not a bad man and tried to live by the straight and narrow, and to raise his toddler son to love Old Glory, the Constitution and Joe DiMaggio. Within two years, Dexter Senior had acquired a trailer home so that he could move where the work was available. And that was how the boy was raised, moving from construction site to site, attending whichever school would take him, and then moving on. It was the age of Elvis Presley, Del Shannon, Roy Orbison and the Beatles, over from a country Cal had never heard of. It was also the age of Kennedy, the Cold War and Vietnam. His formal education was fractured to the point of near nonexistence, but he became wise in other ways: streetwise, fight-wise. Like his departed mother, he did not grow tall, topping out at five feet eight inches. Nor was he heavy and muscular like his father, but his lean frame packed fearsome stamina and his fists a killer punch. By seventeen, it looked as if his life would follow that of his father, shoveling dirt or driving a dump truck on building sites. Unless . . . In January 1968 he turned eighteen, and the Vietcong launched the Têt Offensive. He was watching TV in a bar in Camden. There was a documentary telling him about recruitment. It mentioned that if you shaped up, the Army would give you an education. The next day, he walked into the U.S. Army office in Camden and signed on. The master sergeant was bored. He spent his life listening to youths doing everything in their power to get out of going to Vietnam. “I want to volunteer,” said the youth in front of him. The master sergeant drew a form toward him, keeping eye contact like a ferret that does not want the rabbit to get away. Trying to be kindly, he suggested

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

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

The radial patterning of Protestantism allows us to use a county’s proximity to Wittenberg to isolate—in a statistical sense—that part of the variation in Protestantism that we know is due to a county’s proximity to Wittenberg and not to greater literacy or other factors. In a sense, we can think of this as an experiment in which different counties were experimentally assigned different dosages of Protestantism to test for its effects. Distance from Wittenberg allows us to figure out how big that experimental dosage was. Then, we can see if this “assigned” dosage of Protestantism is still associated with greater literacy and more schools. If it is, we can infer from this natural experiment that Protestantism did indeed cause greater literacy.16 The results of this statistical razzle-dazzle are striking. Not only do Prussian counties closer to Wittenberg have higher shares of Protestants, but those additional Protestants are associated with greater literacy and more schools. This indicates that the wave of Protestantism created by the Reformation raised literacy and schooling rates in its wake. Despite Prussia’s having a high average literacy rate in 1871, counties made up entirely of Protestants had literacy rates nearly 20 percentile points higher than those that were all Catholic.18 FIGURE P.2. The percentage of Protestants in Prussian counties in 1871.17 The map highlights some German cities, including the epicenter of the Reformation, Wittenberg, and Mainz, the charter town where Johannes Gutenberg produced his eponymous printing press. These same patterns can be spotted elsewhere in 19th-century Europe—and today—in missionized regions around the globe. In 19th-century Switzerland, other aftershocks of the Reformation have been detected in a battery of cognitive tests given to Swiss army recruits. Young men from all-Protestant districts were not only 11 percentile points more likely to be “high performers” on reading tests compared to those from all-Catholic districts, but this advantage bled over into their scores in math, history, and writing. These relationships hold even when a district’s population density, fertility, and economic complexity are kept constant. As in Prussia, the closer a community was to one of the two epicenters of the Swiss Reformation—Zurich or Geneva—the more Protestants it had in the 19th century. Notably, proximity to other Swiss cities, such as Bern and Basel, doesn’t reveal this relationship. As is the case in Prussia, this setup allows us to finger Protestantism as driving the spread of greater literacy as well as the smaller improvements in writing and math abilities.

carries in the breast pocket of his uniform jacket. She uncaps the pen with a flick of her thumb and presses the pointy end right against the major’s throat. Then she brings her face close to Major Unwerth’s, until their noses almost touch. “Listen up, fuckhead,” she says. Her voice is so infused with anger that it comes out as a hoarse growl. “That man over there is one of mine. He dragged me through half a mile of hostile territory. If I ever hear you talking to him again like he’s some green recruit who overstayed his weekend leave, I will tear out your trachea and piss down your neck. Is that understood?” I can see Major Unwerth’s throat move under the tip of the pen as he swallows. There’s naked fear in his eyes now, and the sight of it gives me intense satisfaction. Part of me wants Sergeant Fallon to drive the barrel of that pen right through his throat. Finally, he gives an almost imperceptible nod. Sergeant Fallon releases him and drops the pen in front of him. Her face is contorted with disgust, as if she has just cleaned out a latrine with her bare hands.

DUI laws recruit professionals in September Anywhere transmission, a DUI upper die in the right way is to increase the visitors - on the same level is considered an accident. In fact, people in the fashion world was created, are variable at any time, our burden is in shock. Choosing a DUI lawyer in Orlando, it has excellent transport Mr. DUI. This is the beginning of a lawyer drunk driving towards a grant itself is easy to prevent. It s back to the advantage of the expert influence and drunk driving laws have led to the introduction of the goods out below. Information management, national blood-alcohol content at the user for security purposes now a comprehensive than.08 9878 represented 32 367 people in relation to the person writing, personal accident visitors in the United States in 2011 shows that of the deceased. They are the people who spend too much time accident all drivers, 66%, or 7 per cent of non-residents and 27% of the population was killed. All individual studies, people basically 50 people died in a few minutes or that means. Those people and even a small number of adult men and women will die of 100000 DUI. DUI no cost to the patient s residence life sentence for drunk driving is the responsibility of all states, there is. Sales of DUI, then their life beyond the grave situation in the authorization they certainly branches, those things are missing. He also took the lives of more experienced criminal’s effect and affect the function has been driving to hear the work of a high quality.

My personal convictions drive me to join those like-minded, in the recruitment of a growing army without guns, no hatred or prejudice, but with a leadership voice of influence and harnessing resources to create the change they desire. The major problems facing the world, particularly our beloved African continent, will not be won by sanctions, cruelty, ethnic cleansing, revenge, guns or bullets. The challenges are not largely externally motivated, so the platform to change them must shift. Shift from selfish to selfless, from external to internal, from behaviours to beliefs. Some of them are externally sponsored but self-inflicted, whilst most of them are due to greed, short-sightedness, abuse and selfishness.

For all his ego and mendacity, Moore is immensely popular. He's got an Oscar, more film awards than we can easily count, and a following whose blindest followers resemble cult members. Like a cult, the Moore movement shares the drive to recruit converts....

Don't be ridiculous, Rachel," Caleb said. "There is no 'gay agenda.'" "No, she's right," Jaime said, without cracking a smile. He tossed down a card and turned to Caleb. "Your turn. Draw two." But Caleb didn't even look at his cards. "There is a gay agenda?" he asked. "Naturally. Although marriage is the second item. Draw two." "So what's the first?" Jackson asked, grinning. He seemed to be the only person at the table besides Levi who realized Jaime was kidding. Everybody else was staring at Jaime with open-mouthed shock. "Recruitment. Especially of children. That's why I'm here, in fact. We're having a membership drive this month, and whoever recruits the most minors wins two free tickets to see Kathy Griffin live.

Articulate where in IT and its staff you can put your mission statement to immediate practical use as a guideline or filter: In metrics In recruitment Elsewhere within IT

How could you,” began Mackey, “how could you, a mathematician, a man devoted to reason and logical proof . . . how could you believe that extraterrestrials are sending you messages? How could you believe that you are being recruited by aliens from outer space to save the world? How could you . . . ?” Nash looked up at last and fixed Mackey with an unblinking stare as cool and dispassionate as that of any bird or snake. “Because,” Nash said slowly in his soft, reasonable southern drawl, as if talking to himself, “the ideas I had about supernatural beings came to me the same way that my mathematical ideas did.

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

his desk, reading the paper. He looked like he had gotten eight hours of sound sleep and spent the last hour at the gym. Recruiting poster. He set his paper aside and asked if we were OK, that we looked a little under the weather. When we replied that we were fine, he said, “OK, get to work.” The bar scene was never mentioned again. Jim eventually became so depressed, he decided to volunteer for another tour in Vietnam. However, he only had months to serve, and the army refused to deploy him. Jim found a way. He got into his Olds 4-4-2 and headed toward Louisville. Between Ft. Knox and Louisville was the small town of West Point. It occupied the southeastern bank of the Ohio River and was a notorious speed trap. Local residents claimed that the majority of the municipal budget was covered by speeding fines collected from the Ft. Knox troops. Jim ran through the northbound radar trap in excess of 100 mph. After the policeman wrote him up for reckless driving, Jim turned around and ran through the southbound speed trap at 110. He was arrested immediately. When it came time for his disciplinary process, he was busted back to E-4.

If you have people in your organization who are not leading their people, not answering questions, and not showing up to company events, but are recruiting, my advice is to send them a thank you card and let it go—it being the need to change them into something they’ll never be. I’m serious. Stop demanding that people be leaders. You can’t force or demand someone else to be a leader! Just be grateful for what that individual does bring to your team and move on.

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.

Examples of projects could include: Projects at work: Complete web-page design; Create slide deck for conference; Develop project schedule; Plan recruitment drive. Personal projects: Finish Spanish language course; Plan vacation; Buy new living room furniture; Find local volunteer opportunity. Side projects: Publish blog post; Launch crowdfunding campaign; Research best podcast microphone; Complete online course. If you are not already framing your work in terms of specific, concrete projects, making this shift will give you a powerful jump start to your productivity.

I'm feeling extra affectionate today. Maybe it's the fear of an unknown future that's driving my need for human contact.

Tolerance toward that which is radically evil now appears as good because it serves the cohesion of the whole on the road to affluence or more affluence. The toleration of the systematic moronization of children and adults alike by publicity and propaganda, the release of destructiveness in aggressive driving, the recruitment for and training of special forces, the impotent and benevolent tolerance toward outright deception in merchandizing, waste, and planned obsolescence are not distortions and aberrations, they are the essence of a system which fosters tolerance as a means for perpetuating the struggle for existence and suppressing the alternatives. The authorities in education, morals, and psychology are vociferous against the increase in juvenile delinquency; they are less vociferous against the proud presentation, in word and deed and pictures, of ever more powerful missiles, rockets, bombs--the mature delinquency of a whole civilization.

But—” “There are lots of things I can’t tell you. It’s only fair you have some of your own.” She zipped out the door before I could say another word. I considered going after her, but between her and the Spartan, I didn’t see how that could go well. I turned back to Jun. “It appears you now have my undivided attention.” “I’ll try to be brief.” Jun resettled himself to face me. “You’re familiar with the Spartans.” “I’ve encountered my fair share.” He gave me a nod of acknowledgment. “You served with the 11th Shock Troops Battalion on Reach.” “That I did. Spartan-B312 helped me out of a pinch in New Alexandria.” Jun bowed his head. “Noble Six was a good man.” I gave him a moment to collect himself. He still had eyes as dry as a glassed desert. “You have an exemplary combat record, Sergeant Buck. You’re a fantastic leader. One of the finest soldiers in the ODST.” “You’re making me blush.” “Just because the Covenant War is over doesn’t mean there aren’t battles to be fought.” “Is this some kind of recruiting drive? Because I still have a good while left on my current tour.” “Recruiting? In a way.” He sized me up. “How would you like to become a Spartan?” That caught me so off guard I actually laughed out loud. “It’s not a joke,” Jun said.

But instead of recruitment efforts being concentrated on the military for those who had the drive and the self-discipline to become top-of-the-line firefighters and eventually officers who would lead the department, or looking at potential personnel from higher education institutions such as the local community colleges, the recruiting focused on shopping malls and high schools.

The Emory researchers who identified the four phases of meditation found that when meditators slip out of the focused attention of the TPN and into Mind Wandering, the DMN activates. The wandering mind of the DMN has a “me” orientation, focusing on the self. It may flit from what’s going on at the moment (“Is that a mosquito buzzing?”) to future worries (“I’m nervous about next week’s exam”) to the past (“I’m so mad at my brother Jim for calling me a sissy at my fifth birthday party”). The precuneus contributes to both self-referential focus and episodic memory. Disturbing memories are played and replayed. The idle brain defaults to what is bothering us, both recent and long-past events. These egocentric musings of the wandering mind form the fabric of our sense of self. When you quiet your TPN in meditation, you open up a big empty space in consciousness. For a few moments, the brain is quiet, and you feel inner peace. Then the engine starts revving. The DMN kicks in, bringing with it a cascade of worries and random thoughts. You’re doing 2,000 RPM in Park, but going nowhere. And it gets worse. The DMN has a rich neural network connecting it with other brain regions. Through this, it busily starts recruiting other brain regions to go along with its whining self-absorption. It commandeers the brain’s CEO, the prefrontal cortex. This impairs executive functions like memory, attention, flexibility, inhibition, planning, and problem-solving. 2.5. Nerves from the Default Mode Network reach out to communicate with many other parts of the brain. The DMN also recruits the insula, a region that integrates information from other parts of the brain. It has special neurons triggered by emotions that we feel toward other people, such as resentment, embarrassment, lust, and contempt. We don’t just think negative thoughts; we feel them emotionally too. At this stage, the meditator isn’t just wallowing in a whirlwind of self-centered thoughts. The DMN has taken the brain’s CEO hostage, while through the insula it starts replaying all the slights, insults, and disappointments we’ve experienced in our relationships. The quiet meditative space we experienced just a few moments before has been destroyed. This drives meditators absolutely nuts. No sooner do they achieve nirvana, the still, quiet place of Bliss Brain, than the DMN serves up a smorgasbord of self-absorbed fantasies. It pulls us into negative emotional states—then drags the rest of the brain along behind it. The DMN. Hmm . . . that acronym reminds me of something: “the DeMoN.” The DMN is the demon that robs me of the inner peace I’m seeking through meditation

The driving force behind many of Israel’s most celebrated defense products is Unit 8200. The intelligence unit of the IDF, it is the equivalent of the National Security Agency (NSA) in the US and is staffed by elite young recruits with an appetite for spying, computer hacking, and surveillance. Its primary goal is mass monitoring of Palestinians in the West Bank and Gaza, detailing all their personal and political information, and listening to communications from allies and foes across the world. This is achieved principally through a base in the Negev desert where lines of satellite dishes suck up domestic and international calls and a range of other communications. The Urim base feeds information to Unit 8200 and Israel collates details from both the base and covert listening posts in its embassies around the globe. Urim is one of the world’s biggest signals intelligence stations.

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Because just like marketing, you should always be recruiting. Seriously, there is no time, that if the right person walked along, you shouldn’t get that individual on the bus right away. Why do we view marketing as something we should do all the time to drive brand awareness, but we don’t think the same about recruiting? The way most business owners treat recruiting is more like a discrete task than an ongoing process. If there are job openings, we recruit. As soon as we fill them up, we stop. Whew, nice to be done with that for a while. Except, that’s the wrong attitude. Recruiting is a vital function, and we should keep it going all the time.

To truly ignite your creative potential and inner drive, you have to look beyond the motivation of monetary and material goals. It’s not that those motivations are bad; in fact, they’re great. I’m a connoisseur of nice things. But material stuff can’t really recruit your heart, soul, and guts into the fight. That passion has to come from a deeper place. And, even if you acquire the shiny object(s), you won’t capture the real prize—happiness and fulfillment. In my

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Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

There is a gay agenda?" he asked. "Naturally. Although marriage is the second item. Draw two." "So what's the first?" Jackson asked, grinning. He seemed to be the only person at the table besides Levi who realized Jaime was kidding. Everybody else was staring at Jaime with open-mouthed shock. "Recruitment. Especially of children. That's why I'm here, in fact. We're having a membership drive this month, and whoever recruits the most minors wins two free tickets to see Kathy Griffin live.

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

There was another whole bunch of hopefuls. They would diminish down at a startling rate. We had seen it happen before. This time, though, we were there as the “old hands.” And it helped. We knew what to expect; the mystique had gone, and the prize was up for grabs. That was empowering. It was now wintertime, and winter Selection is always considered the tougher course, because of the mountain conditions. I tried not to think about this. Instead of the blistering heat and midges, our enemies would be the freezing, driving sleet, the high winds, and the short daylight hours. These made Trucker and me look back on the summer Selection days as quite balmy and pleasant! It is strange how accustomed you become to hardship, and how what once seemed horrific can soon become mundane. The DS had often told us: “If it ain’t raining, it ain’t training.” And it rains a lot in the Brecon Beacons. Trust me. (I recently overheard our middle boy, Marmaduke, tell one of his friends this SAS mantra. The other child was complaining that he couldn’t go outside because it was raining. Marmaduke, age four, put him straight. Priceless.) The first few weekends progressed, and we both shone. We were fitter, stronger, and more confident than many of the other recruits, but the winter conditions were very real. We had to contend with winds that, on one weekend exercise, were so strong on the high ridges that I saw one gust literally blow a whole line of soldiers off their feet--including the DS. Our first night march saw one recruit go down with hypothermia. Like everyone else, he was wet and cold, but in the wind and whiteout he had lost that will to look after himself, and to take action early. He had forgotten the golden rule of cold, which the DS had told us over and over: “Don’t let yourself get cold. Act early, while you still have your senses and mobility. Add a layer, make shelter, get moving faster--whatever your solution us, just do it.” Instead, this recruit had just sat down in the middle of the boggy moon grass and stopped. He could hardly talk and couldn’t stand. We all gathered round him, forming what little shelter we could. We gave him some food and put an extra layer of clothing on him. We then helped him stagger off the mountain to where he could be picked up by Land Rover and taken to base camp, where the medics could help him. For him, that would be his last exercise with 21 SAS, and a harsh reminder that the struggles of Selection go beyond the demons in your head. You also have to be able to survive the mountains, and in winter that isn’t always easy. One of the other big struggles of winter Selection was trying to get warm in the few hours between the marches. In the summer it didn’t really matter if you were cold and wet--it was just unpleasant rather than life-threatening. But in winter, if you didn’t sort yourself out, you would quickly end up with hypothermia, and then one of two things would happen: you would either fail Selection, or you would die. Both options were bad.

Doubtless there was discussion in the teachers’ common room about which sister the latest Spencer recruit to Poplar class would emulate, Sarah or Jane. It was a close run thing. Diana was in awe of her eldest sister but it wasn’t until later in life that she forged a close relationship with Jane. During their youth Jane was more likely to put her weight and invective behind brother Charles than her kid sister. Diana’s inevitable inclination was to imitate Sarah. During her first weeks she was noisy and disruptive in class. In an attempt to copy her sister Sarah’s exploits she accepted a challenge which nearly got her expelled. One evening her friends, reviewing the dwindling stocks of sweets in their tuck boxes, asked Diana to rendezvous with another girl at the end of the school drive and collect more supplies from her. It was a dare she accepted. As she walked down the treelined road in the pitch black she managed to suppress her fear of the dark. When she reached the school gate she discovered that there was no-one there. She waited. And she waited. When two police cars raced in through the school gates she hid behind a wall. Then she noticed the lights going on all over the school but thought no more about it. Finally she returned to her dorm, terrified not so much at the prospect of getting caught but because she had come back empty handed. As luck would have it a fellow pupil in Diana’s dormitory complained that she had appendicitis. As she was being examined, Diana’s teacher noticed the empty bed. The game was up. It was not just Diana who had to face the music but her parents as well. They were summoned to see Miss Rudge who took a dim view of the episode. Secretly Diana’s parents were amused that their dutiful but docile daughter had displayed such spirit. “I didn’t know you had it in you,” said her mother afterwards.

Most companies, including Google until a few years ago, celebrate promotions but do nothing to reach out to the people who just missed the cut. Which is madness. It takes an hour or two to spot the folks you think will be upset and talk to them about how to continue growing. It’s the way you would want to be treated. It’s more procedurally just, which helps people perceive the process as more open and honest. It’s far better for the company than having someone quit, losing their productivity while you look for a replacement, recruit someone, and then bring them up to speed. And, at a very vulnerable time in someone’s career, you’re helping him understand what happened and using a demotivating event to ignite his drive.

Given the barbaric acts ISIS displays on TV and the Internet, it’s reasonable to assume that some kind of pathology is what drives people from comfortable lives in the West into the arms of ISIS. Social science researchers, however, take issue with that assumption; the attraction, they say, is far more complicated. “These young people are not psychopaths,” Scott Atran, an anthropologist wrote in the September 4, 2016, issue of the Guardian, “but rather everyday young people in social transition, on the margins of society, or amidst a crisis of identity.” He explained that recruits for ISIS from Western countries are in transitional stages in their lives—between jobs, schools, relationships, countries—and are looking for new families.

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

59. Creature Comforts Are Only Temporary It was one of the most painful lessons of my life. It was during the first time I attempted SAS selection. I was totally lost in a vast boggy wetland, torrential rain was driving down, and I was utterly spent. I was also way behind time, and I knew it. When I finally made it to the penultimate checkpoint, the corporals kept me there doing endless press-ups in the wet marsh with my heavy pack still on my back. I knew this was costing me even more valuable time and energy. I was feeling fainter and fainter; I knew things were bad. I was soon off again, wading across a fast-flowing, waist-deep stream, before climbing up through knee-deep mud towards the next 2,000-foot (600-metre) mountain ridge-line. I just had to keep going. Ten miles. Twenty miles. ‘Nothing good comes from quitting,’ I told myself, over and over again. ‘If I keep going, I will pass.’ But I was getting more and more delirious with fatigue. I didn’t know why this was happening, and I couldn’t control it. Maybe I hadn’t eaten or drunk enough, or perhaps it was just that the months of this relentless pace were finally taking their toll and I was at my limit. Every couple of paces, my knees would buckle. If I stumbled, I couldn’t stop myself from falling. Eventually I saw the trucks in the distance below me, symbolizing the end point. Wisps of smoke from army Hexi stoves curled upwards from the woods. Soon I would be warm, soon I would have a cup of hot tea. It was all I wanted. But when I reached the end checkpoint I was told I had been failed - I had been too slow. My world fell inwards. I was sent off to make camp in the woods and rest for the night. The remaining recruits would be heading out for the night march in a few hours. The next morning I would be returned to camp with the others who hadn’t made the grade. I was totally dejected. That night in those woods, warm and dry under my shelter, blisters attended to, dry socks on, and out of the wind and rain, I learnt an enduring lesson: warm and dry doesn’t mean fulfilled and happy.

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

African Americans at Ford had to choose between giving up their good industrial jobs, moving to apartments in a segregated neighborhood of San Jose, or enduring lengthy commutes between North Richmond and Milpitas. Frank Stevenson bought a van, recruited eight others to share the costs, and made the drive daily for the next twenty years until he retired. The trip took more than an hour each way.

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

The more developers you have, the more products you can build. Essentially, recruiting is the engine that drives distribution

Grit is an essential ingredient in your leadership team. When you are recruiting and considering a person for a leadership position, ask them to describe challenges they have faced. See how they handled outright failure. Did they drive ahead? Did they make tough decisions that were painful in the short run, but necessary for the survival of their team? Did they do this over and over again? If yes, they have grit. I respect grit in others. You should too.